Shepard Energy Storage | Galveston County, TX

Engagement Strategy

Following is our strategic analysis based on the community assessment for navigating approval for an energy storage facility in Katy, Texas.

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BAM Analysis

Brave. The strengths that give us confidence to move forward.

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1. Grid stability. In an area where outages are top of mind, we provide a solution adjacent to an existing substation.

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2. Revenue and economic development. League City is a pro-business city and we will provide revenue and local spending.

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3. Strong favorable demographics. This region strongly supports property rights and standalone storage does not come with the political baggage associated with wind and solar.

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Alert. The dangers that we must overcome or avoid.

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1. Safety fears. We are immediately adjacent to a church and nearby a wealthy new planned community.

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2. Lack of jobs. The site is zoned for office use that could support substantial employment.

3. Flood worries. This is an area prone to flooding and operational concerns associated with weather events could arise.

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Motivated. The opportunities that we should pursue for success.

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1. Good neighbor protocols. We should work with the adjacent churches to provide improved visuals and potentially some conjunctive use like overflow parking.

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2. Local partnerships. Create a nexus with local organizations around clean energy technology, especially the nearby educational village campus and its K-12 programs.

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3. Build support for robust infrastructure. Tap into frustration with blackouts and build community support around our project as a solution.

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Message Plan

The Shepard Energy storage project provides a solution for improved grid stability in an area where outages have been all too frequent, at a location next to an existing substation. The project will support economic development, generate tax revenue, and partner with local schools in support of STEM initiatives. We’re working closely with the city and with neighbors to improve the site over existing conditions.

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Tactical Approach

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Phase 1

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1. Engage key stakeholders. Reach out to the city, adjacent neighbors and the school district to build relationships, establish benefits, and answer any concerns.

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2. Continued Stakeholder Engagement. After initial conversations, a clearer picture of the landscape of support will develop. Identify supporters and provide a deeper understanding of the local benefits this facility will provide. Maintain regular contact with those who are sympathetic to the proposal and build them into allies who will spread the message.

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Phase 2.

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Identify the low hanging fruit. Use digital to educate the public about the opportunity, and find friends who will carry our message for us.

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1. Digital. After securing initial support from individuals in the city government, initiate a targeted campaign that promotes the economic benefits of the proposed facility. Using a website and search words, create content that links the ideas of job creation and economic success to the proposed solar facility.

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2. Traditional PR. Pay close attention to local media and sentiment in order to better tailor messaging to counteract any opposition that might arise. Organize community meetings to introduce the idea to residents in a friendly, open manner. Generate support by providing examples of other cities whose tax bases have increased with similar investments, providing more funding for local services, healthcare, and education. Elicit feedback about their questions or concerns and provide positive, forward-looking answers.

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Goal: Introduce ourselves to key thought leaders and decision makers.

We will start our outreach with Supervisor Desmond's Chief of Staff: Vanessa McCarthy-Olmstead. Our project is in Supervisor Desmond's district, so early contact with his office will be key. Vesper should introduce themselves, the project and its benefits, and get a download from his Chief of Staff on what we need to know about Desmond and his district as we work through the permitting process.
At the same time, Vesper should begin developing a relationship with the Sacramento County Planning Director. This will be a key relationship as we navigate the permitting process, and having the planning department on our side throughout will be an important pice of getting through the process smoothly and efficiently.

Lastly, we should begin building relationships with respected and knowledgeable thought leaders in the county. This includes the County Economic Development Director and the president of the Rancho Cordova Chamber of Commerce, which is the closest chamber to the project. Our goal here is to foster good relationships, get their take on the community, and get intel on Board of Supervisors. We also want to make sure we are talking about the benefits that this project will bring.

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Goal: Use what we learned in Phase I as we reach out to the broader community, prioritizing any connections the initial group of stakeholders recommends. We will build relationships, garner positive press, and educate the community on the project and its benefits.

Lean on economic development. Leverage our relationships we've built with thought leaders in the community to educate others in their organizations on project economic benefits and build a base of support there.
Non-profits, schools, energy and religious organizations. Continue to expand our outreach to leaders in other areas, tailoring messaging as appropriate to each group.
Launch a coordinated digital and earned media campaign. Content should be aimed at driving the positive narrative about how solar energy is important for economic development in the region, as well as Vesper being a proactive, good neighbor.