Decision-making strategies which favour the top-down model do not recognize expertise as a communication and learning process, and have been seen to fail in many risk management contexts, in particular in local waste management decision-making. Examination of a novel public involvement programme in the development of a local waste strategy provides an opportunity to understand expertise as a process: in particular, (i) how expert knowledge is selected at the technical-democratic interface, (ii) how information is shaped and balanced, and (iii) whether knowledge shifts during processes of exposure to expertise. It provides evidence that counters expert views that the public are irrational, lack interest, and are concerned only about zero-risk options. Most importantly, it provides evidence that expertise is inextricably linked to its source, and that perceptions that expertise is not independent have a significant impact on public responses. Means to optimize the process of expertise are discussed.
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