lecture #1 what is stakeholder dialogue and why is it ...€¦ · galson s c i e n c e s l t d...

Galson S C I E N C E S L T D

Lessons Learnt in the Area of Stakeholder Dialogue to Strengthen

National Competencies for Radioactive Waste Disposal

Lecture #1

What is Stakeholder Dialogue and why is it important?

Warsaw, Poland

November 19th 2012

Phil Richardson


Lessons Learnt in the Area of Stakeholder Dialogue to Strengthen National Competencies for Radioactive Waste Disposal

Outline

What is Dialogue?

Why is it important?

Some Definitions

Who is a Stakeholder?

Dialogue as part of a step-wise process

Levels of engagement

Principles and basic components of an engagement strategy

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What is stakeholder dialogue/involvement? The NEA/OECD Forum on stakeholder confidence defines stakeholder

involvement as:

“An integral part of a stepwise process of decision making. At different

phases, involvement may take the form of sharing information, consulting,

dialoguing, or deliberating on decisions.

It should be seen always as a meaningful part of formulating and

implementing good policy. Stakeholder involvement techniques should not

be viewed as convenient tools for ‘public relations’, image-building, or

winning acceptance for a decision taken behind closed doors.”

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Why is dialogue important? To help develop better solutions acceptable to all

parties, by incorporating public values and

concerns into decision making

To build trust, in both the process and the

organisations involved

To gain community support for a project

To help counter external opposition to the project

To inform (don’t use the term ‘educate!) the public

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Some Definitions related to Stakeholder Involvement

Communication

A one way process involving giving or disseminating information

Engagement

A two way process where both parties speak but also listen

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Some Definitions related to Stakeholder Involvement

Dialogue

Dialogue can be defined as interaction and mutual learning. Parties (often

traditionally opposing) are brought together for the purpose of finding common

ground, redefining the terms in which they operate, identifying areas of

agreement and disagreement, and, crucially, developing enhanced

understanding of each other and of potential ways forward.

Consultation

Consultation is the opportunity for stakeholders (variously defined) to comment

upon issues and proposals during the course of their development. Crucially,

consultation implies that the power to make decisions, and the extent to which

comments are taken into account, remains at the discretion of the authorising

institution.

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Deliberation

Deliberation is a form of discourse, theoretically and ideologically requiring

ideal conditions of equality of access and justification of arguments.

Deliberation involves reasoned debate between relevant actors. It draws on a

notion of procedural legitimacy, that is, if the conditions for deliberation are

fulfilled, then the outcomes are the best possible. Deliberation is largely

associated with models of deliberative democracy,

Participation

The degree of public participation in decision-making depends on the amount

of power transferred from the responsible authority to the public. Although the

word is used loosely to indicate taking part in a process, and although

participation can take place solely through taking account of a wider range of

views, the strong sense infers participation in taking decisions, not merely in

consultation on those decisions.

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Who is a stakeholder? Stakeholders are generally defined as those who have a specific interest in

a given issue or decision.

This group can include the general public.

There are normally two types of stakeholders: internal and external and

each plays a vital role. They can also be referred to as statutory and non-

statutory stakeholders

Internal (statutory) stakeholders are those involved in the decision making

process.

External (non-statutory) stakeholders are those most often affected by the

potential outcome of the project, either directly, or emotionally.

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Who is a stakeholder? IAEA

The IAEA Handbook on Nuclear Law [IAEA 2003] states that: “Owing

to the differing views on who has a genuine interest in a particular

nuclear related activity, no authoritative definition of stakeholder has

yet been offered, and no definition is likely to be accepted by all

parties. However, stakeholders have typically included the following:

the regulated industry or professionals; scientific bodies;

governmental agencies (local, regional and national) whose

responsibilities arguably cover nuclear energy; the media; the public

(individuals, community groups and interest groups); and other

States (especially neighbouring States that have entered into

agreements providing for an exchange of information concerning

possible trans-boundary impacts, or States involved in the export or

import of certain technologies or material)”.

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Who is a stakeholder?

OECD/NEA

The Forum on Stakeholder Confidence identifies a stakeholder as - “any

actor-institution, group or individual with an interest in or a role to play

in the societal decision making process”

Basically, anyone is a stakeholder who feels affected by a

project

This can cause problems if they are left out!

Research who should be involved!

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Stakeholder Categories

Political and economic

Government, local community, funding bodies

Environmental

Environmental regulators, local community, NGO’s.

Social

Local community, business groups, community groups

Technical

Nuclear regulator, R&D institutions, universities.

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Example of stakeholder groups from the UK

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Academia and

learned

societies

CoRWM

Industry and

the supply

chain

International

Governments

Local

Government

Media NDA Staff NGOs Overseas

organisations Regulators

Society Statutory

consultees Trade unions

UK

Government

and Devolved

Governments

Volunteer

communities



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Should be part of a step-wise process

Recognised by IAEA in 2000 at the 44th Session of the IAEA General

Conference that:

technological solutions to the safe management of radioactive waste

exist, but public acceptance is needed;

a structured participatory process is needed for decision making;

consensus of all parties is unlikely and therefore a formal, transparent

decision making process with public participation is essential;

the decision making process needs to be step wise with the ability to

reverse decisions at a later stage;

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“INSAG has concluded that the expectations of

stakeholders of a right to participate in energy

decisions are something that the nuclear

community must address.

Decisions regarding such matters as the siting

and construction of a nuclear power plant are

no longer largely the domain of a closed

community of technical experts and utility

executives.

Today, the concerns and expectations of all

manner of persons and organizations — from

the local farmer to the international financial

institution — must be considered.”



Levels of Engagement Non-Interactive

Inform: Selected information is provided by the implementer to the public in order to assist them in understanding the problem, alternatives, opportunities and/or solutions under consideration

Listen: The implementer listens to the public feedback on analysis, alternatives and decisions and receives complaints, protest and criticism

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Levels of Engagement Interactive

Consult/Exchange: The public are asked to discuss the problem with the implementer and to add their ideas and concerns, in order to develop an overview of existing arguments and perspectives

Collaborate: The public are able to formulate propositions and recommendations. They take an active role in generating new ideas, developing alternatives and identifying the best solution to a problem

Joint Decision-making: The public are empowered to take part in the final decision-making

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Underlying Principles of an Engagement Strategy

Be flexible and take account of local and national cultural norms, do not blindly apply

processes from elsewhere

Recognise that stakeholder definitions vary from country to country

Appreciate that many people have no experience of involvement in decision-making

Demonstrate accountability (who is responsible for what?)

Be clear about the purpose and indicate clearly where influence is possible

Identify and understand stakeholder concerns from the beginning

Build trust

Practice openness and transparency

Allow the strategy to evolve with time and experience

Allow sufficient time (it always takes longer than expected!)

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• Key Stages

Define the Purpose

Plan the programme

Review the plan

Promote the programme

Provide information

Consult

Participate

Extend participation

Compile input to decision

Feedback

Evaluate the programme

More in the next lecture…….

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Can Engagement Go Wrong?

• Yes

Some groups may purposely obstruct the process.

Can lead to longer project timescales and costs.

Can sometimes lead to decisions that go against the decision

maker.

• However;

Important that the decision ultimately lies with the decision maker

who is accountable for that decision.

There are many examples of where avoiding engagement has

caused greater problems.

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Finally

There is not necessarily one single approach – communication with stakeholders is generally nation and culture specific.

The level of stakeholder engagement should reflect the complexity of the problem in hand.

Proper identification of stakeholders and their interests/concerns/aspirations is the key to success.

Effective dialogue needs time and money (it may lead to delays in your project).

Listen to your stakeholders by establishing a two way process and gain trust.

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