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Location!

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  • 1. LOCATION!
    Strategic and integrated communications
    to secure community consent
    for local development projects
  • 2. Strategic and business context
    • Despite the virtues of electronic marketplaces, most industrial activity and commerce depends on physical locations – factories, plants, retail complexes.
    • 3. Whether building new facilities, redeveloping or expanding existing facilities, or exiting mature facilities, local communities are key stakeholders – with considerable and vocal power if upset.
    • 4. The relationships between business sites and local communications impact on revenue as well as reputation. Approvals denied, or loss of license to operate, is costly and a hit to reputation.
    • 5. Successful relationships with communities depends on trust and goodwill, both of which are earned through transparent communication and open engagement.
    Community opposition to Shell’s Corrib natural gas project in Mayo County, Ireland, led to significant delays, design modifications, and alterations to the pipeline route after a lengthy government-backed independent inquiry.
  • 6. Grounds for dissent
    • Local communities have legitimate and personal interest in what happens ‘in their backyards’.
    • 7. Most objections involve one or more of the following key issues:
    Safety (eg., nuclear power plant, explosives factory)
    Environment (eg., pollution, biodiversity)
    Health (eg., air emissions, groundwater impact)
    Visual amenity (eg., wind farms, smokestacks)
    Impact on fenceline properties/land use (eg., risk of biocontamination from GM crops)
    Impact on other businesses (eg., retail complexes vs ‘high street’ shops)
    Inadequate benefit to community (eg., few jobs)
    Traffic and transport impacts (eg,. transport depot)
    Climate change (eg., airport expansion)
    Alternative land use (eg., conversion of ‘commons’ for residential, commercial or industrial use)
    Social impacts (eg., attract anti-social behaviour)
    Unhappy neighbours? Borsele nuclear plant sits next to a popular Dutch beach
    Power transmission grids are being fiercely resisted in many countries including Italy
  • 8. New community & NGO connections
    • Decline in ‘inherent trust’ of companies across Europe – especially foreign-owned companies
    • 9. Rise in trust of NGO spokespeople, particularly on scientific and environmental/climate ‘facts’
    • 10. Internet is enabling horizontal links between local communities facing common challenges or opposing common companies – information and ‘tactical best practice’ sharing
    • 11. Digital media increasingly important – web, blogs, video, citizen journalism
    • 12. Climate change acting as the “umbrella” or mega-issue now forming vertical links between local, national and global NGOs
    • 13. National NGOs are often quick to support local campaigns with financial, tactical and media assistance
    Membership of the UK Stop Climate Chaos coalition, linking the big international NGOs (BINGOs) and local interest groups.
  • 14. Community realities
    • Like markets, communities are not homogenous – rarely is there a single attitude towards proposed developments
    • 15. Communities can be segmented like a market – on demographics, values, attitudes and specific location (ie., fenceline vs more distant neighbours)
    • 16. Each community has its own influencer networks and opinion-leaders, ‘news’ channels, sub-cultures and affinity groups – each of which can be directly and indirectly targeted at the grassroots level
    • 17. Understanding these local dynamics and drivers is key to success
    Demographic or attitudinal/value-based clusters and affinity groups within local communities allow customised, targeted approaches to mobilising potential support and minimising the risk from opponents
  • 18. Introducing LOCATION!
    • Multi-disciplinary approach covering the entire lifecycle of a site – from early scoping and site selection, through approval and consultation, to construction and operations
    • 19. Key programme components:
    Scoping study
    Research
    Stakeholder mapping and issues identification
    Community needs assessment
    Consultation process
    Coalition building
    Government relations and planning approvals
    NGO relations
    Risk communication
    • Community panels
    • 20. Digital outreach & social media
    • 21. Reporting to stakeholders
    • 22. Social investment
    • 23. Local business partnerships
    • 24. Building on general communication skills and tools
  • Process for building trust
    Levels of community trust
    ONGOING INVESTMENT
    UPFRONT INVESTMENT
    Research
    Stakeholder mapping
    Coalition building
    Community needs
    Consultation process
    Effective life
  • 25. Community needs assessment
    • An award-winning proprietary B-M process designed as a launch pad for local stakeholder dialogue and as a guide for identifying ‘common cause’ opportunities.
    Face to face interviews
    Ranking of priority issues using both qualitative and quantitative data
    • Interview process & the “act of asking” builds relationships with community leaders
    Based on common issues before there is a business related need.
    Results form the basis of cooperative relationships and discussion
    Company managers (and other employees) are recruited to perform the assessments
    undergo a one day training session for conducting the interviews
    Interviews are conducted with a cross section community leaders
  • 26. When to consider LOCATION!
    • The elements in the LOCATION! model can be applied separately at almost any stage in the life of a major project, and in response to almost any community mood
    • 27. It is recommended that the LOCATION! methodology be engaged at the outset of a proposed site selection, through a scoping study
    This would, in turn, identify which specific elements may need to be required, mapping these on a project timeline
    • However, LOCATION! can also be used in a remedial manner where trust has broken down, or following a major incident like an accident or explosion.
    Or to help plan a downsizing, divestment or closure and decommissioning
  • 28. Contacts
    For further information about LOCATION!, please contact:
    Europe, Middle East, &
    Africa (EMEA): Bill.Royce@bm.com
    North America: Diana.Shayon@bm.com or Eric.Biel@bm.com
    Latin America: Ramiro.Prudencio@bm.com
    Asia-Pacific: Ian.McCabe@bm.com
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  • 29. LOCATION!
    For further information, please contact:
    North America: Diana.Shayon@bm.com or Eric.Biel@bm.com
    Europe, Middle East,
    Africa & Russia (EMEAR): Bill.Royce@bm.com
    Latin America: Ramiro.Prudencio@bm.com
    Asia-Pacific: Ian.McCabe@bm.com

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