We had a chance to connect with Subject Matter Expert Drew Gilmore, whose 30-year career includes extensive experience working on large energy infrastructure projects and public work initiatives in municipal management, consulting, government and public affairs. Drew discusses the crucial role public involvement (PI) plays in shaping projects, policies and decisions that impact communities.
Most people have a general understanding of what public involvement is, but may not fully understand what someone in public involvement does. What is the role of a PI professional in the utility industry?
Our job in PI is communication. Ultimately, it’s ensuring all voices in any given community have an equal opportunity to be heard and that their concerns and perspectives are meaningfully considered. We meet with stakeholders—community members, institutions, environmental groups, government officials and our client’s internal PI team—and we collectively strategize about how best to effectively engage these groups. We determine the appropriate communication channels—whether that means a public meeting, workshop, online platform or any combination—and determine communications tactics.
There’s also a broad spectrum of communication styles, everything from simple, one-way sharing of project information to full empowerment, where stakeholders are a key part of the process and can influence design and location decisions. Together, we discuss the potential routes of projects (think transmission lines, new roads or pipelines), considering where it will go, how it will look, what mitigation may be required to offset impacts, and ultimately what can be built with the highest value to the most residents and local stakeholders.
Consider two different scenarios. The first is a six-mile-long transmission line project in an urban East Coast setting. This project may directly impact 20,000 people—landowners and other interested parties—who live close enough to the project’s easement or right-of-way and may  see its visual impacts.
Alternatively, consider a 200-mile-long project in the West. This project may span very large tracts of land owned by private landowners, tribal communities or government agencies like the Bureau of Land Management. In this scenario, the PI focus shifts to a more targeted understanding of the different types of landowners, their interests and objectives and the specific lands potentially affected. Both require significant levels of effort, yet with very different approaches, communications tactics and audiences.
As you can see, each infrastructure project has different groups of interested stakeholders and varying regulations, depending on the scope and location of the project. When you add rapid changes in technology, an ever-evolving regulatory climate, a growing demand for electricity, and the integration of renewable energy infrastructure intersecting with shifts in environmental justice (EJ) oversight, the role of PI becomes incredibly complex.
Can you explain the interplay between PI and EJ?
The relationship between PI and EJ lies in their shared objectives. Both aim to promote fairness, inclusivity and environmental protection. PI and EJ strive to give all people—regardless of socioeconomic or other demographic status—equal access to the process and equal access to the microphone. Projects are most successful when a PI team begins by openly communicating with the individuals and families who will be neighbors with these large infrastructure developments for decades to come.
Regardless of where people are on the ideological or philosophical spectrum, I think most would agree that not everyone has benefited the same way from progress over the years. One of the basic tenets of effective communication—whether it’s in one-on-one or public contexts—is that we must meet people where they are. That means we must consider everything from a stakeholder group’s basic ability to access information to barriers like varying native languages that impact a person’s ability to receive or understand messaging. In order to minimize and mitigate barriers and increase engagement, a good PI strategy must identify current, historical and anticipated barriers to public participation.
Are you seeing any innovations or novel approaches in PI that help utilities navigate their projects?
Artificial intelligence (AI) is the big thing right now. Everywhere you look, there's an AI component. For example, AI made an early splash into siting and routing software. And ChatGPT has been integrated into software that analyzes stakeholder comments. While the rapid proliferation of AI has created an unpredictable new landscape for our clients, it’s also closely aligned with our continued efforts to develop, embrace and use more efficient tools.Â
Three-dimensional modeling and photo simulations represent a valuable PI tool for visual aids. And we’re not talking about simple, “pretty” artist renderings. Instead, these simulations provide a highly accurate means of conveying complex information in an accurate scale and easy-to-comprehend visual format. With a targeted and cost-effective use of technology, we can provide the “wow factor” and still deliver meaningful results.
As far as a more traditional approach, stakeholder management software is a great emerging technology. Its purpose extends beyond merely tracking stakeholder communications and documenting what a person said on a specific day. Instead, it allows us to delve deeper into identifying and considering potential barriers, constraints and potential threats to a project’s scope, schedule or budget.
These technological advances allow us to better identify trends, gather consistent feedback and uncover potential fatal flaws or significant challenges to a project design or schedule. They can help us improve processes as well as generate informational data.
In my opinion, however, while AI and technology are incredible tools, human experience and judgment remain absolutely irreplaceable for sound decision making. The job of a great PI team is to develop a strategic approach that determines which of the tools at our disposal is most suitable for a specific project. Rather than rushing to present clients with the latest shiny toy, it’s important to identify the needs of the project and ensure that any innovation supports the project objectives instead of adding technology (and cost) simply for its own sake.
What is the one thing you wish every client knew or did differently that would improve public engagement and help projects find greater success?
Involve your PI team as early as possible in the development phase of a project. Historically, projects have been considered from the black-and-white metrics of engineering, accounting and finances. Those areas offer standards and proven data to guide decisions, such as risk analysis and cost estimation.
There aren’t, however, metrics that apply in the same way to communication. Because quantifying the human experience and emotions is a bit of a gray area, PI isn’t always considered in early planning.
Ultimately, the success of large energy infrastructure projects is measured by the strength of the relationships forged through genuine communication that meets people where they are, both literally and figuratively. In the ever-evolving PI landscape, utility projects requires a delicate balance between communication, understanding and engagement with a diverse range of stakeholders.
So, start early to develop a plan for each phase of the project that considers fairness, inclusivity and equal access to the process for the best chance of project success.
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Article originally published in the Summer 2024 issue of Currents. Subscribe today to stay current on environmental insights and regulatory updates that impact your project