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Communication participation
Course No. 22
Frits Hesselink
HECT Consultancy, Netherlands
6 July 2006
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Introduction Frits Hesselink (1945)

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

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Selected publications

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

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

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

www.hect.nl
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Module 22 How can the idea of establishing a PA
be promoted effectively, and in which way can
stakeholders participate in the development of
the idea

• Dialogues and exchange of information between
  different interests in transparent decision
  processes
• Involvement of regional resources (knowledge,
  experiences, labour, ...) as early as possible
• Analysis of potential barriers for effective
  stakeholder communication and participation
• Enhancement of the quality of information
• Interests, regional problems, threats,
  resentments, constraints in promoting the idea of
  establishinga PA stakeholder and conflict
  analysis
• Motivation of the local population by means of
  participation, consultation and
  self-determination
• Specific instruments (e.g. empowerment
  strategies, workshop and education strategies,
  communicationdesign, virtual communication
  backbone, event management)

Course No. 22, Communication and participation
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Role of communication in PA planning and
management
Communication interventions
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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 dos and donts
in strategic communication
Course No. 22, Communication and participation
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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 Workin
g in 4 small groups on planning communication for
the idea of a PA based on real life cases
prepare a power point presentation 15.00
Presentation of group work, discussion of
results 17.00 Presentation of the real life
approaches in the 4 cases 18.00 Lessons learnt,
evaluation and assignments 19.00 Closure
Course No. 22, Communication and participation
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• This presentation
• Strategic communication managing peoples
  behaviour
• Communicating the idea of a PA
• The case of Peca Topla

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I. Strategic communication
Managing peoples behavior
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Managing people

• Stick - Carrot - Drum
• Peoples behavior is part of (social) systems
• Communication and participation are
• social instruments

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Conservation approaches people

• NORMAL REFLEX
• Laws, regulations, plans
• Request (often in vain) for more
• money as an incentive for change
• More research on nature and
• people, more pilot projects
• BUT stay behind your desks!

• RESULTS NO CHANGE
• unsolved problems, paper parks, no public
• awareness, no cooperation
• negative image, bad publicity
• fear to meet real people
• It takes more to change systems Good
• communication can help

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Usually most managers think communication is a
responsibility for the PR experts and educators
In reality managers take many (un-informed)
communication decisions!
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Example
Communicating Biodiversity to private forest
owners
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Movie or innovation?

• Strategic Communication
• Introduction of a new way of forest
• management, focus on pioneers
• Pioneers doing successful
• experiments will set the agenda
• Forest Department
• Use inspectors to identify potential
• pioneers (opinion leaders,
• academics, not dependent on forest)
• Small seminars, fieldtrips, helpdesk
• for guided experiment

• Un-informed Communication approach
• We need a movie to convince private
• forest owners to care about biodiversity
• Show the differences between clear
• cutting and selective cutting
• We need animation, dramatic pictures,
• visuals of forest managed close to nature
• When does the movie reach all 200.000
• owners? What will motivate them to
• watch? What will it change in them?

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What triggers change?

• 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

• 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

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Trampling by visitors threat to Pulsatilla
grandis in Boc Strategic communication trigg
ers change
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What laws cannot do!

• Previous approach
• Law enforcement, education, public
• awareness, fences by PA - not being aware of
• other interest groups with different and
• conflicting messages
• 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.

• Strategic communication approach
• Bring stakeholders together - focus groups to
• explore motives for cooperation
• Management plan realizing joint solutions
• Joint execution of event management plan
• Communication interventions (timely tailored and
  targetted information on event management)
• Mobility interventions (ramps, parkings, busses)
• Evaluation and follow-up (outsourcing event
• management)

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Results of the strategic communication approach
Boc, 1st May 2003, 2004, 2005, 2006
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Wolves - appearing in P.A. Beskydy - threatened
by farmers Strategic Communication triggers
change
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What money cannot do

• Previous approach
• Formal compensation procedures
• Publications, lectures on how farmers
• should protect their sheep
• Communication aimed to prove through
• facts and figures that wolves do not pose
• a threat press has it all wrong.
• Increase of public outrage in press,
• relationships worsens farmers
• propagate shooting wolves - and even PA
• Staffs!

• Strategic communication approach
• Overcome own fears, prejudices - visit farmers,
• listen to concerns, start regular meetings with
• opinion leaders on common concerns and
• interests
• Provide bureaucratic support for farmers needs,
• e.g. approach municipality to improve roads
• proposal to Ministry to improve indemnity
• procedure help with procedure support local
• publication on sheep farming.
• Some farmers start taking preventive measures
• Joint evaluation and planning of next steps.

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Disappearing ecological networks in Slovenian
Karst and Istria Strategic communication
triggers change
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What research cannot do!

• Previous approach
• Research by different organizations
• funded by EU, lectures, conferences,
• website, exchange with similar initiatives
• in Italy and Croatia, science approach,
• Laws, regulations, legal enforcement, no
• restoration action
• Each year more ponds are used as
• garbage dump, dried up, falling apart, or
• totally disappear, mapping more and
• more difficult

• Strategic communication approach
• Opinion leaders, Focus groups. Motives 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)
• Evaluation, report recommending next steps

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Changes in approach
From Focus only on conservation Focus only on science Focus on media Push strategy Behaving as experts Villagers as objects Planning based on assumptions To Focus also on wider system Focus also on people Focus on change strategy Pull strategy Behaving as partners Villagers as subjects Planning based on motives stakeholders
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Characteristics of strategic communication

• Approaches
• Face to face meetings opinion leaders
• Focus groups, Kitchen meetings,
• Round tables, Joint exploration
• Joint strategic planning with
• stakeholders of instrument mix
• Free publicity, media as tools
• Feedback, Adaptive management

• Approaches
• System approach
• Marketing
• Relation management
• Network management
• Crisis management
• Customer orientation
• Personal approach

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2. Communicating the idea of a PA How can the
idea of establishing a PA be promoted
effectively, and in which way can stakeholders
participate in the development of the idea
How can the idea of establishing a PA be promoted
effectively, and in which way can stakeholders
articipate in the development of the idea
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1. Dialogues and exchange of information between
different interests in transparent decision
processes
Dialogues - how to get started? Stakeholder
analysis identifies stakeholders as a statistic
category - for a dialogue one needs to think of
people of flesh and blood Before a meaningful
dialogue can start, one needs to build mutual
trust and understanding. This takes time but
without such a basis of trust real information
exchange is not possible. Let alone getting
already into a decision making process - that is
a bridge to far. Even mentioning it will be
contra-productive and confirm the mistrust
against city people or scientists. Important
at this stage is to find out what psychological
costs and other costs are, what fears and motives
play a role, what values are important, and most
importantly who are opinion leaders in the
stakeholder group A fact of life is that people
- living in or near the site for which plans
exist to turn it into a protected area almost
never welcome the idea of a PA right from the
start. There is always some form of resistence.
Often based on irrational rather than rational
arguments.
Course No. 22, Communication and participation
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Involvement of regional resources (knowledge,
experiences, labour, ...) as early as possible
Involvement need for opinion leaders Opinion
leaders are people with large networks inside and
outside the stakeholder group. They like to
cconnect people, and like to inform them with
news that is of particular interest to them.
They are very well informed on what is going on
in the stakeholder group. Their own interest goes
Well beyond that of the stakeholder group.
People value their opinions and follow them to
places they would not go themselves. They are
mostly not the official leaders or
representatives of the group, but often act as
informal power brokers behind the scenes. They
can be identified by going to formal and informal
meetings of the stakeholder group, by talking to
group members, or people knowing the group.
Once identified they can provide invaluable
information (history, social complexity, values,
prejudices, etc.) on how best to proceed, either
in face to face interviews or through focus
groups. Labour may sound a good incentive,
opinion leaders will give the final judgement of
this assumption.
Course No. 22, Communication and participation
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Analysis of potential barriers for effective
stakeholder communication and participation
Analysis Focus groups To get a much better
picture of the social and technical complexities
in realizing the plan or start a joint fact
finding and planning process, focus groups is one
of the best methods. Focus groups are a means of
interviewing - in a very free way - a specific
stakeholder group. The focus group usually
consists of six to ten people, who are invited to
spend a few hours with a skilled moderator. This
is a communication expert who must be objective,
knowledgeable on the issue and well versed in
group dynamics and stakeholder behaviour. The
focus groups will provide information on barriers
and opportunities for participation. Barriers may
be mistrust of authorities, experts,
academics, city people. It may be fear for
losing rights, income or changing practices.
Opportunities may be additional sources of
income, or other motives or opportunities for
the next generation to continue living in the
area. The focus groups may also provide
information how the formal process best could be
structured.
Course No. 22, Communication and participation
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Enhancement of the quality of information
Information Avoid jargon! Experts like to talk
in abstract terms (biodiversity, extinction
crisis, etc.) and they often use theoretical
models (joint management planning). In giving
information they mostly want to be comprehensive
(going back to the root causes or history) and
like to present details (this flower is a sub
species of etc.). They like to identify
pronciples (good practice, etc.) and to
underpin their arguments they like to refer to
the opinions or work of other experts in the
literature. Non-experts like concrete
information (what exactly will be the boundaries
of the protected area) They want practical
information (what does it mean for my daily
routine here, my income, access to my house).
They do not want comprehensive speeches or texts,
but short and concise (superficial in the eyes
of experts) and a general outline of the idea.
They want stories or events to underpin the
arguments and they believe more their family,
friends and peers as sources of information
than experts. To enhance information the
communication challenge is to bridge the gap
between experts and non-experts.
Course No. 22, Communication and participation
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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
correctanswers. Getting support for a protected
area is often or in most cases a very long
process. Managers often do not invest enough
time and money in this process and assume that
after they take the decisons good PR can do the
job it cannot.
Course No. 22, Communication and participation
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Motivation of the local population by means of
participation, consultation and self-determination
Motivation participation Participation in
itself is not a means to get people motivated.
Local stakeholders first have to be motivated to
participate. Without trust there is no way they
would even listen or read the information. To
establish trust, informal communication is
needed kitchen meetings, visits to properties,
listening to daily concerns, the conditions of
life, and doing something about it. Delivering on
promises is the key to establishing trust
action speaks louder than words. That takes
time. Once trust and understanding has been
established, communication is possible people
may want to absorb information. To motivate them
to participate in a joint planning process, much
more is needed. To get this motivation it can be
usefull to organize trips to other protected
areas, where they can see how local people
benefit from new opportunities, can ask what
their experiences were, what did work and what
did not work. Then they may be ready to discuss
participation and the rules of the game towards
decision making.
Course No. 22, Communication and participation
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Specific instruments (e.g. empowerment
strategies, workshop and education strategies,
communicationdesign, virtual communication
backbone, event management) Participation
instruments There are specific instruments needed
to realize meaningful participation. For joint
fact fnding people may have to be trained in
specific research methods. On the other hand
experts may have to be trained in making optimal
use of local knowledge. For planning people may
have to first go into training courses on
planning processes. To get a wider support from
the community, stakeholders should be involved in
communication design and in the design and
production of communication media (video,
brochures etc.). Fun is an important driver for
participation, so during the process there should
be room to celibrate success. This can be in
events such as a fair, or an exhibition, meals or
parties. Virtual communication with local
stakeholders may work in special cases, but not
often. When this is used for joint planning,
proper attention should be paid to train
stakeholders in the relevant e-techniques.
Course No. 22, Communication and participation
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• Participation modalities
• Mostly there exist legal or other obligations
  that affect the rules of engagement and the
  degree
• of public participation. Always make clear in
  advance how far you want to go with
  participation. Based on how you see the
  stakeholders, they can have role as
• client
• partner in dialogue
• producer of ideas
• co-producer of the management plan
• agenda-setter
• jointly responsible (joint management)
• the one who decides.
• Plan your communication interventions
  accordingly. But be aware that lesser forms of
  participation will produce less support for a
  protected are.

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

Course No. 22, Communication and participation
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3. The case of Peca Topla
Local consultants and resource persons Miro
Kline and Branka Hlad
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Communication Public Participation in Peca
Topla (1)

• Reviving a paper park through a new Decree
• (Slovenia 2000-2001)

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• 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

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• 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

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• 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

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• 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

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

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• 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

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• 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

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• 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)

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• 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

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Communication Public Participation in Peca
Topla (2)

• Planning of a N2K site in area where biodiversity
  is under threat
• (Slovenia 2002-2003)

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

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• 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 win situation (Nota Bene no
  joint tact finding, no preparations for
  negotiation, no idea what walk away point is)

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• 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 N2K

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• 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

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• 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 N2K
• 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 and need for continued strategic support
  to improve infrastructure and income generation

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• 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)

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• 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 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

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• 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)

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• 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

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Nature conservation is managing change Managing
change also means changing your own attitude
practices