The document discusses public engagement strategies for carbon capture and storage (CCS) projects. It provides an overview of resources for engagement produced by the Global CCS Institute, including toolkits and reports. It also discusses factors that affect public engagement, such as lack of trust, awareness, and understanding of CCS. Key factors for engagement success include understanding local communities, establishing trust, providing access to information, and appointing liaison officers. The document emphasizes that effective public engagement is essential for CCS projects to be delivered on time and budget.

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An Introduction to Public Engagement
Jessica Morton
CCS Week, South Africa
Friday 28 October 2011

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OVERVIEW OF PRESENTATION
 Introduction
 Resources
 Research
 Factors affecting Public Engagement
 Achieving Success
 Final Thoughts
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3. GLOBAL CCS INSTITUTE
INTRODUCTION
• Genuine and effective management of public
engagement is essential in delivering CCS demonstration
projects on time and budget.
• Each CCS project and community is unique and requires
an engagement process tailored to suit site-specific
needs.
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INTRODUCTION
• Consistent themes are emerging from case studies and
research – lessons learned are an invaluable tool:
• Establishing effective levels of trust with local communities
• Communicating the case for CCS with balanced information
through multiple credible sources in an ongoing dialogue with
local stakeholders
• Ensuring that outreach activities reflect a partnership approach
involving joint decision making for greater collaboration
• Understanding the local context and identifying an effective social
value proposition for local communities 4

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RESOURCES
A snapshot of Public Engagement tools and reports supported by the Institute:
• Communications & Engagement Toolkit for CCS Projects
• A practical guide to help project proponents more effectively plan their
engagement activities. It provides a range of methods and activities to
guide public engagement approaches for addressing social considerations
for successful CCS project deployment.
• Public Engagement Self Assessment Tool
• To help effectively plan and deliver quality stakeholder engagement
strategies, the Institute developed a tool which enables projects to self
assess their public engagement approach, through identifying the
recommended outputs at each phase of the project development cycle.
• Communication, project planning and management for CCS projects: An
international comparison report
• This report provides an overview of the findings that have emerged from
an international study comparing public communication and outreach
practices associated with large scale CCS projects.

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What does research tell us?
Reviewing current global research on CCS
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PUBLIC ENGAGEMENT STRATEGIES ARE IN
PLACE
 75% of projects either have a public engagement
strategy in place or under development.
– Public opposition has been identified as a major risk (top 5) by
project developers
 There has been an increase in the sophistication and
quality of tools and resources to assist CCS
stakeholders. For example the:
– Public Engagement Self Assessment Tool
– Social Site Characterisation Report
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FACTORS AFFECTING PUBLIC ENGAGEMENT
“I know that you believe you understand what you think I said, but I'm not sure you
realize that what you heard is not what I meant.”
Robert McCloskey
 Lack of trust in key CCS stakeholders by wide range of
groups and organisations
 Low awareness and public understanding
 Project proponents may consider public engagement a
lower priority than technical risks and not resourcing /
skilling up appropriately
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FACTORS AFFECTING PUBLIC ENGAGEMENT
 Unique set of social factors affecting each local
community which need to be understood
 Difficulty in defining benefits for local communities in
accepting a CCS project
Source:
http://www.flickr.com/photos/17221206 9
@N00/5859773147/in/photostream/

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FACTORS FOR SUCCESS
“To listen well is as powerful a means of communication and influence as to talk well”
John Marshall
 Engaging with project partners to conceive, research and deliver
the community engagement strategy
 Gaining a good understanding of the local community culture and
how it perceives CCS
 Early engagement and establishing trust
 Working with media and communications stakeholders to engage
key influencers (media, lobbyist, NGOs) to disseminate the
messages
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FACTORS FOR SUCCESS
“To listen well is as powerful a means of communication and influence as to talk well”
John Marshall
 Listening to concerns and opinions
 Providing easy access to information
 Reporting and sharing results to stakeholders
 Appointing a Project Liaison Officer/Team
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TALKING TO THE RIGHT PEOPLE…
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HOW CAN WE COMMUNICATE?
CCS Fact News / Latest
Sheets Updates
CCS Public Toolkits &
Communication Outreach Frameworks
Examples Strategy
Response to
Endorsement
Key Issues
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MEASURING SUCCESS
 Support from local community and other key
stakeholders
 Positive response from the CCS community
 Lift in public awareness and acceptance of CCS (initial
benchmarks, ongoing rolling research)
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THOUGHTS FOR CONSIDERATION
 Communities may have difficulty engaging with the
technical detail surrounding a project and deserve to
have it explained
 The perceived trustworthiness of the project players will
have a large influence upon public perceptions.
 People generally respond more positively to issues
when they deem that they have been treated fairly.
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THOUGHTS FOR CONSIDERATION
 Responsive project planning
 Explain climate change rationale for CCS
 Identify benefit of the CCS project to a community
 The local community is a stakeholder equal to any other
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TAKE – AWAY MESSAGES
 A clear and practical Public Engagement Strategy is
essential
 Public Engagement is not a Public Relations Exercise
 Public Engagement is about community empowerment
and ownership
 A Public Engagement Strategy must be an integral part
of project development and not an afterthought
 Communities are unique but lessons can be learnt from
both successful and cancelled projects
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Jessica Morton
jessica.morton@globalccsinstitute.com
www.globalccsinstitute.com 18