Environmental Engineering Reference
In-Depth Information
The most common reason for stakeholders' commitment is the opportunity
to influence decisions made as part of the environmental impact analysis
such as inclusion of issues to be addressed as part of the analysis, selection
of alternatives for detailed analysis, designation of preferred alternative, and
adoption of mitigation measures. In order for the public outreach program
to be successful and provide benefit to the environmental analysis process,
the project, plan, or policy proponent must balance the stakeholders' commit-
ment with one of its own and allow stakeholders to influence these important
decisions. Stakeholders also expect the proponent to acknowledge their com-
mitment by being open, honest, and timely in all dealings with the public. If
the proponent does not make provisions for stakeholders to have a seat at the
decision table and honor comments of honesty and openness, the process will
ultimately collapse and there will be no benefit to the proponent or parties
potentially impacted by the proposed action.
In fact, if the proponent does not reciprocate by offering and fulfilling
a commitment to stakeholders, public outreach can end up as a detriment
to all parties. The proponent will not gain the benefits of information and
implementation support discussed above and the disenfranchised stake-
holders will likely be forced into other, often counter productive, avenues of
involvement such as:
r A vocal constituency group lobbying for political intervention
r Letter writing and other forms of publicity to organize opposition
r Independent analyses conducted by opposition groups, applying the
results in negotiations or litigation
r In the case of an “ignored” CAC, an official report and statement
released in opposition to the proponent's proposed action
r Litigation, even if it is ultimately unsuccessful will cost the propo-
nent resources and delays.
Thus in almost every case it behooves both sides to engage in a cooperative
and committed public outreach program. But this is easier said than done,
for several reasons: (1) the proponents do not want the delay, exposure, and
complication of public involvement; (2) the proponent wants to “do things
their own way” and not deal with explaining; (3) stakeholders do not trust
the proponent; and (4) the stakeholders are not willing to commit the time
and energy necessary to make the process work. It is the responsibility of
the environmental analysis practitioner for each individual analysis to deter-
mine benefits of an expanded public outreach program, the hurdles to imple-
menting the program, and the effort and chance of success in overcoming
the hurdles. Taking all of these factors into consideration, a decision must be
made as to the scope of the program and then a plan of action developed to
ensure the program is successfully implemented.
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