Shaping the Narrative: Engagement Before the Announcement

Shaping the Narrative: Engagement Before the Announcement

By Gus Fontenot, Director of Site Selection and Special Projects, SWLA Economic Development Alliance

When a major project gets announced in a press release, this should not be the moment when public conversation about the project begins. That should have already been well underway.

Today’s social media landscape can often allow speculation, incomplete information and sometimes outright misinformation about a project to spread almost instantly. Once those narratives take hold, developers and economic development organizations can find themselves responding to controversy rather than celebrating the project announcement.

Economic developers should be working with project leaders to help them engage the local community early in the project development or site selection process. It is also good practice to inform the public about processes and technologies that could be associated with a project or industry before specific project details ever reach the public arena. By being proactive with community engagement, both project leaders and economic development officials can help educate the public and learn about community concerns that may need to be addressed before the project becomes a reality.

Farrah Powell, Senior Program Manager at Arbor Energy, says the goal isn't about controlling what people say, but to engage communities early enough that residents have credible sources of information when questions arise. “We don't want to develop a project somewhere and then show up at the end and tell the community what we're building,” said Powell. “We want the community involved early enough that those conversations can actually shape the project.”

This means going beyond the permitting requirements that call for public hearings or meetings. Arbor engages economic development organizations, workforce and education partners, local businesses, community organizations and others to understand local priorities and concerns before a site is even selected. This kind of groundwork is particularly valuable once a project enters the public conversation or social media realm. “Social media obviously can amplify information very quickly, and sometimes that information is really just incomplete or just not accurate,” Powell said.

Rather than trying to win online arguments, she said companies should concentrate on providing accurate information before rumors have a chance to fill the void.

Amy Miller, Director of Local Government and Community Affairs for Cheniere Energy, describes her company's approach as being “proactive rather than reactive.” Cheniere developed its community engagement strategy through a social impact assessment that examined how its operations could affect surrounding communities. This assessment included everything from higher vehicle traffic on highways to increased vessel traffic on local waterways used by recreational fishermen. Having a strategy helped Cheniere develop both a stakeholder engagement plan and a community investment roadmap.

“Social impact assessment leads to an engagement strategy and also an investment strategy,” Miller said. “I think those three tools have allowed us to be successful.”

Miller emphasized that engagement cannot simply become another item on a corporate checklist. Cheniere employees attend local board meetings, participate in community events or committees, and build relationships with civic organizations. “We are consistently talking, problem solving together,” Miller said.

Both Powell and Miller also see value in going beyond the traditional regulatory public hearing, where a microphone and limited speaking time can create an adversarial environment. Companies can hold open houses and other informal meetings where residents can speak directly with project experts one-on-one, and prevent the most vocal advocates from dominating the conversation or drowning out real information about the project.

Powell said Arbor sees value in having engineers, environmental specialists and other team members available so residents can ask detailed questions about emissions, traffic, jobs, water use or other concerns. “The opportunity for residents to have individual conversations with people who actually know the answers is really important,” she said.

Cheniere has used a similar model. When the company began permitting an expansion of its facility, Miller said Cheniere started engaging local officials early and hosted multiple open houses rather than relying solely on the meetings required by the regulatory process. “We always want people to hear it from us,” Miller said.

Local officials and community leaders are often among the first people residents call when questions arise about a newly announced project. Giving leaders accurate information before the announcement can prevent them from learning about the project through the same social media posts as everyone else. That’s why it’s important for economic development organizations to help nurture an environment of communication and transparency as much as possible.

Ultimately, neither Powell nor Miller suggests that good community engagement will eliminate opposition. Powell said skepticism toward a new project can be entirely reasonable. “We don't expect people to support a project simply because we tell them it's a good project,” she said.

Miller's advice is equally straightforward. “Don't shy away from a difficult question,” she said. “Don't let a question or a concern become an issue.”

For economic developers, the lesson is to make community engagement part of project development from the beginning and not something added after the announcement. Identify key stakeholders. Understand potential impacts. Equip local leaders with accurate information. Give residents access to people who can answer their questions. And start those conversations early. The best way to help shape a narrative is to make sure the conversation started long before the press release goes out.