Roles and Responsibilities

Effective communication requires more than distributing information. Listening to the responses is also important. Audiences may receive the messages communicators deliver, but stakeholders will influence the next steps of a programme. Communicators can build strong communication plans by looking at the ways passive audiences become active stakeholders in their programmes.

Stakeholder groups can be envisioned as concentric circles surrounding a project’s goal. The central group of individuals or groups legally bound to a project are considered “statutory stakeholders.” These stakeholders have formal roles and responsibilities to inform the decision-making process.

Stakeholders may have a level of influence that reflects the actual or perceived authority they have over decision-makers. For example, voters may influence an elected official’s opinion of a project if that decision may influence an upcoming election. Residents may exert influence by filing comments with local authorities.

The International Association of Public Participation (IAP2) “Spectrum of Involvement” includes activities that inform, consult, involve, collaborate and empower. Practitioners must define how to use community input. Communicators must know at the beginning of an outreach activity whether the public process will elevate or else decide among alternatives. The spectrum does not represent the forms of participation in order of preference. Even in representative democracies that strive to empower their citizens, many agencies are legally bound to their decision authority. Accountability and legal responsibility to the outcome cannot, and in some cases need not, be dispatched to the public.

For each target group:

• Assess knowledge, attitudes, behavior and starting position.
• Identify potential allies or partners in communication

Also for each target group, describe what you know about this audience’s knowledge, attitudes and behaviors as they relate to your issue.

• What are the characteristics of this audience? How do they spend their time?
• What is their gender, ethnicity and income level? How have they been educated?
• What are the barriers preventing this audience from fully supporting or participating in reaching your goal? What are the benefits if they do?
• What or who are they influenced by?
• What makes new information credible for them?
• What or who could motivate change or action?
  • Who makes decisions?
  • Who is influential?
  • Who will be affected?
• Who can promote a decision?
• Who can obstruct a decision?
• Who can help and/or be in alliance with you?

Communication Roles Exist for Many Actors

Whether it is a research reactor, food irradiation facility or power plant, owner/operators routinely communicate progress. They may share updates on construction or operations, or provide continuous information regarding contributions from employees and the organization to the surrounding community. Outreach regarding problems and their resolutions are also provided.

Across all these organizations, open and transparent interaction facilitates discussion with stakeholders about problems and difficulties encountered, as well as their resolutions. They should continue to interact with one another in a transparent and professional manner.

Governments

Relevant government organizations will develop the necessary public information tools to articulate the government’s position on nuclear science and technology. They will also develop and implement the outreach needed to engage opinion leaders, community representatives and stakeholders, including neighbouring countries.

Research Institutions

Educational and research laboratories and facilities build and review the knowledge and research base related to nuclear science. By communicating their work, they grow awareness of the latest findings and advancements in the field, which benefits their own programs and provides guidance for related programs and focus areas.

Regulatory Body

The regulatory body must communicate as well. This is often challenging in countries with new nuclear programmes. In these situations, regulatory agencies may be in the early stages of formation, so they may still be growing competencies and establishing procedures and have little time and resources to communicate. However, it remains important for the body to communicate its role and increase awareness of its existence, independence and commitment to transparency.

Operator

As the direct manager of a nuclear facility, communicating the ongoing operations and routine and unique updates of the location is vital to ensuring the trust of all involved stakeholders. The operator’s role leaves them with the most intimate knowledge of all internal situations, meaning they have the most to gain from active communication.

Nuclear Energy Programme Implementing Organisations (NEPIO)

As the most readily acknowledged experts on nuclear energy development, NEPIOs build international trust and support for nuclear energy through an active communication programme within a country. These implementing organizations shape nuclear energy programmes worldwide based on best practices and expert experience.