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Public Acceptance & Communications – Project Level Dr Ameena P. Camps IEA Greenhouse Gas R & D Programme Communication Counts • Public perception and knowing how to engage with • • stakeholders is key to successfully deploying CCS (or any new technology!) Public participation in decision making is widely accepted, e.g. in International declarations signed by governments such as Principle 10 of UN Rio Declaration on Environment and Development Communication and engagement can determine the fate of a project. ? Barendrecht Barendrecht What happened? – defining moments • AMESCO report: aimed to provide basis for EIA procedures & legislation for CCS. Conclusion: could claim policy is needed to forbid CO2 storage in densely populated areas. • Shell presented project to city council in 2008, majority not “They didn’t listen to questions from Barendrecht. They 2 enthusiastic. Immediately after EIA submitted to city council, public meetings held with aBarendrecht thought they could make wonderfulcommunity. PowerPoint •presentation 1st Meeting (Feb people. Presentations Shell, TNO, and2008), have 60 wonderful pictures, andbythey could nationalus government representative. Stated project completely for Barendrecht” convince CO2 was good safe. Little time for debate on concerns. • 2nd Meeting (April 2008), 180 people, no national government rep., many concerns raised, lack of time to answer so answered by published doc by afterwards. Barendrecht Barendrecht Barendrecht – What went wrong? • National government allocated grant to project – no local • • • • consultation Initial phase, no discussion between developers & community. Presented as final plan. Us and them Debate between stakeholders largely via formal procedures in public Context not explained well enough, & initial presentation complicated/overly technical Shell & national government were not seen as trustworthy information suppliers. Barendrecht – Lessons • All stakeholders should be involved early in project process • • • • • – mutual commitment and trust Values, needs & opinions of all stakeholders should be taken into account in discussing project design Regular contact with stakeholders needed throughout process Context & alternatives should be discussed Community communication must answer their specific needs Information provider should be trusted by community Reference: Feenstra, C. F. J., Mikunda, T & Brunsting, S. 2010. What happened in Barendrecht? Case study on the planned onshore carbon dioxide storage in Barendrecht, the Netherlands FutureGen • Mattoon, Illinois, USA • Public-private partnership, US DOE and FutureGen Alliance • • • (national and international coal companies & power utilities) Non-for-profit to disseminate information and lessons learned in IGCC power plant with CCS somewhere in US. Competitive process between 2001 and 2007 for volunteer communities: motivated by jobs, economic development & opportunity to host world class research facility. 4 states semifinals: 2 Texas, 2 Illinois Alliance focussed on selection & conducted social characterisation as one criteria. Competing sites conducted engagement, and alliance engaged stakeholders to determine issues, concerns and perceptions, to answer questions. FutureGen • Community engagement was successful from Illinois team & alliance • Meetings held in community to discuss concerns. • Fact sheet developed and if answer not known committed to getting back to stakeholder • Illinois team began engagement during proposal stage • Significant outreach with hands-on demonstrations • Prestige of hosting the facility was perceived greater than • possible risks of project: benefits vs risks Unfortunately, in 2007 DOE put project on hold, developed restructuring and in 2010 DOE announced another restructuring to FutureGen 2.0: no longer IGCC with research laboratory but repower existing power plant to be largest Oxycombustion CCS retrofit in the world. Developing Best Practice • With each project more lessons are learned. Have experience • to draw from and best practice guidance developed through experience • World Resources Institute “Guidelines for Community Engagement in Carbon Dioxide Capture, Transport & Storage Projects” (2010) • CSIRO “Communication/Engagement Toolkit for CCS Projects” (2011) • NETL “Public Outreach and Education for Carbon Storage Projects” (2009) Also, lessons to be learned from communication of other new technologies US DOE - NETL • Best Practice 1: integrate Public Outreach • • • • • • with Project Management Best Practice 2: Establish a Strong Outreach team Best Practice 3: identify Key Stakeholders Best Practice 4: Conduct and apply Social Characterization Best Practice 5: Develop an Outreach Strategy and Communication Plan Best Practice 6: Develop Key Messages Best Practice 7: Develop Outreach Materials tailored to the audiences US DOE - NETL • Best Practice 8: Actively Oversee and Manage the Outreach Program throughout the Life of the CO2 Storage Project • Best Practice 9: Monitor the Performance of the Outreach Program and Changes in Public Perceptions and Concerns • Best Practice 10: Be Flexible – refine the Outreach Program as Warranted WRI • International, provides specific guidelines for regulators, local decision makers and policy makers • Five key principles of effective community engagement: • Understand local community context • Exchange information about the project • Identify the appropriate level of engagement • Discuss potential impacts of the project • Continue engagement throughout the project life cycle CSIRO Toolkit rather than best practice. Questions, tables to complete during engagement • Gathering Social Data • Baseline Survey – local perception • Forming Independent Steering Group • Citizen Task Force • Electing Community Liaison Officer • Identify Stakeholders • Media Release • Establishing Communication & Engagement Plan • Education Project Communication • Common aspects between lessons learned: • Start early and integrate into project • Understand your community, be part of that community, and • • • • • • • engage them in the decision making Identify stakeholders Be proactive Establish a communication plan Discuss risks and ensure there is time for two way dialogue Ensure materials are clear, accurate and avoid misinformation Involve independent technical and communication experts Be flexible Communication Counts! • Communication and engagement can determine the fate of a project. ? Public Acceptance & Communications – Project Level Dr Ameena P. Camps IEA Greenhouse Gas R & D Programme [email protected]
