Public engagement is an opportunity to gain support for green energy projects but can lead to resistance and the ultimate failure of a scheme. Our good practice guide provides advice on public engagement processes with the aim of gaining support for council-owned green energy projects. Six key areas covered in the guide are: • Identifying stakeholders • Engagement objectives • Project context • Public engagement methods • Public engagement timeframes • Summary

1. Public Engagement
Recommendations on good practice for Local
Authorities delivering renewable energy projects
FINDINGS FROM AN MSC PROJECT SPONSORED BY BRADFORD MDC AND JBA CONSULTING

2. This good practice guide was derived from research, conferences and workshops,
as a part of an Leeds University MSc student project sponsored by Bradford
MDC and JBA Consulting. Six Local Authority-promoted schemes were identified
during the research providing case studies for the main study, which have been
used to inform this Guide. The case studies are:
A hydroelectric power scheme has been proposed in
Saltaire, on the Mill weir on the River Aire. It would
have a maximum power capacity of 83kW, require
an investment of £1.15 million and generate between
£569,000–£1,290,000 over a 20 year period (JBA
Consulting, 2012; Horsman, 2013).
Cornwall Council owns an operational 5MW solar park
located in Trebarber. It cost £6.5 million to install
and generates £700,000 a year. The council has also
announced a potential wind farm; ten sites have been
identified (Anonymous, 2013b; Cornwall council, 2012a;
Cornwall council, 2012b).
This Local Authority owns an operational 230kW
hydroelectric scheme, located on the Longbridge weir
on the River Derwent. It required an investment of £2.9
million and is estimated to generate £250,000 per annum
(Davies, 2013).
Peterborough City Council has submitted planning
applications for three solar parks on grade 1, 2 and
3 council-owned agricultural land. There is potential
for two of the sites to include wind turbines. The
development is estimated to cost £51 million and to
generate a net income of £115 million over a 25 year
period (Anonymous, 2013).
Council owned wind turbines were proposed in the north-
east of Sheffield. The scheme became an election issue
and was subsequently dropped (Nolan, 2013).
A demonstrator anaerobic digester was operational
between 2006-2012 on Ludlow Business Park. It was
owned by South Shropshire Council and operated by
Biocycle South Shropshire Limited. It has produced
1,300 MW of electricity and 1,700 MW of heat and cost
£3.5 million to install and approximately £160,000 per
annum to operate (DEFRA, 2009).

3. Why public engagement is crucial
A wind turbine scheme was proposed by Sheffield City Council and quickly
became an election issue and the project was subsequently dropped. Public
engagement began prior to feasibility studies, which meant there was little
information available, and uncertainty was the main reason for opposition (Nolan,
2013). This experience illustrates the importance of carefully considering public
engagement and the influence it can have on gaining acceptance of a scheme.
Public engagement and council-
owned green energy schemes
Public engagement is an opportunity to gain support for green energy projects
but can lead to resistance and the ultimate failure of a scheme (Nolan, 2013;
Anonymous, 2013a; Horsman, 2013). This good practice guide provides advice on
public engagement processes, with the aim of gaining support for council-owned
green energy projects. Six areas are covered in this guide:
1. Identifying stakeholders
2. Public engagement methods
3. Public engagement timeframe
4. Engagement objectives
5. Project context
6. Summary
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4. POTENTIAL STAKEHOLDER EXAMPLES
Directly
affected
Affected Local Authority tenants Residents in close proximity to
the scheme
Tenants who depend on the land
for their livelihoods
Local residents Residents living within the town,
village or city region
Wider community Residents living in surrounding area
Community organisations/groups Schools, playgroups and crèches
Village society
Recreational groups that
utilise the site’s amenities
Fishing and walking groups
Non-Governmental
Organisations (NGOs)
Renewable energy interest groups
Specialist environmental groups
Individuals travelling to the area Commuters, school children and
parents
Staff and users of council
owned buildings
Schools, libraries and leisure centres
Indirectly
affected
Businesses Local restaurants and shops
Internal
stakeholders
Council members
Local Authority officers
Different departments in the LA
Identifying stakeholders
There are individuals, groups and organisations that need to be engaged when
developing a council-owned green energy project. A proposed scheme can impact
stakeholders — both directly and indirectly.
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5. POSSIBLE REASONS IDENTIFIED FROM CASE STUDIES
Construction of the scheme may cause noise and air pollution, impact views, as
well as restrict access and cause traffic jams. When operational the development
may impact views, cause noise pollution and shadow flicker (wind turbines).
Residents may lose their livelihoods, for example, through loss of land.
The construction and operation may restrict access, cause traffic jams, impact
on green spaces and local views.
Access may be restricted and traffic jams may occur during the construction phase. The
scheme may impact green spaces.
The scheme may provide funding for community projects which may secure or
enhance these services.
A village society would be interested in the impacts of the scheme on the village
and local area.
The proposed scheme may cause legislative restrictions to be enforced – such as
fishing restrictions associated with a fish pass. The scheme may impact the landscape
and therefore the recreational use of the landscape.
A local group could be interested in renewable energy technologies and as a
consequence the proposed scheme.
Could have wildlife/environmental concerns about a development.
Access may be restricted and traffic jams may be present during the
construction phase.
The scheme may provide cheaper electricity to these organisations, which may
have positive impacts on this stakeholder group.
During construction, workers will be present, which may increase sales. Conversely,
construction may limit accessibility to the business and decrease trade. The scheme
may attract tourism when operational and conversely it may detract.
The department may be involved in the scheme at a later date or be questioned
about it by members of the public.
It can help develop internal support for the scheme.
Potential stakeholders and the reason for their interest are shown below.
Identifying and understanding stakeholder interests at the outset is crucial for
engagement planning.
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6. Public engagement methods
Different public engagement methods and locations will attract different
audiences (Cornwall Council, 2012c; Cornwall Council, 2013). The audience
should be considered and appropriate engagement methods should be used
to encourage discussion. From the research findings, a list of methods and
channels, and the stakeholders they will potentially attract, is presented below
to aid the engagement process.
METHOD CHANNEL ADVANTAGES AND LIMITATIONS
Personal
communication
N/A Has the potential to build positive
relationships and dispel misinformation
but can be expensive and time-consuming
(Davies, 2013).
Public meeting Parish
council
Allows direct interaction with stakeholders
but can attract more actively interested
members of the public (Horsman, 2013).
Press release Local
newspapers
Can communicate information with a
variety of groups but is a passive form of
communication (Anonymous, 2013b; Davies,
2013).
Cabinet report Internet Allows the public to comment on proposals
but a technical document is likely to attract
members of the public with an understanding
of council processes and technical factors
(Anonymous, 2013b).
Dedicated
website
Internet Can communicate up-to-date information, but
is unlikely to reach older members of the public
who may not be as familiar with the internet.
Social media Internet May reach younger members of the public who
are familiar with this medium. Social media can
be very interactive but does require staff time
to maintain with current information.
Open days On site Can gain support and allay fears about
new technologies (Davies, 2013; Simpson,
2013). However, it can be time consuming to
organise and host.
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7. Communicating the
positive impacts
Cornwall Council engaged with local
schools regarding the financial
contributions the school would receive
from their solar park scheme. This
helped the community understand
the direct benefits of the scheme
(Anonymous, 2013b).
Internal support
A scheme for three solar parks
in Peterborough has been very
controversial. There has been much
opposition within the council itself
which has made the process more
difficult (Anonymous, 2013a).
Public engagement
audience
A community network derived
from attendees at past public
meetings was used to communicate
the discussion of the proposed
hydroelectric scheme at a public
meeting. This attracted an audience
of above forty. If a similar project
was pursued, Bradford Metropolitan
District Council would target a wider
audience (Horsman, 2013).
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8. Public engagement timeframe
It is recommended that public engagement be on-going over the entire development
process (Cornwall Council, 2009). Engaging with the public throughout the operation
of the green energy scheme can foster positive relationships with local residents
which are useful if/when issues arise (DEFRA, 2009).
There is no clear stage to begin public engagement and there will always be a
compromise between the transparency of the project and distress caused by
providing information about potential schemes which may not be implemented
(Nolan, 2013). However, it is clear that information provided across the stages
of the public engagement process should be tailored accordingly. Otherwise,
schemes may seem more advanced than they are, councils may be perceived as
withholding information and queries may be difficult to answer (Horsman, 2013;
Anonymous, 2013b; Nolan, 2013). Two stages at which public engagement can
begin are given below along with management suggestions.
• Prior to and during feasibility studies. Expectations of the proposal need to
be managed, with the amount of available information being made clear. It is
inevitable that some questions will be unanswerable (Anonymous, 2013b).
• Post feasibility studies. How the information is portrayed is crucial for
giving a first impression of the project. It is important that the project is not
perceived as more advanced than it is in reality, and that it is made clear that
the views of the public are still sought.
Concept Feasibility studies Planning application
Initial engagement
A wind turbine scheme was proposed
by Sheffield City Council last year. The
public engagement process began
prior to feasibility studies, which meant
information about the scheme was
limited, and public uncertainty was
the main reason for the project being
dropped (Nolan, 2013).
Good relationships
South Shropshire Council developed
good relations with local residents
by engaging with them before and
during the operation of an Anaerobic
Digester (AD). These positive
relationships later proved useful
when dealing with odour issues that
the AD developed (DEFRA, 2009).
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Engagement

9. Engagement objectives
The objectives and motives of the public engagement process as well as an
evaluation method should be considered before engagement begins (Cornwall
Council, 2012c). This will aid in structuring the public engagement process and
will influence the quantity, methods and timeframe. It is important that the
direct and indirect benefits of the project are communicated as well as the short,
medium and long term impacts of the scheme. A framework can be developed
to ensure information is communicated clearly (Kitcher, 2013; Needham, 2013).
The information given should be relevant and tailored to stakeholders, and there
should be a clear take-home message (Davies, 2013).
Approval Construction Operation
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Engagement

10. Project context
There are other factors that can influence how the public respond to a LA-owned
green energy scheme, and these aspects need to be considered when designing
public engagement. Four key aspects regarding project context were identified
during the research project:
• location of the proposal
• public’s perception of the council
• type of technology
• culture of the area
The public engagement process can influence how aspects of a project are received.
A good track record with regard to green energy projects could be developed, which
can increase trust in a council as well as alter the public’s perception on green
energy technologies. This could be done by developing less controversially perceived
technologies, such as solar panels, and then moving on to more controversial
projects. This worked well for Cornwall Council, which currently has an operational
5MW solar park and is planning a wind farm (Anonymous, 2013b). Some aspects of
a project cannot be dealt with by public engagement (Horsman, 2013; Anonymous,
2013a). It is important to be upfront with the public about these issues and use the
engagement process as an opportunity to explain the project context.
Site location
The scheme proposed by Bradford
Metropolitan District Council received
opposition because of its location in
Saltaire, a UNESCO world heritage site
(Horsman, 2013; UNESCO, 2013).
Local authority reputation
It was suggested that residents of
Peterborough were using the scheme
as an opportunity to protest against
the council (Anonymous, 2013a).
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11. References
Anonymous. 2013a. Interview with Lowri McCann,
18 June.
Anonymous. 2013b. Telephone interview with Lowri
McCann, 18 June.
Cornwall Council. 2012a. Renewables Update –
September 2012 [online]. [Accessed on 12 June
2013]. Available from: https://democracy.cornwall.
gov.uk/documents/s51566/Renewables%20
Update%20-%20September%202012.pdf.
Cornwall Council. 2012b. Council approves ambitious
£16m programme to reduce Cornwall’s carbon
emissions and invest in renewable energy [online].
[Accessed on 12 June 2013]. Available from: http://
www.cornwall.gov.uk/default.aspx?page=32411.
Cornwall Council. 2012c. Cornwall Council
Neighbourhood Planning Consultation and
Engagement Toolkit [online]. [Accessed on 17 June
2013]. Available from: http://www.cornwall.gov.uk/
default.aspx?page=32700.
Cornwall Council. 2009. Community Engagement
Strategy [online]. [Accessed on 17 June 2013].
Available from: http://www.cornwall.gov.uk/default.
aspx?page=20174.
Davies, G. 2013. Interview with Lowri McCann, 9 July.
Department for Environment Food and Rural Affairs
(DEFRA). 2009. Demonstration Project: Biocycle
South Shropshire Limited Biowaste Digester [online].
[Accessed on 21 June 2013]. Available from: http://
archive.defra.gov.uk/environment/waste/residual/
newtech/demo/documents/Biocycle-final.pdf.
JBA Consulting. 2012. Saltaire Hydropower
Feasibility Study [online]. [Accessed on
3 July 2013]. Available from: http://www.
bradford.gov.uk/NR/rdonlyres/6B4DD4ED-
EB89-400E-BAEE-80F0D89062AC/0/
SaltaireWeirHydroFeasibilityStudy.pdf
Kitcher, M. 2013. Yorkshire Powering Prosperity
[Insider conference]. Yorkshire Powering Prosperity,
26 June, Leeds.
Nolan, A. 2013. Interview with Lowri McCann, 20 June.
Horsman, D. 2013. Interview with Lowri McCann,
14 June.
Needham, M. 2013. Yorkshire Powering Prosperity
[Insider conference]. Yorkshire Powering Prosperity,
26 June, Leeds.
Simpson, P. 2013. Yorkshire Powering Prosperity
[Insider conference]. Yorkshire Powering Prosperity,
26 June, Leeds.
United Nations Educational, Scientific and Cultural
Organisation (UNESCO). 2013. Saltaire [online].
[Accessed on 15 July 2013]. Available from: http://
whc.unesco.org/en/list/1028.
Summary
A council’s approach to public engagement for green energy projects depends
on the council’s values and the project context. It is recommended that a council
considers the implications of public engagement objectives, content, methods,
timeframe and first impressions. The context of the project can impact the
acceptance of a council-owned green energy project. It is suggested that where
possible the scheme should be developed to reduce opposition; otherwise public
engagement activities should anticipate negative response and implement
mechanisms to minimise and deal with this response.
JBA Consulting 11

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www.jbaconsulting.com
For more information, please contact
Steve Maslen, Head of Environment
steve.maslen@jbaconsulting.com
or
Janet Spence, Stakeholder Engagement Lead
janet.spence@jbaconsulting.com