Document aJR1G83qkVY7Y73g2OOx92DzX

> Monsanto Chemical Company Indian Orchard Plant 730 Worcester Street Springfield. Mass. 01151 Phone (413) 788-6911 November 6, 1992 Re: Community Information Meeting - November 17. 1992 Dear This letter is to inform and/or remind you that a second Community Information meeting is scheduled to take place at Monsanto on Tuesday, November 17. This date was chosen at the last meeting on September 15, 1992. Notes from the September meeting are attached. Also attached is a background brochure on "Advisory Panels" and some C.A.P. questions to get us thinking about certain issues. The main purpose of the meeting will be to develop ideas on how best to define, "incorporate", and expand a local Community Advisory panel. An agenda for the meeting is attached. You and another member of your organization are invited to attend the meeting. The meeting will take place at Monsanto and start promptly at 7:00 P.M. Refreshments will be served. Please come to the East Gate House (entrance at Fiberloid and Worcester Streets) prior to 7:00 P.M. and you will be escorted to the Meeting Room. Please call Ed Jamro at 730-3397 if you have questions about the meeting and to confirm vour attendance. Looking forward to meeting you on November 17. Sincerely, #7020 Attached Plant Manager a unit of Monsanto Company DSW 136882 STLCOPCB4036842 COMMUNITY INFORMATION MEETING 11/17/92 - Agenda & Schedule 6:45 -- 7:00 P.M. -- Arrive at East Gate House 7:00 - 7:05 P.M. - Welcome and Purpose - E.S. Jamro 7:05 - 7:10 P.M. 7:10 - 7:15 P.M. - Introductions Review notes from 9/15/92 7:15 - 7:20 P.M. - Review main questions 7:20 - 7:50 P.M. 7:50 - 8:00 P.M. - Break-out Discussion Groups BREAK 8:00 - 8:20 P.M. - Group Reports 8:20 - 8:50 P.M. - Discussion, Summary, Conclusions Plan another meeting? Date and Time Ms. G. Mitchell Ms. K. Brown -4-1 Mr. J. Controvich . c. Payne - | . G. Cassanelli . D. Sicard . B. Salamon . A. Laterneau . P. Caron . B. Lees . T. Sweeney . G. Bordeau . M. Kulig/E. Jamro . J. Nanson/E. Poole . J. Steele/S. Sambor . D. Devine Responsible Care Committee List of Invitees President, Indian Orchard Citizens Council President, E. Spfld. Neighborhood Council Office of Emergency Preparedness Bircham Bend Trailer Park Community Watch Chief, Springfield Fire Department Springfield Police Department Civil Defense Director - Chicopee Chairman, LEPC - Ludlow State Representative State Senator President, Local #288 Monsanto President, Local #414 Monsanto Monsanto & Responsible Care Team Novacor Bulk Mail Center Masspower Monsanto is s s s jjis E s a s s DSW 136683 STLCOPCB4036843 COMMUNITY ADVISORY PANEL fC-A.P.) MAIN TOPICS - 11/17/92 1. What is the community? (How far to extend?) 2. What specific people or specific type of people ought to be in the C.A.P.? 3. What issues should a CAP address? 4. What are the expectations for a CAP? 5. What concerns do you have about a CAP? DSW 136884 STLCOPCB4036844 COMMUNITY INFORMATION MEETING NOTES - 9/15/92 ISSUES. CONCERNS I.O. - Need some more communications (some items slip through) - Companies are trying - Plastics Park? Tough to know who to contact TRANSPORTATION of chemicals and other items may be the main issues Is the corporation (LEPC) a CA.P. vehicle? Trailer Park - evacuation - is a need! C-A.P.'S are more than E.P.C.'S (Let's look at other issues) Define neighborhood - very close DSW 136885 STLCOPCB4036845 Page 2 of 3 COMMUNITY INFORMATION MEETING NOTES - 9/15/92 A C.A.P. ? ? ? ? (*) Companies have tried to be "helpful" Some things are falling thru the cracks ~ "Problem" of several neighborhoods, towns, etc., (not 1-single area) COMMUNICATION!!! Is always a key. Meaningful dialogue Can L.E.P.C. be major emergency planning? Could C.A.P. focus on "other issues"? (*) CA.P. = Community Advisory Panel DSW 136886 STLCOPCB4036846 Page 3 of 3 COMMUNITY INFORMATION MEETING NOTES 9/IS/92 SUMMARY (FEELINGS) Include other city departments, Chicopee What is the "community" (radius) Need additional meeting (to work out details) Early November - 3rd week - 7:00 P.M. - Tuesday. 11717 DSW 136887 STLCOPCB4036847 STLCOPCB4036848 DSini 1 3 6 8 8 9 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 improveperformance. 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 jn 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'initiatiye 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 cpmmunity advisory . panels and demonstrates how the public ' and industry can work together to identify problems and develop effective solutions. Forward v ,% \ INTRODUCTION Why Is community outreach - * important? 7................................ Is this a nfew idea?.................................... 3 Who can benefit from a panel?........ '... '4 . Are there dny pitfalls?............................. 4 Tabu of contents 2 HOWTO BEGIN A PANEL Evaluate Situation.......................... 5 Identify Resources ............................... *6. Select Panel Format.............. ............... . 6 KINDS OF PANELS Ad Hoc Community Advisory Panels ... 6 Company-Organized and -Supported Groups....... ......................................... 8 Panels Initiated by Two or More s Companies...........:................. ........... 13 Independent Panels Established . Through a'Third Party............ ...........15 I, STEP-6Y-STEP ACTION PLAN Set Goals .'............. ..:............... ........... 18 Recruit Paneiists........................ ....... -..19 Select a Facilitator..................... ___i..21 Plan Meeting Logistics.............. ........ ..22 Final Preparations......... ........... ...........22 Conducting Meetings................. ....77.23 Special Challenges..................... ....... ..26 o V) / CONCLUSION .............................. ...........26 U) O' RESOURCES....... ...................... ...........27. 0s3o o STLCOPCB4036850 Introduction A community advisory panel serves as a liaison between a facility and,its community. The panel can be a mechanism for the pub- , lie 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 bqsed on the experience ofothers. Every community is different; therefore, every panel will be different Consequently,, the guide cannot address eyery 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 ofa 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 ofliving near or working in a facility that produces chemicals; 9. The cumulative effectson health and the environment that directly affect the ` quality of life now and for generations to come; ' 4. The cost of protecting health ahd 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 indqstry issues and better evaluate them in rela tion to their personal concerns. ` .1 , 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 communityadvisory panel concept has beeh around for some time. Utility compai: nies, long regulated, have encouraged citizen involvement in mutual issues as a way of building trust and knowing how to respond to the needs of their communities. Commu nity advisory panels were active'duping 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. Exampics of panel activities include programs to insulate homes of the elderly and communitysupported heat 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 headingHKinds ' of Panels." . 0<70> rn 31 to Q 3 STLCOPCB4036851 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, part 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' . between the community and the facility. It can, however, provide an opportunity to opeh dialogue arid serve as a catalyst for beginning good relations. ' 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 A>r the ` facility. If it does, the panel will lose credi bility and effectiveness as a problem solving mechanism. The facility manager faces a challenge in balancing the critical need for being open and honest and protecting confidential material. The facility manager must remember that whatever information is shared with the panel Is public record and, therefore, may be published in the local newspaper or used in testimony before' . regulatory bodies. Successful panels require a great deal of work and dedication. Encouraging partici pation from the community, preparing information for the panel's use and review, 'and responding to members' questions all require time and resources. 1 'T In addition to devoting timeand 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 be useful to all parties. While there are a number of . possible formats for the panels, all are '. predicated on the concept ofan open ` exchange ofideas and views. The manager must be willing to give legitimacy to panel members'points ofview. . .' John Kolackovsky, Piant Manager, Rohm Tech, Inc., Malden, Massachusetts: "Before embarking on the development of a community advisory panel, you must have the complete support from your entire organization. The company can't use lip service. It must use its ` resources and work toward protecting the environment and satisfying the, ' community^ needs, as well as yourown." Evaluate Situation . . Facility managers should have an ongoing process for determining and evaluating com munity attitudes and concerns. They should also have mechanisms to communicate with local citizens and periodically evaluate If the communications are effective. Exam-', pies ofSuChfnechanisms.include public . . opinion surveys, focus groups, participation in town meetings or meeting with groups of citizens. . By using a community advisory panil, a facility manager can better communicate with the community and determine and evaluate its attitudes and concerns. Fbr example, ifa facility is planning a mqjor project, a communityAdvisory panel may help a facility manager gain the public^ HOW TO BEGIN A PANEL OSW 1 3 6 8 9 2 4s understanding and acceptance neces sary for the prqject to be implemented successfully. Identify Resources ,' Facility mah&gers interested in developing and sustaining a community advisory panel should have the necessary time and be willing tie 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 pianel wi|l best meet the needs ofthe facility and the community, the following section discusses different kinds ofpanels that have been successful. .' Kinds of panels Ad Hoc Community Advisory Panels The ad hoc community advisory panel is a group ofcitizens invited to advise the facil ity periodically at the invitation of the 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 panfel 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- selves to the ad hoc panel approach. CaseStudy 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: 603-888-2320 > ' .. , * 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 of the quality .. ofwork we perform &t the facility, but , I >* 7 DSW 1 3 6 8 9 3 DSW 1 3 6 8 9 4 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 40232Telephone: 502-449-5216 cSa I 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 ted them to establish thelradvisory panel. * . The panel was established as an ongo ing outreach program with 18 panelistsrepresenting a diverse group ofcon ' 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 dther 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, the company donates to a char- ity of the pahelistb choice if he or she attends 76 percent of the regularly . scheduled meetings. Team-building has played an impor- .. tant role in developing a.successful ` panel at Rohm and Haas Kentucky, lb 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 ofthe panel include helping the facility organize a community open house and developing a speakers bureau to increase communications" between tfte&dlityanjl the-community. The panel also recommended the ' kinds of improvements that the com munity most wanted to see afterSARA 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 community and pass along some ofthe ideas and conversations they've had, get community reaction and provide . feedback. The panel is an interactive group between us and whatever con stituency group they represent" 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 ofthe compa ny's proposed actions. i . The committee selects its own execu- . tive committee from which a chairman and vice-chairman are elected. Visitors ' are Welcome to attend the meetings as ' observers only, provided they have . 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 from the public. Manager, Public Relations ' Rohm and Haas Company P.O.Box 219 v Bristol, PA 19007 Telephone: 215-7.85-8828 ' 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. The Rohm and Haas Dejaware Valley It takes time and a lot ofeffort to get facility established a cbmmunity advi- the various community interests to . sory committee in October 1986. A work together." * maximum of20 members, invited by the company, participate. Panelists Case Study , . , represent the governing bodies in local Facility: Dow Chemical U.S.A.-Plaquemine 'communities, residents, civic and ` community leaders, environmental interests, the clergy and includes an ' area high school student - Contact: Torn Joffrion , Public Relations Manager Dow Chemical U.S.A. ... -P.O.Box 150 . The panel meets regularly with man Plaquemine, LA 70765-0150 , agers of the Rohm and Haas Delaware Telephone: 604-389-8236 - Valley facility to review anddiscuss the facility^ operation, environmental concerns, safety, emergency prepared ness, the company^ social commit ' ments to the area and any other issues . In April 1989, the Plaquemine facility invited 14 citizens representing five 'towns from two parishes (counties) to T participate on a community advisory panel. The company appointed three 19 of the panelists who then appointed 11 DSW 1 3 6 8 9 5 l 1. the remaining 11. All participants live Monsantcfls Luling facility established within 15 miles from the facility and ' a communityadvisory panel whose represent all demographic categories. objective is to identify and establish Members asked the facility not to open dialogue on issues that arise ' announce its formation until after the * because ofthe plant's presence. ' panel was fully organized. i, - " The Luling Plant Advisory Panel Is an Panel members wrote their own mis 11-member group that was developed sion statement and modified and . through a carefully structured plan. . adopted guidelines that the facility First*employees were told about the . had drafted ,i A professional facilitator that Dow ' hired conducts the meetings, takes minutes and handles all paper work. The panel will decide how long to use the facilitator. Panel members must approve any visitors, including media, ' panel and were asked for suggestions ' for panelists who could represent all a communityAnd geographic constit uencies. From these names, the facility chose a core group of five. They first met in December 1989 and selected ' , sjx more members. ' * in advance. ' . The facility hasdeveloped the panel's ` Topics that the panel discusses include the environment, facility safety, com pany hiring practices, the facility's eco objectives and operating guidelines . and hired a permanent outside facili. tator to organize and run the meetings. . ' nomic impact on the community, and George Williamson: . ` ways the panel and the facility can "We know we must earn the right to . improve the loi cal ed* ucation system. . Tom JofTrion:^ .. "Our community advisory panel is a , very powerful tool. Input from the . panel has been`given serious consider ation by our company and has resulted in several policy changes in.the opera- ` tion of the Louisiana Division. Fbr , . example, we have modified our pur chasing policy to direct more business to the local community." operate from the public. We have been ' surprised by the willingness ofcom- . rftunity people to serve on the panel. . . They all seem to have'a keen interest. This is no public relations gimmick." '. . . .* * Panels Initiated by . Two ojr More Companies ' Within many communities, two or more facilities may wish to organize a panel . together. These groups often provide the facilities with an excellentsource ofinfor CaseStudy ' Facility: Monsanto, Luling * . mation about the needs and concerns ofthe community while allowing the facilities to work collectively with the community to Contact: George Williamson 1 solve problems and pursue mutual goals., I2< Human Resources Superintendent Monsanto Company P.O. Box 174 Luling, LA .70070 Telephone: 504-785-3213 Once established, the panel will decide its direction, meetings, agenda and leadership. While requiring fewer resources from each facility manager, the collective needs ofall 13 DSW 1 3 6 8 9 6 the facilities are served.before those ofindi vidual companies. Where several facilities are present in a community,citizen con cerns may be best met through a coopera tive panel. ` Case Study . Organization: Deer Park, Texas, Ad Hoc Advisory Panel Contact: Jack Cpe , Public Aflairs/Community ^Relations Manager ' Rohm and Haas Company P.O.Box672 Deer Park, TX 77536 . Telephone: 713-476-8109 'The Houston,Texas, Shjp Channel area contains 13 communities. 16 facilities initiated a cooperative advisory panel effort in Deer Park, a suburb of Houston with a population of27,000. . 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 are to: . . 1`. Provide feedback from the commu nities about facility operations and concerns; 2. Provide input to the communities from the facilities-about facility oper- ations and concerns; 3. Provide a mechanism.for facilities to "test" ideas and plans before they ' afe implemented; ' 4. Address community/industry issues \ that are important to the community; , 6. Provide a means to "educate" facility management about the community;and . . ' ' 6. Provide a means to "educate" com ' munity leadership about the facility. Fbrty percent ofthe funding for the - , advisory group will come from the four . . companies that initiated the effort The . other 12 participating companies will . . hind the rest . . ,, 'Members of the Initial ad hoc group ' include the past chairperson of the area chamber ofcommerce and school . board member (same individual), a ' school superintendent, a state rep're- ` sentative, a senior citizen, the pub- . . lisher of the local newspaper and the . mayor of Deer Park. - , 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 community." ' ' Independent Panels Established Through a Third Party Some facilities may have access to resources that allow a third party to develop inde pendent panels. Fbr example, the League of . Women Voters or other independent groups may be willing, even eager, to assist in estab lishing a community advisory pane} for one facility or several facilities. Ofall panel options, these panels provide the most open exchange ofinformation because they are DSM 1 3 6 8 9 8 run independent ofthe racility(ies). Panel ists are more likely to convey the true feel ings Ofthe community, thusproviding the' best barometer,ofattitudes toward the companyfies). Industry may find that this option offers a broader forum for explaining its position and getting accurate 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 MacCorkle Ave., S.E. Charleston, WV 25304 Telephone: 304-346-6264 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 forChemical Studies (NICS). NICS works with all parties as a bridging organization to assist in bring ing about informed and open dialogueabout chemical facility operations. . Because NICS is located in the her.vy chemical manufacturing region of the Kanawha Valley, NICS has used the areaasatestinggroundforitsconcepts. One such concept is the formation of. four community safety assessment panels. Each panel Is composed ofdti- zens from specific geographic areas, . managers ofthe 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 1 ' meeting to identify concerns they. wanted to discuss ih a neutral setting. NICS facilitated the initial meetings, Today, the groups operate indepen dently ofNICS, each with leadership that they chose. They are not limited in topics they discuss. The groups have addressed issues such as SARA - Tide III, health monitoring,'emergency : response capabilities, 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 active dialogue. It is - rewarding to see the rapport which is developing as a result" ' X K Case Study * Organization: League of Women Voters ofTexas Contact: Diane Sheridan, League ofWomen Voters . 4127 .Rolling Green Seabrook.TX 77686 Telephone: 713-326-5253 or 2769 The League ofWomen Voters ofTexas' ' participated with several other organ!zatlons and industry to devise a strat egy for risk communication that would serve all segments ofthe community. * 17 . Step-by-step ACTION PLAN It In mid-1986, Representatives from the League, the Sierra Club, the Texas Health Department, local emergency responders and representatives from theTexas Chemical Council met Their interest was to build consensus on addressing hazardous waste dis* posal issues. The groupb 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 ofdiversified and concerned parties that could address key environmental issues. The group has held two workshops that resulted in thedevelopmentof Risk Communications Procedures for the State ofTexas. ' . 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-1 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: 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 preliminary 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 oforder 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 picture of those issues about which you need input from the public. (Ofcourse, your panelists will have their own inter ests toadd 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 other governmental divisions, immediate ,, neighbors, civic and community leaders, environmental activists, clergy, educators, students,'senior citizens and medical . providers. . Participants should represent a cross sec tion ofyour 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. ' If DSW 1 3 6 8 9 9 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 ofTer suggestions for participants. %. Decide whether 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 ofyour 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. '' Make initial contact with prospective panelists. The facility manager should. eithfer telephone or personally visit pro- * spective panelists to discuss the advisory panel concept and determine their inter est in participating. Prospective panelists need to understand at the outset that they will be serving without compensation. (To pay your panelists might compromise the integrity ofthe group.) Reimbursement of expenses, such as mileage, travel-related expenses, telephone charges and postage, . is optional. Also, you could host a dinner eveiV six months to thank your panelists for their efforts or make a donation to charity in their name. 9 . % 0 # 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 - (3-6'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, public 'relations, or rion-profit organization. Otherwise, the facilitaitorcould be a clergy person, counselor or college professor. ' . "\ ' The facilitator^ role is to ensure that the 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. The facilitator must strike a balance ' - between allowing each participant to com- mfent or askquestions apd allowing any ' . .one individual to dominate the meeting. It may be necessary for the facilitator to . ' . break in and defbse tensions ifdiscussions become heated so that each side is allowed to speak. , ` ' ... Facilitators need to use a non-directive . ' approach in conducting the session while ensuring that 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 participants. The best-results come V t *. / 1 ' from open-ended questions that are ambiguous enough to allow for individual interpretation.The strength ofthe facili stamped card or by phoning. In the letter, ' ' give.clear directions to the building and meeting room and ask if the facility needs o O' o rn tator, however, comes from being able to to provide transportation.'The letter. ' follow up on ideas as they emeigC horn - the discussion. ', ' should also ask panelists to be prepared ' , to discuss the concerns of the group they a ' represent' Make follow-up calls about five ' Plan Meeting Logistics .'. days prior to the meeting to those who ' Identify a neutral locationfor the initial have not responded. ` . .* ' meeting. Later meetings might include a '' tourofyour facility, but for the first meet-. ' ing a neutral location will be more com fortable fo'r everyone. A church basement, community center or library may have appropriate space. '. Think about initial discussion topics and format While you should not approach the ' meeting with 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 Schedule a meeting. Once panelists have ' accepted the invitation to serve, schedule ' the first meeting Select a date And time - and plan the meeting for 1-2 hours. Think carefully about the physical setting. . Just as the shape of the table is important to international government negotiators, so is the shape of the table important to making the most ofyour discussions. The ideal setting avoids a "head" of the table. . . Consider putting rectangle tables into a , square ifa large round table is not available. preliminary agenda: What has the local media recently reported about your facil ity? Has the facility received any accolades .for accident or emission reductions? How have recent environmental impactreports (SARA Title III) been received? What are. the local concerns alx>ut other facilities? What accomplishments have yoy made in safety, health or economic benefits that should be shared? The agenda should , include a time for you to explain the rea` son for the meeting and a brief(10-16 min- ute)"state-of-the-faciIity" message. Allow IW i Provide visual aids, sdch as flip charts and time for questions at the end of the discus markers, so.that the groupfe thoughts can sion and plan for follow-up meetings.' be displayed for discussion. Refreshments and restroom facilities also need to be part ofthe physical setup. Have a reception . table at the door and invite each panelist - to wear a name tag. For the first meeting, write first names in large letters to facili - Make reminder calls. The day before or morning of the meeting, the facility man ager should phone panelists to remind them of the panel meeting This simple act can increase your attendance significantly. . \ tate introductions. *' , I ' f Conducting Meetings - Thefirst meeting can take manyforms. Final Preparations , With a trained facilitator, you could con- , Send a letter to panelists. The facility man duct a focus group to identify interests ager should send panelists an invitation and have a preview ofhow the panel might 22 , letter at least two weeks in advance of meetings. The letter should request panel ists to notify the facility oftheir plans to attend by returning the enclosed self- function. Ifyou feel comfortable about the participants; you may want to consider a training session where panelists would / 2J( become immersed in the issues and get to know one another and facility manage ment quickly. Asocial hourordinner might enhance cooperation. The key to a suc cessful first meeting is to begin team- ` ' building. The diverse group must quickly * leam to work together while maintaining be a facilitator or a panelist The leader can be rotated or remain'constant depend ing on the'&nticipated longevity and dynamics ofthe group. Consider using a 1 . facilitator for several meetings to give the . group more time to determine which ' panelist would make a good leader. individual integrity. Keep a record qfmeetings. Assign some- . Encourage the panel to develop its own . mission statement. The mission statement shoujd set forth the panel's purpose and ` . objectives. This may include what the community and the company expects to gain from the process. . . one in the group of hire a stenographer to keep accurate minutes. Ask panelists if ' they would like to audio or videotape . . the meetings. '' . . , ' .Once written, the minutes are to bemailed to each panelist You may want to consider With the panelists, agree on the ground rulesfor meetings. 1. How will minutes be handled? ' placing a copy with the local library or at , another central place. You may wish to consider sending the minutes to local . media ajlsd. 2. Who will be responsible for setting up future meetings? . 3. What discussion topics should the group pursue? 4. Will media be invited? ' 6. How many members should the panel try to maintain? 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.^ counterproductive. . ' 6. What role does the panel have regarding the operation of the facility? During the-initial meeting a facilitator . may be qble to identify such individuals ` 7. Will outside resources be sought or encouraged? 8. How will panelists be able to get infermation about facility operations? ` fend encourage (hem to allow everyone the opportunity to speak. Ifat subsequent . meetings theIndividuals clearly are mak ing no effort to share and negotiate in a cooperative spirit, you may want to con i DSU 1 3 6 9 0 2 9. Who can speak for the group? 10. What kind ofdecision-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 stfeges ofthe 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 art advisory capac- 24 help by offering options. The leader can 25 Conclusion U ity for some time, it may be difficult to sustain interest and attendance. To revive 'entitualasm, consider bringing back the facilitator to uncover any hidden issues. If you haven't invited the panel to tour your facility, do sq now. ' While most panels deal with issues con nected with a particular facility or group offacilities, 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 ir\ member^ ship. Ifspecific panelists regularly miss meetings or the entire group lacks enthu siasm, consider changing the membership. ' Ask the current participants ifthey 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 ofits own. A change in membership likely will bring fresh perspective to the issues already discussed. . Recognize the need to dissolve thepanel > Ongoing panels should reassess its pur pose 2-3 times a year. If the original* objectives ofthe panel have been com- . pleted, it may be appropriate to disband . the panel or allow it to meet on an adhoc ' 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 j IS Des9 tudes and concerns about the operation ofa . 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 hot a pan acea. Itrequires 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 these caveats, the advisory panel . concept offers the opportunity for the facility to expand communications and work with' the community toward mutual understand ing, probjem 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. Lawrence Bissett President National Institute for Chemical Studies 230(1 MacCorkle Avc., S.E. Charleston. WV 26304 304-346-6264 . Jack Coe Public Affairs/ ' Community Relations Manager , Rohm and Haas Company P.O. Box 672 . Deer Park, Texas 77636 713-476-8109 . Tbm Joffrion ' Public Relations Manager Dow Chemical U.S.A.- Plaquemine - P.O. Box 160 Plaquemlne, LA ' 70766-0160 604-389-8236 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 215-786-8828 Diane Sheridan League of Women Voters ofTtexas .* 4127 Rolling Green .Seabrook, Texas 77686 713-326-6263 or-2769 George Williamson Human Resources Superintendent, Monsanto. Lultng P.O.Box 174 Luling, LA 70070 604-7^6-3213 ' ' ' Contact CMA' 202-887-1100) fora immunity Awareness and Emergency' Response resource brochure Contact your companyli public relations/ community relations staff Resources 27 DSW 1 3 6 9 0 3