ATTACHMENT D - STAKEHOLDER INVOLVEMENT TECHNIQUES AND IMPLEMENTATION
Chapter 5 of this guide lists different types of involvement techniques and their ability to meet specific objectives and requirements for the Green Permit program.  This section provides more detailed information about how to identify stakeholders, stakeholder involvement techniques, how to improve your chances for success, and how to evaluate effectiveness and take corrective action when needed.  An estimate of the costs of different involvement techniques, in terms of staff time and direct costs, also is included (Table D-2). 
How to Identify Stakeholders

The first step in developing a stakeholder involvement process is to determine who the relevant stakeholders may be.  The recommended method is to ask yourselves: Who is or will be most affected by or interested in the environmental impacts and performance of this facility?  Generally, most stakeholders can be expected to be members of the local community such as residents, neighborhood associations, adjacent landowners, business groups, environmental interests or other civic organizations.  In some cases where the scope of the environmental program extends beyond the borders of the local community (e.g., for GEMS Leaders ), regional or statewide groups may have an interest in the activities of the facility and participate appropriately as stakeholders.  
Everyone who indicates an interest is a potential stakeholder.  In identifying stakeholders, the facility should reach out to both the general public and specific groups.  The following process is recommended:
•	Identify all the interests that may be interested in or affected by the facility’s environmental performance … either in the community or larger area, if appropriate.
•	Publicize the stakeholder involvement process and opportunities for participation by others who may not have been previously identified; public notices in available media — local or regional newspapers, facility/ the company’s web page, newsletters, direct mail, or other means.  
For types of involvement such as direct mailings, public meetings, newsletters or questionnaires, it is important to communicate with all members of the groups or interests identified above.  They include all residents or neighborhood associations within a certain distance from the facility, each environmental interest group in the community that commonly concerns itself with issues related to the environmental aspects of the facility, and members of business or civic associations located near the facility.
For other processes, such as advisory committees, task forces, briefings or stakeholder interviews, it may be more appropriate to involve representative people or groups.  In these cases, stakeholders should be those who can effectively speak for their groups.  The most advantageous way to select them is to contact the group’s chairperson or leader and ask that the group designate a representative.  For constituencies that are not represented by a specific organization (e.g., education), it is necessary to develop criteria related to the issues to be addressed and identify a representative accordingly.  
For example, if one of the aims of stakeholder involvement is to educate young people, it may be useful to involve a science or other teacher from a nearby high school or community college.  If there are community concerns about the impacts of the facility on a nearby elementary school, it may be appropriate to involve the school’s principal and representatives of its parent teacher association.  Oftentimes, one person may represent more than one interest: for example, a business person who also lives in the neighborhood.
Another alternative is to identify and involve existing advisory groups or other organizations (e.g., neighborhood associations) by making presentations at their regularly scheduled meetings (see description of Speakers Bureaus on page H-10).
DEQ will monitor and evaluate the stakeholder involvement program.  In addition, DEQ may participate in the following ways:
•	As a neutral party, not a defender of a facility or a citizen faction.  DEQ may act as a facilitator if agreed upon ahead of time by the facility and DEQ.
•	To provide guidance about the facility’s activities and issues that are appropriate for stakeholder consideration.
•	As a non-voting member of an advisory committee.
•	As a source of information or help the facility identify stakeholders or evaluate specific activities.
•	To respond to requests for information from stakeholders about environmental regulations, science or other environmental information available from the agency.

DEQ will verify the validity of environmental performance data to assure that the facility is performing at a level significantly better than otherwise required by law, has reported the data in a way that is meaningful to the public and easy to understand and is consistent with DEQ in its reports.  

•	Actual Stakeholder Identification Processes
Examples illustrate the process for two different facilities.  In each case, the first step was to determine groups or areas most affected by a specific aspect of the facility.  The next was to identify groups or people who represented those areas or interests.  In one case, representatives of specific interest groups were identified. In the other, affected nearby residents were given the opportunity to volunteer to participate.

Community Advisory Panel (CAP), Major Private Chemical Producer
This company, one of the largest manufacturers of chlorine in the Northwest, is carrying out an EPA mandate to develop a risk management plan.  Though stakeholder involvement is not required by the EPA, the company has organized a “Citizens Advisory Panel” (CAP) to help evaluate the plan.  The Portland plant is working with a 13-member CAP that meets monthly over dinner provided by the facility.  In identifying stakeholders who should be asked to participate, the company listed all those interests who would be most affected by and interested in a possible accident involving a release of chlorine.  In this case, stakeholders include environmental interests, neighboring industrial facilities, adjacent residential neighborhoods, health care professionals and a nearby private university. Participants were assured that agreeing to be CAP members did not bind them to be advocates for company policies in regard to the toxic chemical it produces.  So far, the group has advised the company on the boundaries of the chlorine release scenario, notification procedures and public communications.

Odor Identification and Abatement, Wastewater Treatment Plant
This facility has had an ongoing citizens advisory committee (CAC) comprised of neighborhood and environmental activists for several years.  A representative of a nearby middle school was added recently to help involve young people in specific activities.  Plant personnel carry out a variety of other project-related stakeholder and public involvement efforts that are reviewed and often sponsored by the committee.  The CAC has been an active partner in a commitment by the local governing body to identify, monitor and mitigate odors from the plant. One of the first steps in the process was to identify the geographical range around the plant most affected by the odors.  Plant personnel then reviewed data with CAC members that noted the direction of prevailing winds during those times of the year when odors are most apparent.  They then mailed flyers, distributed posters in community gathering places and made presentations to neighborhood groups to solicit volunteers — “a few good noses” — to monitor and report odors on a regular basis.  The CAC reviews periodic reports from staff and suggests modifications as needed.  This has resulted in considerable goodwill among immediate and vicinity residents who have previously been vocally hostile to the plant.

Stakeholder Involvement Techniques 

No one technique fits all circumstances.  Cost, personnel, breadth of exposure, type of feedback, and community expectations are some of the criteria to consider in developing a stakeholder involvement program that meets the needs and objectives of the facility and the permit for which it has applied.  The following involvement methods are not mutually exclusive and should be mixed and matched to take into account individual circumstances, such as the size and character of the surrounding community.  In addition to purpose, strengths and weaknesses, the table indicates the permit for which each technique is most appropriate (C = Custom Waiver; P = GEMS Participants; A = GEMS Achiever; and L = GEMS Leader).  

Table D-1.  Purpose, Strengths and Weaknesses of Stakeholder Involvement Techniques	
Advisory Committee	Purpose	Strengths	Weaknesses	Permit	
A broad range of stakeholders who meet regularly at a time convenient to all parties 	•	Advise facility staff about specific activities or general issues
•	Discuss community issues or concerns related to facility activities 
•	Comment on specific projects or proposals from the facility	•	Potential for detailed, high-quality discussion
•	Creates environment for two-way dialogue
•	Builds relationships between the facility and community 	•	Requires ongoing staff commitment
•	Some cost for supplies and refreshments
•	Risk of high turnover if meetings are not productive
•	Management concerns about risk of revealing proprietary information
•	Involves relatively small number of people
•	May preclude participation of individuals from outside local area	A, L	
Briefing	Purpose	Strengths	Weaknesses	Permit	
Meeting with one or more stakeholders or the media	Provide information about specific program or projects	•	One-time only event
•	Opportunity to reach specific groups and answer individual questions	•	Involves relatively small number of people
•	Limited public exposure
•	Little control of what media chooses to report	C, P, A, L	

Brochure	Purpose	Strengths	Weaknesses	Permit	
Publication produced by the facility or company, written in laypersons terms with good graphics	Provide general information to a wide variety of audiences	•	Broad exposure
•	Convenient for public 	•	Little opportunity for two-way dialogue (mail-back questionnaire or form may mitigate this)
•	May be costly to produce
•	No guarantee that information will be read or understood	P, A, L	
Correspondence	Purpose	Strengths	Weaknesses	Permit	
Written response to comments from stakeholders/public	Provide information about how facility is addressing concerns of each stakeholder	•	Sends message that facility management takes concerns seriously 
•	Increases understanding of facility activity, perspective	•	May not provide opportunity for two-way discussion
•	Replies may be misconstrued
•	May be time-consuming, depending on volume of comments	C, P, A, L	
Direct Mail	Purpose	Strengths	Weaknesses	Permit	
Notices or other materials mailed directly to individuals, organizations or businesses	Provide information to chosen audiences about facility or company programs or actions	•	Relatively inexpensive to produce 
•	May be distributed widely or targeted to specific demographic or geographic audiences	•	Mail-back questionnaire or form needed to facilitate two-way dialogue
•	First-class mail expensive; third-class unreliable	C, P, A, L	
Expert Review Panel	Purpose	Strengths	Weaknesses	Permit	
Group of scientists, agency staff, recognized experts or special interests such as environmental activists	Provide outside expertise and oversight to review environmental issues	•	Opportunity for outside perspective
•	Helpful in reviewing complicated issues such as life cycle impacts	•	May raise confidentiality issues
•	May be expensive, difficult to assemble and coordinate, and agree on who is an “expert”	C, L	

Facility Tour	Purpose	Strengths	Weaknesses	Permit	
Orientation to plant activities or processes for invited stakeholders/public	Improve understanding of how facility is organized and operates 	•	Opportunity to showcase specific features
•	Helpful when describing plant activities/issues	•	Raises confidentiality issues
•	May require special safety or other precautions 
•	Only provides a snapshot in time	A, L	
Focus Group	Purpose	Strengths	Weaknesses	Permit	
Small group (10 – 20) discussion of people chosen specifically to represent certain populations/interests	Gauge reaction of representative groups of people to specific plans or concepts	•	Useful for testing reactions before presenting to public
•	Tool for generating new ideas	•	Limited audience
•	Requires professional recruiting, organizing and facilitating 
•	May be expensive	A, L	
Media Contacts	Purpose	Strengths	Weaknesses	Permit	
Written releases, briefings or interviews	Communicate information to the general public through newspapers, radio or television	•	Opportunities for exposure to people who may not otherwise be involved	•	Limited control over content 
•	Not likely to promote two-way dialogue with the public	C, P, A, L	
Newsletter	Purpose	Strengths	Weaknesses	Permit	
Regular publication 	•	Provide ongoing information to general or specific audiences
•	Update stakeholders on status of facility or project activities	•	Convenient to read and use as reference
•	Able to target specific people or groups	•	May be costly or time-consuming to produce and distribute
•	Questionnaire can solicit direct stakeholder input	A, L	

Open House/ Community Fair	Purpose	Strengths	Weaknesses	Permit	
One-day event over a period of time (usually 4 to 6 hours) to provide information and receive comments from a disparate audience	Meet people informally to discuss issues before decisions are made	•	Target to broad audience
•	Opportunities for two-way dialogue
•	Can provide useful feedback	•	Generally a one-time event; ongoing dialogue or follow-up can make this more useful
•	Requires significant staff involvement	A, L	
Personal Interviews	Purpose	Strengths	Weaknesses	Permit	
Individual discussions with specific stakeholders	Inform selected individuals
Obtain in-depth opinions and reactions	•	Helps build understanding
•	Provides valuable information	•	Involves limited number of people
•	Requires skilled interviewers to administer and interpret results	A, L	
Public Display	Purpose	Strengths	Weaknesses	Permit	
Information placed in community gathering places (libraries, grocery stores, banks)	Provide information that general public can understand without personal explanation	•	Relatively low maintenance
•	Limited staffing needed
•	Convenient to public	•	Little to no opportunity for two-way dialogue
•	Typically requires graphics capability 
•	May be perceived as promotional	C, P, A, L	
Public Meeting	Purpose	Strengths	Weaknesses	Permit	
Meet with general or specific audiences to present information and answer questions	Provide information and address questions and comments 	•	Flexible format 
•	Opportunity to engage in some dialogue	•	Little opportunity to explore issues
•	May be attended only by groups or individuals with specific agendas or who may dominate the meeting
•	Difficult to generate public turnout	C, P, A, L	

Public Workshop	Purpose	Strengths	Weaknesses	Permit	
Event that includes interactive exercises to address/solve specific issues/problems	•	Provide information 
•	Engage in collaborative discussions	•	Potential for meaningful, two-way dialogue
•	Opportunity to generate ideas/solve problems	•	Requires significant time and resources
•	Often difficult to generate public turnout	A, L	
Questionnaire	Purpose	Strengths	Weaknesses	Permit	
Unscientific survey of general public or selected individuals or groups	Obtain information about opinions on specific issues 	•	Relatively low cost
•	Can be disseminated widely where people congregate such as libraries, schools, etc.	•	Does not allow for two-way dialogue
•	Respondents do not necessarily represent general public
•	Requires skilled staff to develop questions and interpret results	A, L	
Report	Purpose	Strengths	Weaknesses	Permit	
Written account of a company’s environmental programs and accomplishments 	Provide information about specific efforts or issues	•	Provides more detailed information
•	Has potential for broad use and distribution	•	May provide more information than many readers want
•	Tone and content can be interpreted as promotional
	C, P, A, L	
Scientific Survey	Purpose	Strengths	Weaknesses	Permit	
Random sample survey 	Obtain information that is statistically reliable	•	Information represents opinion of specific demographic groups
•	Administered by professional polling organization	•	Does not generate two-way dialogue
•	Relatively costly to design, administer and interpret
	L	

Speakers Bureau	Purpose	Strengths	Weaknesses	Permit	
Presentations by facility personnel or representatives to selected groups	•	Inform specific organizations about plans or activities
•	Obtain opinions or ideas from outside groups	•	Convenient for audiences
•	Opportunity for two-way dialogue	•	Does not involve broad public participation
•	Requires significant staff time	A, L	
Task Force	Purpose	Strengths	Weaknesses	Permit	
Committee charged with accomplishing specific mission in specific amount of time	Make decision or recommendations about one or more issues	•	Variety of perspectives
•	Meaningful two-way dialogue	•	Involves small number of people
•	May require significant time commitment
•	Limited scope	A, L	
Web Page	Purpose	Strengths	Weaknesses	Permit	
Graphic display of information available to computer users with access to the Internet	•	Provide information to individuals who may not otherwise be reached 
•	Obtain comments and reactions	•	Available to growing segment of the public
•	Moderate set-up cost
•	Can be used to facilitate e-mail communication or review of specific documents	•	Precludes use by those without computers
•	User must take initiative to access information
•	Specific expertise needed to establish page
•	Requires periodic updating and monitoring of responses	C, P, A, L	

How to Improve Your Chances for Success

As noted previously, no single stakeholder involvement technique is ideal for all situations.  Each should be selected carefully, based on the expected outcome and available resources.  For example, if the main objective is to inform or educate a broad cross-section of the community about an issue or event, then direct mail, newsletters, flyers, brochures, a web page or contact with the media may be the most appropriate techniques.  If, however, the objective is to involve the public in helping find solutions to complex issues or problems or to review the details of a facility's EMS and environmental performance, an advisory committee and one or more open public meetings may be best.  To update interested people on an ongoing activity or project, a periodic newsletter, e-mail or web page updates may be effective.
While identifying the right tools is the first step in a successful stakeholder involvement program, implementing the program effectively is equally as important.  The chances for success depend on how well each detail is executed.  This includes crafting agendas that hold a group’s interest and keeping firmly to a time schedule, choosing the right location for a meeting, developing and presenting materials that clearly communicate your message, and following up as needed to indicate you are really listening.
The following guidelines can be applied to a wide variety of stakeholder involvement techniques including advisory committees and task forces; public meetings, workshops and open houses; and written and oral presentations for newsletters, brochures, briefings and contact with general or specific media representatives.  Information includes tips on how to:
•	Prepare for and facilitate committees, meetings and other events
•	Address concerns about confidential or sensitive information
•	Prepare clear, convincing written materials, oral presentations and graphics
•	Conduct other activities such as stakeholder interviews, community surveys and media briefings and develop brochures or newsletters
•	Preparing for and facilitating meetings and other events
Careful planning and effective facilitation are essential to the success of advisory committee processes and public meetings. Committee members, usually volunteers who are giving up their time to participate, need to be shown they are making a meaningful contribution toward solving issues or problems.  Each meeting should begin and end at the agreed upon time and leave people with a feeling of accomplishment.  Do not be reluctant to skip or cancel a meeting if there is nothing substantive to discuss.
Follow an agenda
Agendas should be mailed to all participants well in advance . . . at least five days . . . before each meeting.  They should be neither too brief nor too lengthy, containing sufficiently important items to capture attention, and allowing for significant discussion time.  It also is important to provide stakeholders with the opportunity to modify the agenda if needed; include time for additional items to be identified at the beginning of each meeting.  While management may believe it is important to provide information so that everyone has the same basis for discussion, committee members will soon tire of “show-and-tell” meetings where their only avenue of participation is to ask questions.  They must have opportunities to make recommendations or decisions and the confidence that facility management will consider them carefully.  Furthermore, management must report back to the committee within a reasonable time about its disposition of the committee’s recommendations.  Trustful relationships are built over time when this type of openness is evident on both sides.  
Use appropriate techniques
Several of these recommendations apply specifically to advisory committee or task force meetings though others are applicable to any meeting or discussion.
•	As the first order of business at the initial meeting, agree on the roles and responsibilities of facility management, committee members, public observers and DEQ representatives, if present.
•	Keep participants focused on the issues at hand by following the agenda; if needed, assign a specific time schedule for various items.
•	Frame issues in a clear, concise and non-judgmental way.
•	Apprise participants if there is any confidential or proprietary information the facility cannot discuss.
•	Foster full participation, meaningful interaction and respectful debate.
•	Use techniques that stimulate a high level of involvement by all participants; do not let one or two dominate the discussion.
•	Model behavior that encourages respect for diverse backgrounds and opinions while encouraging frank review and comment.
•	Keep a running list of questions that require additional information, reporting back at subsequent meetings.
•	Provide maximum opportunities to develop constructive strategies and recommendations.
•	Update participants on actions taken, asking them to help evaluate successes or failures.
Choose the right time and place
Meetings should be scheduled at a time that is convenient to the participants in an easily accessible location and a room that is conducive to discussion.  Evening meetings (7 to 9 p.m.) are generally most convenient for citizen stakeholders, whether they be from the neighborhood, nearby businesses or environmental groups.  In some cases, lunch or breakfast meetings are preferable, particularly if the host facility provides a meal.  A meeting room suitable for 18 to 21 people with ample space for everyone to sit around one table comfortably is preferred.  For most public meetings, nighttime also is most convenient, though open houses or workshops may begin in late afternoon and continue into the evening.  If it is necessary or advisable to choose a location outside the facility, schools, public libraries, senior or other community centers are generally available in most communities and offer flexibility, good access, adequate parking and low cost.  All meeting rooms should have these features:
•	Adequate size for the number of people expected
•	Easily accessible to all members of the public; adherence to requirements of the Americans with Disabilities Act (ADA) and available transit, if possible
•	As short a distance as possible between presenter and audience
•	Good acoustics and sight lines
•	Comfortable tables and chairs 
•	Facilities for visual aids such as screen, overhead and slide projectors
•	Ample usable wall space for poster, charts, maps or other materials
•	Microphone, if needed
•	Nearby restrooms
•	Atmosphere that encourages a creative and cordial exchange
Select the most appropriate format
Consider your primary objectives in deciding the kind of public meeting you will sponsor.  If your main purpose is to impart information and solicit general questions through visual displays, an open house is a good technique.  Facilitated, small group discussions to consider specific questions or issues and stimulate creative ideas and solutions can be added if more interaction is desired.  A combination of formal presentations, visual displays and facilitated discussions constitutes a workshop-type meeting.
Open House/Community Fair, Chemical Manufacturers Consortium
Spurred by public concerns after a significant release of toxic substances by a chemical plant in the area, a consortium of companies that manufacture hazardous materials embarked on a coordinated risk management planning effort.  They involved citizens, local emergency professionals and elected officials in a series of meetings, culminating in a community fair and open house that was held in a regional shopping mall.  Citizens were given information about the proposed emergency planning and response effort and asked to comment.  At a subsequent public meeting, representatives of the involved companies made individual presentations and provided written information about their respective risk management plans.  Though a general feeling of community trust has ensued. this has not been tested, as no other chemical accidents have occurred.
Get the word out
The best organized and conducted meeting is of little value if few people attend.  There are a variety of ways to let people know about a meeting or other stakeholder event.  Your objectives and available resources will help dictate which are most appropriate.  They include:
•	Notice to specific groups.  Send written invitations to interested and affected stakeholder groups, encouraging them to inform their members.  Follow up with phone reminders.
•	Media contacts.  Fax or e-mail a press release, call a reporter or editor, or schedule a briefing.  Request an announcement or story in the local newspaper or radio news broadcast.
•	Public displays.  Place posters with pertinent information in grocery stores, coffee shops, libraries or other places people congregate.  Include a phone number so that people can request additional information.
•	Direct mailings.  The most expensive approach, they can be sent to an entire community or targeted area or group.
•	Inserts in company publications.  If the facility communicates in this manner to employees or customers.
Attend to other details
Always provide some refreshments.  Coffee, tea, punch and cookies help create good will and a convivial environment.  Ask people to sign in and provide them with name-tags; identify all facility staff as well.  Start and end every meeting on schedule to demonstrate that you respect the value of participants’ time.  If it will increase attendance, provide free child care in a corner of a large room with a table and creative materials and announce it in written notices.  Parents appreciate a place to leave their children in order to participate.
•	Dealing with concerns about confidential and/or sensitive matters
A common concern of private facilities embarking on stakeholder involvement programs is the fear that they may be expected to divulge proprietary technical processes, confidential financial records or other sensitive information.  They are legitimately worried about losing a competitive edge, damaging business relationships, giving their critics weapons to use against them and opening up a debate on issues over which the company has no control.
Though providing any information to outside stakeholders is not without risk, many of these potential dangers can be avoided or minimized.
Be hones
Trite as it may sound, this will serve you well with stakeholders.  If community safety from plant processes is the issue, it is best to accurately portray your safety record, as well as the steps you have taken to improve or mitigate adverse conditions.  People understand that accidents can happen under the most ideal situations, but they are legitimately interested in knowing what is being done to prevent them in the future.  Withholding information may generate distrust that can affect ongoing or subsequent relations on other issues.
Be open about trade secrets and other proprietary information
In most instances, patents, processes and other insider business information will not be relevant or issues of concern to stakeholders.  It is important to be clear about what is and is not on the table while at the same time being forthright about information that does not harm the plant’s business.  This varies with each situation.  Management should strive for openness and frankness whenever possible, including saying when certain information cannot be divulged.
•	Present information effectively
Whether preparing a newsletter, meeting summary, press release or written or oral report, it is essential to communicate your messages succinctly and in terms that your audience understands.  The following techniques tell the story clearly and convincingly.
Write clearly
Many able professional people, particularly those with a technical background, are not adept at writing for public understanding.  Their written prose may be grammatically correct, but is often stilted, redundant or verbose.  Either hire someone who is professionally qualified to write in a simple, direct style or follow these guidelines to improve the readability and effectiveness of your written materials.
•	Avoid the use of jargon.  Use technical terms sparingly if at all, writing at a level that speaks to the understanding of your audience.  Do not use acronyms unless you define them first.
•	Use the active voice.  The passive voice (“The company wishes to announce a public meeting.”) is far less strong and convincing than an active statement (“You are invited to a public meeting.”)
•	Be succinct.  Avoid verbiage, long words and complex sentences.  Be clear and concise.
•	Illustrate clearly.  Choose graphs, charts and possibly humorous drawings that help put your point across.
•	Strive for brevity.  Less is more as far as the general public is concerned.  Provide more lengthy back-up materials to those who may request them.
Speak clearly
Effective presentations at public meetings are essential to getting your points across.
•	Tailor your message to your audience.
•	Prepare well in advance.
•	Rehearse sufficiently.
•	If the room is not in your facility, arrive early enough to test the microphone and any other equipment such as a slide or overhead projector.
•	Use only those visual aids that advance your presentation.
•	Have each presenter speak no longer than 15 minutes.
•	Be yourself.  Tell a joke only if it fits your personality and the setting.
•	Except in a small room, use the microphone.  It is important that everyone in the room hear what you have to say.
•	Leave sufficient time for audience questions.
Answer all questions
•	Make sure the entire audience hears and understands the question.  Repeat or paraphrase when necessary.
•	Maintain eye contact with the questioner first and then the audience.
•	Answer directly and to the point.
•	Talk to the level of the whole audience; avoid answers that are specific to only one individual.  If the questioner needs more information, arrange to see him/her afterwards.
•	Relate your answers to the experience or concerns of the audience or to previous points you or others have raised.
•	Never argue; answer critical questions politely and firmly.
•	Do not be afraid to say you do not know.  Ask the questioner to see you afterward so you can obtain his/her name and phone number.  Follow up promptly.
•	Summarize at the end of the question period by repeating the points you want the audience to remember; include anything of relevance you learned during the question-and-answer period.
Speakers Bureau, Solid Waste Landfill Company
Before expanding its solid waste landfill site for future use, this company needed a conditional use permit from the county and approval of a wetland mitigation plan by state and federal agencies.  Community support was essential to the successful approval of the application.  Working with environmental and public involvement consultants, the company developed written materials and graphics that explained the situation and scheduled meetings with key community groups.  A speakers bureau composed of landfill managers and technical consultants presented information about the proposed expansion plans to neighborhood and homeowners associations adjacent to the landfill, the chamber of commerce, and local environmental advocacy groups concerned about the protection and use of a river and wetlands affected by the expansion.  These groups, particularly the wetlands organization, made valuable suggestions such as to provide a viewing area and paths that the company and consultants included when they designed the wetland mitigation.  No community groups opposed the application and all the permits were approved.
Consider non-verbal communication
Studies show that how we say things — the tone of voice and body language we use — is at least as important as what we say.  Be aware of the importance of what your body language can communicate to an audience.  Use of these techniques will help your audience focus on the content of your presentation.
•	Make eye contact with as many people as possible; do not focus only on one individual or point in the room.
•	During presentations, show you are listening intently and openly.  Do not scowl, cross your arms, put your hands on your hips or use other body language that says you have made up your mind or do not agree.
•	Wear comfortable clothes that are not too formal or informal for your audience.
•	Do not fiddle with your hands, pens, pencils, keys or coins in your pocket.
•	Relax.  Smile.  Enjoy yourself.
Use graphics and other audio-visual materials
Graphics should enhance, not replace your presentation.  Basic guidelines for how to use them effectively follow.
•	Choose the medium that will make your message more clear or meaningful to each audience.  For example, slides in a small committee room of about 20 people can be overwhelming while overheads or flip charts may be more appropriate.  Conversely, flip charts are not readable by large audiences.
•	Make graphics simple and unambiguous.
•	Utilize a size and scale that can be seen easily by everyone in the room.  
•	In all lists, use phrases rather than complete sentences.
•	Paraphrase written information; never duplicate pages from a text.
•	Bring your own equipment, including spare light bulbs, extension cords, marking pens, masking tape, and other necessities.
•	Distribute handouts only when you refer to them, or give them to the audience as they leave.
•	If anything goes wrong, do not apologize or spend precious time trying to repair the equipment.  Extemporize or go directly to the question part of the meeting.
•	More helpful hints
The recommendations above can be applied to a wide variety of activities, particularly advisory committees, public meetings and workshops, speakers bureau presentations, and the preparation of written materials such as brochures, newsletters or press releases.  More specific guidance for selected stakeholder involvement techniques follows.
Stakeholder Interviews
•	Questionnaires should be of a reasonable length (eight to twelve questions, depending on their complexity); interviews should be limited to 30 to 45 minutes and may be conducted personally or by phone.
•	During stakeholder interviews, the most important objective is to obtain information and listen intently to the concerns of the interviewee.  Interviewers should be neutral and not express their own opinions or biases about the issues under discussion.
•	Ask each stakeholder the same set of questions so that the interviews will generate consistent information that can be easily compared and summarized.
•	Generally, interviewees are more candid if they are told at the outset that their responses will be kept confidential and that interview results will be reported only in the aggregate.
Community Questionnaires
•	Written, self-administered questionnaires should be as short as possible — six to ten questions — to be completed in five to ten minutes.
•	Most questions should be multiple choice or require the respondent to write down only a single number, word or checkmark.
•	Answers should present a range of values.  For example, in ascertaining a degree of agreement with an idea or principle, it is best to ask them to present a scale of one to five with one meaning strongly agree and five strongly disagree.
•	Questions should be phased in an objective and unambiguous manner.
•	If possible, leave room for additional open-ended comments.
•	Provide a reasonable deadline for responses.
Questionnaire, Regional Planning Agency
This agency, charged with transportation and land use planning for a large metropolitan area, is studying new strategies to manage automobile congestion under a grant from the Federal Highway Administration (FHWA).  As part of a comprehensive public outreach program to stakeholders and the general public, agency staff disseminated a questionnaire to gauge public reactions and develop guidelines for the study.  The questionnaire asked respondents to prioritize evaluation criteria, comment on and rank possible demonstration projects and indicate the most appropriate use of revenues from such a project.  Most questions were multiple-choice or require short answers; a few are open-ended.  The questionnaire was distributed on the agency’s web page and at presentations and workshops for the public and stakeholders.  Results were reported to the citizens task force working with the agency on the project.
Media briefings and releases
•	Media releases should follow a specific format. 
•	Prior to a media briefing, it is useful to prepare a concise summary of your main points.
•	Before the interview or briefing, try to anticipate questions that are likely to be asked and prepare your responses.
•	If media representatives are not interested in or able to cover stakeholder activities, it may be necessary to purchase advertisements.
Brochures and Newsletters
•	In some cases, facility staff can prepare a simple newsletter using a word-processing software.  In other cases, it may be advisable to hire a graphic artist.  Unless the facility or company employs its own graphics staff, it may be necessary to seek outside help in preparing a brochure.
•	All such written materials should be suitable to the specific audiences you want to reach and be written clearly and concisely.  Include a contact person and telephone number for more information.
Brochure, Wastewater and Stormwater Management Agency 
Management and staff of this county agency conducted an intensive strategic planning process to develop a comprehensive vision, mission and action plan for its future.  Issues included how best to comply with and, in some cases exceed state and federal regulations while providing high-quality customer service and continuing to protect the region’s water resources.  The process involved a steering committee of 15 employees and top management who met weekly for more than six months.  The agency produced a comprehensive strategic planning document, as well as a four-page brochure for its stakeholders — elected officials, residential and commercial customers, employees and regulators.  The brochure explains the planning process and outlines the vision, primary missions and values that resulted.  It is written in concise, easily understandable language and incorporates photos of treatment processes and other graphics.

Evaluate Effectiveness and Take Corrective Action When Needed

Stakeholder involvement is more an art than a science.  Measuring effectiveness can be challenging and complicated, though there are a number of quantitative measures that can be employed, such as attendance at committee meetings or public events, number or percentage of survey responses or web site “hits.”  Sometimes the best efforts to elicit participation result in little response from stakeholders or the public.  Though you cannot force someone to care about an issue or attend a public meeting, your stakeholder involvement should be sufficient that you and DEQ are satisfied you have made a reasonable effort, consistent with your tier requirements to encourage and facilitate participation.
•	Measures of effectiveness
Advisory committee or task force participation
Regular attendance from at least 75% of the participants is a benchmark to strive for.  Dwindling attendance by members is a sign that the format, agenda or results are not meeting their needs or expectations.  
Response to stakeholders
The extent to which facility staff respond to questions and comments in a timely matter is another indicator of effectiveness.  For their annual report to the agency, facilities need to keep an ongoing record of all questions and requests for information and how the company responded in each case.
Survey responses
The percentage of surveys returned, either in terms of people in the relevant group or community or as proportion of the total number contacted is a quantitative indicator of public interest.  For a community survey distributed by mail, through a local newspaper or other such means and conducted without a significant follow-up effort, one percent is considered a good response rate and two percent is very good.  For a survey targeted to a specific group of stakeholders, followed up with telephone calls, a five percent response rate is highly successful.
Public meeting attendance
Sometimes just a few people can hold a very productive, useful meeting.  Factors include the size of the directly and indirectly affected community, their perception of the importance of the issue, and the effectiveness and extent of the notification process.  A turnout of about one to two percent of those notified is average.
Informal feedback
Most common forms of informal feedback include positive or negative newspaper editorials or letters to the editors or phone calls or communication to the plant.  The breadth and depth of such responses can be anecdotal evidence about how well you have succeeded in communicating your message and responding to stakeholders.
•	Take corrective measures
Committees
If attendance is lagging, do not wait too long to call non-attendees or discuss the issue with those who do come.  Is the meeting time inconvenient?  Are participants given enough opportunity for meaningful influence?  Are some members simply overextended?  Ask for a frank appraisal of the problem and take corrective action accordingly.  It may require revisiting the meeting schedule, providing more emphasis on meaningful dialogue and decision-making or replacing the non-attending member(s).  
The process for replacing committee members should be defined at the outset.  They can be recommended by the outgoing member, the rest of the committee or the facility, with care taken not to have any interest over-represented.  In some cases, it may not be appropriate or necessary to replace a member.  If the process is nearing completion, a new member may disturb or unbalance the relationships and level of trust that have been carefully built over the course of time.  In other cases, the need for continued representation by a specific group or interest may outweigh these concerns.
Public meetings
It is not easy to ascertain why stakeholders or the general public did not attend what you thought was an important meeting.  Ask your advisory committee or other stakeholders.  Was the time or location inconvenient?  Did you provide inadequate publicity and notification?  Are the issues really as important to stakeholders or other members of the community as you thought they were?  Plan the next event in accordance with what you learn or conduct other activities that are more likely to be successful.
Questionnaire responses
If too few people responded to give an accurate sense of stakeholder opinion, it may be necessary to undertake more staff-intensive activities such as random or targeted follow-up telephone interviews or surveys to specific community representatives.

•	When is enough enough?
Stakeholder participation can be solicited and encouraged but not forced.  If every reasonable effort has been made to involve stakeholders through a variety of the means described here with little result, you might conclude there is a genuine lack of concern or interest. It should be noted that numbers do not tell the whole story.  A few stakeholders actively involved with the facility over time may have as much meaningful effect as many more who are only minimally involved.  The quality of stakeholder involvement is of equal or more importance than the quantity.  Facilities that demonstrate they have made a sincere effort to proactively provide information and identify the concerns of stakeholders and involve them in a meaningful, two-way dialogue have met their Green Permit commitments.

Table D-2.  Estimated Costs of Stakeholder Involvement Techniques	
Technique	Typical Approximate Costs	
	Personnel 	Direct 	
Advisory Committee	10 hours/2-3 hour meeting to develop agendas, notify participants, summarize results	$50 to duplicate materials and provide refreshments	
Briefing	8 hours/2-3 hour briefing to develop materials, conduct and summarize results	$25 – 50 for materials and refreshments	
Brochure	10 - 20 hours staff time to review materials, supervise production; 40 – 60 hours consultant time to write text, create graphics and produce camera-ready copy	$500 – 750 for 1,000 copies of a two-color, 8 ½ x 14 brochure; consultant/graphic artist additional	
Correspondence	30 – 60 minutes per letter	Nominal cost for materials	
Direct Mail	20 – 40 hours to write, produce and supervise duplication and distribution	Varies depending on quantity and class of postage 	
Expert Review Panel	20 – 30 hours to select, convene, facilitate and summarize 	$50 – 75 to duplicate materials and provide refreshments; possible additional expenses for guest expert travel, per diem	
Facility Tour	1 – 2 hours per tour; may require additional orientation/training for guide	None	
Focus Group	10 – 15 hours/group to work with professional facilitator to agree on objectives, format and questions, observe and review results; fewer hours/group if multiple groups on same subject	$2,500 – 3,500 per focus group for professional facilitator	
Media Contacts	3 –5 hours/briefing to develop objectives and materials and conduct	$10 – 25 for basic materials 	
Newsletter	10- 20 hours staff time to review materials, supervise production; 35 – 50 hours staff or consultant time to write text, create graphics and produce camera-ready copy	$400 – 600 for 1,000 copies of a two-color, 8 ½ x 17 brochure; unit cost varies by quantity, paper quality; additional for consultant/graphic artist	
Open House/ Community Fair	35 – 50 hours to plan logistics, prepare materials, notify participants, conduct and summarize results; staffing needs vary by length of time and expected attendance	$100 – 300 depending on handouts and presentation materials; does not include rental cost for venue	
Personal Interviews	3 –4 hours/1-hour interview to develop materials, organize and summarize results	$10 – 25 for materials 	

Technique	Typical Approximate Costs	
	Personnel 	Direct 	
Public Display	20 – 50 hours to produce, depending on complexity of display; may require assistance from graphic artist	$4-6/sq. ft. for black and white, $10/sq. ft. for color printing, plus mounting and lamination; production cost varies by size, color and complexity; graphic artist additional	
Public Meeting	30 – 50 hours to plan logistics, prepare materials, notify participants, conduct and summarize results	$150 – 300 depending on presentation materials, handouts and refreshments; does not include possible rental cost for venue	
Public Workshop	35 – 60 hours to plan logistics, prepare materials, notify participants, conduct and summarize results; staffing needs vary by length of time, expected attendance and format 	$200 – 300, depending on presentation materials, handouts and refreshments; does not include possible rental cost for venue	
Questionnaire	20 – 40 hours to write, produce and distribute; 25 - 35 hours to compile and summarize results, depending on number returned (assume 5 – 10 minutes/ questionnaire to compile and 5 – 10 hours to summarize)	Cost varies depending on number and distribution method	
Report	10 – 100 hours to write, produce and distribute; level of effort varies significantly, depending on length, graphics, staffing and other factors	Cost varies significantly, depending on factors such as number published, distribution method, graphic quality and whether an outside consultant is needed	
Scientific Survey	15 – 25 hours to work with professional facilitator to agree on objectives, format and questions and review results	$7,500 – 15,000 for survey research firm, depending on sample size and length of survey	
Speakers Bureau	4 –6 hours/speech to develop materials, conduct and summarize, assuming multiple meetings on same subject	$50 – 100 for presentation materials and handouts	
Task Force	10 hours/2-3 hour meeting to develop agendas, notify participants, summarize 	$50 to duplicate materials and provide refreshments	
Web Page	10 – 40 hours staff or consultant time to develop, depending on complexity, availability of materials in electronic format; 1 – 5 hours/month to maintain/update	$200 to register Internet domain name; $40 – 100/ month if maintained by Internet service provider; possible additional costs if maintained internally