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FORMING A COMMUNITY ADVISORY PANEL A community advisory panel should serve as a liaison between the community and plant, and create a constructive forum for the interchange of ideas and concerns about the plant and its operations. But remember: any information shared with the panel is public knowledge and may be published in local media or used as testimony before regulatory bodies. The following is a summary of the key steps to setting up a community advisory panel. These procedural guidelines were mostly taken from the CMA's Community outreach guidebook, with input from how other Monsanto plants have started panels. I. SET GOALS -- determine what you want to accomplish and identify possible limitations or obstacles before getting started. Think about the following: What will be the employee, community, and company expectations for the panel? What role will the panel play in the plant's operation? Develop preliminary organizational rules, such as how often the panel will meet (once/quarter?) , how many members there will be (12-15?), how members will be chosen, how meetings will be run, will there be a chairperson or facilitator. Decide whether there are any issues that may be out of bounds for the panel (ie. company profits). Also determine what specific matters community input is needed on. Consider issues the community may wish to address. II. RECRUIT PANELISTS -- make a list of the different groups which should be represented on the panel, and identify potential panelists from each. You should probably consider panelists from the following categories: plant's immediate neighbors local government leaders (the mayors, members of community councils, etc. of local townships) representative from a local environmentalist group local fire chief and other emergency response personnel principal or school board member from local school district local union president (over) DSW 137236 STLCOPCB4037191 f-3 m-m rn: 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 ofinformed 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 I m- m mm i 'V . DSW 137238 STLCOPCB4037193 DSW 1 3 7 2 3 9 Introduction 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 Ihe facility to respond directly to its neighbors. This bookletoffers 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 propert y 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 of life 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. 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 of their 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 insulat o 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 heading "Kinds of Panels." 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. * * ji m+m 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 be useful to all pari ies. While 1 here are a number of possible; formats for the panels, all are predicated on the concept ofan open exchange ofideas and views. The manager i i. Are there any pitfalls? must be willing to give legitimacy to panel A community advisory panel is not a gim members' points of view. mick to cover otherwise bad relations between the community and the facility. It John Kolackovsky, Plant Manager, Rohm can, however, provide an opportunity to Tech, Inc., Malden, Massachusetts: open dialogue and serve as a catalyst for "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 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's needs, as well as your own." solving mechanism. The facility manager faces a challenge in Evaluate Situation How TO BEGIN balancing the critical need for being open and honest and protecting confidential Facility managers should have an ongoing process for determiningand evaluatingcom 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 therefore, may be published in the local the communications are effective. Exam ot/5 X. newspaper or used in testimony before regulatory bodies. ples ofsuch mechanisms include public opinion surveys, focus groups, participation in town meetings or meeting with groups Successful panels require a great deal of of citizens. u> si M work and dedication. Encouraging partici pation from the community, preparing By using a community advisory panel, a O information for the panel's use and review, and responding to members' questions all facility manager can better communicate with the community and determine and require time and resources. evaluate its attitudes and concerns. For example, ifa facility is planning a msqor project, a community advisory panel may help a facility manager gain the public's STLCOPCB4037195 4 6r3 5 DSW 137241 Kinds of panels 6 understanding and acceptance neces sary for the 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 of panels that have been successful. 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 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- KL-La m~|-a E--9 1m iP-11 m .t it fri-t *4 Su-dL selves to (he ad hoc panel approach. Case Studt/ 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 atleast 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 of work we perform at the facility, but i i 7 DSW 1 3 7 2 4 2 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 ofthis 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 (level 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 S|-3 1 nia 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 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 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, the company donates to a char ity of the panelist's choice if he 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 lie 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 9 kinds of improvements 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 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." Sm A -L- _LI i: i^j-9 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 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. ii CaseStudy Facility: Rohm and Haas Delaware Valley Contact: Brian McPeak _-L The committee sets the agenda for its meetings and also has a post office box to receive correspondence directly from the public. Manager, Public Relations Rohm and Haas Company P.O. Box 219 Bristol, PA 19007 Telephone: 215-785-8828 The Rohm and Haas Delaware Valley g:bi Eija 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 grig. the various community interests to work together." maximum of20 members, invited by the company, participate. Panelists represent the governing bodies in local [ k!*l. Case Study ( Facility: Dow Chemical U.S.A.-Plaquemine communities, residents, civic and community leaders, environmental interests, the clergy and includes an area high school student. E-fi. E-ji. e la. Contact: Tom Joffrion Public Relations Manager Dow Chemical U.S.A. P.O. Box 150 The panel meets regularly with man Plaquemine, LA 70765-0150 agers ofthe Rohm and Haas Delaware Valley facility to review and discuss the facility's operation, environmental concerns, safety, emergency prepared ness, the company's social commit ments to the area and any other issues E-ja. Bma. Eja. Telephone: 504-389-8236 In April 1989, the Plaquemine facility invited 14 citizens representing five towns from two parishes (counties) to participate on a community advisory panel. The company appointed three 10 of the panelists who then appointed 11 DSW 1 3 7 2 4 3 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 unlil after the *4 eia. 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. panel was fully organized. E-ia. The Luling Plant Advisory Panel is an Panel members wrote their own mis sion statement and modified anti adopted guidelines that the facility had drafted. A professional facilitator that Dow E-Ul. idi. 11 -member group that was developed through a carefully structured plan. First, employees were told about the panel and were asked for suggestions for panelists who could represent all community and geographic constit 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, 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. Tom Joffrion: "Our community advisory panel is a very powerful tool. Input from the panel has been given serious consider PI er-ja. Pi i; a. f;-a di sda uencies. From these names, the facility chose a core group of five. They first met in December 1989 anti selected six more members. The facility has developed the panel's objectives and operating guidelines and 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 surprised by the willingness ofcom munity people to serve on the panel. They all seem to have a keen interest. This is no public relations gimmick." *r*r?L T HSO 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 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 to the local community." facilities with an excellent source of infor mation about the needs and concerns of the Case Study community while allowing the facilities to Facility: Monsanto, Luting 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 direction, meetings, agenda and leadership. P.O. Box 174 While requiring fewer resources from each Luling, LA 70070 facility manager, the collective needs ofall 12 Telephone: 504-785-3213 ees*. 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 e4i. h4i. s=ia nizjaL 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, Ad Hoc Advisory Panel Contact: Jack Coe Public Affairs/Community Relations Manager Rohm and Haas Company P.O. Box 672 Deer Park, TX 77536 Telephone: 713-476-8109 The Houston,Texas, ShipOhannel area contains 13 communities. 16 facilities initiated a cooperative advisory panel effort in Deer Park, a suburb of 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 of the committee are to: S-jl gzk. I nja r i=k irk hk i^k nl nk Hi Forty percent of the funding for the advisory group will come from the four companies that initiated the effort. The other 12 participating companies will fund 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 slate repre 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." DSW 1 3 7 2 4 5 1. Provide feedback from the commu nities about facility operations and concerns; nk 11 Independent Panels Established Through a Third Party Some facilities may have access to resources 2. Provide input to the communities that allow a third party to develop inde from the facilities about facility oper ations and concerns; 3. Provide a mechanism for facilities to "test" ideas and plans before they are implemented; ik i. pendent panels. For example, the League of Women Voters or other independent groups 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 14 4. Address community/industry issues exchange of information because they are DSW 1 3 7 2 4 6 run independent of the facilUy(ies). Panel ists are more likely to convey the true feel ings of the community, thus providing the best barometer of attitudes toward the company(ies). 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 of panel 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: 304-346-02(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 S( udies (NICS). NICS works with all parties as a bridging oiganization 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 _--..i _ t!<! E-ja EmU i >b lib ii b ii b ii-i ii b ii:b EPp uM panels. Each panel is composed of citi zens from specific geographic areas, managers of 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 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." Case Study < Organization: League ofWomen Voters ofTexas Contact : Diane Sheridan League of Women Voters 4127 Rolling Green Seabrook.TX 77586 Telephone: 713-326-5253 or 2769 The League of Women Voters of Texas participated with several other organi zations and industry to devise a strat egy for risk communication that would serve all segments of the community. i i 17 STLCOPCB4037202 o V) W fSsJ4 Step-by-step ACTION PLAN 18 In mid-1986, representatives from the League, the Sierra Club, the Texas Health Department, local emergency responders and represen I at ives 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 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 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: &Mi u ia m'M l,:- a L^a pra ssa pia i#.a ilia ii~a i*:a ilia SOT. piil irrS Determine your expectationsfor the panel. W'hat do you hope to accomplish? How long do you anticipate the panel to function? What role will the panelists have in your facility's operat ion? 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 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 to add to I he 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 otiier governmental divisions, immediate neighbors, civic and community leaders, environmental activists, cletgy, educators, students, senior citizens and medical providers. Participants should represent a cross sec tion ofyour community in tenns 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. 19 Good sources for participants include local schools, hospital auxiliaries, environ mental and public interest groups, civic associations, church organizations and senior citizen centers. Your own employees should also be able to offer suggest ions 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. Ilowever, media are an inqjortant part ofyour community. Generally, the best approach is to welcome media repre sentatives as participants and encourage them to be a pail 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 meet ing. The key is to make reporters or visitors feel welcome without allowing them to be disruptive. iilMi fitLi* E-l* 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 facilitalor, however, can help the group pull together. Ask panelist s if they want the facilitator to leave after a specific time (3-(5 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 of order, etc. Ideally, you should choose a trained facilitator from a research, public relations, or non-profit organization. (Mherwise, t he facilitator could be a clergy person, counselor or college professor. The facilitator's 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. OSW 137248 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 heated so that each side is allowed will be serving without compensation. (To to speak. pay your panelists might compromise the integrity of the group.) Reimbursement of expenses, such as mileage, t ravel-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. 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 20 i 22 DSW 1 3 7 2 4 9 from open-ended questions that are ambiguous enough to allow lor individual interpretation. The strength of the facili tator, however, comes from being able to follow up on ideas as they emerge from the discussion. Plan Meeting Logistics Identify a neutral locationfor the initial meeting. Later meetings might include a tour of your facility, but for the first meet ing a neutral location will be more com fortable for everyone. A church basement, community center or library may have appropriate space. Schedidea meeting. Once panelists have accepted the invitation to serve, schedule the first meeting. Select a date and lime 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 of your discussions. The ideal setting avoids a "head" of the table. Consider putting rectangle tables into a square ifa large round table is not available. Provide visual aids, such as flip charts and markers, so that the group's thoughts can be displayed for discussion. Refreshments and restroom facilities also need to be part of the 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 tate introductions. Final Preparations Send a letter to panelists. The facility man ager should send panelists an invitation letter at least two weeks in advance of ' meetings. The letter should request panel ists to notify the facility of their plans to attend by returning the enclosed self- _l_ fea ir^i j; *Ta mi-m m Lm l k|>i Eg!* is! a e ja e! e!* hs E:!a E-|a Ela E-la m >i is-i stamped card or by phoning. In llu: Idler, give clear directions to the building and meeting room and ask if the facility needs (o provide transportation.The Idler should also ask panelists In be prepared to discuss the concerns of the group they represent. Make follow-up calls about five days prior to the meeting to those who have not responded. ink 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 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 impact repents (SARA Title III) been received? What are the local concerns about other facilities? What accomplishments have you made in safety, health or economic benefits that should be shared? The agenda should include a t ime lor you to explain the rea son for.lhc meeting and a brief(ItMiS min ute) "state-of-tho-facility" message. Allow time for quest ions at the end of the discus sion and plan for follow-up meetings. Make reminder calls. The day before or morning oft he meeting, the facility man ager should phone panelists to remind them of the panel meeting. This simple act can increase your attendance significantly. Conducting Meetings Thefirst meeting can take manyforms. With a trained facilitator, you could con duct. a focus group to identify interests and have a preview ofhow the panel might function. Ifyou feel comfortable about the participants, you may want to consider a training session where panelists would i i 23 DSW 1 3 7 2 5 0 become immersed in the issues and get to know one another and facility manage ment quickly. A social hour or dinner 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 be a facilitator or a panelist. The leader can be rotated or remain constant depend ing on the anticipated longevity and dynamics of the group. Consider using a facilitator for several meetings to give the group more time to determine which panelist would make a good leader. individual integrity. Keej> a record ofmeetings. Assign some Encourage the panel to develop its own mission statement. The mission statement should set forth the panel's purpose and objectives. This may include what the Eit*! one in the group or hire a stenographer to keep accurate minutes. Ask panelists if they would like to audio or videotape the meetings. community and the company expects to gain from the process. 1^*01 Once written, the minutes are to be mailed to each panelist . You may want to consider With the panelists, agree on the ground ndesfor meetings. 1. How will minutes be handled? E: <1 IT 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? ii \m fe j \m fci'l 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. 6. 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 and encourage them to allow everyone the encouraged? 8. How will panelists be able t o get infor mation about facility operations? 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 t he 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 25 DSW 1 3 7 2 5 1 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 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 in member ship. Ifspecific panelists regularly miss meetings or the entire group lacks enthu siasm, considerchanging the membership. Ask the current participant s 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- ( Rifil fiHfl fc'l Ea EmI iTril *4* Col E=Ul S=:il H-fifl mim * ja sill -L lET' 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. Lawrence Bis.sell President National Institute for Chemical Studies 2:100 MacCorkle Ave., S.E. Charleston, WV 25304 304-346-0264 lack Coe Public AITairs/ Community Relations Manager Rohm and Haas Company P.O. Box (172 Deer Park, Texas 77536 713-476-8100 Tom JofTriou Public Relations Manager Dow Chemical U.S.A.- Pla<|uemine P.O. Box 150 Plaipieniine, LA 70766-0150 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 210 Bristol, Pennsylvania 19007 215-785-8828 Diane Sheridan League ofWomen Voters ofTexas 4127 Roiling Green Seabrook, Texas 77586 7j3-326-5253 or 2769 George Williamson Human Resources Superintendent Monsanto, Luling P.O. Box 174 Luling, LA 70070 504-785-3213 Contact CMA (202-887-1100) for a Community Awareness and Emergency Response resource brochure Contact your company's public relations/ community relations staff ti Resources 27