Report Name: National Community Benefit Sharing Strategy
Revision: 1
Date: 20 December 2023
Client: Akaysha Energy
This document has been prepared for, and for the exclusive use of, the client listed above, and is subject to the fee proposal and terms of conditions between Cogency and the client. Cogency accepts no liability for any use of, or reliance upon, this document by any party other than the client.
Cogency Australia Pty Ltd cogencyaustralia.com.au office@cogencyaustralia.com.au
Document history
Executive Summary
Cogency has been engaged by Akaysha to prepare a Benefit Sharing Strategy (Strategy) to apply across its Australian projects. The strategy has been codeveloped with Akaysha input following literature and precedent research, an internal workshop and ongoing discussions.
This Strategy outlines Akaysha’s commitment and approach towards best practices in codesigning and implementing benefit sharing programs for all current and future Australian projects. The Strategy provides a clear approach to how to offer benefit sharing in the host communities for renewable energy developments.
Sharing financial and other benefits of a project enhances the economic and social outcomes for a developer and local community Community Benefit Sharing is the process of sharing the benefits and rewards of a renewable energy development with local communities. The form that benefit sharing takes will depend on the type of technology, the scale/impact of the project and the context of the project within the community A benefit sharing strategy may involve various individual benefit sharing techniques, which collectively deliver a complete strategy that seeks to improve the economic and social status of a local area.
Benefit sharing principles provide a guideline for engaging with host communities in decision-making and are a useful way to bring ethics to the forefront of interactions with these communities. Following review of the benefit sharing principles of the federal and state governments, and reflecting on Akaysha’s corporate values currently in development, four draft principles have been adopted to define Akaysha’s approach to benefit sharing.
These principles are:
TRANSPARENT
TAILORED
COLLABORATIVE
ALIGNED
Akaysha will design and deliver fair benefit sharing through a transparent process with each community.
Akaysha’s benefit sharing programs will be tailored because every community has different needs and aspirations.
Akaysha seeks to develop collaborative long-term relationships with communities and become a supportive neighbour.
Akaysha will ensure that community investment is aligned to local strategic documents and will confirm this through proactive consultation during the lifecycle of the project.
The community and stakeholder engagement approach has been guided by the IAP2 Core Values and the Public Participation Spectrum. Akaysha commits to ‘Inform’, ‘Consult,’ and ‘Involve’ during the project lifecycle and ‘Collaborate’ with relevant key stakeholders and community members for developing benefit sharing ideas that are best tailored towards the local area
Akaysha appreciates that best practices for community engagement and benefit sharing vary based on the context of each project and the specific needs and priorities of a local community in any given Australian state It is recognised that a tailored approach to the unique circumstances of each project is essential to maximise the positive impacts of renewable development.
It is recommended that discussions surrounding benefit sharing begin in the early feasibility and design phases of a development will be a central topic in ongoing community engagement for it to be received as positive and proactive by the host community. Consistent community engagement will be essential to finding a balance between community needs and available funds.
Glossary
Strategy
Benefit Sharing Strategy
SLO Social License to Operate
CBESPs Community Engagement and Benefit Sharing Plans
BOO Build – Own – Operate
CLO Community Liaison Officer
DTP Victorian Department of Transport and Planning
ReCFIT Renewables, Climate and Future Industries Tasmania
IAP2 International Association for Public Participation
VRET Victorian Renewable Energy Target auction
BESS Battery Energy Storage System
MW Megawatt
CIV Capital Investment Value
Acknowledgement of Country
The following Acknowledgement of Country has been recommended for all of Akaysha’s Benefit Sharing documentation:
“Akaysha recognises that all our Australian renewable projects will take place on Traditional Owner land. We acknowledge the traditional custodians of the lands upon which we live, work, and operate. We pay our respect to all Aboriginal and Torres Strait Islander people and to Elders past, present, and emerging, and recognise their deep connection to lands, waters, and community.”
1. Introduction
Cogency has been engaged by Akaysha to prepare a Benefit Sharing Strategy (Strategy) to apply across its Australian projects. The strategy has been codeveloped with Akaysha input following literature and precedent research, workshops and discussions.
Akaysha are a rapidly expanding renewables developer and operator with a focus on Battery Energy Storage Systems (BESS). Headquartered in Melbourne, they manage and develop a range of BESS projects across the eastern States, including the Waratah Battery in NSW on the site of the former Munmorah coal-fired power station
1.1 What is benefit sharing?
Community Benefit Sharing is the process of sharing the benefits and rewards of a renewable energy development with host communities and local communities. Sharing the financial and other benefits of the project enhances the economic and social outcomes for the local community. It is based on a desire to establish and maintain positive long-term connections to the area and to be a good neighbour to surrounding communities. Successful benefit sharing strategies require consideration as to how renewable energy projects can best add value in a community and what is required for positive reception by a host community.
Benefit sharing may take many forms, from providing funding for community initiatives, establishing partnerships with local groups, organisations, or projects, developing education or tourism opportunities, providing in-kind support or innovative options for financing or innovative products. The form that benefit sharing takes will depend on the type of technology, the scale/impact of the project and the context of the project (CEC, 2019).
A project’s benefit sharing strategy may involve various individual benefit sharing techniques, which collectively deliver a complete strategy that seeks to improve the social and economic status of a local area. Projects often tailor different types of benefits for different groups in a community to deliver a range of positive outcomes to various stakeholders within host communities.
Most importantly, benefit sharing strategies are not developed in isolation for a community. Instead, they are codesigned with local stakeholders through ongoing intelligence gathering throughout the life of a project to ensure the funding offered is targeted to provide maximum positive impact.
1.2 Purpose of this document
This Strategy outlines our (Akaysha’s) commitment and approach to codesigning and implementing benefit sharing programs for all our Australian projects. The Strategy provides a clear approach to how Akaysha seeks to offer benefit sharing in the communities that host our Australian renewable projects.
This strategy will become the foundation of each benefit sharing strategy developed for every Akaysha project in development, providing a framework to start conversations with project stakeholders about the way Akaysha seeks to codesign benefit sharing with them, the parameters in which this can take place and the need for ongoing reporting as a means of continual improvement and government oversight.
While this document identifies potential initiatives and parameters, it is acknowledged that the form that benefit sharing takes will be defined in long-term collaboration with each community in which we seek to become a welcome neighbour.
1.2.1 Document development
This document was developed firstly through a process of detailed desktop research of current federal and state government benefit sharing guidelines.
These documents include:
▪ A Guide to Benefit Sharing Options for Renewable Energy Projects, Clean Energy Council, 2019
▪ Community Engagement and Benefit Sharing in Renewables Energy Development: A Guide for Renewable Energy Developers, Department of Environment, Land, Water and Planning, Victoria, 2021
▪ Draft Benefit Sharing Guideline, New South Wales Department of Planning and Environment, 2023
▪ Guideline for Community Engagement, Benefit Sharing and Local Procurement, Renewables, Climate and Future Industries Tasmania (ReCFIT), 2022
Based on this guidance, Cogency hosted a session on Monday 4 December 2023 attended by Akaysha employees. The session was facilitated by Cogency’s Head of Engagement, Camilla Hamilton, a qualified International Association for Public Participation (IAP2) professional with experience in community engagement practices Community and stakeholder engagement is undertaken by individuals who design engagement programs, develop communication materials, facilitate the engagement process and actively participate in engagement activities.
During the session, the group were able to reflect on both federal at state government benefit sharing principles and develop a draft set of principles for Akaysha. They also provided insight into the parameters that would define all benefit sharing programs for projects, including budget, timeframes, target communities, neighbour subsidies, local partnerships and governance. This intelligence has formed the foundation of this document.
In addition to the research and workshop, this document was prepared based on Cogency’s experience in renewable energy projects across Australia, knowledge of industry practises and discussions with related parties.
Whilst Akaysha are not currently developing wind or solar farms, this report discusses wind and solar guidelines and projects, generally because there are few guidelines that apply solely to BESS. Owning to their role in complimenting renewable energy such as wind and solar, BESS is often considered in the same broad category and as such, Government initiatives that apply to wind and solar usually are also expected to apply to BESS.
A session overview and list of attendees can be found in Appendix A.
2. Benefit sharing principles
This chapter outlines the benefit sharing principles recommended by Government and confirms Akaysha’s principles. Benefit sharing principles provide a practical guideline for engaging with communities in decisionmaking and are a useful way to bring ethics to the forefront of interactions with local and host communities.
Upon reviewing the respective benefit sharing principles of the federal and state governments and reflecting on Akaysha’s corporate values currently in development, the following draft principles have been adopted to define Akaysha’s approach to benefit sharing and guide respective programs.
Akaysha’s draft key principles to benefit sharing are based around the principles that have been developed by the Clean Energy Council, as outlined in their Guide to Benefit Sharing Options for Renewable Energy Projects (CEC, 2019), as well as the Victorian Department of Transport and Planning (DTP) Community Engagement and Benefit Sharing in Renewable Energy Development and the Renewables, Climate and Future Industries Tasmania’s Guideline for Community Engagement, Benefit Sharing and Local Procurement (ReCFIT, 2022)
2.1 Government and industry benefit sharing principles
The following table outlines the benefit sharing principles that are recommended nationally and within respective states.
Table 1 - Government and industry benefit sharing principles
Government and Industry Benefit Sharing Principles
• Appropriate
• Flexible
• Transparent
• Integrated
• Mutually Beneficial
• Strategic
CEC (Clean Energy Council) (2019) Benefit Sharing Options for Renewable Energy Projects, p.04 CEC website, accessed 18 December 2023
• Appropriate
• Flexible
• Transparent
• Integrated
• Mutually Beneficial
• Strategic
ReCFIT (Renewable Energy, Climate and Future Industries Tasmania) (2022) Guideline for Community Engagement, Benefit Sharing and Local Procurement, p. 18. ReCFIT website accessed 18 December 2023
• Mutual Benefit
• Mutual Respect
• Relationship Building
• Authenticity
• Appropriateness
• Ongoing engagement
• Transparency and responsiveness
DTP (Victorian Department of Transport and Planning) (2021) Community Engagement and Benefit Sharing in Renewable Energy Development in Victoria: A guide for renewable energy developers, p. 07. DTP website accessed 18 December 2023
• Standard
• Collaborative
• Transport
• Focused
• Proportionate
• Benefit sharing delivers a net-positive outcome
DPE (NSW Department of Planning and Environment) (2023) Draft Benefit Sharing Guideline: Guidance for State Significant Renewable Energy Development, p. 10. Accessed 18 December 2023
2.2 Akaysha’s benefit sharing principles
The following table identifies the four principles that define Akaysha’s approach to developing benefit sharing for each of the projects:
Table 2 - Akaysha's benefit sharing principles
TRANSPARENT Akaysha will design and deliver fair benefit sharing through a transparent process with each community.
TAILORED Akaysha’s benefit sharing programs will be tailored because every community has different needs and aspirations.
COLLABORATIVE Akaysha seeks to develop collaborative long-term relationships with communities and become a supportive neighbour.
ALIGNED Akaysha will ensure that community investment is aligned to local strategic documents and will confirm this through proactive consultation during the lifecycle of the project.
3. Aims and objectives
This chapter establishes the aims and objectives of the approach to benefit sharing Akaysha is mindful of the footprint left in host communities, and seeks to engage with local stakeholders to ensure mutually beneficial and lasting legacies.
A Social License to Operate (SLO) describes the level of acceptance or approval from a local community. Akaysha understands that benefit sharing is a critical element of meeting contemporary community expectations, strengthening the Social Licence to Operate (SLO) and providing the documentation to participate in government funding initiatives.
Akaysha is aware that acceptance from a community can change over time, responding to changes in practices, key events and everchanging local context. Seeking a SLO entails asking local communities to accept changes to long lasting and deep connections that they have to a place, because they understand the importance of the development and value the overall benefits the project will bring to their community and region.
3.1 Aims
Akaysha’s benefit sharing strategy aims to:
1. Establish a set of board-endorsed benefit sharing parameters. By clearly articulating what Akaysha and their partners stand for and how Akaysha intends to act as a responsible neighbour to a valued community by offering community investment opportunities.
2. Provide a structured approach to codesign and implementation that is transparent, fair and equitable. A process for developing, assessing, and implementing benefit sharing will increase community acceptance of the outcomes.
3. Create mutually beneficial outcomes. Akaysha seeks to ensure sustainable, high-quality social and economic outcomes for communities, stakeholders, suppliers and partners.
4. Demonstrate cultural responsiveness with Traditional Owners. Akaysha wants to contribute to lasting positive outcomes through benefit sharing by working in collaboration with local Aboriginal organisations.
5. Increase understanding of the wide-ranging benefits of the renewable energy industry. Akaysha appreciates that a project may be the first in a long line of projects in a community and that early establishment comes with a responsibility to increase awareness and encourage participation.
3.2 Objectives
Akaysha’s benefit sharing strategy identifies the following objectives to be met for each project:
1. Draft and maintain a Community Engagement and Benefit Sharing Plan (CEBSP) for the project during the planning phase.
2. Identify key local stakeholders and impacted individuals and ensure a key priority during their first interactions involves benefit sharing intelligence gathering and ideation.
3. Begin codesigning benefit sharing programs with communities during the planning phase, with first community funding to be distributed during early construction works.
4. Ensure that any community initiatives identified by the community are financially, environmentally and technically feasible.
5. Maintain ongoing monitoring and evaluation of community funding distributed to provide annual reporting for continual improvement and government oversight.
4. Government expectations of best practice
Across Australia, community engagement and benefit sharing for renewable projects are guided by a mix of national and state-level policies, along with best practices developed by industry stakeholders. The overarching principle of community engagement is to ensure that communities affected by or hosting renewable energy projects have an opportunity to participate in decision-making processes and share in the benefits of these projects.
The engagement approach has been guided by the IAP2 Core Values and the Public Participation Spectrum. The spectrum is founded on the premise that different stakeholders will have varied levels of involvement in decision making.
Akaysha commits to ‘Inform’, ‘Consult,’ ‘Involve’ and ‘Collaborate’ with relevant key stakeholders through effective engagement processes that have been based on the objectives and promises to the community as outlined in the spectrum shown below.
With regard to benefit sharing, Akaysha will seek to ‘Collaborate’ and look to the community for direct advice in developing benefit sharing ideas and incorporate this advice and any recommendations into funding decision to the maximum extent possible.
Table 3 - IAP2 Public Participation Spectrum and identification of the minimum requirements from VRET2 auction eligibility (DTP, 2021)
As outlined by the Clean Energy Council, the best practice benchmark for both wind and solar projects is that the benefit sharing model is available for community co-development early in the development process and prior to the planning application submission. This seems to be equally applicable to BESS projects.
Across the renewable energy sector, it is becoming increasingly important that the same diligence and attention that is given to technical and economic feasibility, should be given to social feasibility. Social feasibility relates to the understanding, minimising and offsetting the risk of negative social impacts. It is required, as best practice for a renewable energy development, that social acceptance and social risk analysis form an integral part of site investigations, to go alongside the technical and economic analysis.
The DTP (2017) recommends a social feasibility analysis be conducted at the beginning of a project and to continue through the life cycle of a renewable project. Early social feasibility analysis is particularly important with emergent technologies like Battery Energy Storage Systems (BESS). The DTP advises BESS developers to focus on the need for education and awareness raising about battery technology and to provide full disclosure about the development process and potential impacts from a BESS.
The following table summarises the key elements of impactful benefit sharing best practice, with supporting quotations taken from the latest guidance provided by the Clean Energy Council and state governments.
Table 4 - Australian best practice benefit sharing
NATIONAL & STATE POLICIES
The Australian government has developed policies and guidelines to encourage community engagement and benefit sharing in renewable energy projects. In addition, states and territories have their own renewable energy targets and guidelines for community engagement and benefit sharing.
“Community benefit sharing involves sharing the rewards of renewable energy development with local communities. It aims to integrate a development in the local community by contributing to the future vitality and success of the region. It is based on a desire to establish and maintain positive long-term connections to the area and to be a good neighbour.” (A Guide to Benefit Sharing Options for Renewable Energy Projects, Clean Energy Council, 2019)
COMMUNITY CONSULTATION
Project developers are encouraged to engage with local communities early in the project development process. This can involve holding public meetings, workshops, or establishing community advisory groups to gather input and address concerns from residents.
“Benefit sharing needs to be integrated within a broader approach to community engagement. As such, benefit sharing may take many forms and is necessarily contingent on the local context and the characteristics of the development.” (A Guide to Benefit Sharing Options for Renewable Energy Projects, Clean Energy Council, 2019)
COMMUNITY INVESTMENT
Best practices often include mechanisms for communities to share in the economic benefits of renewable energy projects. This can take the form of community investment opportunities, profit-sharing agreements, or direct financial contributions to community development funds.
TRANSPARENCY & INFORMATION SHARING
ENVIRONMENTAL & SOCIAL IMPACT ASSESSMENT
CULTURAL HERITAGE & INDIGENOUS ENGAGEMENT
“Learn what is important: what are the community needs, what are the existing programs or development themes in the local area, what do local people care about?” (A Guide to Benefit Sharing Options for Renewable Energy Projects, Clean Energy Council, 2019)
Providing clear and accurate information about the potential impacts and benefits of renewable energy projects is essential for fostering trust and cooperation within communities. This can include transparent communication about project timelines, employment opportunities, and potential environmental and social impacts. Documentation that proponents are recommended to provide can be found at Appendix B
“Each subset of the impacted community – hosts, neighbours and the broader community – must be given the opportunity to influence how benefits will be shared, and the process and outcomes must be fair and transparent.” (Community Engagement and Benefit Sharing in Renewables Energy Development: A Guide for Renewable Energy Developers, Department of Environment, Land, Water and Planning, Victoria, 2021)
Assessing and addressing potential environmental and social impacts is a critical aspect of community engagement. Developers are encouraged to conduct thorough environmental and social impact assessments and engage with local stakeholders to address concerns and minimise negative impacts, and adapt projects accordingly.
“The Victorian Government recommends that renewable energy developers approach social feasibility with the same attention and diligence given to technical and economic feasibility. Leading practice renewable energy development requires that SLO, and analysis tools such as the SIA, are integrated in key proposed development considerations and investigations, alongside requirements for technical and economic analysis.” (Community Engagement and Benefit Sharing in Renewables Energy Development: A Guide for Renewable Energy Developers, Department of Environment, Land, Water and Planning, Victoria, 2021)
In Australia, respecting and engaging with Indigenous communities is of particular importance. Developers are expected to work closely with Indigenous stakeholders to identify and mitigate potential impacts on cultural heritage and traditional lands, and to explore opportunities for Indigenous participation and benefit sharing.
“Acknowledgement and respect of Aboriginal and Torres Strait Islander cultures, values and practices is at the heart of successful engagement. A place-based approach to benefit sharing with Traditional Owners can provide opportunities to foster greater collaboration to address complex and social issues in a manner sensitive to the local context.” (A Guide to Benefit Sharing Options for Renewable Energy Projects, Clean Energy Council, 2019)
LOCAL EMPLOYMENT & SKILL DEVELOPMENT
Best practices often include commitments to prioritise local employment and skill development, helping to create economic opportunities for communities hosting renewable energy projects.
“A valuable benefit sharing program will [ ] understand and respond to a community’s needs and aspirations, for example by upskilling the local workforce and creating opportunities for local disadvantaged groups through social procurement.” (Community Engagement and Benefit Sharing in Renewables Energy Development: A Guide for Renewable Energy Developers, Department of Environment, Land, Water and Planning, Victoria, 2021)
LONG-TERM COMMUNITY RELATIONSHIPS
Building and maintaining long-term relationships with local communities is crucial. This involves ongoing communication, engagement, and support for community initiatives and priorities beyond the initial development phase of the project.
“Benefit sharing should be framed as an offer by a responsible neighbour to a valued community, rather than as a form of compensation. Led by quality community engagement and offering benefits early in the development process with “no strings attached,” so the benefits are not seen as a ‘tack-on’ at the end. Failure to do this risks the community perceiving the benefit sharing as buying support for the project.” (Community Engagement and Benefit Sharing in Renewables Energy Development: A Guide for Renewable Energy Developers, Department of Environment, Land, Water and Planning, Victoria, 2021)
CONFLICT RESOLUTION MECHANISMS
Establishing transparent mechanisms for addressing community concerns and conflicts is important for maintaining positive relationships and resolving disputes in a fair and equitable manner.
“Benefit-sharing initiatives can offer a clear and transparent way of demonstrating how renewable energy developments contribute to and benefit host communities and can assist in building support.” (Draft Benefit Sharing Guideline, Department of Planning and Environment, NSW, 2023)
MONITORING & EVALUATION
Ongoing monitoring and evaluation of the social and economic impacts of renewable energy projects, as well as the effectiveness of community engagement strategies, can help developers and communities adjust their approach and address any issues that arise.
“Monitoring and evaluating community engagement, benefit sharing and social impact management programs throughout the […] development’s lifecycle is important as it identifies areas for improvement and or modification. It also helps identify and celebrate successes and learn from past experiences.” (Community Engagement and Benefit Sharing in Renewables Energy Development: A Guide for Renewable Energy Developers, Department of Environment, Land, Water and Planning, Victoria, 2021)
4.1 Tailoring benefit sharing to the local context
Akaysha appreciates is aware that best practices for community engagement and benefit sharing in renewable energy projects vary based on the context of each project and the specific needs and priorities of a local community. Therefore, a tailored approach to the unique circumstances of each project is essential for building trust and maximising the positive impacts of renewable development.
4.1.1 Benefit sharing case study
Even though benefit sharing as a concept is reasonably new, there are a number of strong examples across Australia. A leading example of a benefit sharing program is from Tilt Renewables (Tilt), a company with considerable experience in implementing benefit sharing programs and community outreach.
“Our projects span decades, so we work with communities across each phase of a project to build trust and make a material difference for residents and landowners.” – Tilt Renewables
Tilt’s current benefit sharing initiatives can be reviewed in their map below, which clearly identifies the tailored approach to benefit sharing to reflect the impact of each project and each host community’s context.
Tilt received the Clean Energy Council's 2020 Community Engagement Award for a benefit sharing plan at the Dundonnell Wind Farm (DDWF) The DDWF Community Fund ($50,000pa) and the DDWF Education Fund ($15,000pa) operate for the life of the wind farm and are administered by the Dundonnell Wind Farm Community Engagement Committee. The committee is comprised of local council members, community members and representatives from Tilt Renewables.
For the DDWF, Tilt Renewables consulted with the local community to determine a range of benefit sharing programs which addressed key social, economic and environmental needs in the region. Programs included a range of training and skills development programs, the installation of a mini-grid, a road safety fund, support for local not for profit organisations and mental health providers, as well as a community fund and education funding for residents.
At the 2023 Informa Connect Community Engagement in Renewables Conference, Owen Boushel, Manager of Stakeholder Engagement at Tilt Renewables spoke about the importance of integrating benefit sharing with
community engagement, what it can achieve for a community long term, the importance of local involvement and ownership and the risk and opportunities of benefit sharing programs
While Owen conceded that sometimes it is tempting to ‘copy and paste’ a successful benefit sharing program, it is not worth the risk. He noted that there is no easy way to do benefit sharing but that speaking to a community early and establishing a constructive relationship that needs to be maintained over decades is Tilt’s priority. Since the first project in 2008, they have come to understand that they should ‘stay in our lane’ and allow for the community to lead the ideation and implementation process as much as possible. He reflects that he is constantly amazed at the ideas that local communities come up with. For example, funding accommodation for women escaping domestic violence.
Depending on the community and its needs, Tilt has provided funding for a renewable energy training facility, support lifeline, solar installation programs, community and education funds, school education programs, a community food truck, revegetation grants, an education foundation, village streetscape improvements and traineeships with the company.
The main benefit in developing this ongoing trusted relationship is that the conversation about Tilt’s windfarms transforms from questioning why this windfarm should be in the area to how can the community keep the windfarm generating positive outcomes for the community. The hope is that there will be growing local interest in repowering and potentially expanding the site rather than decommissioning.
As more local projects arise and create greater cumulative impacts in renewable energy zones, Tilt has been working in collaboration with other developers to set up community trusts that generate funds beyond the annual funding model, allowing great control for the community to meet its needs. As the funds get larger, communities are expanding their vision for what is possible.
Some learnings from Tilt’s experiences include:
• Consider undertaking a visioning exercise with a local community. Prioritise the top five items while communicating the next six to ten items to other developers as they enter the area. Doing so ensures better coordination, reduces consultation fatigue and improves local sentiment about the renewables sector.
• Keep an eye out for opportunities to provide micro solutions for big problems. For example, in one host community Tilt realised some elderly farmers were struggling to turn their taps off and on – an sign that someone is finding it hard to live independently. In consultation with the farmers, Tilt had their taps replaced with accessible versions, enabling them to live independently in their homes for years to come.
• Start somewhere, drive innovation and allow programs to evolve. While fixing taps was a good start, the aging population of the community requires more ongoing support. One suggestion made at the Conference was to fund a scholarship for a local youth to undertake occupational therapy training. Good ideas come from lots of ideas.
• Look for opportunities to collaborate with other local renewable developers. ‘Pooling’ resources is an option that the community could be open to exploring to create bigger social outcomes.
• Become aware of volunteer fatigue and funding traps. Each community has a small pool of volunteers with big demands on their unpaid time. These individuals have insufficient capacity to manage large amounts of governance and may need support to ensure things are enacted or if funds need to be repurposed. Moreover, providing funding for educational programs can sometimes lead to displacement of other funding streams. For example, scholarships that are too generous can potentially cut off AuStudy support
Overall, a combination of national and state policies, informed by best practices developed through stakeholder collaboration, provides a framework for community engagement and benefit sharing in renewable projects in Australia. These guidelines and practices aim to ensure that renewable energy projects are developed in a socially responsible and sustainable manner, benefiting both the environment and the communities hosting these projects.
5. Benefit sharing strategy
fundamentals
Akaysha intends to codesign and deliver a suite of benefit sharing options with communities over the lifecycle of each project that will have positive immediate and longer-term impacts on the local communities.
To deliver a successful benefit sharing strategy, discussions on benefit sharing will begin in the early feasibility and design phases of a development and will be tied in with community engagement for it to be received as positive and proactive by the host community. Consistent community engagement is essential for finding a balance between community needs and available funds. A codesigned approach will become an opportunity to collaborate and empower communities, and to build strong relationships within the community based around trust.
In consultation with stakeholders and communities, opportunities will be identified to support community-related initiatives that are inclusive of and responsive to stakeholder views and appropriate to the local context.
Akaysha is also open to exploring the distribution, implementation and administration of benefit sharing initiatives that are appropriate for each project and willing to collaborate with other renewable energy providers working in the same local areas.
5.1
Benefit sharing rates
The following table outlines the value of benefit sharing programs recommended in Victoria and New South Wales.
Table 5 – Australian benefit sharing rates
Benefit Sharing Rates
Guide to benefit sharing options for renewable energy projects, Clean Energy Council, 2019
Large-scale commercial: $500-$1,500 per MW installed capacity (over 25 years)
Community owned: $6000$8000 per MW installed capacity (over 25 years)
Draft Energy Policy Framework, NSW Government, November 2023
Draft Guideline for Community Engagement, Benefit Sharing and Local Procurement, ReCFIT, 2022
$1050 per installed MW per year
To be paid over the life of development and indexed to CPI.
$800-$1,800 per installed MW per year through to decommissioning.
$130-$800 per MW (AC) per year (over 10-25 years)
No guidelines for battery storage projects.
$850 per installed MW per year.
To be paid over the life of development and indexed to CPI.
$150-$800 per installed MW per year through to decommissioning.
No guidelines for battery storage projects.
No guidelines for battery storage projects.
5.2 Comparative impacts of renewable energy developments
Battery Energy Storage Systems (BESS) are an evolving technology that are currently not addressed by most Renewable Energy Benefit Frameworks.
An traditional approach to determining an appropriate rate for benefit sharing is to use Capital Investment Value (CIV). It is important to note that the economics of BESS projects are very different from that of solar and wind projects. Since BESS projects do not generate any electricity and operate in the market through charging and discharging from the grid, they are heavily reliant on market dynamics to generate revenue. This sensitivity is compounded by the round-trip efficiencies which result 5 to 10% of energy losses between charging and discharging, further reducing revenue generation.
Whilst BESS infrastructure is an essential enabler to support the increase in renewable energy generation, these projects are more capitally intensive per megawatt than other renewable projects and should therefore not be treated with the equivalent considerations as solar and wind projects. A significant portion of the current capital costs for BESS projects are the battery units themselves, which can in some cases exceed 70% of capital investment.
This means that CIV is not an appropriate measure for determining community benefit contributions. Instead, the Clean Energy Regulator Guide to Benefit Sharing’s recommendation to provide a payment on a per MW basis is more aligned with the BESS economics.
The following table provides the level of impact a BESS project can have on a local area in comparison to wind and solar projects. While the possibility of fire, disturbing cultural heritage and nearby agriculture is assessed as a high impact, BESS projects are much less likely to create landscape and visual impacts or increased traffic on local roads. As the table demonstrates, as a general rule, BESS projects have less impacts that wind or solar projects, owing to a number of factors, including the different project areas. For example, projects typically have the following sizes in hectares (ha):
• Wind = 5000ha
• Solar = 600ha
• BESS = 10ha
Table 6 - Comparative impacts of renewable energy development
5.3 Benefit sharing parameters
The clean energy transition raises important questions for society and the economy. Akasha is aware of the footprint created in communities and the legacy left for other renewable projects in a local area.
Before a benefit sharing strategy can be implemented, it is important to set markers on how the funds allocated to a benefit strategy will be shared. This section highlights the parameters that will define an Akaysha Benefit Sharing Strategy and conversations with stakeholders and community members in a host community.
The following parameters provide high-level structure to Akaysha’s scope and capacity to support immediate and longer-term positive impacts in each host community.
Table 7 - Benefit sharing parameters
BUDGET
TIMEFRAME
Unlike wind and solar farms, there is no guidance or recommended benefit sharing rate for battery storage nationally or in Victoria or New South Wales (see Table 5 – Australian benefit sharing rates)
Akaysha seeks to set a benchmark in line with or exceeding other benefit sharing for battery storage projects. An annual sum between $30,000 and $50,000 will be assigned from each Akaysha project to establish a community benefit sharing program, with the total amount of community funding over the course of a project lifecycle totalling around $2 million. This annual sum will be paid over the life of the project and indexed to the Consumer Price Index (CPI).
Battery storage infrastructure is designed to provide grid stability over the course of approximately 20 years, with an option to extend this to 40 years through reengineering the BESS. Akaysha’s BOO model means that collaborative long-term relationships are sought with each local area, whereby the company can build and maintain its standing as a respectful and valued member of the community.
Akaysha seeks to commence delivery of community benefit in the lead up to project construction when the community is likely to most likely experience disruption and adverse impacts. The conclusion of community funding would take plan upon the decommissioning of the battery storage infrastructure. Alternatively, funding models would be reviewed should the infrastructure be upgraded for future grid stabilisation.
TARGET
COMMUNITY
Unlike solar and wind projects, the community impact of battery storage is more concentrated. Akaysha seeks to engage primarily with the neighbouring property owners and inhabitants as well as the nearest township(s) where a battery storage project is located. There is a desire to see the funding provided to communities used to benefit these immediate areas.
NEIGHBOUR
SUBSIDIES / AGREEMENTS
Opportunities to develop community resilience through community renewable energy projects is an area of interest for Akaysha.
Akaysha will evaluate the need for neighbourhood subsidies such as energy storage discounts on a case-by-case basis and this will occur before exploring and establishing other types of community benefit sharing on a project It is noted that unlike wind farms where neighbour agreements are common, BESS projects have less direct local impact so the need for neighbour subsidies is reduced.
LOCAL PARTNERSHIPS
Akaysha believes local government authorities are a critical stakeholder in their Build-Own-Operate (BOO) model. The strategic planning and community intelligence provided is essential to understanding the needs and aspirations of a community.
Contributions to council-managed initiatives would provide local councils, who are important stakeholders, with the ability to deliver bigger community projects or services than would otherwise be possible if funds were directly managed by individual applicants. However, there would be a desire to ensure the funding creates positive social impacts in the townships that are most impacted by Akaysha’s projects. Council may also be able to play a role in collecting and managing multiple benefit sharing programs from multiple developers in the region.
GOVERNANCE
Akasha is committed to developing collaborative relationships with local organisations and building partnerships to ensure the funding for each project goes where it will create the maximum social impact for host communities through a Community Fund for the life of the battery and administered by a community-led group.
Most likely, this partnership would take the form of Akaysha providing the funding for specific projects through a Community Engagement Committee established in partnership with a local council.
COMMUNITY ENGAGEMENT COMMITTEE
The purpose of the Community Engagement Committee would be to communicate information about the Battery Energy Storage System (BESS) between the community, Akaysha, Council and other relevant stakeholders, establish collaborative working relationships and to assist in the resolution of issues that may arise during all stages of the project.
A Community Engagement Committee would provide an advisory role for Council and would not have delegated decision-making authority. However, the Committee would be tasked with reviewing funding applications and contribute to recommendations to Council on how the funding is allocated to community initiatives
Membership of the Committee would be a mix of two local councillors (at least one from the council ward the BESS is located), six community
representatives and two Akaysha representatives (ideally the Community Liaison Officer and Asset Manager).
Established community organisations or institutions could also be included in this structure such as a local Aboriginal corporation. The focus for this group should be on creating a legacy benefit, and it will be required to meet agreed objectives and parameters, such as those proposed in this Strategy.
5.4 Battery benefit sharing calculation example
As there have been no specific allocation benchmarks to date for BESS benefit sharing, a simple equation assuming an allocation amount of $50,000 per annum, per project has been used to devise a sample benefit sharing benchmark for a BESS with a 200MW capacity. The equation below assumes that 100% of the allocation amount will solely be distributed to the local community.
5.5 Building and sustaining long-term relationships
As a Build-Own-Operate (BOO) developer, Akaysha are invested in the long term health and prosperity of the local communities that host battery projects. To ensure there is continuity of engagement between the company and the community, Akaysha plans to appoint a Community Liaison Officer (CLO) to be a member of the Asset Management team rather than the Development team. This is because Akaysha is aware the responsibilities of this role don’t start and finish upon project approval.
A Community Liaison Officer will be tasked with acting as a facilitator between the community and Akaysha to ensure all parties are well-informed, and that their concerns and feedback are heard and addressed. CLO’s have a crucial role in relationship building and effectively engaging with communities to gather input and address community needs.
The role of Akaysha’s Community Liaison Officer will be to support the team of Asset Managers during the lifecycle of a project to build and maintain trusted and collaborative relationships with local neighbours, from project planning to construction and later, from operations to decommissioning.
Akaysha’s Community Liaison Officer and Asset Managers will be required to undertake community engagement training through the International Association for Public Participation (IAP2) to ensure that the impact of their regular interactions with the local community can be fully understood and valued.
Akaysha’s expect the Community Liaison Officer and Asset Manager will play an active role in the Community Engagement Committee (CEC) for each project and likely report to the same manager, for example the Asset Performance Manager.
6. Implementation
“A fair process will increase people’s acceptance of the outcomes, even if the outcomes are not strictly what they would have preferred.” (CEC, 2019)
Akaysha has developed the following high-level approach to generate and sustain meaningful community engagement to establish and implement an ongoing benefit sharing program for each battery storage project. The recommended stages are outlined in Figure 2 and detailed in Table 8 below.
The timeframe for this type of approach will vary between projects, however it will align with the project’s development process and Community Engagement Strategy. Reporting on the outcomes will be undertaken in line with the respective Monitoring, Evaluation and Reporting Plan
1 Draft Community Engagement and Benefit Sharing Strategy
• Conduct stakeholder mapping and desktop community research.
• Research on local government documents including Community Vision, Council Plan, Planning Scheme, Financial Plan and Asset Plan, to identify initial ideas for benefit sharing conversations.
• Draft Community Engagement and Benefit Sharing Strategy using approach, principles, aims and objectives from this document
• Ensure early community engagement messaging is infused with benefit sharing approach for preliminary engagement (e.g. during Planning Application assessment process).
• Begin reaching out to local stakeholders to introduce Akaysha and arrange initial contact
Figure 2 - Benefit sharing implementation stages
2 Neighbour engagement
3 Gather feedback and ideas from local stakeholders
4 Establish a BESS Community Engagement Committee
5 Confirm community values and benefit sharing selection criteria
6 Selection and implementation of community investment initiatives
• Early engagement with near neighbours (within 500m to 1km) during the preliminary assessment and planning of the project with supporting communication materials about Akaysha, the project, benefits to the local community and opportunities to channel funding to community initiatives.
• Discussion with neighbours about initial and ongoing funding suggestions for the local area For example, a neighbour might identify pot holes in the roads surrounding the BESS site and before construction commences, Akaysha could fund this improvement that would benefit the area.
• During the preliminary assessment and planning of the project, arrange meetings with local stakeholders including the local government, traditional owners, clubs and interest groups.
• Ensure that benefit sharing becomes a central topic during all community and stakeholder engagement activities, supported with clear messaging via the Community Engagement Strategy.
• Proposed the establishment of a Community Engagement Committee with the local government, providing a Charter and other draft documentation.
• Seek nominations and applications for members of the Community Engagement Committee and announce members via Council channels and local media.
• Communicate purpose and parameters of the funding application process. The main function of the Community Engagement Committee will be to review options for benefit sharing and play a central role in decision making about funding allocation. Clarify member selection criteria, charter/terms of reference, commitment required and the decision-making ability of group members.
• Nominate a local councillor or independent facilitator to chair the annual group meetings or evaluate nominated funding requests in relation to selection criteria.
• Run a community survey (online and over the phone) that is promoted via Community Engagement Committee members and ongoing community engagement opportunities (e.g., at local events) to build a contemporary understanding of the shared needs, aspirations and interests of the community how Akaysha would be best able to offer community investment via the project on an ongoing basis. Community also to provide input into the selection criteria to decide on projects.
• The funding parameters identified in this Strategy including budget, timeframes and target communities will be communicated to a host community during an annual funding application process through a set of selection criteria that will be developed in collaboration with the Community Engagement Committee. Funding initiatives that will not be appropriate for funding will also be defined.
• Individuals or non-profitable organisations are eligible to apply for funds from the Community Fund Each organisation or individual will be limited to one successful application per year.
• The area covered by the Community Fund will decided on a case by case basis and cover a set of townships agreed by the CEC.
• The Community Engagement Committee would review, vote on and endorse funding through two rounds each year.
•
7 Monitoring and reporting
• Successful applicants will be required to complete a Report Back Form upon completion of their project or initiative.
• Fund recipients will be required to acknowledge the granting of funds in an appropriate manner.
• The Monitoring, Evaluation and Reporting (MER) Plan will be drafted by the Community Liaison Officer annually for continuous improvement and government reporting purposes. It will be based on the two rounds of funding each year.
• Project communications will inform Akaysha’s audiences and the local community of the progress, opportunities and outcomes of the benefit sharing program.
•
7. Next steps and conclusion
Akaysha is currently seeking endorsement for the company’s corporate values. Assessing where there are connections between these values and the benefit sharing principles of transparency, collaboration, alignment, and tailoring will create a more robust Strategy. Such a document can meet the expectations and requirements of investors, partners, stakeholders, and the local communities in which Akaysha will aim to become a valued member for the next 40 years.
“Without a corporate culture and specific set of values that guide the approach, benefit-sharing activities could face some implementation risks – even with a strong set of business drivers.” (Local Benefit Sharing in LargeScale Wind and Solar Projects, International Finance Corporation, 2019).
Once the Strategy can demonstrate this alignment with corporate values, it will become both a means to embody and demonstrate these values and an inspiring roadmap to creating positive impacts to host communities.
Commitment from senior leadership, transparency in planning and implementation, robust monitoring and early community engagement are all critical to that benefit sharing will generate mutual benefit and build Akaysha’s social licence to operate.
Appendices
Appendix A Community engagement and benefit sharing session
SESSION INFORMATION
DATE Monday 4 December 2023
TIME 12:30pm – 2:00pm
LOCATION Cogency Head Office, Level 6, 84 William Street, Melbourne
Purpose of the Session
The purpose of the session will be to explore and consolidate intelligence from across different functions of the business on the common risks, issues, stakeholders and community priorities from Akaysha’s Australian battery storage projects.
In doing so, this information will enable Cogency to create an overarching Community Engagement and Benefit Sharing Strategy and it will become the guiding approach used to develop proactive Community Engagement and Benefit Sharing Plans (Plan) for current and future projects. In doing so, Akaysha will seek to meet and/or exceed government expectations as developers in providing both a fast and equitable delivery of renewable energy projects.
Success criteria
Attendance by Akaysha team members and their contributions on battery project intelligence and company’s ability and willingness to develop benefit sharing programs for current and future projects.
Roles
FACILITATOR
CO-FACILITATOR
SCRIBE & SUPPORT
ATTENDEES
Camilla Hamilton, Head of Engagement, Cogency
Adam Terril, Director, Cogency
Dharani McDonald, Planning Assistant, Cogency
Dinan McMahon, Planner, Cogency
Tim Hoban, Development Manager, Akaysha
Tanzia Matotek, Junior Development Manager, Akaysha
Duwayno Robertson, Technical Development Manager, Akaysha
Bree Sandley, Asset Manager, Akaysha
Ross Purdy, Head of Brand and Communications, Akaysha
Tony Fullelove, Managing Director, Akaysha
Pre-session thinking
Please read through the list of questions below, ready to contribute your knowledge and experience to the group:
▪ What are the common risks and issues on battery storage projects?
▪ What are the common stakeholders on battery storage projects?
▪ What are some of the commonalities in values and priorities for communities impacted by Akaysha's projects?
▪ What timeframe would Akaysha commit to benefit sharing with impacted communities?
▪ Who will be responsible for delivering a benefit sharing plan in a community?
▪ Would Akaysha be open to strategic partnerships, community investment in projects or supporting communities to build their local energy infrastructure?
▪ What is the company's overarching commitment to indigenous engagement?
▪ What other battery storage projects have you seen that have done benefit sharing schemes well?
▪ What should become Akaysha's benefit sharing principles to meet the above aspirations, commitments, challenges and priorities?
Agenda
11:30AM Dharani Pick up catering
12:00PM All
12:25PM All
Session set up in boardroom and kitchen
Attendees arrive
12:30PM Cam Welcome & introductions
12:40PM Cam & Adam Purpose & agenda
12:45PM Cam Benefit sharing principles
1:00PM Cam Benefit sharing – key elements and questions
2:00PM Cam & Adam Wrap up and next steps
Appendix B Community engagement and benefit sharing documentation
The following documentation provides Akaysha with a set of four tools which broadly are viewed by government bodies to enhance the ability of any renewable project to ensure they produce positive social outcomes. The following tools are also requirements for the Victorian Renewable Energy Target auctions (VRET2) as documentation of a detailed community engagement and benefit sharing plan:
• Social Impact Assessment (SIA)
• Community Engagement Strategy (CES)
• Benefit Sharing Program, and
• Monitoring, Evaluation and Reporting (MER) Plan.
The ReCFIT Guideline for Community Engagement, Benefit Sharing and Local Procurement (2022) also recommends these documents be submitted as best practice for renewable energy developers.
In the following pages, the contents of each document have been detailed to provide a clear and consistent approach to developing these documents across Akaysha’s projects. Holistically, the Social Impact Assessment provides a detailed understanding of a community and the impacts of a renewable project from which a rigorous Community Engagement Strategy can be developed upon. The CES should detail a developer’s intention to engage with stakeholders and community members throughout the project’s development phases and provide clear expectations on the level of impact and influence they have during the project’s lifecycle.
One of the most important topics of engagement will be collaborating with the community on establishing a Benefit Sharing Program that responds to the local context and community needs. As benefit sharing is a long term exercise of the course of the project’s development phases, it requires ongoing monitoring for continual improvement and government oversight via progress reports as agreed intervals.
Social Impact Assessment (SIA)
Document purpose: To understand what’s important to the community through identification and analysis of project on host community and inform CES, BSS AND MER. Based on principles and frameworks of the International Association for Impact Assessment (IAIA) about perceptual and physical impacts and can be positive and negative, direct and indirect, cumulative or in conjunction.
The focus should be on community context and profile, community map, social impact stakeholder identification, identified impacts, evaluation of impacts, and measures to address/mange impacts.
IAIA SIA Assessment Guide (1994) | Queensland SIA Guide (2018) | NSW SIA Guide (2023) | Victoria CE AND BS Guide (2021)
Suggested contents page:
1. Glossary
2. Acknowledgement of Country
3. Introduction
a. Purpose of the document
4. Methodology
a. Study catchment
b. Socio-economic indicators
c. Determining impact significance
d. Risk assessment matric
e. Local government plans and policies
5. Community context and profile
a. Local and site context
b. Population and demographics
c. Local social infrastructure
d. Housing and accommodation
e. Industry, employment and workforce
f. Access and movement
g. Community values and priorities
6. Social impact stakeholder identification
7. Potential social impacts
a. Community quality and way of life
b. Local heritage, culture and cultural resources
c. Access to infrastructure, facilities and services
d. Community safety
e. Mental health and wellbeing
f. Livelihoods and economic prospects
g. Social values related to nature and asset construction
8. Evaluation of social impacts
9. Conclusion
10.References
Community Engagement Strategy (CES)
Document purpose: To identify key stakeholders in the community with an interest in the project who should be provided with the opportunity to engage with the project team. Community pushback is now one of the most significant bottlenecks in the rollout of new green energy projects. Based on the IAP2 Spectrum of Public Participation, it should identify stakeholder levels of interest and influence and how they might want to be engaged. Ideally, it would be updated with more detail about this once initial contact is made.
These are live documents, regularly being updated as new information comes to light (e.g., the development process progresses) and engagement activities are documented. The creation and governance of a Community Engagement Committee (CEC) would be another reason to revise a CES.
CEC Community Engagement Guidelines (2018) | Victoria CE and BS Guide (2021) | IAP2 Spectrum of Public Participation
Suggested contents page:
1. Glossary
2. Acknowledgement of Country
3. Introduction
a. Purpose of the document
b. Objectives
i. Guiding principles
c. Key community considerations and interests in relation to battery storage
4. Project background
5. Local community profile
a. Population
b. Age and sex
c. School and education services
d. Traditional owners
6. Stakeholder identification and analysis
a. Summary of stakeholder engagement to date
7. Communication and engagement protocols and tools
a. Tools, materials and channels
b. Key points of contact for the public
c. Complaint and grievance management
d. Ongoing engagement activities and relationship building
8. Stakeholder and community engagement activity schedule
a. Community engagement
b. Benefit sharing program
9. Evaluation and reporting
10.Risks and issues analysis
11.Conclusion
12.References
13.Appendix (Communication Material and evidence of responsiveness)
Benefit Sharing Program
Document purpose: To maximise positive local impacts and deliver better socio-economic and project outcomes. The Clean Energy Council recommends benefit sharing is integrated with broader community engagement and therefore can take many forms. However it is essential that any initiatives are tailored to “the local context and the characteristics of the development.”
In areas where there are many renewable projects, there are opportunities for developers to pool community investment to create a strategic, long-term impact. There are also trends whereby developers are seeking to ensure communities continue to maintain funding well beyond their projects, by setting up community trusts.
CEC Guide to BS Options for Renewable Energy Projects (2019) | RE Alliance Community Benefits Handbook (2021) | NSW Draft BS Guideline (2023) | Victoria CE and BS Guide (2021)
Suggested contents page:
1. Glossary
2. Acknowledgement of Country
3. Introduction
a. Project background
b. Purpose of the document
4. Consultation to date
5. Identified local needs and aspirations
6. Benefit sharing aims and objectives
a. Aims
b. Objectives
7. Local and regional profile
a. Traditional custodianship
b. Community values and priorities
c. Nearby renewable energy projects and community investment
8. Benefit sharing framework
a. Parameters
i. Timeframe
ii. Budget
iii. Target community
iv. Community investment options
v. Local procurement, jobs and training
9. Codesign and implementation
a. Neighbour benefit program
b. Feedback and ideas from local stakeholders
c. Establish a Community Engagement Committee (CEC)
d. Confirm community values and benefit sharing selection criteria
e. Selection and implementation of community investment initiatives
f. Monitoring and reporting
10.Next steps
Monitoring, Evaluation and Reporting (MER) Plan
Document purpose: To identify areas of improvement and modification while also celebrating successes and document key learnings. In Victoria, DELWP requires successful proponents to provide progress reports via MER plan at pre-agreed intervals.
MER plans should be updated in response to changes to the CES and BSP. It is recommended MER plans for a continuous cycle of evaluation at minimum, prior to major project targets or on an annual basis.
Victoria CE and BS Guide (2021) | CEC Guide to BS Options for Renewable Energy Projects (2019)
Suggested contents page:
1. Glossary
2. Acknowledgement of Country
3. Introduction
a. Project background
b. Purpose of the document
4. Monitoring and evaluation
a. Objectives
i. Guiding principles
5. Methodology
a. Monitoring metrics (key performance indicators)
b. Methods
6. Reporting
a. Process
b. Timing and responsibilities
c. References
About Cogency
We are a purpose driven company. Our mission is to make a difference by helping our clients achieve their goals, and giving back. To the community, climate, and environment.
We provide planning, environmental assessment and stakeholder and community engagement services for the renewable energy, property, clean tech and circular economy sectors. We are responsive and nimble, with deep planning and engagement experience in complex projects across the public and private sectors.
Our team has decades of experience across wind farms, solar farms, battery energy storage systems, waste to energy and recycling facilities, sustainable property, structure planning, and policy. We are hands-on, proactive and insightful.
We like to work, like the projects we serve, lean and clean. We marry the vision and big picture with the tangible and grounded. We are collaborative and convivial, building strong relationships with client and partners. Our extensive networks allow us to build best-in-class, multi-disciplinary teams.
We immerse ourselves in our clients’ projects and problems. We are specialists who deliver faster results, through Director level engagement from inception to completion.
Clear thinking. Straight talking. Big Impact. We are Cogency.
