TDEC-NUATRC Workshop

Strategic Risk Communication:Air Toxics

Rebecca Parkin, PhD, MPHThe George Washington University

Washington, DC

October 18, 2005

2

Outline

• What is risk communication (RC)?

• Why do we need strategic RC?

• How can we assure a strategic approach?

3

Risk Communication

• Exchange of facts and opinions among individuals, groups & organizations

• It’s not an act -- it’s a process

• Different forms meet different needs across the risk management process

4

Decision Step

Risk Management

Risk Assessment

Risk Analysis

Problem Formulation

Initiation

Risk Evaluation

Action/ Monitoring

Preliminary Analysis

Ris

k C

omm

unic

atio

ns Risk

ManagementParadigm

(Adapted from CSA, 1997)

End

Next Step and/orTake Action

Go Back to Any Step

Risk Estimation

Risk Control

5

Forms of Risk Communication

• One-way (tell) best for – Familiar, less complex issues– Emergencies

• Two-way (dialogue) and multi-way (groups, Internet tools) best for– Long-term issues– Unfamiliar, complex risks

6

How Do We Know Which RC Form To Use When?

• Knowledge of scientific literature– Risk perception– Risk communication– Stakeholders

• Scientifically obtained data & information– Stakeholders’ interests, preferences, & priorities– Contexts (e.g., cultural, social, regulatory, etc.)

• Experience with the community– Pretest methods

7

Decision Step

Problem Formulation

Initiation

Risk Evaluation

Action/ Monitoring

Preliminary Analysis

Ris

k C

omm

unic

atio

ns Examples of

RiskCommunication

Methods

End

Next Step and/orTake Action

Go Back

Risk Estimation

Risk Control

Mass Media

CommunityTheater

Community Leaders, Advisory

Group

Public Meetings

8

Strategic Approaches

• Systematic processes comprise– Plans – Explicit methods– Series of actions

That – Focus on essentials– Balance issues– Produce specific

results

• Typically involve– Long-term processes– Large-scale views

• Require– Visible support – Clear commitment– Dedicated resources

• Can test prototypes in advance(Emergency preparations)

9

Key Components

• Problem definition

• Goal statement

• Context assessments

Information gathering

Resource review

• Option identification

“Best” option selection

• Implementation

• Evaluation

Much like the Risk Management Paradigm

10

Strategic RC is Crucial ...

• The more visible the issues become

• The more variety of stakeholders involved

• The higher the stakes become

• The more complex issues become

11

Complex, Evolving Issues

Especially require opportunities for

• Open feedback

• Ongoing interactions

• Active stakeholder involvement

As early and as often as feasible across the risk management process

12

Air Toxics Are ComplexEveryone has to breathe

Unavoidable, concerns

Air contains toxicsUnfamiliar, confusing, overwhelming

People can’t protect themselves

Helplessness, distress, fear

People want actions from government & emitters

Low expectations, conflicts with experience & beliefs, distrust

Many parties involved in a complex process

Frustration, anger

13

When Government TELLS ...

• E.g., “The level of toxics in the air is too low to cause harm”

• This simple approach– Does not fit the complexity of the issue– Does not fit stakeholders’ contexts– May cause more harm than good

14

Air Toxics RequireStrategic

RC Approaches

15

Strategic Organizations

• Do not rely only on tactics– Do not expect “one-hit wonders”

• Do rely on comprehensive knowledge of stakeholders & contexts– Built in systematic, appropriate ways– To assure a sound basis for a RC strategy

• Do engage communities throughout the process

16

What Do We Need to Know?

• Which stakeholders are involved and why– Characteristics, dynamics

• Their starting points and why– Knowledge, crucial elements that are missing– Perceptions, values, beliefs, attitudes– Interests & priorities– Preferred communication processes

• Who they trust

17

Staff Concerns

• “We don’t have enough time to involve them”– Lack of experience or negative experience– Stress related to stakeholder involvement

• Lack of training -- beyond tactics– Lack of knowledge about strategic RC

frameworks– Lack of “best practices” to draw on

18

What Organizations Can Do

• Assure visible senior management support

• Build understanding of what RC is

• Assure resources dedicated for effective interactions

• Provide rewards for staff engagement

• Assure effective debriefings to compile key lessons learned

19

Answers

• How can we better educate the public?– Work and learn with them– Focus on essentials, what’s pivotal to their decision

making process

• How can we provide information that they will understand?– Assure that they have effective ways to interpret and

then use the information– Use a planned, interactive & sustained approach

20

Key Points

• Strategic risk communication requires– More than tactics or a single event– Comprehensive, systematic approach– Based on rich knowledge

• Organizations must develop – Deeper understanding of what RC really is– Richer knowledge about stakeholders & why

they have the interests they do– Tailored RC strategies

21

One Last Comment ...

Despite the doubts you may have at this point,

Strategic risk communication

is feasible and

it does get easier with practice

22

Thank You!