UDMP Information and Networking Strategy 4. Examples of Specific Information Requirements The following review covers only a selection, but is included to illustrate the wide spectrum of different needs. It is worth bearing in mind that many of the project participants are likely to go through four stages in relation to their information needs: 1) knowing one needs information, 2) knowing information exists in a given information space, 3) knowing how to search an information space, 4) gaining the knowledge required to judge what information is relevant to one's information needs. The process will be different for each group, and for each individual involved. 4.1 Project Managers - Information Needs Identify opportunities not already addressed at country level Identify deviations from specified financial parameters Identify potential synergies and overlaps in project activity Identify relevant products and outputs of other projects (training modules, on line information, etc.) Detect the emergence of other projects in the region and elsewhere Keep aware of sources of funding 4.2 Technical and Scientific Staff and Advisors - Information Needs Examples of models: what sort of system model is relevant: what can science say about how this system may perform under specific conditions. For example, the information requirement might be to answer the question "What approaches are possible for modelling the elements of post-earthquake fires?" Guidance on collecting datasets: information on what numerical data are available. Guidance on choice of approach: What is the best methodology to use to clarify a particular problem and develop a solution. For example, answering questions such as: "What methodologies are available to prioritize highway bridges for seismic retrofit based on risk?" "How can we assess the risk of environmental contamination from flood induced oil pipeline leaks?" Tools: What tools are appropriate: for example, software reviews and software packages and routines What computer programs are suitable for damage evaluation of a water delivery system caused by ground shaking in the event of an earthquake 4.3 Promoters - Information Needs Implicitly or explicitly, promoters are faced with a six stage process: Defining the target groups who need to be influenced Analysing how these groups are likely to reach a decision Defining the type and extent of information which these groups need, and the nature of the messages required Drawing up a set of objectives for particular sets of communications Estimating and agreeing costs Dividing up the tasks amongst those involved. Much may depend on factors other than rational or realistic criteria - decision process are commonly seen as more important than decision itself. The process will depend on how many targets and how many influencers are involved, and on the following specific factors: Lateral involvement: the number of departments involved Vertical involvement: the number of levels involved Extensivity: the number of individuals with a direct stake in the decision Connectedness: the degree to which a group of decision-makers are in touch with each other Centrality: the degree of central influence exerted by the prime decision-makers Key success factors in relation to information provision for promoters are likely to be: Identifying the nature of each relevant decision process: does it depend on a single autonomous decision, or is it a process of joint deliberation and agreement.? Information on who has influence, when and about what. Information about the articulated perceptions of the target groups. What do they currently believe and want. How far will they shift. What do they respond to. Information about routes and media and content in relation to targets, in particular, the appropriateness of the medium, and the appropriateness of message content The ability to answer two key questions: "How is this specific investment in mitigation going to benefit this community?" and "What are the political benefits and economic benefits of this mitigation-related decision?" Promoters are likely to glean much of their most useful information in-country from personal discussions, and from monitoring the local press and other media. Information support from AUDMP may best take the following forms: Packaging of support for one-to-one and group briefings Briefing papers, illustrations and scenarios Videos Background papers Samples of press articles and features Samples of methodologies needed to develop decision-making tools for policy makers Cost benefit analysis GIS demonstrations Packaging of support for media briefings, including material to include in press releases, and background briefing materials Information on possible meetings, conferences and other assemblies of potential audiences Support with the design of information tracking systems, including simple database to keep track of discussions. Assistance in monitoring the impact of communications, including such measures as: Number of messages placed Number of people who receive messages Number of people who consider messages Number who learn message content Number who change attitudes Number who behave in a desired way 4.4 Influencers and "Targets" - Information Needs Information directed at these groups needs to be selected so as to achieve certain specific outcomes. The objective may be to: Create awareness Overcome misunderstanding Overcome apathy Create awareness Develop deeper knowledge Encourage belief Confirm or realign a perception Act in a particular way Decision-makers will basically require a saleable proposition that a risk exists; justification for decisions in political terms; justification in financial cost-benefit terms; indications of feasibility; and indications of patterns of progress - how an implementation will take place, what political implications at each stage, what issues to side-step or highlight Messages to decision-makers are likely to be developed broadly in three forms: Substantiative arguments, which lead the audience to judge the conclusions as "true" or "correct" - many of the economic and cost-benefit arguments come into this category Positive appeals, suggesting rewards to be gained by responding - political benefits in particular Negative appeals, suggesting negative consequences, again mostly political ADPC's contribution may be mainly with the first of these. 4.5 Mitigation Strategists - Information Needs As the project develops various city level task groups will form to apply solutions to particular sets of problems. The membership of these groups is likely to consist of increasingly influential individuals as the possibility of success increases. Technical and scientific participants will need to be closely involved with the groups who recommend implementation strategies. There should, and probably will be, much information exchange with these technicians. Key items of information needed for mitigation strategy include: Case studies demonstrating the use of geographic information systems in public policies for resource management. Appropriate ways to use geospatially referenced databases to show relationships between value items and hazards Economic models covering costs of damage and costs of mitigation Next Page