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NATIONAL ENVIRONMENTAL STANDARDS AND
REGULATIONS ENFORCEMENT AGENCY (NESREA)
8th National Stakeholders 'Forum
THEME:
Stakeholders’ Engagement in Environmental
Compliance Monitoring & Enforcement
ENGAGING STAKEHOLDERS IN ENVIRONMENTAL
COMPLIANCE MONITORING AND ENFORCEMENT:
INNOVATIONS, PROSPECTS AND CHALLENGES
By
PRINCE ONIBOKUN O. ABIMBOLA Fnitp/rtp
CHIEF EXECUTIVE OFFICER
Development Planning and Management Consultant (DPMC),
Garki, Abuja
4TH NOV’ 2014
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OUTLINE
Introduction
Key Concepts and Principles
5 Stages of Engagement
Main Approaches to Engagement
Levels of Engagement
Pertinent Questions
Obstacles to Participation
Ground-rules for Stakeholder Engagement
Logistics for Engagement
Notes on Effective Engagement in Project
Monitoring
Concluding Remarks
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PREAMBLE
The 8th Forum offers opportunity to assess
the level of NESREA inclusiveness
Appreciation of NESREA’s efforts
Communication as an act of God
Stakeholder consultation is insurance
for the long-term effectiveness of an
organisation
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KEY CONCEPTS AND PRINCIPLES
OF STAKEHOLDER ENGAGEMENT
1. Who are stakeholders?
2. The Consultation Process
3. Concept of Accountability or
Inclusivity
4. Stakeholder engagement process
5. Stages of engagement
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WHO ARE STAKEHOLDERS
Primary stakeholders have a direct stake in the
organisation and its success, Secondary stakeholders may
be very influential but stake is more representational than
direct
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The 4 Ps of Consultation Process
The process of stakeholder consultation can be ongoing
and iterative, a one-off consultation related to a specific
discrete issue, or a series of consultations related to a
particular project.
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Concept of Accountability or Inclusivity
INCLUSIVENESS
materiality,
Knowing what is important
to you and stakeholders
completeness
responsiveness
Understanding your impact
& what people think of you
Demonstrating adequate
response
An organization accounts to its stakeholders regarding material issues
(transparency), responds to stakeholders regarding these issues
(responsiveness) on an ongoing basis, and complies with standards to which
it is voluntarily committed and with rules and regulations that it must
comply with for statutory reasons (compliance)
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Stakeholder engagement process
The process by which an
organization involves
people who may be
affected by the decisions
it makes or can influence
the implementation of its
decisions.
They may support or
oppose the decisions, be
influential in the
organization or within the
community in which it
operates, hold relevant
official positions or be
affected in the long term.
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Key questions about relationships and
engagement with stakeholders:
“Is it genuine?” Are you just going through the motions of
consultation for public relations purposes, or are you serious
about getting a complete and balanced picture of your
organisation’s material impacts?
“Is it fair and well informed?” Does the process of engagement allow all
stakeholders to be considered or are significantly impacted stakeholders
ignored? Are internal and external processes in place that enable the
organisation to gain a good understanding of its impacts and what its
stakeholders think of it?
-“What difference does it make?” What are you going to do about the issues
raised, how does this impact on other aspects of your performance, and
how does it benefit your business? Are you willing to make the changes that
are required and in which way does this benefit your business?
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5 Stages of Engagement
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NOTE 1
Stakeholder engagement encompasses
relationships built around four main
approaches:
one-way communication,
basic consultation,
in-depth dialogue and
working partnerships.
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When consultation activities if not well managed
can be limited to a mare one-time set of public
meetings, typically around the environmental and
social assessment process.
Today, the term “stakeholder engagement” is
emerging as a means of describing a broader, more
inclusive, and continuous process between an
organization and those potentially impacted that
encompasses a range of activities and approaches,
and spans the entire life of a project..
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STAKEHOLDER ENGAGEMENT STRATEGY
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MAIN APPROACHES TO ENGAGEMENT
1.
2.
3.
4.
5.
INVITING WRITTEN RESPONSES FROM STAKEHOLDERS,
TELEPHONE HOTLINES
ONE-TO-ONE MEETINGS
ONLINE ENGAGEMENT MECHANISMS
INVOLVEMENT OF STAKEHOLDERS INTO THE INVESTIGATION
OF ISSUES, REPORTING AND POLICY DEVELOPMENT
6. FOCUS GROUPS
7. PUBLIC-MEETINGS
8. SURVEYS
9. STAKEHOLDER ADVISORY OR ASSURANCE PANELS
10. MULTI-STAKEHOLDER FORUMS
11. MULTI-STAKEHOLDER ALLIANCES, PARTNERSHIPS, VOLUNTARY
INITIATIVES AND JOINT-PROJECTS
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MAIN APPROACHES TO ENGAGEMENT 1
• Inviting written responses to formal consultations or ongoing
response slips
Inviting written • This method helps to build mailing list of interested stakeholders for
responses from
further engagement. But does not generate statistically valid result .
stakeholders
• Free phone hotlines offered individual stakeholders to obtain
information about an issue and give feedback
Telephone
hotlines
• able to respond to calls quickly but stakeholders may
not feel comfortable reporting sensitive issues
• can be used for information gathering, exploring issues, getting
feedback, ‘testing the water’ and building trust
One-to-one • one of the most important ways in which expectations
and issues are discussed
meetings
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MAIN APPROACHES TO ENGAGEMENT 2
• reach across distance and enable stakeholders to
participate without attending meetings.
Online
engagement
mechanisms
Involve in
investigation ,
reporting and
policy
development
• multi-way web based discussion/bulletin board. email discussions,
wikis (collaborative writing programmes), chat rooms, web based
surveys or polls
• commissioned to write reports or commentaries
• it should be limited to engagement with
professional stakeholders
• Small group meeting is arranged to elicit feedback on a particular
issue
Focus
groups
• But the views obtained from a focus group can deviate
from the broader population of stakeholders
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Publicmeetings
• large scale meeting open to the public and useful for dissemination of
information, the sharing of opinions, and the discussion of non-controversial
issues.
• encourage s a ‘them and us feeling’ and don’t necessarily promote constructive
discussion. not really suitable for decision making, and do not allow deeper dialogue
• mass surveys of whole stakeholder groups or of a representative sample and
can focus on general or specific issues. conducted online, by post, using
computer terminals, by telephone or in-person.
• .This approach can be simple or complex, formal or informal.
Surveys it does not directly contribute to building trust or developing
consensus
• Stakeholders invited to offer advice/ comments or to review
corporate activities and provide independent assurance.
Stakeholder
advisory or
assurance
panels
• good for dealing with long-term and complex issues but
involves significant time commitment from
takeholders/experts
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Multi-stakeholder
forums
Multi-stakeholder
alliances,
partnerships,
voluntary initiatives
and joint-projects
• one-off or ongoing dialogue between
representatives of different stakeholder groups,
focused around an issue of mutual concern
• It is useful where issues are complex and cannot be
addressed by an individual organisation acting alone
• companies and stakeholders from public, private and
voluntary sectors taking action together through
collaborative ventures or mutually agreed
commitments.
• In the longer term, in order to become durable and
embedded within the organisations involved, partnerships
need to develop a more formal structure and governance
process
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Remai
n
Passive
:
Monitor:
Inform:
Transact:
Consult
Involve :
Collaborate
Empower
LEVELS OF ENGAGEMENT
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LEVELS OF ENGAGEMENT
Remain Passive:
No communication/ no active engagement. Stakeholder concerns are
expressed through protest, letters, media, websites etc., or pressure on
regulatory bodies and other advocacy efforts
Monitor:
stakeholders’ views are monitored in one-way communication of stakeholder to
company but there is no relationship. Engagement approaches include media
and internet tracking and second-hand reports from other stakeholders possibly
via targeted interviews.
Inform:
informing or educating stakeholders in one-way communication from company
to stakeholder. There is no invitation to reply . It is a case of "We will keep you
informed.“ Engagement approaches include Bulletins and letters. Brochures,
reports and websites, speeches, conference and public presentations, open
houses and facility tours, road shows and public displays, press releases, press
conferences, media advertising and lobbying.

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LEVELS OF ENGAGEMENT
Transact:
enables stakeholder to work together in a contractual relationship
where one partner directs the objectives and provides funding.
Communication is limited to two-way of setting and monitoring
performance according to terms of contract. Relationship terms are set by
contractual agreement with common terms as “We will do what we said we
would” or “we will provide the resources to enable you to do what we
agree”. Engagement approaches include public private partnerships, private
finance initiatives, grant-making and cause related marketing.
Consult :
This affords receipt of information and feedback from stakeholders to
inform decisions made internally. It involves limited two-way in which
company asks questions and the stakeholders answer. The nature of
relationship involves short or long term involvement usually of the form
"We will keep you informed, listen to your concerns, consider your
insights, and provide feedback on our decision." Engagement approach
include surveys. focus ggroups, workplace assessments, One-to-one
meetings, Public meetings and workshops. Uthers are standing
stakeholder advisory forums, on-line feedback and discussion.
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Involve :
Organizations work directly with stakeholders to ensure
that their concerns are fully understood and considered in
decision.
It has advantage of two-way, or multi-way
communication between company and stakeholders.
Learning takes place on both sides but stakeholders and
company take action individually.
Adopted strategies for engagement include multistakeholder forums, advisory panels, consensus building
processes and participatory decision making processes.

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LEVELS OF ENGAGEMENT
Collaborate :
An organization partners with or convene a network of
stakeholders to develop mutually agreed solutions and joint plan of
action. It allows two-way, or multi-way between company/ies and
stakeholders and there exist learning, negotiation, and decision
making on both sides as Stakeholders work together to take action.
Engagement approach include Joint projects, voluntary two-party or
multi-stakeholder initiatives and Partnerships
Empower :
An organization may delegate decision making on a particular
issue to stakeholders. It is a new organisational forms of
accountability where stakeholders have formal role in
governance of an organisation or decisions are delegated out
to stakeholders at a long-term. Common phrase is "We will
implement what you decide.” The beauty of this approach is
that Stakeholders are integrated into Governance Structure.
(eg. As members, shareholders or on particular committees
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ENSURING EFFECTIVE STAKEHOLDER INVOLVEMENT
IN PROJECT MONITORING
Master the Engagement Process
Promote participatory monitoring
Create a SMART Target
Careful selection of Monitoring Team
Conduct Stakeholder Analysis and Mapping
Explore the possibility of External monitors
Report to Stakeholders
Record keeping and assurance
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NOTING SOME GROUND RULES
Many groups make a provisional confidentiality agreement at the
beginning of the meeting when they do not yet know what will happen,
they then revisit it at the end of the meeting and may change it if all agree
to do so. Some general ground rules for engagement could be:
Avoid assigning intentions, beliefs, or motives to others. (Ask others
questions instead of stating untested assumptions about them.)
Honour each party’s right to “pass” if he or she is not ready or willing
to speak.
Allow others to express their opinions completely.
Make sure that the opportunities for input are evenly distributed.
Respect all confidentiality or anonymity requests that the group has
agreed to honour.
Adopt a solutions-oriented approach.
Stay focused on the issue that is the subject of the agreement.
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CONCLUDING REMARKS
A. Nigeria has never had it so good since the
establishment of NESREA ;
B. Never before has the need for caution in
the utilization of our limited land asset been
brought to national consciousness
C.
Nowadays, integrating digital channels
into wider stakeholders
communications and engagement
strategy is invaluable. Digital channels
offer mass media opportunity at
minimal cost and maximum exposure
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Remarks cntd
Precarious situation as Nigeria wishes to be among the first
twenty developed countries in a short span of time (20-20-20
vision) with the implication of the transformation Agenda on
industrialization, economic development and resources
development..
National land resource base of 923,768 sq. Km gave
erroneous opinion of abundant land resources.
National population of 55million in 1963 now about
170million
Annual growth rate of 2.8%
Ballooning urbanization rate of about 3% annually.
exit of Bakassi,
desert encroachment in the North
devastating erosion in other part of the country.
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REMARKS CNTD
Some of these channels from the common social media like
face book, twitters,youtube channels include the following:
Online surveys ; to gauge b stakeholders reaction and identify issue,
objections and support for plans and options presented
Ideation ; Using online face book forms to gather and vote on alternative
ideas for the common benefit if all.
Formal e-consultation ; Inviting response using online questionnaire and
capturing official representation non policy documents and programme
Establish targeted alerts/information update; stakeholders can sign up for
regular email update as policy updated and plans are put into action
Establish Stakeholders data base This could document stakeholders
attraction, consultation involved in and collaboration work done
Project blog This will keep stakeholders up to date regional progress,
selected team members and pitfall
Operating Risk Register online this allows team member to record rate
and correlated each risk against likelihood so as to highlight the threat
posed
there are online engagement packages easy to set up and
simple to use, which bundles all there functionalities together
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THANKS
FOR
YOUR ATTENTION
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