1998年-世界发展银行全球_Use_of_Public_Consultation_in_the_Nam_Theun_2_Hydroelectric_Project_4页_292kb

Nam Theun 2 Hydroelectric Project Public Consultation Summary

Core Content

The Nam Theun 2 (NT2) Hydroelectric Project is a significant infrastructure initiative in the Lao PDR, aimed at generating 681 MW of electricity and contributing to the country's economic growth. The project includes a 50-meter-high dam, a 450 km² reservoir, and transmission lines to connect to the Thai grid. Given the potential economic benefits and the substantial social and environmental impacts, the Government of Lao PDR (GoL) and the Nam Theun Electricity Company (NTEC) have implemented a comprehensive public consultation program, marking a first in the country for a large private sector infrastructure project.

Main Objectives

The public consultation in NT2 aims to:

• Identify all relevant stakeholders.
• Establish key social and environmental impacts.
• Create a structured process for stakeholder consultation and involvement in project design and implementation.
• Ensure transparency and social and environmental quality assurance, which are expected to reduce project costs.

Consultation Strategy

The consultation process was conducted at four levels: local, regional, national, and international. Each level involved different stakeholders:

• Local and regional: Directly affected communities, local officials, and community-based organizations.
• National: Government, NGOs, international donors, and other relevant stakeholders.
• International: Independent experts, international organizations, and global stakeholders.

The GoL coordinated three studies:

• Analysis of Alternatives
• Economic Impact Study
• Nakai Nam Theun Catchment Area Social and Environmental Action Plan

NTEC coordinated two studies:

• Environmental Assessment and Management Plan
• Resettlement Action Plan (RAP)

Methodologies

At the local and regional levels, the following methodologies were used:

• Diverse teams of Lao people with training in public consultation.
• Local groups such as the Lao Women's Union to aid in information dissemination.
• Oral, written, and visual materials to ensure broad communication.
• Participatory rural appraisal techniques, including semi-structured interviews, focus groups, and map drawing.

However, some challenges were identified:

• Inadequate translation led to poor comprehension.
• Male-dominated teams failed to represent the target population, especially women and other vulnerable groups.
• Village meeting strategies sometimes allowed dominant individuals to overshadow others.
• Testing and comprehension checks were essential to ensure that materials were understood.

National Level

• A series of national workshops were held, with external facilitation.
• Initial workshops faced logistical issues due to the GoL's inexperience, such as insufficient lead time for invitations and information sharing.
• Breakout groups were introduced to enhance the depth of discussion.
• The third workshop was well-organized, and the GoL's capacity to manage consultations improved significantly.

International Level

• An International Advisory Group (IAG) was formed, consisting of five independent experts.
• The IAG visited Lao PDR and met with stakeholders, producing a publicly released unedited report within 30 days.
• The initiative was noted as an innovative step by the World Bank in collaborating with IUCN and the World Commission on Dams.

Value Added of Public Consultation

The public consultation process has provided several benefits:

• Enhanced planning and quality assurance by incorporating stakeholder concerns into project design.
• Facilitated a closer examination of costs, potentially leading to cost reductions.
• Set a precedent for future projects to include detailed and funded resettlement plans.
• Clarified responsibilities between public and private sectors.
• Encouraged other developers and donor agencies to adopt similar consultation practices.

Key Lessons Learned

Strategy:

• A strategic plan is essential for effective consultation.
• Consultation should begin early and leverage existing community structures.
• Continued consultation throughout the project development is necessary.

Methodology:

• The project area must be clearly defined to include all potential impacts.
• Clear information for private sponsors about consultation requirements and evaluation criteria is crucial.
• Appropriate communication tools must be used to ensure meaningful participation from all stakeholders.

Capacity Building:

• Strengthening the capacity of sponsors to manage complex consultation processes is vital.
• National workshops should be managed effectively, with breakout groups to foster in-depth discussions.
• Supervision by senior social scientists is important at the local level.
• Ensuring social scientist expertise is available in consultations, not just in oversight, is critical for success.