Forests Sourcebook - HCV Resource Network
Forests Sourcebook - HCV Resource Network Forests Sourcebook - HCV Resource Network
Table 10.3 Involving the Public in Decision Making Key Points Advantages Disadvantages Advisory groups • Task forces: Set up task groups to focus on • Can address highly technical problems • Rarely represents all interested parties a single technical issue Define the limit of • Help prioritize and reach consensus • May replace wider consultations the group’s authority and lifetime; ensure • Often focuses too much on procedures that all interests are represented and that contact with the public is maintained. Problem-solving • Brainstorming: Designed to enhance • Help groups break out of the obvious • Difficult to include a full range of views techniques creativity and generate ideas quickly • Provide insights for decision making • May yield too many ideas to evaluate • Selection of the facilitator and participants is critical. Consensus-building • Unassisted negotiations, mediation: • Provide a forum for jointly identifying solutions • Not all parties will participate techniques Voluntary processes by which represen- • Puts responsibility on the disputants to • Parties may drop out before the end tatives of affected organizations make identify common ground • Requires good faith decisions by consensus, to be ratified • Can reach robust agreements with broad support • May take too long by parent organizations. • Can lead to quick resolution of contentious issues • Highly skilled mediators are scarce • Parties either agree on decision-making procedures at the outset or use an experienced mediator. Arbitration • A process by which conflicting parties • Provides impartiality from an uninvolved party • All parties must stand to gain seek a solution through an impartial • Is difficult to oppose the arbitrator’s • Difficult to identify an acceptable neutral party mediator. recommendations • It can be binding, by prior agreement, or all sides may reserve judgment until the outcome. Source: World Bank 1999: 13. Note: This table, extensively abridged, was adapted from the World Bank’s The Public Participation Handbook (1996), which contains a full version of the table and extensive supporting text describing each tool. 328
■ – Preliminary research should include data on how people get their information (newspaper, radio, town caller, and others). – Tactics should identify appropriate methods for reaching specific groups or specific locations. The most effective mode of information delivery may vary from place to place. For example, one project used different strategies to reach male and female stakeholders in Mali. Another broadcast information from a speaker on a moped in Bangladesh—a method that proved more effective than conventional media (see table 10.4). – In the interest of transparency and effective external communication about the project, a plan should include mechanisms, like press briefings, for proactive disclosure of project details and policies to identify and correct misperceptions (see box 10.8). – Assess availability of resources and other arrangements, including specialist advice and authority. Create a communications implementation plan. The implementation plan should detail specific events, measures for monitoring and evaluation, indicators, and ■ ■ potentially a training scheme and capacity-building component, as well as a budget and time line (see box 10.9). (For examples of communications plan budgets, see Module 10 of Cabañero-Verzosa (2003)). Plans should include feedback mechanisms for monitoring effectiveness of communications and adjusting as needed. (For indicators, see Module 3 of Cabañero-Verzosa (2003)). The proposed plan should be assessed to determine whether it is appropriate to the stated goals and whether it is feasible, given staffing, funding, and time. Supervision during implementation. Supervision should assess effectiveness, ensure adequate monitoring of inputs and outcomes, make corrective changes, and allow the plan to adapt to changing conditions. The supervision should involve experts and stakeholders. Key questions to be considered include the following: Are communications activities taking place? Are materials and messages reaching the target audience? Are they having the desired effect? Evaluation. An evaluation should address accomplishments, lessons learned, future improvements, and should evaluate and monitor results. CHAPTER 10: CONSULTATION AND COMMUNICATION IN FOREST SECTOR ACTIVITIES 329
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■<br />
– Preliminary research should include data on how people<br />
get their information (newspaper, radio, town<br />
caller, and others).<br />
– Tactics should identify appropriate methods for reaching<br />
specific groups or specific locations. The most effective<br />
mode of information delivery may vary from<br />
place to place. For example, one project used different<br />
strategies to reach male and female stakeholders in<br />
Mali. Another broadcast information from a speaker<br />
on a moped in Bangladesh—a method that proved<br />
more effective than conventional media (see table<br />
10.4).<br />
– In the interest of transparency and effective external<br />
communication about the project, a plan should<br />
include mechanisms, like press briefings, for proactive<br />
disclosure of project details and policies to identify<br />
and correct misperceptions (see box 10.8).<br />
– Assess availability of resources and other arrangements,<br />
including specialist advice and authority.<br />
Create a communications implementation plan. The<br />
implementation plan should detail specific events, measures<br />
for monitoring and evaluation, indicators, and<br />
■<br />
■<br />
potentially a training scheme and capacity-building<br />
component, as well as a budget and time line (see box<br />
10.9). (For examples of communications plan budgets,<br />
see Module 10 of Cabañero-Verzosa (2003)). Plans should<br />
include feedback mechanisms for monitoring effectiveness<br />
of communications and adjusting as needed. (For<br />
indicators, see Module 3 of Cabañero-Verzosa (2003)).<br />
The proposed plan should be assessed to determine<br />
whether it is appropriate to the stated goals and whether<br />
it is feasible, given staffing, funding, and time.<br />
Supervision during implementation. Supervision should<br />
assess effectiveness, ensure adequate monitoring of<br />
inputs and outcomes, make corrective changes, and allow<br />
the plan to adapt to changing conditions. The supervision<br />
should involve experts and stakeholders. Key questions<br />
to be considered include the following: Are communications<br />
activities taking place? Are materials and<br />
messages reaching the target audience? Are they having<br />
the desired effect?<br />
Evaluation. An evaluation should address accomplishments,<br />
lessons learned, future improvements, and should<br />
evaluate and monitor results.<br />
CHAPTER 10: CONSULTATION AND COMMUNICATION IN FOREST SECTOR ACTIVITIES 329