When it comes to the energy sector the language we use can be confusing and inaccessible. Speaking and writing clearly and concisely, especially in a complicated area such as energy decarbonisation, is vital if we are to bring everyone on the journey to Net Zero.

Key to any journey is whom we talk to and how we talk to them. When delivering a Local Area Energy Plan (LAEP) we call this process ‘Stakeholder Engagement’. This is a critical process which endures across the delivery of LAEP and throughout its implementation.

In our work on LAEP we engage stakeholders of varying technical knowledge and energy expertise, from council officers and distribution network operators to residents and private businesses. Some characteristics of a local area can only be understood through this type of extensive engagement with local people. Only then can you establish the facts and appreciate the nuances in their priorities, ambitions, and concerns. To truly represent the complexities of a local area we can’t assume everyone has the same views so we must engage as diverse a mix of people as possible.

I led the delivery of LAEPs in Belfast and Lancaster District and through this I learned to appreciate the need to understand the audience relevant to the LAEP process and to tailor the approach accordingly. Here are my seven key reflections and considerations to deliver effective stakeholder engagement on LAEP:

1. Inclusion
   • Consider how engagement is advertised and how stakeholders are enrolled in the process. Who is responsible for this, the local authority, the LAEP delivery contractor, both, or others?
   • Size the (primary) decision making stakeholder group to be as small as possible yet ensure the (secondary) supporting stakeholder group can be made as large as possible without impacting the process. This achieves a balance between agility and inclusion.
   • Ask yourself, who should be included as a LAEP stakeholder? It may not be right to include some groups of people if they cannot contribute value to the LAEP process or benefit from it themselves. There will be opportunities in future to bring LAEP into the mainstream. Engaging too early and too broadly can create detrimental unintended consequences.
   • Be clear about how people can stay informed in the LAEP process as it evolves. This may require a supporting process or assets (e.g. a web page, newsletter, or a roadshow) to update stakeholders regularly which requires consideration of who owns and maintains these.
2. Motivations
   • Know what is motivating stakeholders to engage in the LAEP process. Always consider how they might perceive the process or what is being delivered by the process.
   • Understand how different stakeholders use and benefit from LAEP. We want to help them achieve their ambitions.
   • Know how you – the delivery organisation – are motivated by doing the LAEP and have the facts and confidence to be open about this. Expect questions such as who funds us, who are our customers, who are the end users, who do we partner with, and what are our overall values, mission, and vision as an organisation.
   • Think about what outcomes you need to get from the engagement session as well as what you perceive the stakeholders will want to get from it. Do these expectations align? If not, how do we bring them into alignment?
3. Preparation
   • Know what questions to ask and tailor those questions to the specific audience.
   • Imagine how you might respond to common questions from the stakeholders in advance. Use of a set of FAQs could be helpful here.
   • Consider the process required to gather information from stakeholders in advance. Often – especially in a remote/virtual environment – the process must be supported by tools. Designing a process and identifying the right tools for the audience is key to an engaging and efficient session with effective outcomes.
4. Clarity
   • Ensure the roles, tasks, and levels of responsibilities for stakeholders are clearly defined and allocate those to specific individuals or organisations with a ‘right first time’ mindset. Changing these aspects after the process has started creates confusion.
5. Language
   • Be cognisant of using inaccessible language that comes as part of working day-to-day alongside others embedded in energy decarbonisation and Net Zero sectors. Terms such as ‘Place’ or ‘Whole Systems’ are not widely accessible and can be seen as abstract or jargon by some stakeholder groups.
   • Put language into the context of the local area. Think about what resonates with stakeholders and what brings the LAEP to life.
6. Facts
   • Present information with a credible evidence-base and know (or if necessary, directly reference) where the evidence is obtained from.
   • Seek to separate fact from opinion. Navigating the opinions of influential individuals is important to ensure their opinions do not overwhelm the process.
   • LAEP is underpinned by a robust modelling approach to help build the evidence base. However, it’s important to acknowledge that the modelling world is not the same as the real world. The model should inform the direction of the LAEP, not dominate it.
   • Judge where and when to use a more light-hearted or personal touch (e.g. humour, anecdotes) to balance alongside the hard and dry facts. Get this right and it breaks barriers with stakeholders who may warm to the approach. Get this wrong and it can come across as unprofessional.
7. Data and information received
   • Consider the data that will be collected during the engagement session. Ask yourself whether it should be anonymous or attributed to someone. Special attention is required to avoid gathering personal data or to comply with the necessary regulations where this can’t be avoided.
   • Know in advance how the data/information will be processed and what the data/information will be used for; stakeholders will ask.

Understanding how to communicate effectively with stakeholders and bringing them all on the journey to Net Zero is crucial. In my experience the seven considerations above will help to deliver effective and inclusive stakeholder engagement on LAEP whilst ensuring the core scope and purpose of LAEP is maintained.