Project STARC STAkeholders in Risk Communications Good Practices in Risk Communication Brussels, 9 N

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Project STARCSTAkeholders in Risk
Communications Good Practices inRisk
CommunicationBrussels, 9 November 2006

• Gabriela PFEIFLE
• INERIS

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From WP objectives...

• Identify existing good practices in risk
  communication.
• Analyse possibilities for improved co-ordination
  of risk communications
• within countries.
• between countries.
• between industries.
• Consider and propose initiatives for involving
  all stakeholders (including civil society) in a
  more dynamic risk governance culture.

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to operational questions

• How to involve different stakeholders in a risk
  communication process?
• How to frame good practices in risk communication
  in different contexts?
• How to provide useful insights to those who have
  to
• deal with real life risk communication
  problems?
• design a risk communication strategy suited to
  their own context?

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What is good practice in risk communication?

• Risk communication
• a dynamic process of sharing information and
  constructing a common view on sensitive issues
  between different stakeholder groups.
• a process of individual and social learning.
• The process of risk communication
• context-dependant.
• evolving (spiral-shaped).
• No One Best Way but good practice of risk
  communication
• adaptive, constructive, interactive, continual
  learning process between all interested parties,
  structuring also social relations.
• not optimal but operational and satisfying.
• well suited for the context.

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Contextual parameters

• Hard or structural contextual parameters
• legal
• administrative-institutional
• socio-political
• cultural and local
• Soft or content regarding contextual
  parameters
• degree of innovation
• action and success pressure
• conflict-potential
• social context
• STARC findings
• Safety-regulations are the lynchpin of risk
  communication.
• Administrative separation of risk assessment and
  risk management institutions minimises risk
  communication conflicts.

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Parameters of action

• Shape of the risk communication process depends
  on
• external action parameters
• instruments and channels (what media?)
• approaches (guided tours or consensus platform?)
• internal action parameters
• principles of transparency, fairness
• behaviour of the stakeholders
• 3 dimensions of risk communication
• providing information one-way communication.
• initiate dialogue two-way communication.
• Participatory governance two-way communication
  including co-determination.

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The STARC model of a good risk communication
process
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Proposals for practical guidelines (1)

• Planning and reporting the risk
  manager/communicator's tasks
• develop a plan in consultation with stakeholders
  (content, process)
• co-ordinate with other departments, levels of
  government, organisations
• Elements to be included in the communication,
  consultation, co-ordination plan
• Internal and external context
• Stakeholders and their needs
• Objectives
• Ressources
• Roles and responsibilities
• Implementation
• Timing
• Monitoring and performance measures
• Evaluation and reporting

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Proposals for practical guidelines (2)

• Communication
• Risk, emergency and crisis communications
• Risk communication before an event, after a
  crisis
• Emergency and crisis communication urgency,
  event has occurred
• Time is a critical resource!
• Consultation?
• Co-ordination?
• Dialogue, information or "order"?
• Internal and external communications
• Who?
• Why?
• When?
• What?
• How?

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Proposals for practical guidelines (3)

• Consultation
• Participatory and representative democracy a
  question of accountability
• Needs clear rules, objectives, proposals
• Should improve efficiency and durability of risk
  management decisions
• Understanding of risk(s), values and opinions
• Risk decision making and management processes
• Trust and credibility
• Social acceptance
• Nature of stakeholder involvement should be
  consistent with
• Urgency with which the problem must be addressed
• Extent of possible genuine influence by
  stakeholders on the decision
• The "risk management escalator" (O. Renn)
• simple, complex, highly uncertain or ambiguous
  risk problems ?
• Instrumental, epistemological, reflective or
  participative discourse.

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Proposals for practical guidelines (4)

• Co-ordination
• Should
• include a large variety of relevant stakeholders
• avoid duplication of effort
• avoid situations where different entities work at
  cross-purposes
• improve efficient use of available resources
• Co-ordination efforts may fail because of
• confusion who should be in charge of overall
  co-ordination
• "turf" battles
• inadequate communications
• Mechanisms of co-ordination
• Formal (bilateral agreements, EU mechanisms)
• Informal (workshops, exchanges of personnel)

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• Thank you!