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

Introduction Frits Hesselink (1945) • 1970 University of Utrecht, Dutch Civil Law, specialisation in 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 Milieu. Adviseurs • 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) © Frits Hesselink, 2006 – page 2 Course No. 22, Communication and participation

Selected publications • • • • Redefining Capacity Development for the 21 st Century, Selected publications • • • • Redefining Capacity Development for the 21 st 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 28317 -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 -83170821 -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 © Frits Hesselink, 2006 – page 3 Course No. 22, Communication and participation

Introduction HECT Consultancy Clients (selection) Austrian Ministry of Youth, Family and Environment, Brazilian Federal 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 © Frits Hesselink, 2006 – page 4 Course No. 22, Communication and participation www. hect. nl

Introduction HECT Consultancy Examples of projects (selection) • Preparation & management of the development 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 © Frits Hesselink, 2006 – page 5 Course No. 22, Communication and participation www. hect. nl

Module 22 How can the idea of establishing a PA be promoted effectively, and 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 selfdetermination • Specific instruments (e. g. empowerment strategies, workshop and education strategies, communicationdesign, virtual communication backbone, event management) © Frits Hesselink, 2006 – page 6 Course No. 22, Communication and participation

Role of communication in PA planning and management Communication interventions © Frits Hesselink, 2006 Role of communication in PA planning and management Communication interventions © Frits Hesselink, 2006 – page 7 Course No. 22, Communication and participation

Objectives of Module After the module the students will Know the different approaches for 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 © Frits Hesselink, 2006 – page 8 Course No. 22, Communication and participation

Programme for 6 July 08. 30 Introductions 09. 00 Homework: presentations of top ten 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 © Frits Hesselink, 2006 – page 9 Course No. 22, Communication and participation

This presentation 1. Strategic communication – managing people’s behaviour 2. Communicating the idea of This presentation 1. Strategic communication – managing people’s behaviour 2. Communicating the idea of a PA 3. The case of Peca Topla © Frits Hesselink, 2006 – page 10 Course No. 22, Communication and participation

I. Strategic communication Managing people’s behavior © Frits Hesselink, 2006 – page 11 Course I. Strategic communication Managing people’s behavior © Frits Hesselink, 2006 – page 11 Course No. 22, Communication and participation

Managing people Stick - Carrot - Drum • People’s behavior is part of (social) Managing people Stick - Carrot - Drum • People’s behavior is part of (social) systems • Communication and participation are ‘social instruments’ © Frits Hesselink, 2006 – page 12 Course No. 22, Communication and participation

Conservation approaches & people NORMAL REFLEX RESULTS: NO CHANGE Laws, regulations, plans; unsolved problems, Conservation approaches & people NORMAL REFLEX RESULTS: NO CHANGE Laws, regulations, plans; unsolved problems, paper parks, no public awareness, no cooperation 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…! negative image, bad publicity fear to meet real people It takes more to change systems: Good communication can help © Frits Hesselink, 2006 – page 13 Course No. 22, Communication and participation

Usually most managers think communication is a responsibility for the PR experts and educators… Usually most managers think communication is a responsibility for the PR experts and educators… In reality managers take many (un-informed) communication decisions! © Frits Hesselink, 2006 – page 14 Course No. 22, Communication and participation

Example Communicating Biodiversity to private forest owners © Frits Hesselink, 2006 – page 15 Example Communicating Biodiversity to private forest owners © Frits Hesselink, 2006 – page 15 Course No. 22, Communication and participation

Movie or innovation? Un-informed Communication approach Strategic Communication We need a movie to convince Movie or innovation? Un-informed Communication approach Strategic Communication We need a movie to convince private forest owners to care about biodiversity Introduction of a new way of forest management, focus on pioneers Show the differences between clear cutting and selective cutting Pioneers doing successful experiments will set the agenda Forest Department 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? Use inspectors to identify potential pioneers (opinion leaders, academics, not dependent on forest) Small seminars, fieldtrips, helpdesk for ‘guided’ experiment © Frits Hesselink, 2006 – page 16 Course No. 22, Communication and participation

What triggers change? Un-informed approach Managers focus on media; come up with fun idea, What triggers change? 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 © Frits Hesselink, 2006 – page 17 Course No. 22, Communication and participation

Trampling by visitors: threat to Pulsatilla grandis in Boč Strategic communication triggers change © Trampling by visitors: threat to Pulsatilla grandis in Boč Strategic communication triggers change © Frits Hesselink, 2006 – page 18 Course No. 22, Communication and participation

What laws cannot do! Previous approach: Strategic communication approach: Law enforcement, education, public awareness, What laws cannot do! Previous approach: Strategic communication approach: Law enforcement, education, public awareness, fences by PA - not being aware of other interest groups with different and conflicting messages Bring stakeholders together - focus groups to explore motives for cooperation Management plan realizing joint solutions Each year escalation of the problem and conflicts between visitors and interest groups; and between interest groups who all think they have the right solution and approach. 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) © Frits Hesselink, 2006 – page 19 Course No. 22, Communication and participation

Results of the strategic communication approach Boč, 1 st May 2003, 2004, 2005, 2006 Results of the strategic communication approach Boč, 1 st May 2003, 2004, 2005, 2006 © Frits Hesselink, 2006 – page 20 Course No. 22, Communication and participation

Wolves - appearing in P. A. Beskydy - threatened by farmers Strategic Communication triggers Wolves - appearing in P. A. Beskydy - threatened by farmers Strategic Communication triggers change © Frits Hesselink, 2006 – page 21 Course No. 22, Communication and participation

What money cannot do Previous approach Strategic communication approach Formal compensation procedures Publications, lectures What money cannot do Previous approach Strategic communication approach Formal compensation procedures Publications, lectures on how farmers should protect their sheep Overcome own fears, prejudices - visit farmers, listen to concerns, start regular meetings with opinion leaders on common concerns and interests 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…! 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. © Frits Hesselink, 2006 – page 22 Course No. 22, Communication and participation

Disappearing ecological networks in Slovenian Karst and Istria Strategic communication triggers change © Frits Disappearing ecological networks in Slovenian Karst and Istria Strategic communication triggers change © Frits Hesselink, 2006 – page 23 Course No. 22, Communication and participation

What research cannot do! Previous approach Strategic communication approach Research by different organizations funded What research cannot do! Previous approach Strategic communication 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 Opinion leaders, Focus groups. Motives for new use of ponds 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) Each year more ponds are used as garbage dump, dried up, falling apart, or totally disappear, mapping more and more difficult Evaluation, report recommending next steps © Frits Hesselink, 2006 – page 24 Course No. 22, Communication and participation

Changes in approach From To Focus only on conservation Focus also on wider system Changes in approach From To Focus only on conservation Focus also on wider system Focus only on science Focus also on people Focus on media Focus on change strategy Push strategy Pull strategy Behaving as experts Behaving as partners Villagers as ‘objects’ Villagers as ‘subjects’ Planning based on assumptions Planning based on motives stakeholders © Frits Hesselink, 2006 – page 25 Course No. 22, Communication and participation

Characteristics of strategic communication Approaches System approach Face to face meetings opinion leaders Marketing Characteristics of strategic communication Approaches System approach Face to face meetings opinion leaders Marketing Focus groups, Kitchen meetings, Relation management Round tables, Joint exploration Network management Joint strategic planning with Crisis management stakeholders of instrument mix Customer orientation Free publicity, media as tools Personal approach Feedback, Adaptive management © Frits Hesselink, 2006 – page 26 Course No. 22, Communication and participation

2. Communicating the idea of a PA How can the idea of establishing a 2. Communicating the idea of a PA How can the idea of establishing a PA be promoted effectively, and in which way can stakeholders articipate in the development of the idea How can the idea of establishing a PA be promoted effectively, and in which way can stakeholders participate in the development of the idea © Frits Hesselink, 2006 – page 27 Course No. 22, Communication and participation

1. Dialogues and exchange of information between different interests in transparent decision processes Dialogues 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. © Frits Hesselink, 2006 – page 28 Course No. 22, Communication and participation

Involvement of regional resources (knowledge, experiences, labour, . . . ) as early as 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. © Frits Hesselink, 2006 – page 29 Course No. 22, Communication and participation

Analysis of potential barriers for effective stakeholder communication and participation Analysis – Focus groups 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. © Frits Hesselink, 2006 – page 30 Course No. 22, Communication and participation

Enhancement of the quality of information Information – Avoid jargon! Experts like to talk 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. © Frits Hesselink, 2006 – page 31 Course No. 22, Communication and participation

Interests, regional problems, threats, resentments, constraints in promoting the idea of establishinga PA – 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. © Frits Hesselink, 2006 – page 32 Course No. 22, Communication and participation

Motivation of the local population by means of participation, consultation and self-determination Motivation – 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. © Frits Hesselink, 2006 – page 33 Course No. 22, Communication and participation

Specific instruments (e. g. empowerment strategies, workshop and education strategies, communicationdesign, virtual communication backbone, 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. © Frits Hesselink, 2006 – page 34 Course No. 22, Communication and participation

Participation modalities Mostly there exist legal or other obligations that affect the rules of 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. © Frits Hesselink, 2006 – page 35 Course No. 22, Communication and participation

Conclusions Promotion of the idea • Focus groups with opinion leaders • Building trust 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 © Frits Hesselink, 2006 – page 36 Course No. 22, Communication and participation

3. The case of Peca Topla Local consultants and resource persons: Miro Kline. Hesselink, 3. The case of Peca Topla Local consultants and resource persons: Miro Kline. Hesselink, 2006 – page 37 Hlad © Frits and Branka Course No. 22, Communication and participation

Communication & Public Participation in Peca Topla (1) Reviving a paper park through a Communication & Public Participation in Peca Topla (1) Reviving a paper park through a new Decree (Slovenia 2000 -2001) © Frits Hesselink, 2006 – page 38 Course No. 22, Communication and participation

Peca Topla: situation analysis • Protected Landscape Park in small mountain valley established by 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 © Frits Hesselink, 2006 – page 39 Course No. 22, Communication and participation

Previous approach • Surveys and studies by Regional Institute • Formal meetings with local 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 © Frits Hesselink, 2006 – page 40 Course No. 22, Communication and participation

Demand from communication support • How can communication help to convince audiences that a 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 © Frits Hesselink, 2006 – page 41 Course No. 22, Communication and participation

New approach • Identifying and bringing opinion leaders together • Establishing relationships (visits, meetings) 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 © Frits Hesselink, 2006 – page 42 Course No. 22, Communication and participation

Results • Paper park not revived, Institute understands that is not what stakeholders need: Results • Paper park not revived, Institute understands 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 © Frits Hesselink, 2006 – page 43 Course No. 22, Communication and participation

Succesfactors • • • Listening to customers Focus groups with external moderator Delivery on 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 © Frits Hesselink, 2006 – page 44 Course No. 22, Communication and participation

Room for improving success • More intensive and extensive communication • Better analysis focus 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 © Frits Hesselink, 2006 – page 45 Course No. 22, Communication and participation

Key strategic communication interventions • Identification opinion leaders (informal visits) • Exploration stakeholders ideas 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) © Frits Hesselink, 2006 – page 46 Course No. 22, Communication and participation

Lessons learned • Nature conservation is change management; people are the primary ‘customers’ of 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 © Frits Hesselink, 2006 – page 47 Course No. 22, Communication and participation

© Frits Hesselink, 2006 – page 48 Course No. 22, Communication and participation © Frits Hesselink, 2006 – page 48 Course No. 22, Communication and participation

Communication & Public Participation in Peca Topla (2) Planning of a N 2 K Communication & Public Participation in Peca Topla (2) Planning of a N 2 K site in area where biodiversity is under threat (Slovenia 2002 -2003) © Frits Hesselink, 2006 – page 49 Course No. 22, Communication and participation

Peca Topla Landscape Park • Protected Landscape Park in small mountain valley established by 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 N 2 K site © Frits Hesselink, 2006 – page 50 Course No. 22, Communication and participation

Previous approach • Kitchen meetings to establish working relations • Focus groups to identify Previous approach • Kitchen meetings to establish working relations • Focus groups to identify emotions, ideas, needs, concerns • Positive response to priority ideas inhabitants for improving life in their valley: Institute helps with sign boards, tourist promotion materials, communication with municipality • Now Institute for Conservation assumes they can negotiate a win situation (Nota Bene: no joint tact finding, no preparations for negotiation, no idea what walk away point is) © Frits Hesselink, 2006 – page 51 Course No. 22, Communication and participation

Demand from communication support • How can communication help to convince audiences that a Demand from communication support • How can communication help to convince audiences that a joint management plan for the landscape park Peca Topla should be formulated in dialogue with stakeholders • How can communication help planning and formulating the management plan for Peca Topla in dialogue with stakeholders • How can we gain support for N 2 K © Frits Hesselink, 2006 – page 52 Course No. 22, Communication and participation

New approach • Focus groups to explore ideas and motives for exploring new income New approach • Focus groups to explore ideas and motives for exploring new income generating activities in valley as part of the steps towards a joint management plan • Joint planning and execution of next steps – Excursion to successful income generation projects in other parks in Slovenia – Bureaucratic support interventions (demarche PLA to municipality to improve roads, demarche to Caving society to open old mine as tourist attraction) – Communication interventions (timely, tailored and targeted information on opening ceremony) • Evaluation and report recommending next steps © Frits Hesselink, 2006 – page 53 Course No. 22, Communication and participation

Results • Win win situation not realized, no joint management plan yet: is ‘a Results • Win win situation not realized, no joint management plan yet: is ‘a bridge too far’ • Good communication, but with wrong product: improved reputation of Institute for Conservation, not yet of nature conservation itself – good basis to start communicating N 2 K • Attitude change stakeholders: pride on valley; not yet behavior change towards nature • Cooperation of all inhabitants of valley in interventions that may improve their life • Demand need for continued strategic support to improve infrastructure and income generation © Frits Hesselink, 2006 – page 54 Course No. 22, Communication and participation

© Frits Hesselink, 2006 – page 55 Course No. 22, Communication and participation © Frits Hesselink, 2006 – page 55 Course No. 22, Communication and participation

Succesfactors • • Listening to customers Focus group identifying new income generating opportunities Existing Succesfactors • • Listening to customers Focus group identifying new income generating opportunities Existing interest in other income generating projects Meetings in the local Inn in the valley Informal communication Team work Free publicity of opening mine (positive feedback) © Frits Hesselink, 2006 – page 56 Course No. 22, Communication and participation

© Frits Hesselink, 2006 – page 57 Course No. 22, Communication and participation © Frits Hesselink, 2006 – page 57 Course No. 22, Communication and participation

Room for improving success • Existing legislation and policies limit possibilities of joint management Room for improving success • Existing legislation and policies limit possibilities of joint management • Approach chosen = a bridge too far: it is too early to negotiate win situations: they have still to be identified • More investment in teamwork and project management skills • Insufficient reporting of ‘market experiences’ to bosses and insufficient involvement of ‘bosses’ • No feedback to customers on successes © Frits Hesselink, 2006 – page 58 Course No. 22, Communication and participation

Key strategic communication interventions • Identification opinion leaders (informal visits) • Exploration stakeholders ideas 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) © Frits Hesselink, 2006 – page 59 Course No. 22, Communication and participation

Lessons learned • Nature conservation is change management; people are the primary ‘customers’ of 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 © Frits Hesselink, 2006 – page 60 Course No. 22, Communication and participation

© Frits Hesselink, 2006 – page 61 Course No. 22, Communication and participation © Frits Hesselink, 2006 – page 61 Course No. 22, Communication and participation

Nature conservation is managing change Managing change also means changing your own attitude & Nature conservation is managing change Managing change also means changing your own attitude & practices © Frits Hesselink, 2006 – page 62 Course No. 22, Communication and participation