CSA Z764-1996 A Guide to Public Involvement (First Edition).pdf

1、Z764-96(reaffirmed 2012)A Guide to Public InvolvementStandards Update ServiceZ764-96March 1996Title:A Guide to Public InvolvementPagination:172 pages (viii preliminary and 164 text).To register for e-mail notification about any updates to this publicationgo to shop.csa.caclick on CSA Update ServiceT

2、he List ID that you will need to register for updates to this publication is 2005591.If you require assistance, please e-mail techsupportcsagroup.org or call 416-747-2233.Visit CSA Groups policy on privacy at csagroup.org/legal to find out how we protect your personal information. Z764-96 A Guide to

3、 Public Involvement ISSN 0377-5669 Published in March 7996 by Canadian Standards Association 778 Rexdale Boulevard, Etobicoke, Ontario, Canada M9W 7R3 TechnlclIl EdItor: Husam Mansour Mllnllglng Editor: Gary Burford Senior Project Editor: Ann Martin Editor: Maria Adragna Publishing System Operlltors

4、: Ursula Das/Grace DeStefano Canadian Standards Association - 7996 All rights reserved. No part of this publication may be reproduced in any form, in an electronic retrieval system or otherwise, without the prior permission of the publisher. Contents Technical Committee on Public Involvement v Prefa

5、ce vii 1. Introduction 1.1 What is the purpose of this Guide? 1.2 What does public involvement mean? 3 1.3 Why involve the public? 3 1.4 How is this Guide organized? 5 2. Do You Need to Involve the Public? 9 2.1 Can you describe the situation that needs to be addressed? 11 2.2 Have you identified th

6、e potential benefits of involving the public? 11 2.3 Can the public still make a difference? 13 2.4 Do you understand the external aspects of the situation? 13 2.5 Do you understand stakeholder interests and positions? 15 2.6 Do you understand the implications of not involving the public? 21 A Guide

7、 to Public Involvement 3. Have You Laid the Groundwork for a Well-Constructed Process? 25 3.1 Do you understand the nature and scope of the pending decisions? 27 3.2 Do you have a statement of the purpose and goals for the public-involvement process? 27 3.3 Do you know when decisions are required? 3

8、1 3.4 Do you know who should be involved and why? 31 3.5 “Are you familiar with the range of public-involvement mechanisms? 41 3.6 Do you have an indication of the financial and human resources required to support a public-involvement process? 51 3.7 Are your assumptions valid? 53 4. Do You Have the

9、 Elements In Place to Make the Process Work? 63 4.1 Is the purpose of your public-involvement process clear? 67 4.2 Are the timelines for the process clear? 71 4.3 Are the right people involved? 75 4.4 Are you using the appropriate mechanism(s) for involving the public? 83 4.5 Do you have the funds

10、and human resources you need? 89 4.6 Have you set ground rules for the process? 93 4.7 Are you evaluating as you go? 117 5. Did the Process Work? 119 5.1 Do you know what to evaluate and how? 12 I 5.2 Are there opportunities for further progress? 735 5.3 Are you applying the lessons learned? 137 5.4

11、 Are you communicating and implementing project decisions? 141 Attachments 1. Building Consensus for a Sustainable Future 145 2. Further Reading 159 Index 160 March 1996 iii Z764-96 IV March 1996 A Guide to Public Involvement Technical Committee on Public Involvement I. Hillard R. BahIa C. Brassard

12、L. Brooks P. Deschamps I. GodIn P. Hayes P. LeBlanc D. McCallum S. McMechan B. Plesuk M. SmIth I. Thoms G. Willson B. WrIght H. Mansour Collard Consulting Network, Winnipeg, Manitoba Advance Engineered Products Limited, Regina, Saskatchewan Environment Canada, Hull, Quebec University of Toronto, Tor

13、onto, Ontario Hydro-Quebec, Montreal, Quebec Quebec, Quebec Resource Futures International, Ottawa, Ontario Canadian Environmental Assessment Agency, Hull, Quebec M + A Environmental Consultants Inc., Hamilton, Ontario The Network, Waterloo, Ontario Gulf Canada Resources Limited, Calgary, Alberta On

14、tario Hydro, Toronto, Ontario Regional Municipality of Hamilton-Wentworth, Hamilton, Ontario G.W. Associates Consulting Limited, Calgary, Alberta Kalbest Associates, Brampton, Ontario Canadian Standards AssOCiation, Etobicoke, Ontario Chair Associate ViceChair Associate Associate Administrator In ad

15、dition to the members of the Committee, the following made valuable contribution to the development of this Standard: A. Macintosh Canadian Standards Association, Etobicoke, Ontario M. Kalserman March 1996 Canadian Standards Association, Etobicoke, Ontario v Z764 -96 (1) Consensus is defined as a su

16、bstantial agreement reached by concerned interests. Consensus includes an attempt to remove all objections and implies that although participants may not agree with all aspects of the agreement, they are will ing to accept the total package. To be included in the Guide, specific elements did not, th

17、erefore, require full approval from all members of the Technical Committee. (2) Requests for interpretation should be sent to the Standards Development Division of CSA at the address below. They should explain the problem as clearly as possible and specify its location in the Guide. Interpretations

18、are published in CSAs regular publication, Info Update. For information about the periodical or to become a subscriber, write to CSA Sales Promotion - Info Update at the following address: Canadian Standards Association, 178 Rexdale Boulevard, Etobicoke, Ontario M9W 1 R3 . vi March 1996 A Guide to P

19、ublic Involvement Preface This is the first edition of CSA Guide Z764-96, A Guide to Public Involvement This Guide has been prepared by the CSA Technical Committee on Public Involvement, under the jurisdiction of the Standards Steering Committee on Environmental Technology. It was developed by conse

20、nsus 1 and has been subject to a broad peer review. The subject matter covered in this Guide appeared to the Committee well-suited to the popular medium of interactive software and so is available in both print and electronic forms. The questions and information in the Guide will help project propon

21、ents work out the opportunities and implications of getting the public involved in project decisions and design a process taHor-made for their situation. CSA welcomes suggestions for improving this Guide, which will be reviewed and revised periodically.2 CSA gratefully acknowledges the assistance of

22、 Environment Canada in the development of this Guide. March 1996 vII Z764-96 (1) This Guide does not address any requirements for public consultation or participation found in federal, provincial, or municipal statutes. The degree to which compliance with this guide would fulfill any legal obligatio

23、ns can only be determined by the appropriate government agency. viii March 7996 A Guide to Public Involvement 1. Introduction This Guide will help you determine whether or not to involve the public in making a decision or dealing with an issue in which both you and it have an interest. If, after rev

24、iewing the first section, you decide to go ahead and seek the views and input of others, the next section will help you assess the appropriate level of public and stakeholder involvement, taking into consideration your particular goals and the time and budget available. Other parts of the Guide will

25、 help you plan a process that suits your needs and evaluate results. A public-involvement process can be as complex as a national, multistakeholder exercise, with fixed deadlines, high stakes, and consensus as a goal. Or it can be as simple as an information-sharing exercise, in which you seek input

26、 from people gathered (in person, over the phone, or electronically) to voice and, influence points of view. You will not find here a set formula for involving the public. It is a guide to help you make informed decisions about the most appropriate ways of involving the public. There are no right or

27、 wrong answers to the questions in this Guide, nor is there a “best“ or “worst“ process. What will work for your project is a process that will deliver the results you need in the most efficient and cost-effective manner available. This Guide will help you determine where you want to be in the spect

28、rum of public participation processes and how to get there. A quick review of the following questions will help you determine whether this Guide is for you. (a) What is the purpose of this Guide? (b) What does public involvement mean? (c) Why involve the public? (d) How is this Guide organized? 1.1

29、What is the purpose of this Guide? This Guide aims to improve your understanding of what it can mean, and how, to involve public interests deliberately and systematically in your decision-making. The Guide aims to develop a managers ability to deSign, lead, and participate in a public-involvement pr

30、ocess that is both appropriate to and effective in a given situation. It also aims to promote the development of related skills, generally, within organizations. More specifically, the Guide will help you (a) determine the extent of your need to involve the public in an upcoming decision; (b) decide

31、 what form of public involvement is most appropriate for you; (c) design a detailed plan for public involvement; (d) carry it out; and (e) evaluate results. March 7996 1 -“ “ “ Level of Influence on Decisions Low Figure 1 Matching Levels of Public Involvement with Level of Influence IdentIfying an a

32、cceptable course of actIon or solutIon tllrough joint plannIng and shared decision making. Providing a forum for dialogue and interaction based on a common understanding of objectives. Share information or obtain feedback on a position, issue, or proposal. Low - Level of Stakeholder Involvement - Hi

33、gh A Guide to Public Involvement 1.2 What does public involvement mean? Public involvement is the process through which people who will be affected by or interested in a decision, and who have a stake in the outcome, get a chance to influence its content before it is made. Such “stakeholders“ may sp

34、eak for themselves or for an association which endorses them. Obviously, the public should only be invited to get involved if you intend to give due consideration to its views, influence, and advice. In this Guide, public involvement is understood to include a range of activities, all of which pursu

35、e in some way the fundamental goal of sharing information. Beyond this basic exchange, public involvement can also include varying degrees of influence and shared authority, including consensus decision-making (see Building Consensus for a Sustainable Future, p. 145). The essential ingredients in an

36、y public involvement are a desire to communicate and a willingness to listen. Information and education activities, although they can support a broad public-involvement process, are at the “low end“ of the continuum and do not on their own constitute public involvement - and neither, at the “high en

37、d,“ does the delegation of authority to a formal partnership or another party. Many activities fall under the umbrella of public involvement (see Matrix #1, p. 29), and the motivation and intention underlying them can vary significantly. 1.3 Why involve the public? There are considerable benefits to

38、 be gained from involving people outside of your organization in your decisions (see Section 2.2). While the process will not necessarily reconcile competing interests or lead to agreement, it is almost certain to yield more informed decisions, greater public acceptance, and more enduring solutions.

39、 The immediate aim of such a process is to provide an opportunity for those with an interest in the outcome of a decision to influence that decision. The objectives of the public-involvement process should determine the level of influence offered to stakeholders, as shown in Figure 1. The basic, fir

40、st level of public involvement involves transmission of information from the proponent - you - to parties who might take an interest in one of your concerns: you let others know of a problem you have identified; an activity, project, or policy you are starting to consider; or a commitment you intend

41、 to keep. The next step is an exchange of pertinent perspectives, opinions, and background information: you provide what details you have and ask questions of those willing to read, listen, and talk; and they provide you with information and feedback. With increasing degrees of public involvement, y

42、ou invite the other parties to help design a process: a formal, regular, or loose set of encounters including their terms of reference. Stakeholder involvement at its highest level involves mutually defined goals, reaching decisions by consensus, and working as full partners to determine appropriate

43、 action for each of the stakeholder groups. When a decision is going to have an impact outside your organizations walls, it can be both prudent and, in the long run, cost-effective to include those who will be affected from the outset. March 1996 3 0 0 0- Start A. Do you npf-d to Invol . o the publ

44、? Public Involvement: From Start to Finish B. Have you laid lhe groundwork for a well consltUCted process? D . olCl thP proco! . 011(7 _0 f f. l q ,! ,1 101 fonallllO j .JT1d IfT1PI!“mtn “Y S .t, Il ll . Process completed A Guide to Public Involvement Section 2 Do You Need to Involve the Public? 2.1

45、 Can you describe the situation that needs to be addressed? 2.2 Have you identified the potential benefits of involving the public? 2.3 Can the public still make a difference? 2.4 Do you understand the external aspects of the situation? 2.4.1 Is the decision likely to be seen as significant? 2.4.2 I

46、s the project likely to be contentious? 2.4.3 Is there evidence of public or media interest? 2.4.4 Is there related emerging legislation, policy, or litigation that could affect your project? 2.5 Do you understand stakeholder interests and positions? 2.5.1 Do you know who will be affected by this pr

47、oject? 2.5.2 Do you know who speaks for and who speaks from those various groups? 2.5.3 Do you know which members of the public receive media attention? 2.5.4 Do you know what the relevant interests and positions are? 2.5.5 Do any of these individuals or groups have the power to disrupt or promote t

48、he project? 2.6 Do you understand the implications of not involving the public? 2. Do You Need to Involve the Public? Getting outsiders involved in a decision can yield very positive benefits: better decisions, greater efficiency, saved costs, and public acceptance. But involving the public should not be an automatic decision: it