The Risk Communication Planning Process for Risk g

Managers

ASTSWMO State Superfund Managers SymposiumScottsdale, ArizonaScottsdale, Arizona

July 29-31 2008

Kerry Kirk PflughManagerg

Office of Constituent Service and Communication Planning NJDEP

609-633-7242

Risk Communication To establish open two-way dialogues

ith itiwith communitiesTo involve the public early in the environmental decision-making processTo maximize availability and understanding of risk datag

Key Aspectsy pof Risk Communication

How Communities See RiskEarning Trust and CredibilityEarning Trust and CredibilityWhen to Release InformationI t ti ith thInteracting with the CommunityExplaining Risk

How Communities See Risk

How Communities See RiskHow Communities See RiskACCEPTABLE UNACCEPTABLE

Voluntary riskIndividual control

Imposed riskGovernment control

FairInfo from trusted

UnfairInfo from strangers

sourcesMorally right

gUnethical practicesArtificialy g

NaturalFamiliar

ArtificialUnfamiliarAssociated with daily life

Assoc. w/ catastrophes

Associated with daily life

How to earn trustHow to earn trustand credibility?

Pay attention to processExplain agency proceduresExplain agency proceduresInvolve the public earlyF t t d d tFocus on trust and dataFollow upOnly make promises you can keepp

Trust (cont.)( )Provide information to meet agency and public needCoordinateListen to citizensUse locally recognized supportUse locally recognized support

If Trust is low:If Trust is low:Consider their point of viewConsider their point of viewAcknowledge lack of trustPlan a trust building strategyPlan a trust-building strategyIdentify stepsBe prepared to go out of your way

When should we releaseinformation?

Act/waitExploring potential p g prisksBeat the mediaBeat the mediaTalk proceduresP li i d tPreliminary dataRelease in contextQ/A

E iExerciseRadium in Ground water CCase

How can we interact with communities more effectively?Involving the publicDeveloping appropriate p g pp pforumsCommunicating withCommunicating with Different audiencesDealing with Values andDealing with Values and feelings Ch i kChoosing speakers

Involving the PublicInvolve the community in decision-makingRecognize that input from the community can help the agency make a better decisionthe agency make a better decision.Involve the public early in the risk assessment processBe clear about the role of the publicAcknowledge where the community can only have limited involvementlimited involvementDetermine what kind of involvement the public prefers

Develop Appropriate Forums

Alternatives to public hearingsSmall group discussionsSmall group discussionsOne on one conversationsL l kLocal networks Internet

Communicating with different audiences

Identify the various interest groups early and meet with them informallyRespond to the different needs of different audiencesRecognize the strengths, weaknesses and appropriate roles of citizen advisory groups and define from the outsetDeal with everyone equally and fairly

Dealing with Values and Feelings

Recognize that people’s values and feelings are a legitimate aspect of environmental health issuesListen to people when they express their values and feelingsAcknowledge people’s feelings about an issueProvide a forum for people to air their feelingsWhen people are speaking emotionally, respond to their emotions. Do not merely follow with data.

Feelings, cont.

Be aware of your own feelings and values about the issue and the affect they have on yyou.Respond quickly to phone callsRespond quickly to phone callsRecognize and be honest about the values incorporated into agency decisionsincorporated into agency decisions.

Deciding Who Should Communicate

Technically qualified people should have a major role in communicating with the public about risk.

i l i l lifUse community relations people to amplify community concerns within the agency.People unable to work in a public forumPeople unable to work in a public forum, regardless of technical knowledge, should not be the communicator.Make sure people sent to meetings are the correct people for the situation.The agency representative should be consistent throughout the life of the project.

Responding Personally

Let people see you are human.Prepare responses to personal questions p p p qabout risk.When speaking personally, put your views p g p y, p yinto the context of your own values, and urge your audience to do the same.Don’t personalize if it is inappropriate to do so.

How Do you Explain Risk?y pWhat do people want?How do people want it?Level of knowledgegDown to earth languageClear graphicsClear graphicsBackground materials

How do we explain risk? (cont.)How do we explain risk? (cont.)Acknowledge uncertaintyRisk comparisonsQuestion and answerQuestion and answerDebrief

ExerciseExerciseV-RG Oral Rabies V i Fi ld T i lVaccine Field Trial

Goal of Communication Planningg

Establish dialogues between the agency and affected publics early.Include citizens in the decision-making process.Present information clearly andPresent information clearly and make it accessible to citizens.Develop a context for the issue thatDevelop a context for the issue that will help audiences evaluate how to respondrespond.

Components of Effective Risk Communication Plans

Project TeamRC PlannerCommunication Goals DialogueCommunity/Technical linkEveryday languageLocal NetworksEvaluate/follow-up

Identify the IssueyEstablish an advisory groupIdentify a project coordinatorIdentify the communicationIdentify the communication coordinatorOrganize a planning meetingOrganize a planning meeting

Goal

A goal is a “big picture” or ultimate impact desired for a project issue orimpact desired for a project, issue or situation.*

*NOAA Coastal Services Center

Types of Goals ypFunctional goals (those unspoken, assumed standard operating procedural goals that should p g p galways be built into a project and communication effort)

U i lUniversalProcessInformationInformationLegal

Case specific goalsInform/alertMediate/negotiateSolicit inp tSolicit input

Universal GoalsUniversal Goals

E t bli h d i t i di l ithEstablish and maintain dialogue with citizens.Build and maintain agency credibility.Coordinate actions within and between agencies.Avoid unnecessary conflicts with theAvoid unnecessary conflicts with the public.

Process Goals

Involve the public early.Provide input opportunitiesProvide input opportunities.Keep people informed.M k i h b kMake promises that can be kept.Build personal relationships as well as bureaucratic.

Information Goals

Give citizens the data they need to understand the issue.Say what the agency has done, is doing and is planning to do and what it can’t do andis planning to do and what it can t do and why.Answer citizen questions and concernsAnswer citizen questions and concerns.

Legally Mandated Goals

Explain agency regulatory obligations and what it can and can’t do.Explain any standards, procedures or rules. Provide enough notice for the public to beProvide enough notice for the public to be involved in the process.

Case Specific Goal

The who, what, when, where, why, why not, and how of the case and the communication effort.

SMART Goals

SpecificMeasurableMeasurableAchievableR li iRealisticTimely

Elements of a SMART Goal

State or define the task(s)State how you will achieve it.yDetermine how you will measure it. Determine when it will be accomplished.pDon’t make it too complicated.If necessary break down goals into specificIf necessary, break down goals into specific objectives with measurable results-think short-term, mid-term and long-term intervals.

Example:Weight Goal

I want to lose some weight by the end of the year. y

SMART Weight Goal

I will lose 10 pounds by December 31, 2008 by cutting 200 calories per day and y g p yexercising vigorously four times per week.

Coastal Zone Manager’s Goal*

Coastal Zone managers have access to and use remote sensing and GIS in their gdecision making.

** NOAA Coastal Service Center

SMART CZM Goal*

Fifty percent of CZM programs will have three or more staff members capable of pusing GIS by 2008.

*NOAA Coastal Services Center*NOAA Coastal Services Center

Hanauma Bay Goal*

Protect and Restore the health of the Hanauma Reef.

*NOAA Coastal Services Center

SMART Hanauma Bay Goal*

After viewing the orientation video and exhibits, 80 percent of the visitors to Hanauma Bay will be able to describe reef ecology,and practice the basics of reef ti tt hi h i l d ti i thetiquette, which include recreating in the

area’s sandy bottoms, not removing anything from the marine environment notanything from the marine environment,not feeding the fish and not harassing the turtles.turtles.

Exercise

Writing a SMART goal.

Profile the Issue

Establishes a case record.Identifies key internal and external ystakeholders.Determines your resources -- time,Determines your resources time, staff, money, etc.Compilation of data on the case and theCompilation of data on the case and the affected community.Review of historyReview of history.

Some Key Profile Questions

What does the department need to learn?What does the department need to share?pWhat is the expected response from the public?What are the likely concerns?yWho is impacted?What is know about the problem the communityWhat is know about the problem, the community, DEP history with this site or community?

Identify the Audience

Key audiences are those people with whom you need to establish a dialogue and those y gwho wish to talk with the department. They include those who are or must be made aware of the issue, those affected by the problem, those affected by the solution, and p , y ,the media.

Questions to Identify Audiences

Who is likely to be affected directly by the agency action?Who was previously involved in this issue?Who might have important ideas, g p ,information, or opinions?Has the agency heard the full range of g y gopinions?Who are important community leaders?p y

Audience Assessment

Determines how citizens perceive an issueWhat information the public wantsWhat information the public wantsWhat information the agency needs to provideprovideWhat local communication systems can be

d f i i di lused for a continuing dialogue.

Audience AssessmentDo Always

Review newspaper clippingsDiscuss expected audienceDiscuss expected audience concerns with management teamMake a few targeted and randomMake a few targeted and random phone calls to determine audience knowledge perception andknowledge, perception and concern about issue.

Audience AssessmentDo At Least One

Meet informally with affected stakeholders and stakeholder groups.Survey stakeholders for theirSurvey stakeholders for their questions and concernsDetermine what each audienceDetermine what each audience expects from the agency

Messages

A message is information you want/need to share with audiences about the issue or case, a question that you need them to answer, or both. It is linked to the case ,specific goal and addresses all key points about the issue.

Identify Messagesy g

What information must be conveyed?yDoes it answer stakeholders questions?Is the position of the agency clearlyIs the position of the agency clearly presented?Does the message reflect the audience gassessment?Was it pre-tested with a representative from the target group?Is technical information clearly explained?

Facts about Messaging*

When people are stressed, they often have difficulty hearing, understanding and remembering information.When people are stressed, they often lose as much as 80% of the information that is communicated to them.When people are stressed, they are often distrustful of others.

Facts about Messaging,* cont. When people are stressed and upset, they want to know that you care before they care what you know Will Rodgersknow. Will RodgersWhen people are stressed, they often focus more on the negative than the positive.on the negative than the positive.

* Covello, Vincent T., USEPA Message Mapping Workshop, 2005

What is Message Mapping?

Starts with a question.Responds with three key ideasResponds with three key ideas.Is no more than 27 words.T k l h 9 d d liTakes no longer than 9 seconds to deliver.Provides three supporting statements linked to the three ideas.

D l i M MDeveloping Messages-Message Mapping*app g

* R l f th T l t* Rule of three Template

* Primacy/Recency Template

* 27/9/3 Template

*Covello, Vincent T. Message Mapping Workshop, March 2005

Rule of 3*

Three key messagesKey message repeated three timesKey message repeated three timesEach message supported by three supporting messagessupporting messages

*Covello, Vincent T. message Mapping Workshop, March 2005March 2005

Primacy/Recency

State the most important messages first and last.

In high stress situations, listeners tend to remember that which they hear first and last. yMessage that are in the middle of a list are often not heard or remembered.

27/9/3*

27 words – the average length of a sound bite in the print media is 27 words9 seconds – the average duration of a sound bite in the broadcast media is 9 seconds3 messages – the average number of messages reported in both print and broadcast media is three

*Covello,Vincent T., Message Mapping Workshop, March 2005

Exercise

Message Mapping

Tips for Improved Messages *Tips for Improved Messages

Visuals, stories, credible information sources, quotes, examples, analogies help enhance your message.Prepare messages based on average grade level of audience p g g gminus 4.In high stress situations one negative equals a minimum of three positives.pRepetition of a negative, even to refute it, reinforces and reaffirms the negative.

* Covello, Vincent T. USEPA, Message Mapping Workshop, 2005

Method Selection

A communication method is the means by which you communicate with your y yaudiences. There are a number of methods that can be used. Selection of a method is based on your goal, and how your audience communicates with itself (learned in the (audience assessment) and the nature of the issue.

Methods for CommunicationPublic meetingsFocus groupsFocus groupsMediaDi lDisplaysConferencesW k hWorkshopsAvailability sessionsSurveysPhone interviews

Method Selection Criteria (see chart)

Agency receives information from citizensAgency gives information to citizensAgency gives information to citizensEstablishing DialogueS i iSummarizingConsensusSee Level of Response Handout

Implement Strategyp gyDevelop a timeline

Outline the needed tasks.How long will tasks take to complete?What data needs to be shared and in what form?Who is responsible for each task?What constraints may emerge in completing tasks?How will the effort be evaluated?

Evaluation

Evaluation is the systematic collection of information about activities, characteristics, and outcomes of projects to make judgments about the project, improve ff ti i f d i i b teffectiveness, or inform decisions about

future programming.*

*NOAA Coastal Services Center

Types of Evaluation

Front-end – issue identification and profile step - gathers information about the issue to determine next steps.Formative – ongoing evaluation monitors progress of the project and communication effort, adjusts as needed.Summative – documents the outcome of the effort and leads to follow-up.

Key Evaluation QuestionsDid the strategy used meet the goals?Were the needs and concerns of citizens met?Was the intended message received and understood?W th th d d i t f thi dWas the method used appropriate for this case and audience?Are there questions which require a follow up?Are there questions which require a follow up?Were there unintended effects, good or bad, in addition to intended effects?

Debrief and Follow-upDebrief and Follow upMeet with Internal Workgroup to

determine:What were the results of outcome evaluation?How did ongoing evaluation impact the goals, and results?What follow-up is needed with

t k h ld ?stakeholders?What ongoing support is needed if any?

Role of the ManagerTo identify a project teamTo understand and share the complexity of an issue with the groupissue with the groupTo reinforce and layout the principles of risk communicationTo assign a communications coordinatorTo determine role of CRT d t i l f h t bTo determine roles of each team memberTo determine who and what agencies need to be involved

10 Questions Managers Should ask*

Why are we communicating?Who is our audience?Who is our audience?What do our audiences want to know?Wh d ?What do we want to get across?How will we communicate?

Questions*, cont.

How will we listen?How will we respond?How will we respond?Who will carry out the plans? When?Wh bl b i h l dWhat problems or barriers have we planned for?Have we succeeded?

First Team Meeting AgendaPresent and clearly identify the issueHave group members share their knowledge of the iissueDecide if others should be part of the work groupId tif i ti lIdentify communication goalsAcknowledge program mandates, policies, establish an issue profile and identify constraintsestablish an issue profile and identify constraintsTry to identify the audiences and assess their concerns

First Team meeting, cont.

Discuss the messages you want to send to audiencesDiscuss the best methods to send messagesDecide who will coordinate communicationsAssign whatever tasks you feel are needed at this time with deadlinesPlan how you will evaluate whether the strategy achieved the goals

Tasks of the Risk Communication Coordinator

Develop and track the communication strategyGet approval from superior at every steppp p y pCoordinate information gatheringParticipate in all internal and external meetingsp gAssist in identifying audiencesSuggest ways to establish dialoguesSuggest ways to establish dialoguesProvide avenues for audiences to obtain information

Tasks, cont.

Help technical staff present technical information clearlyFind ways to respond to citizen questionsIncorporate audience concerns into the pprocessImplement and evaluate the agreed upon p g pstrategyFollow up with allp

Kerry’s Final Thoughts onKerry s Final Thoughts on Communication with Communities

Remember that we are often strangers in someone else’s neighborhood--it takes time for relationships to develop.Remember and practice what we were taught about good manners-- “please” and “thank-you” helps.Remember that we can learn something new and important everysomething new and important every day -- and often not from the experts.