Lessons Learnt in the Area of Stakeholder Dialogue to Strengthen National Competencies for Radioactive Waste Disposal. Lecture #1

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1 Lecture #1 What is Stakeholder Dialogue and why is it important? Warsaw, Poland November 19 th 2012 Phil Richardson

2 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 2

3 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. 3

4 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 4

5 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 5

6 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. 6

7 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. 7

8 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 nonstatutory 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. 8

9 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). 9

10 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! 10

11 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. 11

12 Example of stakeholder groups from the UK 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 12

13 13

14 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; 14

15 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.

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17 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 17

18 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 18

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20 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!) 20

21 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. 21

22 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. 22

23 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. 23

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