PUBLIC INFORMATION AND CITIZEN INVOLVEMENT1

ABSTRACT: Public information, an important contributer to citizen involvement in the governmental decision making process, has traditionally been given a low priority by government agencies. However, citizens are becoming increasingly concerned about governmental decisions that affect their lives and are demanding more information about governmental activities, including information about water resource issues, Because of this active citizen interest and involvement, the role of public information in increasing citizen awareness is becoming more important. Government officials and professionals should recognize that public information efforts also play an important role in achieving increased credibility and respect for their agencies. Once an agency recognizes the importance of public information and decides to initiate a public information program, careful planning is required to develop a program that addresses the needs of both the citizens and the agency. Two of the most flexible and cost effective ways to get information to the publié are through publications and public meetings. Both can be easily adapted to suit the needs of specific audiences and projects. A successful public information program can be carried out at a relatively low cost, but it requires a substantial amount of time and energy. The commitment of time and energy for this purpose is a good investment, however, because an effective public information program can play a significant role in improving the quality of governmental decisions through the increased involvement of the citizenry.     

Trying harder: Developing a new sustainable strategy for the UK

The UK reviewed its National Sustainable Development Strategy during 2003 and 2004, and produced a new strategy — the third for the UK — in March 2005. Having established that the main weakness of the previous strategy was in its delivery, the review and the resulting new strategy set out to put a much stronger emphasis on delivery mechanisms. In support of this, the process included more participative ways for those involved in delivering to contribute their views and ideas, including web‐based dialogue, participative events and seminars, and community level discussions. The key points for the success of the project were the involvement of stakeholders; project management of the process; a marketing and communications strategy; cross‐departmental governance; and involvement of an external challenge function (fulfilled in the UK by the Sustainable Development Commission).     

Water supply and sanitation services for all: global progress during the 1990s

The Earth may be largely covered with water, but over one billion people are estimated to be without safe drinking water and almost 2.5 billion (40% of the world's population) without adequate sanitation at the outset of the new millennium. The provision of safe water and sanitation for all poses several serious institutional and economic challenges at international, national and local levels. Despite the various political commitments made from the late 1970s onwards, these commitments have remained largely unfulfilled. Even though some efforts to expand coverage have been made over the past two decades, much of those efforts have been undermined by socioeconomic problems and growing population, particularly in the urban areas of developing countries. The water supply and sanitation sector is actually in acute need of new investments for expansion and maintenance of facilities. Nonetheless, some positive trends can be discerned, such as, for example, the increasing recognition of integrated water resources management, environmental sanitation, public-private partnerships and women as a key for improvement and expansion of services.     

WATER RESOURCES MANAGEMENT IN THE PUBLIC INTEREST1

ABSTRACT. The water resources manager, concerned with providing for citizen needs for water in all its varied aspects, is obliged to consider the public interest in his decision making. But the public interest, although inferring the superiority of public over purely private interests, is more of a concept of political ethics than an operational objective. Recent attacks on water resources developments place in question just how responsive the water resources manager has been to the public at large during the planning process. The recent broadening of planning objectives beyond economic efficiency to include greater attention to social goals is an encouraging development. Efforts should be expanded toward greater citizen participation and more attention should be given to sampling surveys to determine citizen attitudes on water resources proposals. In the last analysis, the decision-making process must combine the expertise of the water resources manager and the participation of the people through the political process.     

WATER RESOURCES AND SOCIAL CHOICES1

ABSTRACT The problem of water resources management can be viewed as one requiring the existence and application of some type of “collective decision” mechanism. Currently, the general water resource decision problem is solved using an “individual decision” format without explicit consideration of the dominant social decision system. This paper demonstrates the need for blending technical planning activities with organized societal processes and then proposes a specific public decision framework to satisfy this requirement. The key element in this planning framework is a generalized “bargaining arena” which serves to link technical activities with the social system. Using this bargaining device we can (1) specify policy at a local level, (2) incorporate “social decision” rules into the planning process, and (3) provide local access to the decision process. A simple case of regional water quality management is used to describe the application of this planning procedure and to offer encouragement for successful use in more complex real-world cases.     

An evaluation of public participation information for land use decisions: public comment,surveys, and participatory mapping

ABSTRACT

Public participation in the form of public meetings and written submissions has been criticised as a democratic ritual that fails to give citizens a real voice in government decisions. Participatory mapping and community surveys are alternative public participation (PP) methods that can augment legally required processes for land use planning. To date, there has been little evaluation research comparing the information content generated by required PP processes and alternative PP sources with respect to local land use decisions. Using multiple development projects from a case study community, we analysed and compared information generated from three different sources of public participation: (1) formal public comment (written submissions), (2) responses to community survey questions, and (3) land use preferences generated from participatory mapping. We found public comment strongly supported development while results from survey questions and participatory mapping methods revealed community ambivalence. The differences in public opinion are attributed to two key factors: the representativeness of participants in the PP process and the specific methods used for measuring public opinion. Community surveys and participatory mapping generated more accurate and representative community information compared to the formal PP process which was characterised by lower participation and vulnerability to special interest manipulation. For local government decision makers, the political risk of broadening PP information appears high relative to the risk of inaccurately assessing public opinion thus limiting adoption of alternative PP methods such as participatory mapping.     

Integrated Management to Create New Breeding Habitat for Dalmatian Pelicans (Pelecanus crispus) in Greece

/ An integrated management plan to create favorable nesting habitat for the world-endangered Dalmatian pelicans, was tested at Kerkini irrigation reservoir, a Ramsar wetland. The lake is the major wintering site of Dalmatian pelicans in Europe, where the species lives year-round without breeding. The rise of water level at the reservoir during spring (exceeding 5 m) has an impact on the whole system, including several birds, which lose their nesting habitat. Although the integrity of the wetland demands ecological restoration with changes in its hydrologic regime, local socioeconomic conditions allow only habitat level interventions. During the planning phase of the management plan, both the ecological and social context of the interventions were considered. Monitoring of all pelican habitats and populations provided the scientific basis, while a socioecological survey on knowledge/attitudes of local fishermen toward wetland identified conflicts with specific resources and planned management. To gain public support, a broad information/education program was implemented. The education program for fishermen was based on the findings of the socioecological survey. The in situ management involved experimental construction of floating rafts, platforms over water, dredged-spoil islands, and platforms at various sites of the wetland. Monitoring of the managed habitats showed that most waterbirds used them for resting and roosting. Common terns nested on the rafts, cormorants on the platforms, and Dalmatian pelicans on the man-made island. Under the prevailing hydrologic and weather conditions, islands seem to be the most suitable habitat for pelican nesting. It is concluded that wildlife habitat management should integrate the ecological component, related to the needs of the species and ecosystem, with the social one, expressed by cooperation and involvement of the local community.KEY WORDS: Integrated management; Pelican; Nesting habitat; Habitat management; Reservoir-wetland; Public participation, Greece     

公众参与市容环境规划与管理的方法设计--以南京市的实践为例

市容环境是与公众生活联系最为紧密的领域,也是公众参与最容易进行的领域。南京的城市建设要实现“经济发达、环境优美、融古都特色和现代文明于一体的现代化江滨城市”的目标,公众参与市容环境的规划与管理是关键内容之一。论文以“南京市市容环境卫生发展规划”项目工作为基础,分析和阐述公众参与的内涵,提出公众参与市容环境的五大步骤,并针对南京市容环境方面的具体案例,设计出符合南京特色的公众参与市容环境规划与管理的方法框架模型,包括决策模式、制度框架的共管体系。     

What Is a Good Public Participation Process? Five Perspectives from the Public

It is now widely accepted that members of the public should be involved in environmental decision-making. This has inspired many to search for principles that characterize good public participation processes. In this paper we report on a study that identifies discourses about what defines a good process. Our case study was a forest planning process in northern New England and New York. We employed Q methodology to learn how participants characterize a good process differently, by selecting, defining, and privileging different principles. Five discourses, or perspectives, about good process emerged from our study. One perspective emphasizes that a good process acquires and maintains popular legitimacy. A second sees a good process as one that facilitates an ideological discussion. A third focuses on the fairness of the process. A fourth perspective conceptualizes participatory processes as a power struggle—in this instance a power play between local landowning interests and outsiders. A fifth perspective highlights the need for leadership and compromise. Dramatic differences among these views suggest an important challenge for those responsible for designing and carrying out public participation processes. Conflicts may emerge about process designs because people disagree about what is good in specific contexts.     

Evaluation of a Collaborative Model: A Case Study Analysis of Watershed Planning in theIntermountain West

Collaborative planning processes have become increasingly popular for addressing environmental planning issues, resulting in a number of conceptual models for collaboration. A model proposed by Selin and Chavez suggests that collaboration emerges from a series of antecedents and then proceeds sequentially through problem-setting, direction-setting, implementation, and monitoring and evaluation phases. This paper summarizes an empirical study to evaluate if the Selin and Chavez model encompasses the range of factors important for the establishment and operation of collaboration in watershed planning from the perspective of the planning coordinator. Analysis of three case studies of watershed based planning efforts in the Intermountain West suggests the model realistically describes some of the fundamental collaborative elements in watershed planning. Particularly important factors include the involvement of stakeholders in data collection and analysis and the establishment of measurable objectives. Informal face-to-face dialog and watershed field tours were considered critical for identifying issues and establishing trust among stakeholders. Group organizational structure also seems to play a key role in facilitating collaboration. From this analysis, suggestions for refining the model are proposed.