報告書番号

Y00022

タイトル（和文）

北米の電気事業における住民参加プログラム

タイトル（英文）

Public Involvement Programs of Electric Utilities in North America

概要 （図表や脚注は「報告書全文」に掲載しております）

電力施設立地や地域対話の円滑化に資する方策として住民参加プログラムを取り上げ，多くの経験を持つ北米での事例を中心に，その進め方，効果をあげるための要件を明らかにした．成功要件として次の3点が考えられる．第1に，事業の変更や修正が可能な早い段階からの住民参加である．例えば，国家環境政策法の手続き以前の段階で，オープンハウスなどインフォーマル議論を可能とするテクニックを用いている．第2に，参加対象層の幅広さと関与レベルの高さである．例えば，代表性の確保を最重要に考慮して参加を呼びかけ，住民を代替案とその評価基準の設定など，高いレベルまで関与させるようにしている．第3に，分かり易い情報提供方法やコミュニケーション方法である．例えば，フォーマルなミーティングにおいても，中立的なコンサルタントによる議事立案や進行，リスクコミュニケーションの専門家による技術者の訓練や配布資料のチェックが行われている．

概要 （英文）

As the public has tended to express being involved in decision process of various facility siting which would cause NIMBY (Not In My Back Yard) syndrome, and the some institutions on disclosure and public participation has enforced recently, the authorities are required to secure visibility and to take accountability. To avoid prolonging the electric facility siting process and to build a good relationship with the community still remain one of the concerns in competitive age for electric utility companies.The purpose of this study is to clarify the characteristics and procedure of public involvement programs of electric utilities in North America that are recognized to have effects on them from lots of experiences so far, and to elicit implications for Japanese manner. The results from literature and interview surveys are as follows:1) The lessons learned from scarce experiences of waste disposal facility siting in Japan reveal that public involvement programs have some effects on getting better understanding of the public for the enterprise and the like, while the problems to solve are how to save the time, costs and labor, and how to assure the results.2) In North America, the utilities have experienced some failure to build consensus, however they have a lot of successful case in reduction of the time spent for the process and building a good relationship with the community. The requirements for success are summarized to following three points. The first is to start the program in an enough early stage preceded the process by regulations that the enterprise could reflect the public comment. The second is to keep balance of the members and involve the public in higher level of the project such as a setting and evaluate alternatives. The third is to furnish the public with the information in easy manner and to make the atmosphere informal even at formal meeting.3) The manner in North American utilities differs from that of Japan in some points. North America society tends to respect citizens’ rights and judgments so that they have to prepare more careful and strategic public involvement program to satisfy the requirements, and direct supports of top managements and everyday customer development activities strengthen it.

報告者

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