Joe heron greenexpo

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  • For Publics we generally use the term stakeholders
  • Establish relationships early on Build trust and respect Concerns of stakeholders incorporated into the project early Delivering the project on time and on budget
  • Experience suggests that you will not please all of the people all of the time. However you should be trying to increase support for the project or at least to diminish opposition Once Positions are taken it becomes harder to shift them
  • Note on Empowerment
  • Aims Inform the community Allay concerns Bring up the misinformation they will hear, tackle it head on Identify champions Identify problems Engage in a meaningful dialogue with residents Avoid a public meeting – no control, mob rule, too many agendas in one room and frequently people who do not have a direct involvement are those stirring up the crowd
  • Never make promises you cant keep
  • Don’t avoid consulting but avoid being bullied
  • Joe heron greenexpo

    1. 1. Stakeholder Communication for Green Infrastructure Development
    2. 2. The Rationale for a Green Economy
    3. 3. Social Acceptance of Green Issues - Energy
    4. 4. Social Acceptance of Green Issues – Taking Action
    5. 5. Social Acceptance of Green Issues – Taking Action
    6. 6. What is the Green Economy
    7. 7. Definitions Vary As to What is Green and Also As to What is Acceptable
    8. 8. Project Developers Are From Venus – Local Residents are from Mars
    9. 9. The World is Not Full of NIMBYs <ul><li>How do we perceive stakeholders </li></ul><ul><ul><li>NIMBY </li></ul></ul><ul><ul><li>An obstruction </li></ul></ul><ul><ul><li>Them vs us </li></ul></ul><ul><ul><li>A stakeholder plan that starts from this basic assumption </li></ul></ul><ul><ul><li>is not going to be successful </li></ul></ul>
    10. 10. Who / What are Stakeholders <ul><li>A stakeholder is a person or organisation who is impacted directly or indirectly by an activity of a third party </li></ul><ul><li>Stakeholders are normally categorised as internal and external </li></ul><ul><li>Stakeholders will have different agendas and maybe prioritised differently </li></ul><ul><li>These need to be constantly reviewed </li></ul>
    11. 11. Why Bother - The Value of Stakeholder Negotiation
    12. 12. Stakeholders
    13. 13. Stakeholders
    14. 14. Public Opinion – The Battle for Hearts and Minds
    15. 15. Walk a Mile in Their Shoes <ul><li>To develop any relationship you need to understand the other person </li></ul><ul><li>With every group or individual you encounter you should ask </li></ul><ul><ul><li>Who are they </li></ul></ul><ul><ul><li>What is their issue / concern / agenda </li></ul></ul><ul><ul><li>Are their concerns founded </li></ul></ul><ul><ul><li>Where do they get their information from </li></ul></ul><ul><ul><li>What is their background </li></ul></ul><ul><ul><li>(How) can we work together </li></ul></ul><ul><ul><li>What resources do they have at their disposal </li></ul></ul>
    16. 16. Common Communication Challenges <ul><li>Technical Issue s </li></ul><ul><li>Entrenched opposition </li></ul><ul><li>Misinformed public </li></ul><ul><li>Lack of understanding of benefits </li></ul><ul><li>Negative history of promoters </li></ul><ul><li>No trust or respect among the community </li></ul><ul><li>Community feels disempowered </li></ul>
    17. 17. Project Specific Issues <ul><li>Visual intrustion </li></ul><ul><li>Noise </li></ul><ul><li>Health reasons </li></ul><ul><li>Property value </li></ul><ul><li>Lack of consultation </li></ul><ul><li>Lack of community benefit </li></ul>
    18. 18. Stakeholder Communication
    19. 19. Aims of Stakeholder Management <ul><li>To strengthen your project </li></ul><ul><li>To head off problems before they happen </li></ul><ul><li>To inform </li></ul><ul><li>To learn </li></ul><ul><li>To allay concerns </li></ul><ul><li>To identify additional stakeholders </li></ul><ul><li>To create project champions </li></ul>
    20. 20. Key Principles of Consultation <ul><li>Go early and often </li></ul><ul><li>Be consistent in your messaging </li></ul><ul><li>Be open and honest </li></ul><ul><li>Be flexible when you can be </li></ul><ul><li>Include them in the plans </li></ul><ul><li>Follow through – Don’t make promises you cant keep </li></ul>
    21. 21. Stakeholder Management Plan <ul><li>Outlines the project </li></ul><ul><li>Lists all stakeholders (including media) </li></ul><ul><li>Identifies stakeholder needs </li></ul><ul><li>Identifies the outcomes we want with each stakeholder group </li></ul><ul><li>Plots a path to get there </li></ul><ul><li>Incorporates key project milestones </li></ul><ul><li>Identifies issues </li></ul><ul><li>Identifies how issues will be managed </li></ul><ul><li>Records actions and results </li></ul><ul><li>Is constantly reviewed throughout the process </li></ul><ul><li>Will change </li></ul>
    22. 22. Consultation Tools <ul><li>Public office </li></ul><ul><li>Public exhibition </li></ul><ul><li>Helpline </li></ul><ul><li>Individual or small group meetings </li></ul><ul><li>Visiting individual committees </li></ul><ul><li>Newsletters or pamphlets </li></ul><ul><li>Media interaction (Don’t forget social media) </li></ul><ul><li>Group visits </li></ul><ul><li>School talks </li></ul><ul><li>Public Meetings </li></ul>
    23. 23. Timing – The Old Conundrum
    24. 24. Consider Your Resources
    25. 25. Communications – The Bottom Line <ul><li>You inform </li></ul><ul><li>You influence </li></ul><ul><li>You create other advocates </li></ul><ul><li>You may inform opponents </li></ul><ul><li>You may influence effected parties to take action </li></ul><ul><li>You may create enemies </li></ul><ul><li>Without you telling your story someone else will </li></ul><ul><li>If someone else communicates they set the agenda </li></ul>
    26. 26. <ul><li>Joe Heron </li></ul><ul><li>Senior Consultant </li></ul><ul><li>Murray Consultants </li></ul><ul><li>[email_address] </li></ul><ul><li>www.murrayconsult.ie </li></ul><ul><li>Twitter: RenewsIreland </li></ul>

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