ML20151T893

Guidelines for Conducting Public Meetings

ML20151T893
Person / Time
Issue date:	02/29/1996
From:	NRC OFFICE OF PUBLIC AFFAIRS (OPA)
To:
References
NUREG-BR-0224, NUREG-BR-224, NUDOCS 9809100192
Download: ML20151T893 (8)

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a UNITED STATES 3 8 NUCLEAR REGULATORY COMMISSION wasmemoroa. os anessmoi

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/ March 1996 1

1 f NOTE TO: Addressees f FROM: William Beecher, Director Office of Public Affairs M

SUBJECT:

CUIDELINES FOR CONDUCTING PUBLIC MEETINGS

,In a recent memorandum, the EDO emphasized the importance of public meetings in fulfilling our regulatory responsibilities.

eTo assist the staff in preparing for, setting up and managing effective public meetings, one of my Public Affairs Officers, Angela Dauginas, in Region III has developed this booklet of guidelines. .

If you need assistance or additional copies of the guidelines, please contact our office.

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{ speakers and one-third for questions afterwards. However, ',

'if the meeting's primary objective is to obtain information

'h If the l$ cations are not considered to be an im

, health and safety hazard, will they become dangerous

from the public, then the allotment of time should be in five days, five years, fifty years?

reversed - NRC's introduction should be brief and the remainder should be allowed for a question / answer dialogue. -

What will NRC do if the actions proposed by the '

3 licensee are cot acceptable or followed?

o March NRC speakers to the subject and audience, if possible, rather than selectmg from staff available within the What will NRC do with .ny comments? Who will project orgamzation. -

make the decision at NRC? What is the decision-making process?

o Review recent documerits that may be discussed (e.g., latest inspection report, study, petition, correspondence with o Seek outpublic concerns in advance - Ask Public Alfairs licensee) to become famihar with their contents and the for recent news coverage on the issue. Read the news pertment issues.

a f I forlod am & Mgis o . about a contaminated site, the public will want to know how Ask a Public Affairs Officer or another appropriate staff they will be personally affected (e.g., whether the radiation Person to help develop questions that could typically be -

could extend to their homes, property, water supply). Come asked by a member of the public. For example: . into the meeting ready with information to address such concerns.

What does NRC mean by elevated radiation levels at 15 locations,t, o . .

Prepare an u.ntroduction and key talkingpoints that you

-- want emphasized at the meeting. Use non-techni' al How much more radiation is reaching my home based language that is understandable to the lay person.

on what your samples indicate?

o

-- Anticipatcfollow-up actions - Effective meetings do not Is it safe? Does the contamination pose a risk? How end when the lights are turned off and everyone leaves. Plan big is that risk and how does it compare with ordinary risks from other hazards? f -

n requests for information or concems expressed that will

require evaluation and follow-up. Caucus immediately after

- the public meeting to evaluate the meeting's effectiveness When will the locations be totally decontaminated?

and to delegate actions and set deadlines on follow-up responses.

Why did NRC take so long to tell us about this contamination? .

e Make a list and check it twsce - Identify the audio / visual .

v equipment you will need as part ofyour presentation 4

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, .,m y ap y (overhead projectors, screen, microphone). Make sure the

{

}Vednesdayq or Thursdays and a week is needed before the facility where the meeting will take place can provide the actual ad date to book the ad.

necessary equipment.

o Get there early - Arrive at the public meeting location one o Rehearse the meeting with other technical staffand a Public hour early. Get accustomed to the surroundings. Check the-Affairs Of!icer who can ask questions as if they were the s und system and lighting and make sure the room set-up is audience. This way you can tell immediately whether you appropriate. This helps you to be more comfortable m a are effectively communicating the message and if the ,

Public forum and nu,mmizes surpnses.

meeting format is facilitating communication. Several dry runs may be needed to refine your remarks and to organize a Cong neutra#ty andfacintate clarity - Facilitation of meeting format.

} communication is the primary thing to keep m mmd for the physical room set-up. Try to avoid a room set-up that places the NRC staffin a position of appering remote or Setting Up the Meeting "ab ve it all" which is not typically conducive to an open exchange ofinformation between the members of the pubh,c o Schedule the meeting - Schedule the meeting so it is and the NRC staff. The meeting place is the neutral zone compatible with pubhc participation. Generally meetings

• where communication takes place. To achieve this, general held during the evening will avoid conflicts with normal .

ground rules are:

work schedules and are bett'er attended. Try to select a meeting location close to transportation centers and -

Set up a separate table for NRC staff to show a clear mass transit systems to minimize travel time. separation from the licensee and other agencies represented; o Strategi:e - If the meeting is formal and includes numerous speakers from outside NRC, consider having a strategy -

Face the audience so they can see and hear you session prior to the meeting so that everyone is familiar with clearly *-

the issues and " cross communication" is minimized. This provides an opportunity to become acquainted with each .

Arrange seating in a wide "U" shape with the open j

other and will help make the meeting more cohesive. end facing the audience on the same floor level to o # create a " community ofinterest" between the audience Get the word out - Meeting announcements need to be and the participants; and issued as early as possible to meet media deadlines and allow those participating and attending to schedule their time. -

Use a public address system and microphones to Normally aim for two weeks pnor to the meeting but no less ensure that speakers can be heard by everyone and to than one week notice Advertisements on local cable TV, assist in maintaining order (i.e., one person speaking radio and m newspape,rs are typically used to reach the at a tirrt-).

public. Weekly newspapers gen: rally publish on 4  !

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o $ Limit the number ofNRCstaff - You don't want to create 2) Action statements on what has b'een done ardi will be tiie impression that it is NRC against the world by having so ,done by the NRC; .

i many NRC people that it looks like an entire football team.

1 It's probably a good idea to have no more than three in the 3) Identification of community and public concems; and speaking area at once. Other NRC staff may be seated in g

the audience with the understanding that they can be called 4) Response to concems in non-technical terms.

upen to respond to a specific question if necessary. h '

o identify the issue and bound agency involvement - In your One exception to limiting the staff would be special exit opening statement simply tell why the NRC is invo!ved. For meetings open to the public such as Augmented Inspection example:

Team (AIT) or Diagnostid Evaluation Team Inspections (DET) and athers where the team, leaders and participants

" Tonight's meeting is to discuss withyou the results of the would individually address their specific areas.

NRC's impectionfindings andsample results regarding

[name offacility]. The NRC's mission is toprotect the n

public health andsafety and the environment in the Communicating the Information commercial uses ofnuclear energy. To help assure adequateprotection, the NRC regularly inspectsfacilities. "

Good communication gets to the heart of an issue and thereby -

creates constructive dialogue. When good communication takes o Summarize information using action statements - Provide place, a bridge between the NRC and the public is created that a brief background before describing what action NRC has allows for a candid exchange. taken and is considering-present it directly and up front.

For example:

TlP: Tellthe audience whatyou plan to tellthem, then tell them andfinally review whatyou told them. "Over the lastfour months, the NRC staffhas conducted an inspection of thefacility and taken samplesfromfive o Keep the introduction brief and to thepoint - The different locations near thefacility. Based on the introduction establishes the credibility and tone of the -

impection andsamples, the NRC has concluded the public meeting. It should also identify the extent of public , is safe. The informationfrom the samples andinspection involvement that is e<pected v observation only, questions j can befoundin the inspection report, which is apublic at the end, discussions throughout. document. "

There are four main components to achieve a strong i o Respondin their terms - Respond to the fears, concerns or presentation: ,

issues in terms to which your audience can readily relate -as 3 you would with your family or friends or someone new to

1) A simply stated purpose of the meeting and why the the topic. Be specific as to the level of danger and NRC is involved; importance in the daily lives ofcommunity members. Even 6

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{ if your audience includes a licensee or a reporter who is to tile concerns )xpressed and provide a' direct response -

familiar with the topic, address the issues and concerns in a usik the same terms in which the concerns were expressed simple and clear manner that provides easy comprehension to you. This helps to develop a good communication link

, and avoids misunderstandings. DO NOT USE between you and the audience and conveys that you care TECHNICAL JARGON, ACRONYMS, OR about their welfare. Ifyou don't have an answer to a ABBREVI ATIONS. SPEAK IN LAY TERMS, AND question, you should say that and offer to follow up.

NEVER TALK DOWN TO YOUR AUDIENCE. Responding back at a later date is essential to maintaining credibility and assists in lessening anxiety.

o Enhance communication in numerous ways:

Comparatiye examples from everyday life (e.g.,

radiation received from a coast-to-coast round trip by Managing the Meeting plane);

o Less is more - Limit slidesk,verheads to a handful that focus on the topic. Do not read verbatim and avoid Straight action facts (e.g., "NRC staff conducted an repetitive information. Use handouts with detailed inspection and there was not enough contamination t information or background on key points rather than an be detectable by the instruments"); and .

excessive number of overheads.

Diagrams and charts (e.g., handouts depicting safety o Keepfocused - Stick to the topic at hand. If members of barriers or emergency systems of a power plant, the public want to discuss other issues unrelated to the simple graphs and charts showing the number of topic, iriform them that you will be available after the inspections done and sample results).

meeting to discuss that subject ifit is within your area of o Provide handnuts - Material that the audience can read and study is an important tool in helping them understand the o Time awareness - Keep to the schedule. Respect the time issues. Provide copies of NRC's presentation and of those at the meeting by maintaining control so that the background documents such as reports, memoranda, letters, -

and appropriate brochures that would contribute to the meeting does not drag on. Observe the time allotted in your

introduction. If a point is continually raised that is pubFc's understanding of the issues. Providing this material  !

j lengthening the meeting unnecessarily, inform the audience up front helps convey that NRC is open and fortbrommg.

and speakers that they need to move on to be fair to the o Recognizepersonalimpact - Oflen what hinders others present, and that NRC staff will be available briefly after the meeting to further clarify the point.

communication between the regulator and the public is the perception that the NRC does not recognize the personal o impact of the ilsues or empathize with public anxiety and Handle distractions - If there are distractions such as a

! noisy group of phople arriving late or engaging in loud concerns. To prevent such a communication block, be open talking, wait a few minutes for the distraction to end. If the 8

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inform him that he is welcome to talk to NRC staff at the your voice willhound muffled).' Slow down your, . speech so end of the meeting but he is holding the meeting up for thit each word is clear. This prevent's miswiderstandin

]1 others. the message.

1 o o Patience is a virtue - Be patient with questioners and Listening - Be sure to listen :: efully to a question or commentators and listen poutely. Beware ofreacting to comment. Part oflistening is to be attentive to what is being questions or comments in a manner that is demeanm, g such said. A mistake is to mentally form an answer to a question as shifling in your seat witt impatience, or shaking your before you have heard the entire question or remark. Wait until the entire question or remark is completed before head negatively. Keep in mind that your body language will reflect your impatience. answering. Ifyou don't understand a question, feel free to repeat it to the questioner for verification or ask that the o Stay after - Plan to stay after the meeting for a short time question be rephrased.

to meet with members of the public and media t.o answer

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o questions in more detail and to respond to those who may Honesty - Be honest, concise, and direct in your answers.

be intimidated brink,ing up an issue in front of a large group. It is fine to respond to a question with, "I don't know, but I'll check and get back to you." Remember, if that is the response, you will need to keep a list ofquestions with the Focusing on the Audience ,

questioner's name and address or telephone number so that you can follow up promptly.

o Thanks - Always start your introduction and end the o Focussing on Information - Respect the feelings expressed meeting with a thank you to the audience for taking the time

'; by members of the audience. Don't debate the validity of the to come to the meeting and showing interest.

feelings but instead focus on the information or potential j misconceptions that fuel feelings.

o Protocol- Always ac' knowledge other public ofIicials and f government representatives who are present at the meeting o in your introduction. k Responsiveness - Be specific about NRC actions on the

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issue. Explain the planned follow-up actions as well as the

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o Eye Contact - Look at the audience while speaking as much previous actions taken. If a public meeting is one of a as possible. Direct eye contact helps you build credibility p j series, discuss the NRC's responses to comments and and a good rapport with the audience. questions that arose in previous meetings.

o Speech - When you speak, articulate and project your voice so that you can be heard clearly. If there ,s a sound system, i Assistance from the Office of Public Affairs speak into the nlicrophone (but don't speak too close or [j

i The OPA staff can offer assistance in many ways. OPA has a uruque perspective to offer through their direct daily contact with 10 d 11 t

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the public and monitoring ofmedia coverage. OPA can assist you' I

when you are working on a public meeting to:

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'j o: Focus on relevant public concerns in putting together an agenda for the meeting; o Identify issues rece'ntly covered by the media and concerns expressed by the public; o Provide questions that may be asked by the media and public; 3

o Organize and edit your introduction; and o Provide feedback by sitting through a dry run of the meeting; ' -

Feel free to contact OPA staffin headquarters or in the regions for '

guidance in making your meeting one that will facilitate -

• communication between NRC and the pubhc.  ;

Headquarters-301/415-8200 Region I - 610/337-5331 Region II - 404/331-5503 i Region III - 708/829-9663 Region IV - 817/860-8128 .

t Walnut Creek Field Office - 510/975-0346 i

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