社区参与工具包

PART ONE: INITIAL ENGAGEMENT Building community trust throughtransparency and accountability Authors: Kristine Chan-Lizardo, Zach Clayton, Erifili Draklellis Motivation and Purpose This toolkit is designed to make it easy for electric utilities and developers(referred to as “project developers”) to apply effective community engagementactions in their projects. We also aim to highlight how community engagement isan overlooked yet key opportunity to support the clean energy transition. This toolkit helps project developers work effectively with ruralcommunities and establish collaborative relationships as afoundation for project success. This toolkit presents three high-level steps for thoughtfulcommunity engagement, informed by utility, community,and developer experience. Two corresponding templates (onthis toolkit’s landing page) guide project developers throughengagement decisions to build partnerships and generate cleardocumentation showing how projects can be successfully adaptedto address local priorities. We feel that the approaches shared here can be integrated into aproject developer’s engagement efforts whether they are enteringa community with blank slate or wanting to understand how toelevate their current engagements with a community. Who is this toolkit designed for? Electric utilities* buildingclean energy infrastructureand/or providing service inrural areas, including ruralelectric cooperatives Community-basedorganizationslooking toengage proactively withutilities and developers onenergy projects Developers* partnering withco-ops or working in ruralcommunities Why invest in engagement? Local opposition to clean energy projectscontinues to increase the risk thatprojectsare unsuccessful, especially through delays,increased costs, and blocked permitting. Effective engagement can reduce risk for bothproject developers AND communities by clearlydefining project details, potential benefits, adjustmentsto mitigate negative impacts, and preferredengagement processes for feedback and negotiation. Causes of community opposition and implications COMMON CAUSES OF OPPOSITION KEY TAKEAWAY FOR ENGAGEMENT Lawrence Berkeley National Lab finds thetop five root causes are visual, communitycharacter, residential property values, loss ofagricultural land (for solar), and sound (for wind). Project developers must address these causesto reduce the risk of delays and cancellations, inaddition to offering other meaningful communitybenefits to win support. The importance of transparency for building trust Trust is a function of credibility,reliability, and empathy. Projectdevelopers can increase communitytrust by orienting to community needs.A strong apparent self-orientationthat deprioritizes the values of thecommunity has an oversized ability toundermine trust. Project developers can use the templates in thistoolkit to structure their engagement strategyand clearly communicate how community inputis shaping project decisions. In particular, theCommunity Advisory Board (CAB) CharterTemplatesupports co-creating shared goals,timelines, and expectations with communityrepresentatives. First steps for thoughtful community engagement UNDERSTAND THECOMMUNITY LANDSCAPE SEEK INITIAL INPUTON PROJECT AND DISCUSSADJUSTMENTS Documentation templates The Community Collaboration Templatehelps project developers understandthe community landscape and gatherinput, while the Community AdvisoryBoard (CAB) Charter Template supportssetting expectations and defining theengagement structure. COMMUNITY COLLABORATION TEMPLATE A stakeholder contact listwith information on priorities,project input, and potentialfor ongoing engagement. Seek initialinput onproject, discussadjustments Together, these templates can be used to: COMMUNITY ADVISORY BOARD (CAB)CHARTER TEMPLATE •Guide internal planning by clarifying communitypriorities, identifying potential champions, andshaping an effective engagement approach.•Support transparency with communities bysharing the rationale behind project decisions in away that can inform future organizational choices. A description of project outcomes andgoals for successful engagement, proposedparticipation structure, and alignment ontransparency and feedback processes. /8Establishand refineexpectationsand engagementstructure RURAL COMMUNITY ENGAGEMENT TOOLKITFOR CLEAN ENERGY PROJECT DEVELOPMENT:INITIAL ENGAGEMENT When ShouldEngagementBegin? We define three stages of early engagement thatproject developers must navigate while projectviability is still uncertain WHEN SHOULDENGAGEMENTBEGIN? THE CHALLENGE OUR PROPOSAL In the eyes of many communities, public engagementhappens too late in the process, causing mistrust. But projectdevelopers don’t want to invest in public engagement unlesstheir project has cleared meaningful hurdles to ensurethe project is likely to happen (see slides 11 and 12 oninterconnection and project types). Build trustbeforea site is selected or community mist