People define projects. History is littered with hydro-electricity projects that have been interrupted, delayed or terminated due to breakdowns in stakeholder approval. Recent success in Australia suggests that we can learn from this legacy.
This is especially important today. As the global search for clean sustainable power gathers pace, the result could be a renewed acceptance of hydro; or at the very least a fresh (re)assessment of opportunities.
Whilst the possibility of generating power from a clean, renewable source would seem desirable in these times of great concern over greenhouse emissions, the development of hydro-electricity has stalled in the past due to the stigma of its more physical impacts on the environment or community. Alteration of river flows, inundation of land, impediments to aquatic wildlife, disruption of national parks; all can be very dramatic and visible drawbacks to conventional development of hydro-electric schemes, as can be the potential impacts on indigenous peoples.
Designing an optimum hydro-electricity project and then having this design compromised or denied by stakeholders has been a recurring experience. Schemes have been put on hold or only partially developed due to insurmountable difficulties imposed by the stakeholder approvals process.
Consultation before design
The Bogong Hydroelectric Power Development (being constructed by AGL) in south-eastern Australia has successfully employed an ‘enquiry-by-design’ approach to major infrastructure developments. Instead of designing a scheme and then subjecting it to extensive modifications to accommodate multiple stakeholder concerns, the Australian experience has shown that early, extensive and strategic consultation before design starts can deliver an agreed solution. The Bogong example has embraced the concerns and alternatives presented by affected stakeholders and helped avoid the possibility of a ‘show-stopping’ objection being asserted at a later date when plans are well advanced.
More importantly this collaborative approach allows for the possibility of genuine involvement and ‘ownership’ of the project by stakeholders. Appeasing stakeholders by minimal compliance is not the goal in this consultative model. In addition to eliminating costs associated with potential delays, opportunities can be explored for stakeholder benefits, either mutual to the developer or at low net impact to project cost. This might be in the form of new or improved roads or walking tracks, or other infrastructure that benefits the community through quality of life, tourism or trade. A special feature might enhance environmental conditions or ensure the continuance of aquatic wildlife. The opportunities are specific to each project and identifying them requires stakeholder consultation and innovation by the developer and their engineers.
Overall, this pre-design consultation fosters an atmosphere of co-operation and trust. Stakeholders feel engaged through being included and having their concerns taken seriously. Relationships are then likely to be less acrimonious than when these same groups are provided with a fait accompli and grudging, hard-fought negotiations over compromises at a later date.
Whilst effective early engagement is fast becoming a critical determinant of project success, achieving better outcomes for both communities and business will still typically call for innovative and skilled engineering. No project has an unlimited budget, timeline or scope. However, identifying the factors of concern early in the process allows the designers to approach the task with confidence and to select the most appropriate methodology and design for the scheme, with reduced potential for ‘surprises’ and possible slowing of the project.
Low impact solutions
The stakeholder consultation will demand cost-effective, low-impact technical solutions if the strictures of the consenting process are to be addressed. By understanding the issues early, “smart” initiatives can be employed to engineer the scheme concepts and to plan the implementation process.
Following the hydro electricity example, the use of tunnelling as opposed to above-ground penstocks can produce a low impact alternative and mitigate detrimental surface environment issues. A part of the development could result in improvements to degraded land to benefit both the local ecology and the community. Operational concepts can be adopted to provide downstream flow conditions to suit environmental or recreational advantages. All can have very positive effects on the project being welcomed by the community.
A valuable tool
Taking this consultative approach to hydro-electric schemes may open up a previously under-exploited means of addressing climate change. Hydro is an excellent source of renewable energy. Relative to other ‘green’ energy methods such as wind or solar schemes, it can generate large scale power with a small environmental footprint and support the electricity system with rapid response to changes in power demand, voltage and reactive power. Whilst it can involve some alteration to local environments, a proactive approach can help mitigate the effects or even improve the prevailing conditions and therefore assist the approvals process.
High profile benefits such as reinstating water flows back to natural conditions, improved water supply in nearby communities, renewed local employment and regeneration of local tourism, all planned and publicised early in the process, can deliver an equitable outcome for all stakeholders.
The outcome should be a more acceptable image of hydro-electric schemes as a legitimate tactic in decreasing greenhouse gas emissions and the move towards more sustainable means of power generation.
© Sinclair Knight Merz
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Who does this affect?
Those who see the potential to develop renewable power schemes or to improve the effectiveness of existing schemes and those involved with power development licensing and permitting in general.
What do I need to do?
At the inception of your project and before design is commenced, embrace sustainability concepts that involve people, environment and business imperatives.
Author: Paul Caplen
Paul leads our Hydro Development Team; he has more than twenty years regional and international experience with hydro development.
© Sinclair Knight Merz
Requests to re-publish achieve articles should be made here