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Brian Doan, Contracting Officer's Representative For Vantage Human Resource Services, Inc. 1050 17 th Street NW Suite 600 Washington, DC 20036 May 2, 2014 MEMORANDUM TO: Brian Doan, Contracting Officer’s Representative for NRC- HQ-12-F-38-0002, Communications Training Services FROM: Vantage Contractor Team SUBJECT: Enhancing NRC Public Meetings This memorandum consists of 3 major sections following the Executive Summary: • Section 1 – Introduction • Section 2 – Successful Models of Public Engagement • Section 3 – Training Considerations Executive Summary This memorandum presents information about successful models of public engagement based on a review and analysis of research papers, government and private sector organizational programs reflecting best practices, and selected anecdotes. It also addresses training considerations for NRC staff to enhance public meetings. The various sources referenced throughout describe ways to engage the public in a meaningful way that leads to mutual understanding of the issues and increased satisfaction that public input contributed to the decision making process. For example, the three published papers highlighted in this memorandum provide model approaches in which organizations (including government agencies) may approach public participation. Viewed collectively, the papers document the importance of a clearly defined purpose for public participation, well defined processes for involving the public, a commitment to engage members of the public because they have a right to be involved, the necessity of going beyond minimum outreach requirements to achieve meaningful dialogue, and other factors. Though each paper offered varied techniques for achieving meaningful public participation, they collectively provide significant insight into ways in which to ensure public engagement in projects that potentially involve health, safety, the environment, energy, or quality of life. Additionally, these papers were based on a variety of research techniques including scoping workshops, literature reviews, targeted research, questionnaires to solicit information, input by qualified experts, and a critical review of the recommendations, guidelines, and tools arising from both research and experience. The recommendations, guidelines, and tools may be useful to NRC as it considers ways to enhance public meetings. 1 The organizational models of public engagement provided a number of recurring themes and trends, as well as some unique approaches. A thoughtful commitment to public engagement is the most compelling theme across these highlighted organizations. A significant number of the organizations developed a handbook or plan (public involvement handbook, community involvement handbook, community relations plan) to guide and inform the public engagement process. Though the techniques varied, nearly all highlighted organizations offered members of the public multiple opportunities to be involved throughout the course of the respective projects. Most of the agencies provided the opportunity for public comment on draft plans, often both oral and written. Additionally, several organizations committed to responding to public comments. To ensure continuous communication with the public, these organizations collectively employed a range of community involvement activities and outreach tools such as advisory groups, multi-stakeholder forums, fact sheets, workshops, newsletters, websites, social media such as Twitter, blogs, and Facebook, training courses, and others. Some used speakers’ bureaus, citizen boards, focus groups, and grants for technical advisors and/or training to reach the public and get feedback. In other cases, agencies arranged for community visits, poster sessions, and targeted media, as well as toll-free information hotlines. One agency translated key information into languages used in the surrounding community while another used “Google Translator” to reach ethnic minorities. In a unique approach, one agency set up areas for viewing a construction project so that the public could easily see what was planned, be engaged in selecting the contractor, and take part in a “name that bridge” contest. The private sector models include a trade organization that utilizes a member certification program that evaluates the effectiveness of public outreach for member organizations as well as a very large family-owned business that engages the public through a comprehensive voluntary outreach program. Viewed collectively, the 13 organizations reviewed offer a “generalized” model of successful public engagement. The model includes: • A strong commitment to public engagement/public involvement that goes beyond merely informing the public; • Identification and analysis of the many and varied stakeholders that may be impacted by the project; • An established process or processes for public engagement/public involvement that is developed collaboratively and widely distributed among all stakeholders; • Employment of a wide range of outreach tools and public involvement activities; • Opportunities for the public to provide direct input; • A process or method to demonstrate to the public how their input is considered and/or influences decision making; • Transparent communication about decisions; and • A values-based commitment to learn and adapt. 2 The anecdote section, which includes excerpts of published papers, speeches, and expert interviews, collectively reinforces the value of effective public engagement by stressing the importance of: • recognizing the many and varied stakeholder groups that may be involved; • accurately identifying and managing issues; • understanding the need to adapt outreach strategies to the situation; • thinking about public engagement/public involvement as opportunities for meaningful dialogue and not necessarily a pathway to agreement; • clearly defining processes up front that explain how the organization and the public will work together; • going beyond minimum requirements and communicating often and consistently in good times and bad; • allowing public input to shape the project professionally as well as influence those involved personally; • committing to using a range of outreach tools and techniques; and • demonstrating a values-based commitment to engagement. A recurring theme from the referenced experts is that true public involvement is having an open process where all views are exchanged and considered. Expectations should be realistic and that even after the best public engagement efforts not everyone will be satisfied with the outcome. Public involvement doesn’t necessarily mean unanimous agreement but it does offer the possibility for public involvement to change the direction of a plan. On the side of science, true public involvement should result in evolving attitudes and opinions among scientists based on deeper understanding of the publics’ preferences and values. The research papers, organizational models, and anecdotes stress the importance of meaningful engagement; illustrate the wide variety of public engagement methods and techniques employed across the country; and emphasize the persistent challenges to attaining effective public engagement. Against this background, recommendations are presented for appropriate training for NRC officials to enhance public engagement in NRC activities. The training is intended to better prepare staff to perform public meeting functions including making presentations, answering questions, appropriately responding to difficult questions in a highly emotional environment, engaging in one- on-one or small group discussion, being interviewed by a member of the media, or facilitating a discussion. 3 Section 1 - Introduction Chairman Macfarlane’s memorandum, subject: Enhancing NRC Public Meetings, dated March 5, 2014, tasked NRC staff to provide assistance for enhancing public meetings by focusing on three targeted areas for improvement: Meeting Documentation, Facilitation, and Training. This memorandum addresses the training component of the Chairman’s tasking. Specific to training, the Chairman asked for “staff analysis of successful models of public engagement and your recommendations for strengthening effective meetings, including course offerings that support the best practices for staff assessment, development, and presentations.” 1.1 Purpose This memorandum addresses both successful models of public engagement and training considerations for NRC staff that may contribute to enhancing public engagement and improved public meetings. A secondary purpose of the memorandum is to convey the variety in public engagement methods and techniques across the country, the consistent challenges to attaining effective public engagement, and the recurring themes among programs deemed to be effective. 1.2 Approach The information provided in this memorandum is intended to stimulate interactive dialogue and staff engagement on potential ways NRC might enhance public meetings. Successful models of public engagement are presented in three categories: 1. Public engagement models from published papers/research; 2. Organizational models of public engagement that reflect best practices; and 3. Anecdotes from published papers, speeches and interviews with accomplished experts in public engagement, involvement, and communication (note, the interviews were conducted specifically for this project). Training considerations are addressed in three categories: 1. Competencies and skills of effective communicators/presenters; 2. Assessment tools to assist NRC in selecting staff to engage the public and
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