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

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STAkeholders in Risk Communications. Good Practices in. Risk Communication ... providing information: one-way communication. initiate dialogue: two-way communication. ... – PowerPoint PPT presentation

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


1
Project STARCSTAkeholders in Risk
Communications Good Practices inRisk
CommunicationBrussels, 9 November 2006
  • Gabriela PFEIFLE
  • INERIS

2
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.

3
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?

4
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.

5
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.

6
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.

7
The STARC model of a good risk communication
process
8
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

9
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?

10
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.

11
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)

12
  • Thank you!
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