COE EP 1105-2-35-1982 PUBLIC INVOLVEMENT AND COORDINATION REPRINT INCORPORATES CHANGE 1《公众参与和协调 再版合并变更1》.pdf

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1、m 3535789 00525b2 838 m DAEN-CUP REPRINT WITH CHANGE 1 d3- 4s- 0s- DEPARTMENT OF THE ARMY U.S. Army Corps of Engineers Washington, D.C. 20314 EP 1105-2-35 Pamphlet NO. 1105-2-35 5 February 1982 Planning WBLIC INVOLVEMENT AND COORDINATION Table of Contents CHAPTER 1. PBLIC INvDLftEnENT Purpose App li

2、 cab i 1 i t y The Relationship Between Public and Public Information The Role of Public Affairs The Need for Public Involvement Public Involvement Activities Public Involvement Techniques CHAPTER 2. COORDINATION Pur pose Applicability De finit ion of Coordinat ion Principles of Coordination Guide t

3、o Coordination Paragraph 1-1 1-2 1-3 1-4 1-5 1-6 1-7 Involvement 2- 1 2-2 2- 3 2-4 2-5 Page 1-1 1-1 1-1 1-1 1-1 1-3 1-6 2-1 2- 1 2-1 2- 1 2-1 PROBLEM HARO CPY Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-3535789 0052563 774 D EP 1105-2-35 2 Feb 82

4、 CHAPTER 1 PUBLIC INVOLVEMENT 1-1. Pur ose. This chapter provides informational guidance for designing -%i a implementing a strategy for public involvement in planning studies. 1-2. A licabilit . This chapter is applicable to all Headquarters, Works responsibilities. USACE $-r;$! e ements a all fiel

5、d operating activities (FOA) having Civil 1-3. The Relationship Between Public Involvement. and Public Information. The emphasis in public intormation programs is to provide intormation to the public. Public involvement Droorams. on the other hand, require opportunities for participation in dkisins,

6、 so there is a complete exchange of information both to and from the public. Every public involvement program wi 11 containa pubTiTcinformation component, since individuals and groups must be informed of possible actions or policies, and their consequences, before they can participate effectively in

7、 a decisionmaking process. Public information programs alone may be appropriate when the public is being provided with general information about continuing agency programs and activities, and no specific decision is to be reached. 1-4. The Role of Public Affairs. The District Public Affairs Office (

8、PAO) represents a valuable resource to the study manager, particularly in contacts with the media, and should be a participant in the study. order to facilitate PA0 participation, the responsibilities of the study manager and PA0 should be defined early in the process. 1-5. The Need for Public Invol

9、vement. a. Purpose and Objectives. The purpose of public involvement is to ensure that US. Army Corps of Engineers programs are responsive to the needs and concerns of the public. The obectives of public involvement ape to provide information about propos + orps activities to the public; make the pu

10、blics desires, needs, and concerns known to decisionmakers; to provide for consultation with the public before decisions are reached; and to take into account the publics views in reaching decisions. All this must occur, however, with the awareness that the Corps cannot re li nquis h its leg is 1 at

11、ed dec iionmak ing responsi b i 1 i ty . In I b. Reasons for Public Involvement. There are three general reasons for having public involvement: It is required by many public laws, executive orders and Federal agency regulations;. it is a basic feature of democratic practices and responsibility; and

12、it is good management practice. Each is described in detail below: 1-1 Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-m 3535789 0052564 600 m EP 1105-2-35 Uiangel 1 Aug 83 (including Section 3, the i reedom of Information Act) and the National Envir

13、onmental Policy Act (PL 91-190), among others, are the principal policies, Corps practtce, and regulations have consistently required and encouraged good public involvement. Generally, it is impossible to plan effectively for water resources development in accordance with Federal regulations and law

14、s rfthout g.o the Corps facilitates the solution of their problems and the realization of their opportunities through the planning process. In this sense, the (3) Goad Manaqement Practice. lhe public servant has a resoonsibxitv to develoo effective and imDementabe alternatives. Pubiic involvkment is

15、 a major tool to assub that public resources are expended on implementable alternatives. Public involvement can also inspire new and previously unknomi alternatives to emerge from a dynamic source, and in many cases the only source, of knawledge and opinions that are needed to make the planning proc

16、ess work. Requirements to consider alternative plans of others, consider the acceptability of alternative plans, and assign social values to effects are exanples of planning activities that necessitate public involvement. also attenpts to reduce the probab ility of conflict, reduce unnecessary confl

17、ict, and where possible, achieve consensus. Sometimes consensus occurs spontaneously; at other times, conflict does not appear resolvable. lhe Corps often finds itself as a major party to conflict. Planners may consult the .available literature for information on specific conflict management techniq

18、ues. * interaction between planners and the public. lhe public is a basic . * c. Public Involvement and Conflict Manaqement. Public involvement 1-2 O109 PROBLEM HARD COPY Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-M 3515789 O052565 547 EP 1105-2

19、-35 5 Feb 82 1-6. Public Involvement Activities. a. Developing and Implementing a Public Involvement Strategy as an Integral Part of the Planning Process. (1) General. There is no single formula for the amount and kind of public involvement activities which should be offered. Rather, the amount and

20、kind of public involvement activities should be guided by the level of public interest and the Corps needs. Initial public involvement activities shouldprovide an opportunity to agsess the level of interest. Since some decisionmaking processes, such as a planning study, may last several years, the l

21、evel of interest may markedly increase or decrease over time. Extended public involvement should provide points of review at which time a judgment can be made to increase or decrease the level of activity. (a) Some issues may be of great interest only to a limited number of special interest groups.

22、public involvement opportunities primarily for such groups. cases, there is interest from the broad, general public, which will dictate public involvement activities designed to reach that broader public. As a result, it may beappropriate to offer In other (b) In a general manner, it is possible to

23、relate public involvement to the degree of flexibility that the decisionmaker has at various stages of planning, construction, and operation of a project. A broad assumption can also he made that the more flexibility a decisionmaker has, the greater the publics participation can be. Decisionmakcrs s

24、hould attempt to make decisions that reflect public desi res, consistent with legal requirements and policy. (2) Developing a Strategy. When a study is about to begin, the study manager, in consultation with others, determines the extent of public involvement desired and establishes an appropriate s

25、trategy for integrating public involvernent into the planning process. no single best approach to public involvement, the study manager should determine the best mix of public involvement methods. The important point to keep in mind is to provide an overall strategy that creates relevant, quality pu

26、blic involvement opportunities for those who have, or may have, an interest in the study. Since there is (3) Purpose of a Public Involvement Strategy. The preparation of a public involvement strategy is necessary to insure: (a) That public involvement is structured to be responsive to the level of i

27、nterest and concern expressed by the public. (b) That the approach to public involvement is visihle and understood by the agencies, groups, and individuals who may part icipatc. 1-3 PROBLEM HARD COPY Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-m

28、3535789 00525bb 483 m EP 1105-2-35 5 Feb 82 (cl That public involvement is carefully and systematically designed as an i:itegral part of the planning and decisionmaking process. (4) Components of a Strategy. A public involvement stfategy should inc lude : (a) An analysis of the major issues likely t

29、o be addressed in the planning process. (bl AQ idcrttificatioa.of agenciei. groups, an individuals most likely to be interested in that action under consideration. . (c) An assessment of the level of public interest likely to be generated by the action under consideration. (d) A description of the p

30、reliminary consultation activities that led to development of the public involvement approach, ,including the agcnc ies , groups, and ind.ividuals consul ted. (e) An identification of the public involvement expertise and effort that may be needed from various organizational units. (f) Determination

31、of appropqiate review points at which to evaluate the structure and function of the public involvement program. (g) A plan of sequential public involvement activities integrated with the planning and dccisionmaking process, and development of planning reports. b. Announce the initiation of the Study

32、. The public should be informed when a study is started. Announcements can be done through any of the coinnunications media, but it is suggested that, at a minimum, a mailing of an announcement be made topotentially interested parties. mailing method insures that at least those on the list have been

33、 made aware of the study initiation. radio, newspapers, etc.) would be productive, they should also be pursued through coordination with the public affairs officer. The If other media methods (such as TV, c. Identify the Public. (i) The Corps should be sensitive to public concerns and identify inter

34、ested and affected patties including those who might be unaware of an action that could be of concern to them. (2) when initiating contact with the public, a list should be developed of those individuals and organizations who should be informed at the beginning of the planning process Por the partic

35、ular project or activity. This list should be updated regularly during .the process as new groups and individuals are identified and new alternatives surface. 1-4 PROBLEH HARD COPY Ill 1 Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-m 3535789 O0525

36、67 3LT m EP 1105-2-35 Qiangei 1 Aug 83 (3) This list should include people who have previously shown an interest in Corps issues or participated in other planning activities. The affected public may range from a single person to a few individuals, a small comnunity, or a large region. A variety of p

37、articipants representing diverse sectors of the comnunity should be identified. Proponents as well as opponents of potential alternatives analyzed in the study should be invited to participate and voice their concerns and suggestions. A special effort should be made to notify, personally, those who

38、might be directly affected by any of the alternatives that the study may consider. (4) The nature of the planning study will determine who should be contacted. As a starting point, the following organizations, among should be considered: Envi ronmental /Conservati on groups. Civic and neighborhood a

39、ssociations and comnunity leaders. Other Federal, State and local public agencies and entities. User group s. Consumer and public interest groups. Religious and ethnic groups. Business groups, including mall businesses and merchants. Civil rights organizations. # Labor organizations. Organizations r

40、epresenting the handicapped, the elderly, the low income, the minorities, and thq disadvantaged. * d. The Scopinq Process. Council on Environmental Quality regulations (40 CFk 1501 ./) require that a process called “scopinq“ be utilized to identify the likely significant issues and the range f those

41、 issues. The regulations are very specific as to what is to be determined, but the techniques are left up to the agency. Since much of the information on significant issues rests only with the public, public involvement is the heart of the scoping process. Therefore, the scoping process should be an

42、 integral part of public involvement. A scoping meeting and/or meetings, if desired, should be held early in the study. Scoping meetings may be held informally with other Federal, State, local or private groups; however at least one of the scoping meetings should be broadly announced, held at a conv

43、enient location and time and open to all. Scoping should be used to focus in on specific issue areas. * 1-5 Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-= 3535789 00525b8 25b W Ep 1105-2-35 ChSngel 1 Aug 83 Therefore, while a broad scoping meeting

44、 may be desirable, it will not such as those with fish and wildlife interests. * suffice for meetings that may be needed to target a specific audience, * e. Importance of Early Public Involvement. The purpose of initiating public involvement early in planning is to obtain a clear definition of publi

45、c needs and concerns. Early involvement also provides a “sensingM stage during which an.appraisa1 is made of the intensity of public interest, the kinds of publics most likely to participate, and the kinds of issues which are most likely to generate additional public interest. A frequent complaint a

46、bout public involvement efforts is that the public is not included early enough in the process. Yet, efforts to involve the broad general public during this first stage have often met with failure and criticism. As a result, unless the decision to be reached is of broad general interest, public invo

47、lvement efforts during this stage should be primarily aimed at individuals and groups who are either directly affected by the decisions or have some .familiarity with the issues. Ample publicity efforts should be made to announce opportunities for participation to anyone who chooses to do so, but th

48、is is not normally an appropriate time for large public meetings or other major efforts to reach the general publc. f. Discuss the Use of Information Gained from Public Involvement. The purpose of discussing the use ot intonnation gained from public involvement is to. provide a description and evalu

49、ation of the efforts made to acquire public input and the information and opinions expressed prior to arriving at a decision. Documentation also shows the public how their input was used in the planning and decisimaking process. Different inputs from the public will be of value at different points during the process. The report should be written in such a way that this public input is discussed in context. The section on trade-off analysis and ration