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Stakeholder engagement plan mining bitcoins betting-master

Stakeholder engagement plan mining bitcoins

Heavy drinking was higher among younger Canadians age 25 to 34 than among those 35 and older. Canada is the only country surveyed where cannabis is legal — other than a few states in the U. Since the onset of the pandemic, we have seen some of these numbers increase — especially for those with mental health and substance use concerns. With further lockdowns happening throughout the country, this is something we need to be mindful of as we work to reduce overall health harms in Canada.

We encourage people to refer to the low-risk drinking guidelines and to remember the importance of seeking help, lower-risk substance use and positive coping methods as we continue to deal with the effects of the pandemic on our substance use and mental health. For the first time, all 3 Canadian territories were oversampled, allowing their results to be reported alongside provincial results and to be statistically tested against the international average. CIHI works closely with federal, provincial and territorial partners and stakeholders throughout Canada to gather, package and disseminate information to inform policy, management, care and research, leading to better and more equitable health outcomes for all Canadians.

CIHI: Better data. Better decisions. Healthier Canadians. Media contactmedia cihi. The Company is pleased to provide additional information about the technology being developed by PowerTap Hydrogen Fueling Corp. Common sources of RNG, also referred to as biomethane or upgraded biogas, include landfills, animal manure, food scraps and wastewater sludge. According to the EPA, landfill gas presents a major opportunity to capture and use a significant and often-wasted energy resource.

Green Hydrogen is produced using electrolysis3, which requires significantly higher amounts of electricity which is expensive in many regions4. PowerTap will be commercializing its Blue Hydrogen fueling solutions co-located on existing gas stations where natural gas and RNG are delivered in key markets starting in the Western USA where Green Hydrogen is not economically viable or physically possible due to the lack of sufficient renewable energy sources to produce electricity. PowerTap is leading the charge to build out cost-effective hydrogen fueling infrastructure through its environmentally friendly intellectual property, product design for the modularized and lowest tier production cost of hydrogen, and launch plan.

PowerTap technology-based hydrogen fueling stations are located in private enterprises and public stations near LAX airport in California, Texas, Massachusetts, and Maryland. Clean Power is an investment company, that specializes in investing into private and public companies opportunistically that may be engaged in a variety of industries, with a current focus in the health and renewable energy industries.

In particular, the investment mandate is focused on high return investment opportunities, the ability to achieve a reasonable rate of capital appreciation and to seek liquidity in our investments. PowerTap ContactRaghu Kilambiraghu hydrogenfueling. Such forward-looking statements include, without limitation, forecasts, estimates, expectations and objectives for future operations that are subject to a number of assumptions, risks and uncertainties, many of which are beyond the control of Clean Power.

Forward-looking statements are statements that are not historical facts and are generally, but not always, identified by the words "expects", "plans", "anticipates", "believes", "intends", "estimates", "projects", "potential" and similar expressions, or that events or conditions "will", "would", "may", "could" or "should" occur or be achieved.

This press release contains forward-looking statements pertaining to, among other things, the timing and ability of the Company to complete any potential investments or acquisitions, if at all, and the timing thereof. Forward-looking information is based on current expectations, estimates and projections that involve a number of risks, which could cause actual results to vary and, in some instances, to differ materially from those anticipated by the Company and described in the forward- looking information contained in this press release.

Although the Company believes that the material factors, expectations and assumptions expressed in such forward- looking statements are reasonable based on information available to it on the date such statements were made, no assurances can be given as to future results, levels of activity and achievements and such statements are not guarantees of future performance. The forward-looking information contained in this release is expressly qualified by the foregoing cautionary statements and is made as of the date of this release.

Except as may be required by applicable securities laws, the Company does not undertake any obligation to publicly update or revise any forward- looking information to reflect events or circumstances after the date of this release or to reflect the occurrence of unanticipated events, whether as a result of new information, future events or results, or otherwise. With a new single, centralized interface for delivering and managing network security, advanced threat detection, MFA, and more, MSPs will benefit from simplified client management while enabling rapid, efficient and profitable growth.

With WatchGuard Cloud, MSPs can create policy templates for easy, repeatable security deployments across many subscriber accounts. The platform makes it simple to manage and report on Firebox security environments and AuthPoint MFA deployments from a single pane of glass, while its intuitive interface helps MSPs minimize arduous administrative tasks and maximize productivity and profitability. WatchGuard Cloud policy templates can apply configurations to appliances across multiple tiers and tenants, enabling MSPs to quickly onboard new customers and scale deployments with group and company policies.

This makes implementing rule changes and auditing configurations faster and easier, with less opportunity for mistakes. Risk-Based MFA for Simplified Zero-Trust Adoption — Enabling risk-based authentication is an essential step that organizations must take when adopting a zero-trust approach. The new AuthPoint risk framework policies in WatchGuard Cloud improve identity management capabilities by providing customizable and flexible rules to configure users and devices based on level of risk.

With centralized management and repeatable, scalable policy implementation via WatchGuard Cloud, MSPs can easily manage zero-trust authentication policies across multiple customer deployments to prevent external threats and thwart potential data leaks from within, and more. Today the risk framework includes network location policies, and WatchGuard will be rapidly building additional risk policies such as geofencing and correlated time policies into the service in and beyond.

Built-in End-to-End Threat Analysis — The platform leverages the ThreatSync service to unify threat intelligence, correlation and scoring across the WatchGuard security stack, from network to user. Unlike many alternative solutions, it is built from the ground up with simplicity and ease-of-use at its core. The platform also delivers true multi-tier, multi-tenant management capabilities, enabling MSPs to create and manage an unlimited number of customer accounts with ease.

It helps MSPs demonstrate value to customer stakeholders with over customizable dashboards and reports, and offers custom branding options users can leverage to white label WatchGuard services. Click here for more information about the platform and how to get started.

To learn more, visit WatchGuard. Also, visit our InfoSec blog, Secplicity, for real-time information about the latest threats and how to cope with them at www. Subscribe to The — Security Simplified podcast at Secplicity. All other marks are property of their respective owners.

However, when IIHS researchers limited the comparison to similar crashes, they found those discrepancies mostly disappeared and that crashworthiness improvements have benefited men and women more or less equally. With this new study, IIHS sought to shed more light on the issue and to see what kind of changes to its vehicle testing program might be warranted.

The researchers analyzed the injuries of men and women in police-reported tow-away front and side crashes from In front crashes, they found women were 3 times as likely to experience a moderate injury such as a broken bone or concussion and twice as likely to suffer a serious one like a collapsed lung or traumatic brain injury.

In side crashes, the odds of a moderate injury were about equal for men and women, while women were about 50 percent more likely to be seriously injured, but neither of those results was statistically significant.

This subset was restricted to single-vehicle crashes and two-vehicle crashes in which the vehicles were a similar size or weight or the crash configuration was such that a size or weight difference would not have played a big role. To further reduce differences between crashes, only those with a front airbag deployment were included. The sample included too few cases to do the same thing with side crashes. Limiting the analysis to compatible front impacts flattened the disparity considerably, though women were still twice as likely to be moderately injured and a bit more likely to be seriously hurt.

In the compatible front crashes, the benefits of a good rating in the moderate overlap front test were greater for women except in the case of leg injuries, where the benefit was similar. In the side-impact crashes, a good rating in the side test benefited men and women about equally where moderate injuries were concerned, but the benefits of a more crashworthy vehicle were greater for women for most types of serious injuries.

These results are in line with previous research that shows serious and fatal injury risk has declined more for women than men as vehicles have gotten safer. One explanation of the higher injury rates for women could be vehicle choice. Men and women crashed in minivans and SUVs in about equal proportions. However, around 70 percent of women crashed in cars, compared with about 60 percent of men. More than 20 percent of men crashed in pickups, compared with less than 5 percent of women.

Within vehicle classes, men also tended to crash in heavier vehicles, which offer more protection in collisions. In a separate analysis of data from the federal Fatality Analysis Reporting System, the researchers also found that in two-vehicle front-to-rear and front-to-side crashes, men are more likely to be driving the striking vehicle.

Because the driver of the striking vehicle is at lower risk of injury than the struck vehicle in such crashes, this could also account for some of the differences in crash outcomes for men and women. IIHS is wholly supported by auto insurers. EQIX earnings call for the period ending December 31, Dr Steven Corwin, president and CEO of NewYork-Presbyterian,has helped steer a network of 10 hospital campuses through thebiggest public health crisis in generations.

The priorities for Grieg Seafood are protecting our people, the local communities where we operate, our partners and business operations, and to secure liquidity and financial solidity. Despite the challenging circumstances, demand for Atlantic salmon remains strong and Grieg Seafood has been able to maintain efficient operations throughout the quarter.

The decrease is mainly due to the lower spot prices in Norway, resulting in a negative revenue contribution on EBIT of NOK million when comparing average realized prices in the quarter to Q4 The negative effect from lower market prices were also somewhat offset by favourable fixed price contracts in Rogaland and Finnmark.

Farming cost during the period total cost related to fish harvested this quarter increased compared to the same quarter last year, primarily due to biological challenges in Finnmark and to some extent by decreased survival in Rogaland. BC experienced a strong recovery from the challenges with harmful algae blooms HAB in prior quarters.

However, farming cost in the fourth quarter carry high costs from previous HAB incidents. Lockdowns in Europe, shifting demand from hotels and restaurants to retail, impacted salmon prices significantly. Operational results improved and stabilized during the fourth quarter, with good biological performance in Rogaland and BC.

In Finnmark, production was stable, but results were impacted by continued harvest of fish affected by ISA during Q3. Overall, has been a challenging year. We did not deliver on our ambitions, not only because of Covid but also due to biological challenges in several regions.

We have taken important steps to remedy the situation. We have strengthened our operational capabilities with a new and more farming oriented organizational set-up, and with a potential sale of our Shetland operations, we are narrowing our focus to Norway and Canada as strong production regions. We have also started our journey to take a stronger market position with a new and integrated sales and marketing organization.

As we are starting to see the light in the end of the tunnel and a post-Covid world, Grieg Seafood continue the journey of improvement, with the aim of creating long-term value for all our stakeholders.

Dividends are evaluated twice a year. Due to the increased volatility and uncertainty caused by the Covid situation, combined with an extensive investment plan, the Board has decided to postpone the ordinary dividend for Outlook In the short term, operational efficiency and biosecurity are the top priorities in Grieg Seafood. With the uncertainties of the ongoing pandemic and the reinforcement of restrictions, the short-term market outlook remains uncertain with forward prices on Fishpool around NOK 49 per kg for Q1 and NOK 52 per kg for the full year Stakeholders in the process are provided economic incentives to participate.

For example, each node can earn a cut of overall transaction fees for voting, while developers are rewarded through alternate funding mechanisms. Each node's vote is proportional to the amount of cryptocurrency it holds. Thus, the greater the amount of cryptocurrency held by a node, the more votes it has. Unlike informal governance systems, which use a combination of offline coordination and online code modifications to effect changes, on-chain governance systems work only online.

Changes to a blockchain are proposed through code updates. Subsequently, nodes can vote to accept or decline the change. Not all nodes have equal voting power. Nodes with greater holdings of coins have more votes as compared to nodes that have a relatively lesser number of holdings. If the change is accepted, it is included in the blockchain and baselined.

In some instances of on-chain governance implementation, the updated code may be rolled back to its version before a baseline, if the proposed change is unsuccessful. Implementation of on-chain governance differs between various blockchains. For example, Tezos uses a form of self-amending ledger. Proposed changes are implemented to the coin's blockchain and rolled out onto a test version of the chain.

If the planned changes are successful, they are finalized to a production version of the blockchain. If not, they are rolled back. DFinity, a startup that is using blockchain to build what it claims will be the world's biggest virtual computer, unveiled a plan to adopt a hardcoded constitution on its network. The constitution triggers passive and active actions.

An example of the former might be an increase in reward size for blocks while the latter might involve quarantining certain parts of the network for updates or rollbacks. According to its proponents, the advantages of on-chain governance are as follows:. Changes to a blockchain are not routed through a core development community, which evaluates its merits and demerits.

Instead, each node is allowed to vote on the proposed change and can read about or discuss its benefits and drawbacks. It is decentralized because it relies on the community for collective decision-making. Informal governance systems require time and effort between stakeholders in order to achieve consensus.

On-chain governance achieves consensus regarding proposed changes in relatively less time among stakeholders. For example, the bitcoin cash fork and ethereum classic fork took months to build up and implement. What's more, off-chain maneuvering can result in messy situations where certain nodes can agree to disagree and not run the proposed changes.

Algorithmic voting mechanisms are relatively faster because test results for their implementation can be seen via a code update. Running the code change on a test net, as in the case of Tezos, also enables stakeholders to see the effects of that change in practice. Because each proposed change requires consensus from all nodes, this means that the possibility of a hard fork is reduced significantly.

Through the use of rewards, on-chain governance proposes economic incentives for nodes to participate in the voting process. The informal governance process does not provide economic incentives to end-users, who utilize cryptocurrencies for daily transactions or invest in them for long periods.

Instead, economic incentives rest with miners and developers. Once voting is concluded, all node operators are required to follow the decision. Based on initial experiments conducted with on-chain protocols, the disadvantages of this type of governance are as follows:. As with real-world elections, low voter turnout may become a problem for on-chain governance. The DAO Carbonvote, which at one time had recorded participation rates of 4. Nodes with more coins get more votes.

Again, this means that users with more stakes can take control of the voting process and steer future development in their desired direction. More importantly, it skews the dynamic away from miners and developers towards users and investors, who may be simply interested in maximizing future profits as opposed to developing the protocol towards innovative use cases.

The question of blockchain governance is not unique or unprecedented. Legal philosophy and theory have grappled with this issue for hundreds of years, and the issues there have direct relevance to the question of on-chain versus off-chain governance. Central to the debate between governance that includes human decision making off-chain and rule-based decision making that can be conducted entirely through automated processes on-chain , is the question of "whether existing rules and decision-making processes governing a blockchain-based system should be changed from the inside or the outside by the reference community, and whether the system should provide for a mechanism to change the governance structure itself.

This practical question leads to the more theoretical and normative question of whether an existing set of code-based rules could and should overtake the exercise of human judgment in decision-making, and what are the ethical and political considerations this would entail. On-chain governance is based on a version of positivist legal order that enables peaceful and legitimate resolutions of disputes in a pluralist society, without recourse to external sources moral or political to justify its legitimacy.

In the case of crypto governance, this means the competing interests of stakeholders don't have to come down to an arbitrating authority like "what would Satoshi do?

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SustaiNet is committed to offering its customers full support for all our products. We pride ourselves on our customer service, and you can always expect the very best in prompt and courteous service. Find out how our stakeholder management software can help your organization effectively connect and communicate with important audiences across the communities in which you operate.

Sign up for our eNewsletter. SustaiNet Software International Inc. This website uses cookies to enhance your browsing experience: More information Accept. The cookie settings on this website are set to "allow cookies". Details about how to complete this template are available in Steps How to develop a community engagement plan. Community engagement should be considered as an integral component of a licensee's management. Depending on the nature and scale of the project, community engagement may be relevant to a number of functions within the project and should be integrated into existing systems.

Licensees should consider what staff and resources will be devoted to managing a community engagement program. Changes in staff during different project phases can affect ongoing community relationships and this issue needs to be carefully managed to ensure relationships are maintained. The information provided in this section is intended to provide an overview of good practices in community engagement and to assist in the creation of a community engagement plan.

Not all the guidance offered is applicable to all types and scales of mining projects. Licensees should design their engagement activities in line with the needs of their respective projects and seek additional help when needed. Other useful sources of information are listed under Further information about community engagement processes in these guidelines. When developing and implementing a community engagement plan, broad principles underpin the process.

These guidelines recommend the following principles based on best practice:. Commitment is demonstrated when the need to understand, engage and identify the community is undertaken early in the process. Integrity occurs when engagement is conducted in a manner that fosters mutual respect and trust. Respect is created when the rights, cultural beliefs, values and interests of the community in the land and waters within or surrounding the mining project area are recognised.

Transparency is demonstrated when community concerns are responded to in a timely, open and effective manner. Inclusiveness is achieved when a diverse representation of community and broad participation is encouraged and supported by appropriate participation opportunities. Trusting relationships are built through exploring community values and interests and finding common ground.

Good communication is achieved when open and meaningful dialogue is carried out and processes established to allow this to occur. Build trust by establishing processes to record and disseminate information on how community feedback contributed to decision making. A community engagement plan documents the commitments that a licensee makes to their community. A community engagement plan is created after a deliberate and planned process. Like any business function, community engagement needs to be managed.

It should have a clear objective, be timely and be allocated to someone in the business as a responsibility. The community engagement plan, and any action associated with the mining or prospecting licence, should be reviewed on a regular basis. Ideally, engagement processes should start early. Seeking views from the local community at an early stage will assist mining or prospecting licensees to identify the best way of interacting and engaging with the people of that community.

Identify communities affected by the project When identifying affected individuals or communities, a systematic approach can work well. It is often easiest to consider the community surrounding the geographic location first, and then those affected or interested in related facilities, such as transport routes and other operational impacts and developments.

It is up to each licensee to determine the community they are committing to engage with as part of their community engagement plan. In making such a determination, a licensee should ensure that they consider the term 'community' as inclusive, especially on a local level. This doesn't normally include international, interstate or distant individuals or groups who do not have a direct link to the area. Community of place — communities surrounding a geographic location, such as neighbouring properties.

Community of interest — communities of similar practice, such as local community groups, sports groups, residents' associations, service clubs, farmers' groups, rate payers' associations, local businesses, local schools, local sports clubs, tourist or seasonal groups and other associated groups. Community of standing — communities that have a special or legal interest in the land, such as Indigenous communities or some environmental groups.

The process of community identification should aim to identify all communities affected or impacted by the mining project. Considering the physical, social, historical, cultural and political aspects of the community will assist with this. Community members themselves can prove to be a valuable resource with this process. Community identification should be reviewed regularly as a way of keeping track of changes in the community and the emergence of new issues.

For small licensees in remote locations, the community affected may consist only of near neighbours or regular visitors to the area, whereas a large licensee with extensive operations may need to consider not only the local town in which they are operating but also nearby towns and communities along transport routes. Identify community attitudes and expectations Licensees are sometimes concerned that taking a proactive approach to community engagement may lead to unrealistic expectations on the part of the community.

While this is a legitimate concern, community speculation about a project may have already occurred, which can result in a negative attitude towards a project. Perceived secrecy creates mistrust, doubt and anger. If the community is not able to be involved in, or at least informed about, a decision or change that affects them, they may become entrenched in a negative position or become activists working against a project.

Effective community engagement raises awareness of broad perspective in relation to social and cultural impacts, environmental effects and economic consequences of any decisions or proposed change. Engaging a cross section of the community provides the best opportunity to build a shared understanding of these factors.

Community attitudes and expectations can be identified through a range of techniques, such as having information evenings, meetings, developing community opinion surveys or holding focus groups. More advanced licensees could also consider techniques such as feedback forms, hotline, website or community forums or workshops. Ideally, this activity should be undertaken during the planning stage of a project, prior to development of the work plan. Although it can occur at any stage of the project, early engagement provides a valuable opportunity to influence public perception and to provide a positive atmosphere for future community engagement activities.

Cross-cultural awareness, the rights, beliefs, values and interests of all sections of the community should be a key consideration when engaging with the community and identifying community attitudes and expectations. Good community engagement involves the exploration of values.

Values are the personal standards that direct the opinions we hold and the actions we take. They are the core to what it means to be human and for communities they give a sense of identity and connection. My value: The environment is precious.

It must be looked after so we hand it on, undamaged, to the next generation. My belief: Mining companies frequently damage the environment in their grab for minerals and desire to make a profit. My opinion: The bad publicity about mining activities makes me think mining is dangerous, threatens our environment and will not benefit our community. In this example, the action of objecting to the mining project is reached by a thought process based on values in relation to the environment.

The action does not necessarily reflect a balanced assessment of the licensee's proposal but is based on an opinion formed as a result of a value about the environment, and information received from the media or from the community. Many of the interactions and conversations that licensees have with communities are at the opinion and action level. Individuals and communities take a position of being 'for' something or 'against' something. Once people take up a position, they are inclined to defend it vigorously, and in defending it, reinforce it and become more entrenched.

A more effective approach is to explore and pay attention to the values and interests that underlie someone's position. An individual's or a community's value about what 'should' or 'ought' to be the case often underlies their responses to a proposal. Common ground can be found by exploring community interests and values during an engagement process. When the licensee and the community establish a common interest or common value through sharing dialogue and improving their understanding of the drivers of behaviour, genuine relationships based on shared values and increased trust can follow.

This can help participants licensee and community to move away from their entrenched positions and seek new and creative solutions to common problems. Sometimes the needs and wants from the community regarding the engagement process will differ from what the licensee can or is willing to provide. To reduce the risk of differences in expectations, licensees must be clear about why they are engaging with the community and what they hope to achieve.

One way to manage a difference in engagement expectations is to develop a statement about a decision to be made. The statement needs to:. Engaging with the community at an early stage, and establishing good communication channels and clear messages will also assist to manage differences in expectations.

Assess the level of impact After the community has been identified, an assessment of the impact that the mining activities have on the community will be helpful in identifying when and how to engage with them. The level of interaction a licensee has with their identified community will vary, depending on the community's interests associated with the activity. Analysis of the potential for community impact is undertaken to better understand the character, interests and needs of the community.

There are three impact levels that can be considered as part of that process. The levels are based on the assumption that the licensee's activity will have some real or perceived impact on the community. The level of impact could involve changes to the local amenity or perhaps the effect on the community's wellbeing, for example, their lifestyle or cultural values. High impact means significant, repetitive, regular or frequent aspects of the project that will affect people's lives and lifestyles, such as excessive noise and dust.

It may also relate to unavoidable visual landscape changes that negatively affect community members. Those in the high impact group may also be those most at risk if there was a significant accident at the site. Criteria for this rating include mining activities that have a high-level, real or perceived impact on:. This may also include disruptions caused during the construction development phase of a project. Criteria for this rating include mining activities that have medium-level, real or perceived impacts, for example:.

Low impact refers to infrequent and very occasional aspects of the project occasional dust and noise issues. It can also include some visual issues that are manageable and not a constant issue, for example, if the site is only visible when passing through infrequently.

Criteria for this rating include mining activities that have a low-level, real or perceived impact, including:. Community identification and impact assessment can be undertaken at any stage of the life of the mining project, however it should be reviewed regularly as a way of keeping track of changes in the community and so that emerging issues can be identified. Figure 1 is an example that might help with the community identification and assessment process.

A blank template titled Identified community and impact assessment form is available in Appendix 3. Decide on what the community can be engaged in The size, diversity and local conditions of mining projects will inevitably contribute to different opportunities for community input and involvement. Identifying what aspects of the project the community can and cannot have input into, early in the process, can also assist in choosing the most appropriate type of engagement method around that issue and help to manage expectations.

Negotiable decisions or issues are those that the community can have some impact or influence on. Once identified, negotiables should be clarified with a statement about the intent and issues to be dealt with and details of what the community is being asked to participate in and why. Negotiables may include operating hours, environmental issues, public access to land, transport routes, use of mining equipment, use of vacant land for grazing, potential employment opportunities and sponsorship opportunities.

Non-negotiable decisions or issues are those that do not require community input or where community input is unable to be used, for example commercial-in-confidence issues. The licensee should, however, inform the community on issues that impact them throughout the decision-making process. If the licensee's preference is to inform the community, they will need to understand the problem or issues from the community's point of view in order to provide balanced and objective information.

This requires the licensee to think through issues such as:. Once questions like these are answered, the licensee can communicate information about the scope of the decision or issue, what is known about it, how the decision will be made, what alternatives there might be and what the preferred solution is. The decision-making process although not-negotiable then becomes transparent because the licensee is letting the community know what they will do and how they will do it.

A mining licensee in eastern Victoria was required to undertake an environmental offset as part of its new project. The company had identified this issue as negotiable and had asked the community for input. Because the company engaged early through public displays, public meetings and one-on-one conversations it had a good relationship with the local community and was aware that the community wanted to revegetate the railway line.

The result was a 'win win' situation that added value for both the company and the community. Levels of engagement The transition between different stages of the project brings with it many changes and opportunities for community engagement. Community engagement during the project concept stage may include gauging potential local support, developing different consultation options, exploring alternatives and identifying key issues.

During the construction phase, community engagement opportunities may relate to activities including road access, and management of contractors and contract projects. During the operational phase, community engagement may relate to activities such as reporting, consulting and disclosure of information, environmental monitoring and grievance and feedback processes. Prior to and during the mine closure phase, community engagement may include communication and regular updates to alleviate concerns.

Opportunities for identifying collaboration and possible empowerment of the community can also be explored. Licensees that take a systematic, rather than ad hoc, approach to community engagement are likely to get better results in return for the time and resources they invest.

The department recommends the IAP2 Public Participation Spectrum4 as a process for systematically engaging with the community. The spectrum, which the department refers to as the 'community engagement spectrum' Figure 2 consists of five levels of engaging, from the 'inform' method through to the 'empower' method. The spectrum is designed to assist with the selection of a level of community engagement that defines the communities' role in the process.

Time spent on identifying the role of the community and the level of their participation is well worth the effort. Each community engagement level has a goal associated with it that defines what the licensee hopes to get out of each engagement process and this also directs the activity.

For example, if you are engaging the community in order to obtain feedback on options you are developing not a decision already made then you will need to work at the consult level of the spectrum. A small mining project with minimal impact may only need to focus on the information provision and consultation side of the spectrum, whereas a large mining project may use the entire spectrum to engage with their community depending on the stage of operation.

We will keep you informed, listen to and acknowledge concerns and aspirations, and provide feedback on how community input influenced the decision. Another critical element to the success of the engagement level chosen is the promise to the public because it defines the benefits for the community participating and the extent to which the licensee agrees to undertake engagement.

For example, at the consult level of the community engagement spectrum the promise is, "We will keep you informed, listen to and acknowledge your concerns and provide feedback on how community input influenced the decision. The licensee decision makers are linked to the process and listening to community feedback with respectful interest. After the decision has been made, the licensee should follow up and communicate how the information provided, or participation by those involved in the engagement process, has contributed to the outcome.

Communicating how the information was used helps the community understand a decision, whether or not they agree with the outcome. It is important that there is a commitment to the promise from the licensee, otherwise community goodwill and relationships may be damaged. Choosing the most appropriate level of engagement from the spectrum depends on the situation and may vary from time to time and issue to issue. A number of factors, such as the level of controversy, complexity of issue, urgency of decision, type of community involved or even the budget, need to be considered.

The challenge for licensees is to find the appropriate community engagement level to suit the business needs. The level chosen will have an impact on the response from the community. For example, if the attitudes and expectations of the community identify that it will be challenging for the community to accept a decision, then this may be a driver for choosing an engagement level involving greater community participation.

The empowerment level, where the community is responsible for making the decision and any subsequent outcome, is rarely used to make big decisions where there is private ownership of a company or business such as in the minerals industry. It is, however, used successfully in the minerals industry when community members are given decision-making powers with defined parameters.

For example, grants and trusts are sometimes provided by licensees for community members to allocate for the sponsoring of sports teams or contribute to community events and activities. Information provision can be proactive and can include one-off communications, such as brochures and media releases. It can also be responsive, for example, replies to questions from the community, direct contact or community education sessions or meetings. The information provided to the community should be balanced, objective and communicated in plain language, free of technical jargon.

There may also be a need to provide information in summary form in relevant languages other than English, depending on the cultural background of the community members or groups affected. Having a system in place to respond to feedback and complaints acknowledges the importance of complaints and assures the community that concerns are being investigated. An effective, fair and accessible feedback and complaint handling practice will increase community satisfaction. There are many benefits to handling complaints effectively, including a reduction in mistakes and time spent fixing them, an improved business reputation and a greater understanding of the community's needs.

Being open to receiving complaints or feedback means that the process for lodging a complaint must be easy. This may include establishing a dedicated phone line, email address or the opportunity to lodge feedback on the licensee's website. Feedback isn't always negative. It is a way of finding out what the licensee is doing wrong, but it can also highlight areas where the licensee is performing well.

While not all complaints can be solved to the satisfaction of the complainant, it is in the best interest of the licensee to respond positively where there is a sound basis. The complainant should be informed of any corrective actions that occur as a result of the complaint.

Community engagement techniques There are a vast number of ways or techniques available for engaging with the community. Examples of these include providing written material, such as letters, information sheets and newsletters, or undertaking face-to-face interactions, such as meetings, workshops, events and committees.

Some of these techniques can be used across the community engagement spectrum, at various levels, to inform, consult, involve, collaborate and empower. Examples of the techniques that may be appropriate for each community engagement level are included in Figure 2 Community engagement spectrum.

The use of an engagement technique at a particular stage of a project does not necessarily exclude the use of other complementary techniques. Rather than taking a rigid approach when choosing engagement techniques, licensees should consider using a combination of techniques with formal and informal engagement to increase the likelihood of different members of a community being able to participate in a way that suits them. Informal engagement techniques can include one-on-one discussions and informal conversations.

These are important in forming and maintaining relationships and understanding personal perspectives. This approach may be useful for engaging with community members, such as neighbouring land owners. Formal or structured engagement techniques could be in the form of public displays or briefings. Public displays can include posters and models of proposed operations in public locations, such as councils, retail centres and local festivals.

Briefings are another important technique for disseminating information to local groups, such as Indigenous leaders and community groups. Whichever technique is chosen, opportunities for feedback should always be given. When engaging with the community, it is important to be as inclusive as possible, to ensure that relevant issues are identified. Licensees should attempt to identify marginalised groups who may not necessarily come forward voluntarily, plus any silent majority whose perspective may be overlooked due to vocal community groups or individuals.

On the other hand, it is not always practical or necessary to engage with all identified communities or community groups, with the same level of intensity, all the time. Being strategic and documenting who you are engaging with, and why, before commencing, can help save time and money. All local councils produce a community directory or reference guide that includes information on community and interest groups in your local area and may include:. Vision Australia Offers tips on meeting and communicating with people who have vision impairments.

Victorian Deaf Society A non-profit organisation and the primary source of reference, referral, advice and support for deaf adults in Victoria. Indigenous Land Councils The primary role of Indigenous Land Councils is to bring the nominated Indigenous people together to find resolution in their native title claims and represent their concerns with indigenous issues. Aboriginal Victoria is a key agency that provides advice to the Victorian Government on Aboriginal policy and planning and delivers key programs.

The word engagement is used as a generic inclusive term to describe the broad range of interactions between people and involves processes that are linked to problem solving or decision making. Community engagement, therefore, is a planned process with a specific purpose of working with identified groups of people to use their input to make better decisions. A licensee has a duty to consult with the community throughout the period of the licence by —.

The specified information is how the licensee will comply with their duty to consult with the community under section 39A of the Act throughout the period of the licence, in the form of a plan that —. This information should be retained by the licensee for review by the Regulator if required. Larger companies with more resources may choose to have a database containing this information.

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