Involving the Public - Mining and the Environment: From Ore to Metal - page 130

Technical minded management
often understands public
involvement as an unavoidable
hassle.

Technical minded management often understands public involvement as an unavoidable
hassle, an attitude that will ultimately be rel ected in the consultation process. Cultural
sensitivity, previous relevant experience, and an appreciation of the holistic nature of pub-
lic involvement are essential qualii cation criteria for the selected champion. The manage-
ment champion must truly believe in the value of public involvement.
It is also necessary to appoint a lead person as a primary contact for all communication
activities. The lead person is responsible for designing and implementing public consulta-
tion and for the day-to-day management. In the best circumstances the lead person is a
recruit from the region in which the proposed mine is located, who understands the local
language, local values and traditions, and is seen as part of the community.
Finally, the company needs to establish a communication team to participate in the devel-
opment and implementation of the plan. Team members may include a diverse group of
staff with different expertise and external advisors. Individual team members may be
assigned to liaise with selected stakeholders, to track issues, to provide technical information,
and to liaise with mass media. But just having people involved is not enough. It is important
to have the right people in the right jobs with the appropriate knowledge and abilities.

3.3 GETTING TO KNOW YOUR STAKEHOLDERS

There are as many stakeholders as there are different people who care, positively or nega-
tively, about a mining project. Who they are may depend on their ethical, moral, inter-
est, welfare or viewpoints and on how they may be affected by the project in regard to:
(1) proximity (important in regard of say, pollution or the need for resettlement); (2) eco-
nomics (that is changes to land ownership, property value, and creation of employment
and business opportunities); (3) use (say amenity value, rights of way, or impact on vista);
(4) social and environmental issues (environmental justice to risks being the two most
likely key issues); and (5) values (ranging from religion and ecological values to animal
rights) (Ortolano 1997).
Often these members of the public are termed 'stakeholders' alongside the mining com-
pany, regulatory bodies, involved industry sectors and NGOs. Wates (2000) dei nes stake-
holders as 'persons or organizations with an interest, because they will be affected and
may have some inl uence.' Different stakeholders are affected to varying degrees, and the
greater their interest in the project, or the greater the potential impact on them, then the
more involvement they should have. There are of course also those who could affect or
impact on the project without being affected by the project.
A stakeholder's interest may change over the course of participation, and so they may
opt in or out at various stages, while others may want to be involved throughout mine
development. Some may purposefully reject participation ( Case 3.2 ). It is essential, how-
ever, to ensure that no group is excluded, as this, whether intentional or not, will be
resented, and may lead to action being taken in the political or legal spheres (e.g. demon-
strations, press releases, or law suits).
The number of potential public stakeholders on some issues is practically limitless; how-
ever, not everyone can, or needs to, sit around the same table. The challenge then is to bal-
ance the need to consider the many view-points of all the stakeholders, with the practical
considerations of convening a group of individuals who have a role in making, or directly
inl uencing, decisions. 'Tiered' stakeholder involvement is one approach used to strike that
balance, within this there are three categories: (1) those who want to be directly involved
in the process; (2) those affected who just wish to be kept informed; and (3) anyone with
an interest in the project.

There are as many stakeholders
as there are different people
who care, positively or negatively,
about a mining project.

Not everyone can, or needs to,
sit around the same table.