Document 102b0wXemkwnDgqvEd5rpReMX

CmXX HA P Monsanto Prom: Beth A. Vanderbeck, G4WD, 4-8527 Date: March 8, 1993 Subj : Community Advisory Panels cc: To: Bill DeFer Pat Conlon Jim Labanosky Beth Rusert 1060 1670 1080 1260 As you are in various stages of development/revitalization of a community advisory panel (CAP), I/ve attached a copy of a booklet that CMA has published on CAPS. Please take some time to read through the information. You might be especially interested in the section on "kinds of panels", pg.6, - not all working groups are the same and only you will be able to determine which kind will work for your community and your needs. The section, "step by step action plan", pg.18, will also be helpful. As always, let me know if you have questions. Pat, our deadline for panel selection is nearing, would you please give me an update on progress? * Beth Vanderbeck DSW 137547 STLCOPCB4037504 DSW 137548 STLCOPCB4037505 -3 3 E: 3 Member companies of the Chemical Manufacturers Association (CMA) are involved in a new initiative called Responsible Care: A Public Commitment. The initiative encourages CMA member companies to improve performance in response to public concerns. Two factors distinguish Responsible Care from other efforts to improve performance. First, CMA member companies must participate in Responsible Care as an obligation of membership in the association. And second, through a national Public Advisory Panel, the public is directly involved in developing the initiative. The national panel is composed ofa group of informed and concerned citizens. Meeting 4-5 times a year, panelists review progress with the Responsible Care initiative and help the industry identify and develop programs and actions that address public concerns. Responsible Care encourages facilities to communicate with local citizens, to listen to their concerns and to respond. Community Advisory Panels can serve as a mechanism for facilities to communicate with local citizens. CMA's Public Advisory Panel serves as a model for community advisory panels and demonstrates how the public and industry can work together to identify problems and develop effective solutions. Forward W- m mm riS DSlni 137549 STLCOPCB4037506 STLCOPCB4037507 Introduction O <U>J 'MjJ Ma. - /woH .,yj+ v. ' , --I / ^ 7 - jKjXp I cCo sc Ui j ui ut o 2 A community advisory panel serves as a liaison between a facility and its community. The panel can be a mechanism for the pub lic to convey its questions, comments or concerns to the facility and for the facility to respond directly to its neighbors. This booklet offers suggestions and resources for developing and implementing a commu nity advisory panel. It is an accumulation of options based on the experience ofothers. Every community is different; therefore, every panel will be different. Consequently, the guide cannot address every aspect or anticipate every challenge in organizing a panel. Why is community outreach important? Community outreach allows facility man agers to hear what local citizens think and feel about issues that they share, including: 1. The possibility of a sudden release of dangerous material and what is being or should be done to prevent such an inci dent and protect people and property should an incident occur; 2. The potential for long-term health effects of living near or working in a facility that produces chemicals; 3. The cumulative effects on health and the environment that directly affect the quality oflife now and for generations to come; 4. The cost ofprotecting health and environ ment as it relates to the economic impact on communities and companies; and 5. The social and economic impact of hav ing a facility in your community. It helps citizens understand industry issues and better evaluate them in rela tion to their personal concerns. Ch=3 Eba m'fz u'cm sj=a ..i.. sba tj-U eba t><-3 i lib* sj:a It helps industry leaders better understand citizens' concerns. It helps facility managers identify issues that concern local citizens but are not apparent. It offers facility managers a unique oppor tunity to explain the often complex issues associated with chemical production to lay people in a setting that fosters open and complete discussion. It provides an opportunity for dialogue between citizens and facility managers about future projects at the facility, such as a new production unit, landfill or incinerator. Most important, the panel helps build trust between companies and the communities in which they operate. Is this a new idea? The community advisory panel concept has been around for some time. Utility compa nies, long regulated, have encouraged citizen involvement in mutual issues as a way of building trust and knowing how to respond to the needs oftheir communities. Commu nity advisory panels were active during the energy crisis of the late 1970s and early 1980s. With high demand and short supply, natural gas prices skyrocketed. Enlightened gas utilities encouraged citizen input about the crisis. Many panels worked closely with companies to resolve critical issues. Exam ples of panel activities include programs to insulate homes ofthe elderly and communitysupported beat banks to help those who couldn't pay their heating bills. Many community advisory panels exist today in the chemical industry. Examples are provided under the heading "Kinds of Panels." 3 Who can benefit from a panel? Any facility manager or community leader can open positive dialogue through a com munity advisory panel. Whether the facil ity is large or small, isolated, pari ofa large industrial park or in an urban area, people need to communicate, particularly where important and sometimes controversial issues are involved. Are there any pitfalls? A community advisory panel is not a gim mick to cover otherwise bad relations I I^ * I tf ... i. _u In addition to devoting time and allocating resources, facility managers who want to develop a community advisory panel should recognize the commitment to the public it represents. Once begun, the panel should have a life ofits own to he useful to all parlies. While (here are a number of possible formats for the panels, all are predicated on the concept ofan open exchange ofideas and views. The manager must he willing to give legitimacy to panel members' points of view. i. i between the community and the facility. It can, however, provide an opportunity to open dialogue and serve as a catalyst for John Kolackovsky, Plant Manager, Rohm Tech, Inc., Malden, Massachusetts: "Before embarking on the development beginning good relations. ofa community advisory panel, you The panel concept should not be seen as the primary communications method from the facility to the community. The panel should not become a mouthpiece for the facility. If it does, the panel will lose credi bility and effectiveness as a problem solving mechanism. s=ja EM eU must have the complete support from your ent ire organization. The company can't use lip service. It must use its resources and work toward protecting the environment and satisfying the community's needs, as well as yourown." The facility manager faces a challenge in pJa Evaluate Situation HOW TO BEGIN balancing the critical need for being open and honest and protecting confidential Facility managers should have an ongoing process fordeterminingand evaluating com A PANEL material. The facility manager must munity attitudes and concerns. They should remember that whatever information is also have mechanisms to communicate with shared with the panel is public record and, local citizens and periodically evaluate if oCO SE therefore, may be published in the local newspaper or used in testimony before regulatory bodies. bl the communications are effective. Exam ples ofsuch mechanisms include public opinion surveys, focus groups, participation SC in town meetings or meeting with groups Successful panels require a great deal of of citizens. U) sJ U1 work and dedication. Encouraging partici pation from the community, preparing B-is By using a community advisory panel, a VJI information for the panel's use and review, facility manager can better communicate and responding to members' questions all with the community and determine and require time and resources. S-ji evaluate its attitudes and concerns. For evample, )fa facility is planning q major project, a community advisory panel may help a facility manager gain the public's STLCOPCB4037508 4 6fS understanding and acceptance neces sary for tne project to be implemented successfully. Identify Resources Facility managers interested in developing and sustaining a community advisory panel should have the necessary time and be willing to communicate openly with the community. A manager should determine if other organizations within the community can help organize and nurture a panel or if other chemical facilities will support a joint panel. Select Panel Format To help a facility manager determine which panel will best meet the needs ofthe facility and the community, the following section discusses different kinds ofpanels that have been successful. Ad Hoc Community Advisory Panels The ad hoc community advisory panel is a group of citizens invited to advise the facil ity periodically at the invitation ofthe facil ity manager. While it may be established for a long period, it generally is initiated for a specific project or to allow the facility man agement to evaluate the panel concept. Smaller facilities with limited resources may find the ad hoc panel the best first step. Particularly in a rural, well-defined geo graphic area, the ad hoc group may serve everyone's needs. The ad hoc group works well when a facility is considering siting a hazardous waste dis posal facility, adding a unit, planning a community open house or cleaning up a Superfund site. These situations present significant opportunities for two-way com munications with the public and lend them- | Eu:a u-im e+a * 64* i_ 6411 64* s4* 6~* ~a ra Bna selves to the ad hoc panel approach. Case Study Facility: W. R. Grace & Co.-Nashua, New Hampshire Contact: Jeremiah B. McCarthy Plant Manager W. R. Grace & Co. Organic Chemical Division Poisson Avenue Nashua, NH 03061 Telephone: 603-8S8-2320 In October 1989, W. R. Grace's Nashua facility announced the formation ofa citizens advisory board. The advisory board will operate for at least one year to advise the facility during the Hazardous and Solid Waste Amendments (HSWA) permit (order) process and other such activities during that year. The advi sory board formed because the public wanted more direct involvement with the Nashua facility at the EPA hear ings on the HSWA permit. The W.R. Grace facility invited a cross section ofcommunity citizens, empha sizing water board members and health care providers, to participate. Facility personnel, outside experts, research and printed material pro vide the community advisory board members with relevant technical information. Jerry McCarthy: "Grace is committed to establishing and maintaining open lines ofcommu nication with its neighbors and with those people who share an interest in protecting the Merrimack River water shed. We are very proud ofthe quality ofwork we perform at the facility, but DSW 137553 we are the first to admit that we need to better understand the concerns of our neighbors. We hope to achieve this goal by listening carefully to the advice and counsel of this group." Company-Organized and -Supported Groups For special long-term projects or for ongo ing communications needs where the com pany wishes to continue a hands-on role in the panel, the company-organized panel works well. Any size facility or group of facil ities, rural or urban, can initiate such a group. In the company-organized panel, the company invites the participants and remains at the center of its organiza tion. Particularly in communities where resources are limited or interest is low, the company may need to take the lead in devel oping the panel. While a company representative will con vene the group, the group should elect a member of the panel to serve as leader. The company is also responsible for providing a preliminary agenda to guide discussion. The challenge in company-organized pan els is to allow participants to feel comforta ble discussing whatever issues they want without feeling the company is controlling them. Even though the company is provid ing the structure and support for the group, real progress will come only through an open exchange. Case Study Facility: Rohm and Haas Kentucky Contact: Daniel L. Ash President and Plant Manager Rohm and Haas Kentucky P.O.Box 32260 Louisville, KY 40232 Telephone: 502-449-5215 6-1-3 In mid 1986, Rohm and Haas Kentucky was considering building a hazardous waste incinerator. In addition, the managers wanted to develop better communication with the local com munities. This dual purpose led them to establish their advisory panel. The panel was established as an ongo ing outreach program with 18 panelists representing a diverse group of con stituencies. The panel represents four local communities and includes education and medicine representa tives and elected officials. The group decided to hold closed meetings and invites media or other visitors only on special occasions. The panel meets monthly. Each meeting begins with a buffet dinner. At Christmastime, the company hosts a special dinner for the group. While the members are not paid, as an incentive to increase atten dance, t he company donates to a char ity of the panelist's choice ifhe or she attends 75 percent of the regularly scheduled meetings. Team-building has played an impor tant role in developing a successful panel at Rohm and Haas Kentucky. To better understand how an incinerator works, the company took the panel to Germany. This trip proved to be an excellent team-building experience and has led the group to be more willing to provide the company with candid responses to other issues. Activities of the panel include helping the facility organize a community open house and developing a speakers bureau to increase communications between the facility and the community. The panel also recommended the kinds ofimprovements that the com munity most wanted to see after SARA Title III data was released. Daniel Ash: "The panel has been a very valuable process. We have reached the conclu sion that the incinerator notwith standing, we need the group. Our panelists are able to go back into the the committee may decide are impor tant The committee provides feedback on the company's operations and sug gests ways to improve communications with the community. It is an advisory group and not a decision-making body, and does not vote on any of the compa ny's proposed actions. The committee selects its own execu comm unity and pass along some ofthe ideas and conversations they've had, get community reaction and provide feedback. The panel is an interactive tive committee from which a chairman f 1-. .- and vice-chairman are elected. Visitors are welcome to attend the meetings as observers only, provided they have group between us and whatever con stituency group they represent." _J" notified the chairman in advance. The media are considered visitors. Case Study Facility: Rohm and Haas Delaware Valley The committee sets the agenda for its meetings and also has a post office box to receive correspondence directly Contact: Brian McPeak it-ji from the public. Manager, Public Relations Rohm and Haas Company P.0. Box 219 Bristol, PA 19007 Telephone: 215-785-8828 The Rohm and Haas Delaware Valley gila Brian McPeak: "We've now been operating for over three years. It has been within the last 18 months that the committee has become a self-governing organization. It takes time and a lot ofeffort to get facility established a community advi sory committee in October 1986. A [ the various community interests to work together." maximum of20 members, invited by the company, participate. Panelists Case Study STLCOPCB4037511 c u> SE represent the governing bodies in local communities, residents, civic and community leaders, environmental s-ja. Facility: Dow Chemical U.S.A.-Plaquemine Contact: Tom Joffrion Public Relations Manager ^ kinterests, the clergy and includes an Dow Chemical U.S.A. U> d area high school student. P.O. Box 150 El laUl U1 *- The panel meets regularly with man agers of the Rohm and Haas Delaware ^-ja Plaquemine, LA 70765-0150 Telephone: 504-389-8236 Valley facility to review and discuss In April 1989, the Plaquemine facility the facility's operation, environmental invited 14 citizens representing five concerns, safety, emergency prepared towns from two parishes (counties) to ness, the company's social commit s^ja. participate on a community advisory 10 ments to the area and any other issues 6=4 panel. The company appointed three ofthe panelists who then appointed the remaining 11. AH participants live within 15 miles from the facility and represent all demographic categories. Members asked the facility not. to announce its formation until after the panel was fully organized. Panel members wrote their own mis sion statement and modified and adopted guidelines that the facility had drafted. fej-a. fei-a. Ela. fclul. e-ja. Monsanto's Luling facility established a community advisory panel whose objective is to identify and establish open dialogue on issues that arise because of the plant's presence. The Luling Plant Advisory Panel is an 11-member group that was developed through a carefully structured plan. First, employees were told about the panel and were asked for suggestions A professional facilitator,that Dow hired conducts the meetings, takes minutes and handles all paperwork. The panel will decide how long to use the facilitator. Panel members must approve any visitors, including media, eja. di for panelists who could represent all community and geographic constit uencies. From these names, the facility chose a core group of five. They first met in 1 lecember 1989 and selected six more members. in advance. Topics that the panel discusses include the environment, facility safety, com pany hiring practices, the facility's eco nomic impact on the community, and ways the panel and the facility can improve the local education system. &a. 67- i. 67-ji. 67-ji The facility has developed the panel's objectives and operating guidelines ami hired a permanent outside facili tator to organize and run the meetings. George Williamson: "We know we must earn the right to operate from the public. We have been Tom Joffrion: "Our community advisory panel is a eda surprised by the willingness ofcom munity people to serve on the panel. very powerful tool. Input from the They all seem to have a keen interest. panel has been given serious consider This is no public relations gimmick." DSW 137555 ation by our company and has resulted in several policy changes in the opera tion of the Louisiana Division. For example, we have modified our pur chasing policy to direct more business to the local community." Panels Initiated by Two or More Companies Within many communities, two or more facilities may wish to organize a panel together. These groups often provide the facilities with an excellent source of infor Case Study mation about the needs and concerns ofthe Facility: Monsanto, Luling community while allowing the facilities to work collectively with the community to Contact: George Williamson solve problems and pursue mutual goals. Human Resources Superintendent Monsanto Company Once established, the panel will decide its P.O. Box 174 direction, meetings, agenda and leadership. Luling, LA 70070 While requiring fewer resources from each 12 Telephone: 504-785-3213 facility manager, the collective needs ofall 13 EPfSL the facilities are served before those of indi vidual companies. Where several facilities are present in a community, citizen con cerns may be best met through a coopera tive panel. Case Study that are important to the community; 5. Provide a means to "educate" facility management about the com munity; and 6. Provide a means to "educate" com munity leadership about the facility. Organization: Deer Park, Texas, ...l. Forty percent of the funding for the Ad Hoc Advisory Panel advisory group will come from the four Contact: Jack Coe Public Affairs/Community Relations Manager Ei EM. companies that initiated the effort. The other 12 part icipating companies will fund the rest. Rohm and Haas Company P.O. Box 672 di Members of the initial ad hoc group include the past chairperson of the Deer Park, TX 77536 Telephone: 713-476-8109 di area chamber ofcommerce and school board member (same individual), a The Houston,Texas, Ship Channel area contains 13 communities. 16 facilities initiated a cooperative advisory panel effort in Deer Park, a suburb of Eji Eli. school superintendent, a state repre sentative, a senior citizen, the pub lisher of the local newspaperand the mayor of Deer Park. Houston with a population of 27,000. A four-member facility manager's advi sory committee, representing Rohm and Haas Texas, Shell, Oxychem and Lubrizol, selected six citizens to begin organizing an ad hoc advisory panel. The ad hoc group will eventually expand to approximately 25. The initial objectives ofthe committee E-k Ek Ek Ek Ek Jack Coe: "Our panel is moving forward rather rapidly. We focused on our specific community rather than the greater Ship Channel community. The initia tive came through the East Harris County Manufacturers Association, which represents 70 plants. Our group of 16 facilities is concentrating on the concerns and interests ofour are to: e!b community." : 1. Provide feedback from the commu nities about facility operations and concerns; 2. Provide input to the communities Ek Ek Independent Panels Established Through aThird Party Some facilities may have access to resources that allow a third party to develop inde from the facilities about facility oper ations and concerns; E-k pendent panels. For example, the League of Women Voters or other independent groups p.ja14 3. Provide a mechanism for facilities to "test" ideas and plans before they are implemented; 4. Address community/industry issues .... I- L_!| ^-- W jia may be willing, even eager, to assist in estab lishing a community advisory panel for one facility or several facilities. Of all panel options, these panels provide the most open exchange of information because they are DSW 137556 tc ,c ,L ^ run independent of the faeility(ies). Panel ists are more likely to convey the true feel ings of the community, thus providing the best barometer ofattitudes toward the company(ies). Industry may find that this option offers a broader forum lor explaining its position and getting accurat e feedback. Obviously, the potential exists for creating an adversarial group. But the facility man ager who approaches this kind ofpanel with a commitment to be open and direct will learn a great deal about the attitudes and concerns of the neighbors. Case Study Organization: National Institute for Chemical Studies Contact: Lawrence Bissett President National Institute for Chemical Studies 2300 MacCorklc Ave., S.E. Charleston, WV 25304 Telephone: 304-346-02(54 In early 1985, West Virginia business and labor leaders, public officials, envi ronmentalists and academics sought ways to reduce risks posed by chemi cal facility operations while preserv ingjobs and supporting continued . economic growth. They founded the National Institute for Chemical Studies (NICS). NICS works with all parties as a bridging organization to assist in bring ing about informed and open dialogue about chemical facility operations. Because NICS is located in the heavy chemical manufacturing region of the Kanawha Valley, NICS has used the area as a testingground for its concepts. One such concept is the formation of four community safety assessment jpja panels. Each panel is composed of citi zens from specific geographic areas, managers or the chemical facility in that area and emergency responders. Media and others are welcome to attend all meetings. NICS began the panels by inviting selected interested citizens and indus try leaders from each area to attend a meeting to identify concerns they wanted to discuss in a neutral setting. NICS facilitated the initial meetings. Today, the groups operate indepen dently of NICS, each with leadership that they chose. They are not limited in topics they discuss. The groups have addressed issues such as SARA Title III, health monitoring, emergency response capabilit ies, economic issues, safety procedures, and air and water emissions by local facilities. Larry Bissett: "In the two years since these groups have been meeting, the communica tions have moved from distributing information to act ive dialogue. It is rewarding to see the rapport which is developing as a result." Case Study Organization: League of Women Voters ofTexas Contact: Diane Sheridan League of Women Voters 4127 Rolling Green Seabrook.TX 7758(5 Telephone: 713-326-5253 or 27(59 The League of Women Voters ofTexas participated with several other organi zations and industry to devise a strat egy for risk communication that would serve all segments of the community. t 17 DSW 137558 Step-by-step ACTION PUN 18 In mid-1986, representatives from the League, the Sierra Club, the Texas Health Department, local emergency responders and representatives from the Texas Chemical Council met. Their interest was to build consensus on addressing hazardous waste dis posal issues. The group's first commitment was to maintain its diverse membership. Group members agreed upon ground rules to ensure that each member had equal strength. They selected co-chairs, one representing industry and the other, public interest. The group explored the possibility of working toward mutual goals through consen sus building. While not in the classic community advisory panel, the group established an ongoing committee of diversified and concerned parties that could address key environmental issues. The group has held two workshops that resulted in the development of Risk Communications Procedures for the State of Texas. Diane Sheridan: "Our experience shows that an inde pendent third party can be very valua ble in building consensus among diverse groups. Using an independent facilitator can avoid the pitfalls that can occur when people with widely differing viewpoints try to resolve dif ferences alone." Set Goals The first step is to determine what you want to accomplish with your community and recognize any limitations before establish ing the panel. Specifically, you should: fs=3 sb i y_a UiM y-'ll u L isi # sia. itta pza i Ena. Ipli scja wm. tfp Determine your expectationsfor the panel. What do you hope to accomplish? How long do you anticipate the panel to function? What role will the panelists have in your facility's operation? What are the panelists' expectations? Develop prelim inary organizational rules. Create a simple framework on which panelists can build. How will panelists select a chairperson? Who will keep minutes and to whom will they be dis tributed? What rules of order will be followed? How often will the panel meet? How will new panelists be added? Define parameters. For example, you may not be willing to discuss product costs, profits or personnel matters. Also, have a clear pict ure of those issues about which you need input from the public. (Of course, your panelists will have their own inter ests to add to the agenda.) You should discuss these goals with the panelists and be willing to incorporate their views into the panel structure. Recruit Panelists Develop a list ofpotential panelists. You may want to develop categories from which you could select, for example, representatives from local townships or otlier governmental divisions, immediate neighbors, civic and community leaders, environmental activists, clergy, educators, students, senior cit izens and medical providers. Participants should represent a cross sec tion of your community in terms ofage, gender, occupation, education and atti tude toward your facility and the chemi cal industry. It is important to include both supporters and critics so that you will receive broad input. Good sources for participants include local schools, hospital auxiliaries, environ mental and public interest groups, civic associations, church organizations and senior citizen centers. Yourown employees should also be able to offer suggestions for participants. Decide whet her to include a media rep resentative on your panel. Media pose a special challenge because reporters are always on duty. Everything said should be considered on the record. Also, having a reporter in the room may inhibit open dialogue. However, media are an important part of your community. Generally, the best approach is to welcome media repre sentatives as participants and encourage them to be a part of the process. If reporters or other visitors come to observe an advisory panel meeting, take the time to explain the purpose of the group, share the agenda and offer to answer any questions after the meeting. The key is to make reporters or visitors feel welcome without allowing them to be disruptive. mm mm m;I m s4-* Eh a Ei | a n \m E* \m Em a Select a Facilitator Identify afacilitator. Once formed, the group may pick its own leader, but a neu tral facilitator can ease the first meetings. The advisory panel is a diverse group of personalities with varying interests, and initially may not trust each other. A facilitator, however, can help the group pull together. Ask panelists if they want the facilitator to leave after a specific time (3-G months) or to serve long-term. The facilitator should be someone other than the facility manager so that the manager is free to interact with the group rather than be bogged down with rules oforder, etc. Ideally, you should choose a trained facilitator from a research, publicrelations, or non-profit organization. (Hherwise, the facilitator could be a clergy person, counselor or college professor. The facilitator's role is to ensure that, t he meeting remains on the issue at hand and covers all the agenda items. He or she serves as a guide for the session and is responsible for drawing the entire group into an open discussion. DSW 1 3 7 5 5 9 Make initial contact with prospective The facilitator must strike a balance panelists. The facility manager should between allowing each participant to com either telephone or personally visit pro ment or ask questions and allowing any spective panelists to discuss the advisory one individual to dominate the meeting. It panel concept and determine their inter may be necessary for the facilitator to est in participating. Prospective panelists break in and defuse tensions ifdiscussions need to understand at the outset that they become heat ed so that each side is allowed will be serving without compensation. (To to speak. pay your panelists might compromise Ihe integrity of the group.) Reimbursement of expenses, such as mileage, travel-related expenses, telephone charges and postage, is optional. Also, you could host a dinner every six months to thank your panelists for their efforts or make a donation to charity in their name. Facilihitors need to use a non-directive approach in conducting the session while ensuring t hat all necessary areas are dis cussed. They should never be identified with a particular viewpoint and should refrain from asking questions that are biased or would elicit biased responses from part icipants. The best results come 20 from open-ended questions (lull are da slumped card or by phoning, in the letter, ambiguous enough to allow for individual fe|l give clear directions to the building and interpret ation. The strength of the facili meeting room and ask if the facility needs tator, however, comes from being able to follow up on ideas as they emerge from *:!rl to provide transportation. The letter should also ask panelists to be prepared the discussion. Wyi to discuss the concerns of the group they represent. Make follow-up calls about five Plan Meeting Logistics days prior to the meeting to those who Identify a neutral location/or the initial have not responded. meeting. Later meetings might, include a tour ofyour facility, but for the first meet ing a neutral location will be move com fortable for everyone. A clnn ch basement, community center or library may have appropriate space. Schedule a meeting. Once panelists have .--U Think about initial discussion topics and format. While you should not approach the meeting wit h a rigid agenda, it may be helpful to know in advance topics you would like to discuss with the panel. Think about, the following as you develop your preliminary agenda: What has the local accepted the invitation to serve, schedule media recently reported about your facil the first meeting. Select a date ami time and plan the meeting for 1-2 hours. Una ity? Has the facility received any accolades for accident or emission reductions? How Think carefully about the physical selling. SB f* have recent environmental impact reports Just as the shape of the table is important (SARA Title III) been received? What are to international government negotiators, fe the local concerns about, other facilities? so is the shape of the table important to What accomplishments have you made in making the most of your discussions. The safety, health or economic benefits that ideal setting avoids a "head" of the t able. Consider putting rectangle tables into a sda should be shared? The agenda should include a lime for you to explain the rea square ifa large round table is not available. Provide visual aids, such as flip charts and E:|a son for the meeting and a brief(]0-15 min ute) "stat.e-of-the-facility" message. Allow lime for quest ions at the end of the discus markers, so that the group's thoughts can E-la sion and plan for follow-up meetings. be displayed for discussion. Refreshments o and restroom facilities also need to be pail Make reminder calls. The day before or jato at of the physical setup. Have a reception table at the door and invite each panelist &r-!a morning of the meeting, the facility man ager should phone panelists to remind to wear a name tag. For the first meeting, t hem of the panel meet ing. This simple act OJ un O' o write first names in large letters to facili tate introductions. Final Preparations Send a letter to panelists. The facility man si l-b can increase your att endance significantly. Conducting Meetings Thejirst meeting can lake manyforms. With a trained facilitator, you could con ager should send panelists an invitation duct. a focus group to identify interests letter at least two weeks in advance of and have a preview ofhow the panel might meetings. The letter should request panel function. Ifyou feel comfortable about the 22 ists to notify the facility of their plans to attend by returning the enclosed self- participants, you may want to consider a training session where panelists would STLCOPCB4037517 become immersed in the issues and get to know one another and facility manage ment quickly. A social hourordinner might enhance cooperation. The key to a suc cessful first meeting is to begin team building. The diverse group must quickly learn to work together while: maintaining individual integrity. Encourage the panel to develop its oum mission statement. The mission statement should set forth the panel's purpose and objectives. This may include what the community and the company expects to gain from the process. With the panelists, agree on the ground rulesfor meetings. 1. How will minutes be handled? R| I | Ei i.| [ { fef~}a be a facilitator or a panelist. The leader can be rotated or remain constant depend ing on the anticipated longevity and dynamics ofthe group. Consider using a facilitator for several meetings to give the group more time to determine which panelist would make a good leader. Keep a record ofmeetings. Assign some one in the group or hire a stenographer to keej) accurate minutes. Ask panelists if they would like to audio or videotape the meetings. Once written, the minutes are to be mailed to each panelist . You may want to consider placing a copy with the local library or at another central place. You may wish to consider sending the minutes to local media also. 2. Who will be responsible for setting up future meetings? 3. What discussion topics should the group pursue? 4. Will media be invited? 5. How many members should the panel try to maintain? f ]M fcr i i E- jefl iM(| Special Challenges A panelist attempts to dominate conversa tion. Individuals with special interests or concerns may attempt to dominate the meetings. While you should give everyone the opportunity to express divergent opinions, allowing someone to disrupt the discussion is counterproductive. DSW 137561 (i. What role does the panel have regarding the operation of the facility? During the initial meeting, a facilitator may be able to identify such individuals 7. Will outside resources be sought or encouraged? 8. How will panelists be able to get infor mation about facility operations? and encourage them to allow everyone the opportunity to speak. Ifat subsequent meetings the individuals clearly are mak ing no effort to share and negotiate in a cooperative spirit, you may want to con 9. Who can speak for the group? 10. What kind of decision-making will the group use? Consensus? Voting? sider inviting them to speak with you separately to air their specific differences. In many groups, members will dissuade one member from obtrusive domination. Develop leaders. A critical element in the early stages of the advisory panel is the Given time, this self-policing may effec tively keep the panel on track. development of leadership. While the group Panelists lack enthusiasm. When a group should determine its leadership, you can has been functioning in an advisory capac- 24 help by offering options. The leader can OSW 137562 Conclusion 26 ity for some time, it may be difficult to sustain interest and attendance. To revive enthusiasm, consider bringing back the facilitator to uncover any hidden issues. If you haven't invited the panel to tour your facility, do so now. While most panels deal with issues con nected with a particular facility or group of facilities, discussing issues that affect the entire community, such as the home less, drug abuse, and educational opportu nities, can increase interest While initially "off the subject," these topics may stimu late excellent ideas for programs that benefit the community and the facility. Recognize a needfor change in member ship. If specific panelists regularly miss meetings or the entire group lacks enthu siasm, consider changing the membership. Ask the current participants if they would like to leave the panel for a while and can suggest others who might like to partici pate. Also, go back to the initial organiza tional plan to find new names from which to chose. Each group will have a personal ity of its own. A change in membership likely will bring fresh perspective to the issues already discussed. Recognize the need to dissolve the panel. Ongoing panels should reassess its pur pose 2-3 times a year. If the original objectives of the panel have been com pleted, it may be appropriate to disband the panel or allow it to meet on an ad hoc basis. This decision should be made with the panel and with the idea that should the need arise, the panel can reconvene. The community advisory panel can be an excellent way to open dialogue with your community. It can allow the facility man ager to learn more about the neighbors' atti- feiUl pis* Effi i--i-II .I.-.'IHB iTH chemical facility close by and provides an opportunity to explain goals face to face. It also can allow local citizens to have regular and direct input into industry. The community advisory panel is not a pan acea. It requires all parties to be dedicated, hardworking, open-minded and flexible. It increases accountability by all sectors. Once begun, it takes on a life of its own and is not easily discarded. Even with t hese caveats, the advisory panel concept offers the opportunity for the facility to expand communications and work with the community toward mutual understand ing, problem solving and trust building. Trust is not only hearing what, another individual has to say but believing that information and acting on it as appropriate. Without trust, neither true understanding nor honest, dialogue is possible. * i_. 4*1 fid HJifl il #4a f hi Lawrence Bissett President National Institute for Chemical Sunlit* 2300 MacCorkle Ave., S.E. Charleston, WV 25304 304-346-6264 .lack Coe Public Affairs/ Community Relations Manager Rohm and Haas Company P.O. Box 072 Doer Park, Texas 77530 713-476-8100 Tom .Joffrion Public Relations Manager Dow Chemical U.S.A.- Plaquc'ininc P.O. Box 150 Plaquemine, LA 70765-0150 504-380-8236 Jeremiah B. McCarthy Plant Manager W. R. Grace & Co. Organic Chemical Division Poisson Avenue Nashua, NH 03061 603-888-2320 Brian McPeak Manager, Public Relations Rohm and Haas Company P.O. Box 219 Bristol, Pennsylvania 10007 215-785-8828 Diane Sheridan League of Women Voters ofTexas 4127 Rolling Green Seabrook, Texas 77586 713-326-5253 or 2769 George Williamson Human Resources Superintendent Monsanto, Luting P.O. Box 174 Luling, LA 70070 504-785-3213 Contact CMA (202-887-1100) fora Community Awareness and Emergency Response resource brochure Contact your company's public relations/ community relations staff 1 i. Resources 27