Course No. 22

1. Communication & participation Course No. 22 Frits Hesselink HECT Consultancy, Netherlands 6 July 2006

2. Introduction Frits Hesselink (1945) • 1970 University of Utrecht, Dutch Civil Law, specialisation in Public and Private International Law • 1970 – 1973 Institute of International Law, University of Utrecht • 1973 – 1983 Curriculum development for social and environmental studies, Municipality of Utrecht • 1976 Co-Founder SME - Institute for Environmental Communication • 1983 - 1997 Managing Director SME MilieuAdviseurs • 1991 Deputy Chair IUCN Commission on Education and Communication (CEC) • 1994 – 2000 Chair IUCN CEC, IUCN Council and Bureau member • 1997 – Managing Director HECT Consultancy, specialised in Strategic communication, Knowledge management and Learning • 2004 – Co-founder World Conservation Learning Network (WCLN)

3. Redefining Capacity Development for the 21st Century, New Learning for Sustainable Solutions, with Keith Wheeler and Corli Pretorius, IUCN 2005 How to manage change? How to manage people? Skills and knowledge for effectiveness in communicating protected areas and biodiversity values in: Communicating Protected Areas, Editors, Denise Hamu, Elisabeth Auchincloss and Wendy Goldstein, IUCN 2004 ISBN 2-8317-0822-2 Beyond training: protected area organizations as learning organizations. Developing capacity to change towards management in partnership in: Communicating Protected Areas, Editors, Denise Hamu, Elisabeth Auchincloss and Wendy Goldstein, IUCN 2004 ISBN 2-8317-0822-2 How to manage change? How to manage people? The role of strategic communication in biodiversity communication, in: Achieving Environmental Objectives. Editors: Gillian Martin-Mehers, Denise Hamu, Elisabeth AQUCHINCLOSS AND Wendy Goldstein, IUCN 2004, ISBN 2-8317-0843-5 Communicating Biodiversity to Private Forest Owners, planning of strategic communication in: Communicating Biodiversity to Private Forest Owners in East-Central Europe, major issues and model communication strategies, editor Piotr Tyszko, IUCN 2004, ISBN 2-8317-0821-4 Communicating Biodiversity to Private Forest Owners in Hungary, in: Communicating Biodiversity to Private Forest Owners in East-Central Europe, major issues and model communication strategies, editor Piotr Tyszko, co-authors: Bela Varga and Laszlo Zanati, IUCN 2004, ISBN 2-8317-0821-4 Communicating Biodiversity to Private Forest Owners in Lithuania, in: Communicating Biodiversity to Private Forest Owners in East-Central Europe, major issues and model communication strategies, editor Piotr Tyszko, co-author: Aidas Pivurinas, IUCN 2004, ISBN 2-8317-0821-4 Communicating Biodiversity to Private Forest Owners in Estonia, in: Communicating Biodiversity to Private Forest Owners in East-Central Europe, major issues and model communication strategies, editor Piotr Tyszko, co-authors: Ants Varblane and Kaja Peterson, IUCN 2004, ISBN 2-8317-0821-4 ESDebate, International debate on education for sustainable development, editors Frits Hesselink, Peter Paul van Kempen, Arjen Wals, IUCN 2000, ISBN 2 8317 0527 4 Managing European learning processes towards sustainable development, in: Prospects 113 Education for Sustainable Development, Edited by Gustavio Lopez Ospina, UNESCO 2000, ISSN 0033 1538 The evolving Role of Communication as a Policy Tool of Governments, in: Communicating the Environment, edited by Manfred Oepen and Winfried Hamacher, Peter Lang 2000, ISBN 3 631 36815 1 The role of IUCN in shaping Education for Sustainability, in: Education for a Sustainable Future, edited by Keith Wheeler and Anne Perraca Bijur, Kluwer, 2000, ISBN 0 306 46420 9 Communicating nature conservation, 5 frequently made mistakes, in: European Nature, issue 2 May 1999, ECNC, ISSN 1560 - 6724 Communication an instrument of government policy, in: Planning education to care for the earth, edited by Joy Palmer e.a., IUCN 1995, ISBN 2 8317 0296 8 Selected publications

4. Introduction HECT Consultancy Clients (selection) Austrian Ministry of Youth, Family and Environment, Brazilian Federal Ministry of Environment, CBD Secretariat, Council of Europe, Dutch Automobile Association, Dutch Ministry of Agriculture, Nature and Food Quality, Dutch Ministry of Environment, Dutch Ministry of Foreign Affairs, European Commission, Finnish Ministry of Foreign Affairs, ITTO, IUCN, Ramsar Secretariat, Royal Dutch Academy of Science, Slovenian Ministry of Environment, Spanish Ministry of Environment, UNDP, UNESCO, World Bank, WWF International, WWF-Brazil, WWF-China www.hect.nl Course No. 22, Communication and participation

5. Introduction HECT Consultancy • Examples of projects (selection) • Preparation & management of the development - with an international team of contributors and e-learning specialists - of a toolkit (hard copy and web based version) on strategic communication (art. 13 CBD) for national focal points, including demand articulation web surveys and the set up of a distribution network, Client: SCBD and IUCN (team leader) • Advice for the design in dialogue with major project stakeholders – government and NGOs - a communication and public awareness strategy for ARPA (Amazon Region Protected Areas), Client: WWF Brazil • Capacity development program on legal frameworks, communication and change management for the Pan European Biological and Landscape Diversity Strategy and Natura 2000 in 4 phases for biodiversity managers in government and in protected areas in 5 accession countries, Client: Ministry of Foreign Affairs, Netherlands • Communication and Public Awareness Strategy for the PARC project (Landscape approach for protected area management), Client: UNDP – GEF, Ministry of Agriculture and Forestry, Vietnam, Hanoi www.hect.nl

6. Module 22 How can the idea of establishing a PA be promoted effectively, and in which way can stakeholders participate in the development of the idea • Dialogues and exchange of information between different interests in transparent decision processes • Involvement of regional resources (knowledge, experiences, labour, ...) as early as possible • Analysis of potential barriers for effective stakeholder communication and participation • Enhancement of the quality of information • Interests, regional problems, threats, resentments, constraints in promoting the idea of establishinga PA – stakeholder and conflict analysis • Motivation of the local population by means of participation, consultation and self-determination • Specific instruments (e.g. empowerment strategies, workshop and education strategies, communicationdesign, virtual communication backbone, event management) Course No. 22, Communication and participation

7. Role of communication in PA planning and management Communication interventions

8. Objectives of Module After the module the students will Know the different approaches for influencing knowledge, attitudes and behaviour the difference between management objectives and communication objectives the difference between uninformed communication approaches and strategic communication Have understanding and a positive attitude to invest in communication at the beginning and not end of pipe take enough time to invest in relation management, building trust and joint planning see a PA as a means for nature conservation and building of social capital and not as an end in itself Be able to do some basic strategic communication planning for the idea of a PA analyze lessons learned in communicating protected areas summarize basic do’s and don’ts in strategic communication Course No. 22, Communication and participation

9. Programme for 6 July 08.30 Introductions 09.00 Homework: presentations of top ten exercises, peer review and feedback 11.00 Introduction on communicating Protected Areas by Frits Hesselink 12.00 Communication to win support for the idea of a PA, the case of Peca Topla 14.00 Working in 4 small groups on planning communication for the idea of a PA based on real life cases – prepare a power point presentation 15.00 Presentation of group work, discussion of results 17.00 Presentation of the real life approaches in the 4 cases 18.00 Lessons learnt, evaluation and assignments 19.00 Closure Course No. 22, Communication and participation

10. This presentation Strategic communication – managing people’s behaviour Communicating the idea of a PA The case of Peca Topla

11. I. Strategic communication Managing people’s behavior

12. Stick - Carrot - Drum People’s behavior is part of (social) systems Communication and participation are ‘social instruments’ Managing people

13. NORMAL REFLEX Laws, regulations, plans; Request (often in vain) for more money as an incentive for change; More research on nature and people, more pilot projects… BUT stay behind your desks…! RESULTS: NO CHANGE unsolved problems, paper parks, no public awareness, no cooperation negative image, bad publicity fear to meet real people It takes more to change systems: Good communication can help Conservation approaches & people

14. Usually most managers think communication is a responsibility for the PR experts and educators… In reality managers take many (un-informed) communication decisions!

15. Example Communicating Biodiversity to private forest owners

16. Un-informed Communication approach We need a movie to convince private forest owners to care about biodiversity Show the differences between clear cutting and selective cutting We need animation, dramatic pictures, visuals of forest managed close to nature When does the movie reach all 200.000 owners? What will motivate them to watch? What will it change in them? Strategic Communication Introduction of a new way of forest management, focus on pioneers Pioneers doing successful experiments will set the agenda Forest Department Use inspectors to identify potential pioneers (opinion leaders, academics, not dependent on forest) Small seminars, fieldtrips, helpdesk for ‘guided’ experiment Movie or innovation?

17. Un-informed approach Managers focus on media; come up with fun idea, that captures the imagination Approach: convince people individually; social environment not analyzed Content and message are secondary and they cannot answer why or what questions Strategic communication approach Managers analyze social system; plan strategically to achieve desired outcomes Interventions are focused on goals - audiences and messages determine media Target audiences are involved in planning; Interventions are based on their values What triggers change?

18. Trampling by visitors:threat to Pulsatilla grandis in Boč Strategic communication triggers change

19. Previous approach: Law enforcement, education, public awareness, fences by PA - not being aware of other interest groups with differentand conflicting messages Each year escalation of the problem and conflictsbetween visitors and interestgroups; and between interest groupswho all think they have the rightsolution and approach. Strategic communication approach: Bring stakeholders together - focus groups to explore motivesfor cooperation Management plan realizing joint solutions Joint execution of event management plan Communication interventions (timely tailored and targetted information on event management) Mobility interventions (ramps, parkings, busses) Evaluation and follow-up (outsourcing event management) What laws cannot do!

20. Results of the strategic communication approach Boč, 1st May 2003, 2004, 2005, 2006

21. Wolves - appearing in P.A. Beskydy - threatened by farmers Strategic Communication triggers change

22. Previous approach Formal compensation procedures Publications, lectures on how farmers should protect their sheep Communication aimed to prove through facts and figures that wolves do not pose a threat & press ‘has it all wrong’. Increase of public outrage in press, relationships worsens; farmers propagate shooting wolves - and even PA Staffs…! Strategic communication approach Overcome own fears, prejudices - visit farmers, listen to concerns, start regular meetings with opinion leaders on common concerns and interests Provide bureaucratic support for farmers’ needs, e.g. approach municipality to improve roads; proposal to Ministry to improve indemnity procedure; help with procedure; support local publication on sheep farming. Some farmers start taking preventive measures Joint evaluation and planning of next steps. What money cannot do

23. Disappearing ecological networks in Slovenian Karst and Istria Strategic communication triggers change

24. Previous approach Research by different organizations funded by EU, lectures, conferences, website, exchange with similar initiatives in Italy and Croatia, science approach, Laws, regulations, legal enforcement, no restoration action Each year more ponds are used as garbage dump, dried up, falling apart, or totally disappear, mapping more and more difficult Strategic communication approach Opinion leaders, Focus groups. Motives fornew use ofponds Management plan realizing joint solutions, joint execution of plan Communication interventions (timely tailored and targetted information on opening ceremony) Technical interventions (funds, construction material, detailed technical plan, supervision ‘sustainable’ and traditional construction) Evaluation, report recommending next steps What research cannot do!

25. Changes in approach

26. Approaches Face to face meetings opinion leaders Focus groups, Kitchen meetings, Round tables, Joint exploration Joint strategic planning with stakeholders of instrument mix Free publicity, media as tools Feedback, Adaptive management Approaches System approach Marketing Relation management Network management Crisis management Customer orientation Personal approach Characteristics of strategic communication

27. 2. Communicating the idea of a PA How can the idea of establishing a PA be promoted effectively, and in which way can stakeholders participate in the development of the idea How can the idea of establishing a PA be promoted effectively, and in which way can stakeholders articipate in the development of the idea

28. 1. Dialogues and exchange of information between different interests in transparent decision processes Dialogues - how to get started? Stakeholder analysis identifies stakeholders as a statistic category - for a dialogue one needs to think of ‘people of flesh and blood’ Before a meaningful dialogue can start, one needs to build mutual trust and understanding. This takes time but without such a basis of trust real information exchange is not possible. Let alone getting already into a decision making process - that is a bridge to far. Even mentioning it will be contra-productive and confirm the mistrust against ‘city people’ or ‘scientists’. Important at this stage is to find out what psychological costs and other costs are, what fears and motives play a role, what values are important, and most importantly who are opinion leaders in the stakeholder group A fact of life is that people - living in or near the site for which plans exist to turn it into a protected area – almost never welcome the idea of a PA right from the start. There is always some form of resistence. Often based on irrational rather than rational arguments. Course No. 22, Communication and participation

29. Involvement of regional resources (knowledge, experiences, labour, ...) as early as possible Involvement – need for opinion leaders Opinion leaders are people with large networks inside and outside the stakeholder group. They like to cconnect people, and like to inform them with news that is of particular interest to them. They are very well informed on what is going on in the stakeholder group. Their own interest goes Well beyond that of the stakeholder group. People value their opinions and follow them ‘to places they would not go themselves’. They are mostly not the official leaders or representatives of the group, but often act as informal power brokers behind the scenes. They can be identified by going to formal and informal meetings of the stakeholder group, by talking to group members, or people knowing the group. Once identified they can provide invaluable information (history, social complexity, values, prejudices, etc.) on how best to proceed, either in face to face interviews or through focus groups. Labour may sound a good incentive, opinion leaders will give the final judgement of this assumption. Course No. 22, Communication and participation

30. Analysis of potential barriers for effective stakeholder communication and participation Analysis – Focus groups To get a much better picture of the social and technical complexities in realizing the plan or start a joint fact finding and planning process, focus groups is one of the best methods. Focus groups are a means of interviewing - in a very free way - a specific stakeholder group. The focus group usually consists of six to ten people, who are invited to spend a few hours with a skilled moderator. This is a communication expert who must be objective, knowledgeable on the issue and well versed in group dynamics and stakeholder behaviour. The focus groups will provide information on barriers and opportunities for participation. Barriers may be mistrust of ‘authorities’, ‘experts’, ‘academics’, ‘city people’. It may be fear for losing rights, income or changing practices. Opportunities may be additional sources of income, or other motives or opportunities for the next generation to continue living in the area. The focus groups may also provide information how the formal process best could be structured. Course No. 22, Communication and participation

31. Enhancement of the quality of information Information – Avoid jargon! Experts like to talk in abstract terms (biodiversity, extinction crisis, etc.) and they often use theoretical models (joint management planning). In giving information they mostly want to be comprehensive (going back to the root causes or history) and like to present details (this flower is a sub species of …etc.). They like to identify ‘pronciples’ (good practice, etc.) and to underpin their arguments they like to refer to the opinions or work of other experts in the literature. Non-experts like concrete information (what exactly will be the boundaries of the protected area) They want practical information (what does it mean for my daily routine here, my income, access to my house). They do not want comprehensive speeches or texts, but short and concise (‘superficial’ in the eyes of experts) and a general outline of the idea. They want stories or events to underpin the arguments and they believe more their family, friends and peers as sources of information than experts. To enhance information the communication challenge is to bridge the gap between experts and non-experts. Course No. 22, Communication and participation

32. Interests, regional problems, threats, resentments, constraints in promoting the idea of establishinga PA – stakeholder and conflict analysis Situation analysis – reality check is a communication discipline Often much of the initial ideas and planning is done in offices far away from local stakeholders and experts have a tendency not to disclose any information until they are convinced that it is totally scientifically sound, complete and based on proper arguments. Access to information (maps, lists of habitat sites, species etc.) is often difficult for local groups. This is a basis for resentment and a first obstacle once the idea for a Protected Area is made public. In such cases experts are surprised by the opposition, as they had been researching in advance all the possible options, restarints, obstacles and solutions. In reality much of their plans are often based on assumptions, drawn from statistics, literature and not checked in reality with the stakeholders through focus groups and other marketing techniques. In cases experts talk to stakeholders, they often are asking ‘leading questions’ or only getting ‘political correct’answers. Getting support for a protected area is often or in most cases a very long process. Managers often do not invest enough time and money in this process and assume that after they take the decisons good PR can do the job: it cannot. Course No. 22, Communication and participation

33. Motivation of the local population by means of participation, consultation and self-determination Motivation – participation Participation in itself is not a means to get people motivated. Local stakeholders first have to be motivated to participate. Without trust there is no way they would even listen or read the information. To establish trust, informal communication is needed: kitchen meetings, visits to properties, listening to daily concerns, the conditions of life, and doing something about it. Delivering on promises is the key to establishing trust – action speaks louder than words. That takes time. Once trust and understanding has been established, communication is possible: people may want to absorb information. To motivate them to participate in a joint planning process, much more is needed. To get this motivation it can be usefull to organize trips to other protected areas, where they can see how local people benefit from new opportunities, can ask what their experiences were, what did work and what did not work. Then they may be ready to discuss participation and the rules of the game towards decision making. Course No. 22, Communication and participation

34. Specific instruments (e.g. empowerment strategies, workshop and education strategies, communicationdesign, virtual communication backbone, event management) Participation – instruments There are specific instruments needed to realize meaningful participation. For joint fact fnding people may have to be trained in specific research methods. On the other hand experts may have to be trained in making optimal use of local knowledge. For planning people may have to first go into training courses on planning processes. To get a wider support from the community, stakeholders should be involved in communication design and in the design and production of communication media (video, brochures etc.). Fun is an important driver for participation, so during the process there should be room to celibrate success. This can be in events such as a fair, or an exhibition, meals or parties. Virtual communication with local stakeholders may work in special cases, but not often. When this is used for joint planning, proper attention should be paid to train stakeholders in the relevant e-techniques. Course No. 22, Communication and participation

35. Participation modalities • Mostly there exist legal or other obligations that affect the rules of engagement and the degree • of public participation. Always make clear in advance how far you want to go with participation. Based on how you see the stakeholders, they can have role as: • client • partner in dialogue • producer of ideas • co-producer of the management plan • agenda-setter • jointly responsible (joint management) • the one who decides. • Plan your communication interventions accordingly. But be aware that lesser forms of participation will produce less support for a protected are. Course No. 22, Communication and participation

36. Conclusions • Promotion of the idea • Focus groups with opinion leaders • Building trust – proving you listen and follow up and help (where possible for you) with their concerns – take enough time • Motivating to take the idea serious – excursions, peer exchange • Information – avoid jargon • Ways to participate • Decide inadvance role of stakeholders • Joint fact finding • Joint planning • Joint communication • Joint celebration of success Course No. 22, Communication and participation

37. 3. The case of Peca Topla Local consultants and resource persons: Miro Kline and Branka Hlad

38. Communication & Public Participation in Peca Topla (1) Reviving a paper park through a new Decree (Slovenia 2000-2001)

39. Peca Topla: situation analysis Protected Landscape Park in small mountain valley established by decree four decades ago without consultation of the few families living in the valley Inhabitants valley, municipalities close by and other stakeholders do not want the park, do not wish to cooperate, perceive the Regional Conservation Institute – responsible for the park - more and more as their enemy PLA has no regular contact with inhabitants

40. Previous approach Surveys and studies by Regional Institute Formal meetings with local authorities Contacts with local tourist industry Plan to make a new decree, this time in dialogue with stakeholders Regional Institute assumes that they know the ideas, attitudes and wishes of stakeholders

41. Demand from communication support How can communication help to convince audiences that a new decree for the landscape park Peca Topla should be formulated in dialogue with stakeholders How can communication help planning and formulating the new decree for Peca Topla in dialogue with stakeholders

42. New approach Identifying and bringing opinion leaders together Establishing relationships (visits, meetings) Assessing perceptions, fears, motives and other emotions (focus groups) Checking assumptions and preconditions for joint action (focus groups) Joint planning meetings in valley Joint execution of plan Technical interventions (sign boards, leaflet, postcards) Evaluation and report recommending next steps

43. Results Paper park not revived, Institute understands that that is not what stakeholders need: revival can be realized through people Attitude change stakeholders: from fear and contempt to trust of individual representatives Institute (they ‘delivered on what they promised’) Change in behavior stakeholders: cooperation in design and content sign boards and promotion material for valley Demand for more(direct and indirect) support to improve life in the valley (infrastructure, income generating opportunities) New idea of the Institute now is to work out a joint management plan for Peca Topla within existing legal framework

44. Succesfactors Listening to customers Focus groups with external moderator Delivery on promise Team work Motivated local opinion leader PLA staffs themselves were able to change their preconceived ideas, attitudes and behavior

45. Room for improving success More intensive and extensive communication Better analysis focus groups More flexibility in changing own prejudices, assumptions and normal practices Improve feedback of customer experience to policy level and discuss policy implications Discuss ideas for next steps with policy level

46. Key strategic communication interventions Identification opinion leaders (informal visits) Exploration stakeholders ideas and attitudes regarding feasibility proposed interventions (focus groups) Joint planning and execution (visits)

47. Lessons learned Nature conservation is change management; people are the primary ‘customers’ of nature conservation Check assumptions by listening to people Communication is not a substitute for policy; not a ‘magic pill’ to solve any conservation problem Step by step changes can be realized by strategic communication interventions in social environment combined with other measures or technical interventions Good communication improves the reputation of nature conservation and builds (further or increased) support for conservation

49. Communication & Public Participation in Peca Topla (2) Planning of a N2K site in area where biodiversity is under threat (Slovenia 2002-2003)

50. Peca Topla Landscape Park Protected Landscape Park in small mountain valley established by decree four decades ago without consultation of the few families living in the valley Limited infrastructure in valley and need for additional income generation Inhabitants valley, municipalities close by and other stakeholders are – based on experiences in the two previous years - willing to cooperate Area will is recently designated to be a N2K site