SYNERGY ACTION PLANNING The intent is to begin to build a plan for synergy. The outcome could be a draft passed on to a transitional committee for further development and refinement – possibly for eventual circulation and feedback. This is an example of convergence: coming together, co-operation: working together, and communication: talking/listening together, in action. Demonstrating that the Roundtable itself and the continuing work in building the plan is “synergy building synergy”. 1. WHAT ARE THE THINGS WE CAN AND MUST DO? (ACTIONS OR ACTIVITIES) Alberta Government funding Synergy Council – synergy groups throughout Alberta. Structure and Process

• More uniform model by region that industry can use to submit applications

• We need to put the power back in the communities • Synergy hub will benefit all sectors (Integrated Resource Management) • Heritage Trust Fund also suggested • Develop a pool of knowledgeable expertise to speak to groups on either

their experiences (other synergy groups), or on technical subject • Open and transparent and honest process – all groups that want to be

defined as a synergy group should/must commit to these three principles: openness, transparency and honesty. Peer pressure and a loss of credibility should help members of synergy groups to abide by these principles

• Training – Develop Training Program – conflict resolutions – group dynamics – mediation and negotiation – facilitations (meeting chair) group governance

• Identify existing training and identify where the gaps are and develop training to fill those needs

• Creating culture – becomes the norm – designing and communicating

through councils and others • Develop Terms of Reference – common language – concise - simple –

guiding principles/steering • Define process how to/who to • Clearly defined mission/vision • Pre-plan range of participants and access portals (for participation) • Find out and obtain funding – resources i.e. people • Suggest funded provincially from taxes – level playing field • Umbrella group manage $ - distribute to individual synergy groups • Develop criteria for distributing money • Money becomes anonymous • Industry, Reg, Synergy groups to write the rules in how to deal with

groups • Look at Legislation for possible change • Work of CAPP and AEUB to influence government to broaden mandate

(seek convergence of synergy groups (i.e. all industry) • Decisions to form synergy groups and the funding and operational

decisions during its life, should be made locally • Grassroots autonomy should be maintained • We need to encourage government to review the Surface Rights Act and

the royalty structure • Reward and Restructure • Set clear, achievable short and long-term goals, including getting people

together and communicating immediately to start building good relationships

• Set up a system to make and keep commitments within synergy groups. Clear consequences and mechanisms for dealing with violations

• Implement educational activities and continue to improve education • We should recruit municipal and provincial first responders to local

synergy groups • Brainstorm possible solutions to problems that has been defined • Hub/Foundation – has to be accepted leader - Stewarded by EUB as go

between – interim guiding council – mandate take us there – transition team – pilot – members - EUB, CAPP/SEPAC, Other Regulators, Community/Municipality – critical step – who/new – fairness?

• Rotating membership staggered • Members must have internal governance responsibility to THEIR

Stakeholders

• Encourage participation by promoting benefits (participants want to

participate) • Develop e-mail list of community members who want to be informed of

individual oil company activities (e.g. flaring, etc.) • Determine frequency and type of notification to be sent

Umbrella • Develop a vision to guide the umbrella group • Central Hub • Form a Centralized “Synergy” body (provincial in scope) • Information gathering and dissemination • Resource • Develop a framework for an umbrella organization • Address representation • Address resources • Address leadership • Establish umbrella organization that will look after information

management, databases, etc. • Create an umbrella group • An information letter should be sent out by CAPP and the EUB to all

synergy groups – individuals – industry – that is a call to organize an umbrella group for synergy

• Umbrella group should be funded: source will be developed and worked through by the umbrella group

• Keep the process to form the umbrella group simple • Define clearly what synergy is (e.g. use Coveys’ 7 Habits as a training

model for synergy groups) • Link applications/approvals to synergy group participation (i.e. if not

part of synergy group application goes non-routine) Resourcing

• Funding • Funding – portion of EUB levied fined could go to fund synergy groups • It is critical to have funding • Develop a funding model • Use Pay system • Broad industry initiative should fund • Pay an Executive Director (leader) for the umbrella group • Invest time and resources in the process • Industry and Government will set up a synergy fund

• Need a Central Office in each “region” with paid staff who help co-

ordinate volunteers in the community – who lead personal contract and two-way communication

• Funding is a large issue – how do we come to a fair decision? • Get funding in place – need a funding formula • Create a budget for public consultation attached to every well application • Develop initial seed funding to facilitate the start-up of synergy groups • Provide funding to develop capacity (i.e. training in groups). • Create funding formula • Potential funding for an umbrella group

Facilitate • Use existing systems and support groups’ facilitators to help synergy

groups • Make them available throughout the province • Train people for facilitation, communication • Trained facilitators for groups • Update Synergy Group Mechanisms – eg – sharing of information such as

who is operating in the area, landowners and ownership changes etc. • Companies should train more than one employee to be the “synergy”

connection • Gather resources and develop training tools • Encourage use of trained facilitators/mediators when an area is

considering a synergy group – from the very first Outcomes and Measures

• Set benchmarks for progress so that work actually gets done – i.e. set a schedule

• Develop ACTION PLAN with deliverables, timelines and follow-up reports on a regular basis

• Create specific consequences for oil companies who break agreements • Acknowledge mistakes and learn from them • Need to attach timelines to goals and objectives • PEP – SYNERGY GROUPS should start looking at emerging issues and

tie in with government (Canada-wide)/industry initiatives. • Manual of best practices • Responsible care – a total commitment • Step 1. Somebody (EUB) facilitate establishing the clearing-house for

contact info about synergy groups

• Step 2. The “clearing-house” became the repository for organizational

artifacts like mission statements, constitution and structural frameworks Improved Public Involvement Skills

• Industry to provide public relations training to every employee • Industry should emphasize people skills and communication skills as

much as technical skills • Easier access to information • One stop shopping • Good organization of material • User friendly communication center – help desk

Website and Tools

• Explore the use of geomatics and website portals as a communications tool including using the Emergency Management Alberta geomatics tool

• Set up Synergy website with copies of terms of reference, contact people, best practices, chat room, case studies, links to other sites (including resources like Center for Energy Information

Data and Information Sharing

• Knowledge base • Must provide a repository or retrievable information re Synergy Groups –

1) structure 2) best practices • Build a knowledge base and educate all stakeholders • Development of an information center – who – industry lead with other

stakeholder help • Database • Create a database of best practices • Create an indexed database of resources that can be searched by keywords

– e.g. trucking, flaring • Need to create a contact list of Synergy groups in Alberta • Develop a contact list of synergy groups • Update synergy group mechanisms

• Document the history organizational structure of each Synergy group and

make available to others • Existing synergy groups should share information with new or start-up

groups – mentor them to begin setting-up process template – maybe through a clearing-house

Fostering Buy-In and Champions

• Must recognize other stakeholders • Stay focused on getting oil and gas synergy process in place before

involving other industries • Stop dwelling on the past – move forward by working out solutions • Fix what we can. Move past what we did wrong in the past • Education starting with the schools • Umbrella group needs a champion • Synergy must be sold to stakeholders who need to be convinced of the

need for involvement • Need professional marketing support to do this • Getting younger people involved • Use your power of peer-pressure to encourage naysayers to look for

solutions rather than continuing to obstruct and vent (Applies to community, industry and regulators

• Create awareness to keep people involved • Ensure all people can access the information (i.e. forums, convenient

times, cost effective, frequent information • Get identified stakeholders to the table • Synergy groups should be expanded to include all issues that impact a

community • Promote “synergy” concepts as an alternative for resolving conflict • ‘DO THE RIGHT THING’ – NOT JUST DO THINGS RIGHT • A champion has to be established and resources and funding must be

established • Industry must see this as a standard way of doing business • Identify high level champions to support transition team to help with –

support – resources, communications – funding for transition team – need accountability

• Companies have to buy-in to process • Internal communication • Communities have to buy into process • Determine stakeholders – all

• Identify stakeholders that must be represented at the umbrella group • Determine the participants who need to be involved • Stakeholder participation increase • EUB needs to “reward” companies who use the synergy process rather

than just penalize those who don’t. • How – by public acknowledgement of participation (note: if industry

does not use synergy community disapproval is an inherent penalty) • Determination of public interest must be done by including organized

environmental groups such as the Alberta Wilderness Association Identify all the Stakeholders

• One of the resources needed is independent, objective, information on oil and gas operations from a third party source, such as the former Petroleum Communication Foundation (credible and neutral)

• Registry of companies and synergy groups in Province • Need to articulate goals and objectives for umbrella group • You need a multi stakeholder group to develop structure • Need to allow flexibility • Need to avoid shifting grassroots moots • Respect – 1st engagement principals – honest • Regulated participation – industry must register with umbrella group –

mandatory to get your operators licence – regulation fee would fund umbrella group

• Establish committee to develop a framework for establishment of a Central Synergy Organization

• Set up a framework which includes a standard process and procedures for the development and implementation of individual and synergy groups

• Determination of public interest must be done by a process involving wider population – not just immediate landowners

• Must have clear and realistic goals and focus on those who are willing to participate

• Commitment to synergy should be mandated to transfer with the property when the property is sold between companies. i.e. commitments made to a synergy group must be honoured when property changes hands (company owned land)

• Standards need to be created for synergy groups. These standards will be created by the umbrella group. Criteria could include: they must include

each of community, government and industry – therefore each group must include at least 3 members

• Align synergy and stewardship principles • Creation of a synergy primer to catalyze the process • There is not always an existing synergy group to help industry present a

project • Design and implement process template for doing business • Draft copy of “Rules of Synergy” to be circulated before finalization • Establish transition team to develop visible results – planning – resources

– budget – options for a framework and pro/con – represent stakeholders – on-going/follow-up

• Synergy groups must register with the umbrella group • First step in convergence

• “Transition Team” – communicate and define the roles and responsibilities of the “transition team”. – who will they be? How will they be chosen? What empowerment are we giving them? – how will they operate? What will the level of commitment be?

• We think the “transition team” should be/have: • - industry/community/regulator representation • - needs to have a leader/driver (without leadership it will fall by the side

– community development • “Transition Team” – community rep could also comprise of

environmental group, NGO’s, Pembina Institute……also, Aboriginal groups

• “Transition Team” needs to be clear in their purpose before opening door to other groups

• Funding will be needed for the Transition Team and for the results of their findings – look to current methods of collecting dollars i.,e. royalties for the funding pool

Governance

• Add to Application Process – “Has the Synergy Group been notified?” • Formalized method for community members of synergy groups to talk

together. To start some structure will help. $ always helps, sp province could provide seed money. Maybe set up a regular schedule of meeting opportunities i.e. 1st Monday every 4th month.

• Continue to hold conference and opportunities to ? • Broaden industry involvement in next year’s conference (e.g. invitee

various industry ministers) and agencies AEUB/AENV/NEB etc.

• Organize next conference to continue to move ideas forward • Continue to have synergy functions • On-going interactive activities such as conference • Public awareness/campaign to engage ALL stakeholders especially those

not currently at the table (i.e. forestry, agriculture) • All stakeholder involvement – understand the people – understand why

some groups are not here • We must include everybody – all land use stakeholders – getting the right

people at the table is crucial • To get more stakeholder involvement, we must clearly communicate the

benefits of synergy. It must be interest-based and followed through with some sort of intrinsic rewards and possibly tangible rewards

• Encourage groups to have broad participation (industry community, government, etc.) to create real synergy representing different perspectives.

• Synergy means more than “one”. Without all parties at the table there is no convergence and there is no synergy. Other (diverse) industry should be included dependent on representation in synergy group areas.

Communication Strategies • Develop communication plan including material/issues from Conference

to key stakeholders – project managers – surface lands agents – AE, Health and Safety – key government agencies

• Identify communication tools sooner than later – e.g. bulletin board • Communicate problems • Community members need to communicate among themselves and to

pass on their concerns to industry and regulators. How? Internet, but that’s not everyone. Community pot-luck dinners – then communities have to get together – provincially – newsletter, database?

• Communicate success • Promote successes of synergy groups to build community support and

involvement • Synergy group must work to create a tone and climate for willingness to

look for solutions through newsletter, media releases, actions, conversations, success stories

2. WHAT ARE THE THINGS WE CAN’T DO?

• Legislation – do not legislate or over prescribe the process of a synergy

group because it will recreate what we already have in regulation/legislation. Let each community develop what they need

• Regulators can’t legislate – participate, guide and encourage • Can’t legislate behaviour “like treat people honestly” can only provide

framework • Can’t quit when the going gets tough – must persevere • Can’t develop one solution for all situations. Templates must be

adaptable to change • There should NOT be legislation and no top down regimentation or

governments • We can’t make it too bureaucratic – one size doesn’t fit all • Do not mandate a synergy group for every area of the province • Don’t set up a parallel bureaucracy – not a licencing process, but a way to

problem solve • We should not create the expectation that synergy groups best practices

and performance measures supercede regulations • We don’t want another provincial dept to regulate synergy – we want to

converge departments Transition

• Transition team members should not work at their own expense • Transition team can not destroy ? in current synergy successes – look

for more ways to support their synergy groups and best practices. Can not replace the role of the regulator

Behaviour

• The EUB can not assume that synergy groups will solve the problems created by them

• Synergy groups can not meet the needs of all people or necessarily speak for the whole community in a cohesive voice i. e. acreage owners vs farmers

• Allow synergy groups to grow to meet their community needs • Synergy groups can not replace direct landowner consultation or one on

one relationship development • Synergy groups can not be forced upon a community or industry – can not

regulate this • Can’t take on roles and responsibilities of all stakeholders • Can’t legislate future vigilance

• Don’t point fingers • Synergy is not about finding fault. It is about working to a mutually

desirable outcome • Ignore an issue or each other • We can’t be negative • Can’t assume there is only one right way to do things – must be open to

amending process or change to deal with individual (regional) needs • Don’t allow a definition of synergy to exclude groups – be cautious • Can’t assume things will get done by someone else. There must be

ownership for certain portions of the process • WE CANNOT FORCE PARTCIPATION – there must be a genuine

willingness to participate • Can’t bury our heads • We can’t change the past experiences – growing maturity is the way we

operate • Can’t rush and take too much – be focused • Can’t be directed by anyone interest • Don’t moderate communications – can’t be censored • Can’t force people to the table • Don’t duplicate efforts • Don’t duplicate what is already there • Do research into what already exists, learn from • Can’t solve all the problems • Can’t marginalize groups or individuals because synergy does not 1ook

right for them • Cannot be mandated – must be voluntary

Structure and Process

• Don’t assume the umbrella group’s structure – let it evolve • Don’t assume or restrict a structure for individual synergy groups • Standardization of synergy group format • Caution that “certification” can push you in this direction • We cannot conform synergy groups – each has their own personality • Do not have set processes or templates as to how synergy groups must

operate. Provide examples and ideas – but do not set expectations for a “cookie-cutter” approach.

• Can’t regulate people to “synergize” can only regulate them to attend (show-up)

• Can’t focus on specific problems or local issues but high level process and procedures

• Can’t have everything named synergy • Don’t let individual s.g. flexibility be lost because of membership in the

umbrella group • Don’t set up a synergy group to block development • Short-term – don’t get too big too soon • Deal with quality not quantity (i.e. other industries – deal with one first) • Don’t lose the individuals who do not want to belong to a group • Cannot define “synergy” – no template for what a synergy group looks

like • Can’t assume one type of group appropriate for all situations

Funding

• We don’t want synergy groups to have to fight for funding from dollars already allocated to other groups and initiatives

• No new taxes to pay for synergy • All stakeholders participating in the synergy group should be prepared to

reallocate existing financial resources to finance the synergy process • Umbrella group doesn’t approve individual s.g. budgets • No one stakeholder group should fund this on their own • Can’t build synergy alone. We need access to professional marketing and

communications support • Can’t expect stakeholders to continue to donate their time • Don’t want council to get into turf wars/politically motivated/bias • Not want multiple level bureaucracy • Not too all-inclusive initially • Not over regulated • Not a burden to participate in council

3. WHAT ROLES WE MUST PLAY Outcome and Measures

• identify a participant or members/or committee in our group to work with transition team on communications and liaison with other synergy groups

• Communications strategy • Establish a mailing list • Develop a process (Steering Committee) • Newsletters to synergy groups • Facilitate 2 way communications

• Communication Strategies – when there is more than one develop in a

synergy group, creating the potential for conflicting information, there should be a single source or common language

• The provincial transition group needs to be a facilitator not a dictator – communications needs to reflect this approach – e.g. how can we help?

• Communication Strategies – communicate resources that are available • Must report back (all local groups with central group outcome – stress

inter personal side of communications – visualize a wagon wheel hub (central synergy group – spokes local synergy group)

• Communication central group formed • Gather and disseminator of best practices (survey) • Research/Development – gps out there – what currently doing successes

now? • Linking all local synergy gps (it must) – human and electronically • To provide CAPACITY TO COMMUNITIES FOR THE OPERATIONS AT

A LOCAL LEVEL Communication Strategies

• Our audience and stakeholders – common strategies • Coalitions – SRB – NRCB – EAB – NEB – EUB – ENV – all industry –

community educational institutions – politicians – active community groups – media – environmental groups (Pembina Inst).

• Communication Strategies – determine what do we need to put out? • Communicate with other synergy groups • Training within group • Education • Open channel with politicians

Structure and Process

• 3A – All three parties – industry/government/community must jointly play leadership, facilitation role in transition team

• 3B - Industry and government must take on responsibility of financial resources to transition team

• Structure and Process – set boundaries – synergy by-laws and principles and voting

• Identify stakeholder – finances – schedules – liabilities • Parameter and mandate

• Create a task force to collect governance information from all the AB

synergy group to provide a member for the task force. This is a 2 month project at most. BY APRIL 2004!!!!!!

• Data collected and shared • How to get buy-in and participation? • Equal player in structure and process – collaborative • Synergy groups – not advocacy groups/special interest • Cannot restrict membership

Governance

• Provincially – a collection and dissemination of the various models and processes used by synergy groups throughout AB. Outcome/Measure – we have a collection of documents

• Governance – set mission and vision • Governance – you can recommend and encourage behaviors! But you

can’t have rigid rules • Gov/str/proc – develop a best practices document for synergy groups • Gov/str/proc - continue to participate in synergy groups and to recruit

sufficient participation to prevent burn-out. Possibilities: terms of office, interest-based appointments (capitalize on people’s passions

• Gov/str/proc -explore a needs assessment process so that everyone’s voice is heard and all concerns are considered

• Governance – equal player in process and outcome – collaborative • Gov/str/proc – A provincial synergy council is formed, and each synergy

organization in the province is entitled to have one representative on the council. This council will be a clearinghouse of information, a support of synergistic initiatives, but not a decision-maker regarding local industry/community issues

• Province – the province has done a great deal already to provide governance and general structure to synergy groups

• Maybe worth a different government department taking the lead – i.e. community development – to allow EUB to just be a participant

• Province needs to be the disseminator of information • Local and regional groups should be playing the role of

collecting/disseminating $’s • Industry will ultimately be providing the dollars • Governance – Province – we want to see the province push governance

down to the local level – at grass roots • Is there a mechanism at the local level – for example, the counties and

municipalities?

• Provincial government should stay at a higher level providing – vision –

ensure it is democratic • We need local levels of government to be active participants • The environmental protection view needs to be advocated and at table • No longer good enough for the “environmental” sector to be spectators or

road blockers to be respected, they need to actively engage • Province to provide a list of member facilitators/training – identified by

communities Resourcing

• Royalties should be used as the funding source • Measure of success – that communities can access funding without feeling

that there are strings attached • Synergy umbrella organization has a business development unit that

applies for government funding • Sharing of information between groups is a role synergy groups need to

play • Providing the information as a resource • Community has a role to play in raising funds for synergy too • Most important resource is DONUTS (BRING THEM)! • Communities can apply for grants – this is an option now • Resourcing – Provincial – roles? Next synergy theme should be “bring a

cynic” (or skeptic) • EUB lobbies for provincial funding – tax – Heritage Fund – industry (all

sectors?) funding synergy • Regional (or other resource) financial commitment at regional level

(communities/municipalities etc. • EUB support with resources – also same for industry • Participation!!!!! • Develop a small committee from all synergy groups, EUB and Industry to

establish exact resources required, costs, budget, over a 1,3,5 year period – Business Plan

• Need to ensure that roles are flexible • This is not Safeway – pantyhose – one size doesn’t fit all.

Data and Information

• Data – synergy groups accept role of accessing “umbrella organization” to obtain information (i.e. do not wait to be spoon-fed). – must be pro-active.!

• Each synergy group becomes a data provider – i.e. contacts, experience, etc.

• The “umbrella” organization accepts the role of

accepting/collecting/maintaining data from synergy groups • Roles – industry provides technical data that educates – provides literacy • Regulators provides the regulatory information • Industry provides understandable and transparent information and data

on the operation that is the subject of the synergy group • Synergy clearing house and Canadian Centre for Energy Information

provides independent, neutral, impartial information on industry operations environment

• Decide what types of information is available i.e. contact list – all groups provide to repository

• Meeting minutes – only groups involved in hearings etc. • Synergy groups must accept the role of educator • Data and information sharing – what roles must we play? • Must share information on: 1) synergy group contacts 2) Best practices

for operating synergy groups 3) environmental issues to consider and sources of environmental information

• Data and Information Sharing – what roles must we play? Synergy groups must recognize the central role in communities of public libraries as repositories and distribution of information as the public interest

• Data and Information Sharing – what roles must be play? 1) synergy groups must be able to retrieve third party information on the scope of environmental issues to consider

• Data Sharing - 1) find common needs – check list of issues – rank them e.g. bylaws, funding to ?

• Develop a format that outlines what information needs to be submitted • Submit to umbrella group • Umbrella group organizes and distributes it (or make available) • Data sharing – e.g. bylaws, funding formula, group structure, boundaries,

membership criteria, contact information, examples of solutions and outcomes, case studies, best practices

• Roles – representatives have the responsibility of bringing all ideas and issues and supportive data to the table in an open, honest, transparent way. Rep’s need to know as much as possible and “represent” their peers

• Need to clearly represent positions and be open to finding the interests that will be used as the basis for resolutions

• Data and Information Sharing – Roles – two parts 1) Gather and disseminate information at local level (within synergy group to all local stakeholders, 2) sharing information to an umbrella group (if it exists)

• Data sharing – umbrella group can give advice to new synergy groups

• New operator can learn about the profile of a community they are

entering by accessing information that the umbrella group keeps • Data sharing/Information sharing – the next sep is mentorship – new

industry, new communities, new landowners can learn about the new culture

• Education role • When s.g. join, they can take part in a mentorship program – benefit of

membership Fostering Building Buy-In – Gaining Champions

• Take responsibility for outreach in our community • We will identify leaders in our communities and bring them into the

process • Promote successes and market the concept • We will be an information conduit to other groups/individuals • What roles must we play? • Provincial – EUB – Lobby government by-in for synergy vision • Industry supports EUB /industry – reps lobby industry for buy-in • Regional – municipalities must lobby communities for synergy vision • EUB field center supports municipalities • Industry supports municipalities for buy-in • Local – EUB encourages synergy at local level • Communities buy-in, from their end • Industry same thing • Synergy Group will play a supportive role between regulator and

industry for “Best Practices” • S.G. to be a champion of best practices. Promote them among other

groups • They can act as the go-between for the community the Regulator and

Industry • Energy and Synergy to develop Best Practices • Obtain upper-level support in community (influential people) • Obtain Premier as Provincial sponsor for “umbrella” organization • Obtain industry support from existing organizations and groups i.e.

CAPP, CEPA, AFPA, etc. • Fostering S/T PAIN – L/T GAIN • Please refer to notes taken and presented on “what synergy could look

like in 10 years. Communication, convergence and co-operation

• Fostering – how to move forward – assign specific people (i.e. Neil

McCrank) with specific actions (i.e. meet with Premier by end of December 03

• Indicators – fostering – in resolution of issues identified and worded by synergy groups

• Requirement for the existence of synergy • Indicators of success – fostering • A champion has been identified for the “umbrella” synergy organization • In “synergy” membership • Fostering A.B.C. • By when – as soon as possible • To be determined by governance structure and process • Fostering (A) interested stakeholders • Fostering (B) who – Neil McCrank – Chairman of AEUB • Fostering (C) interested stakeholders (as applicable)

4. WHO IS RESPONSIBLE FOR WHAT? Outcome and Measures (no comments) Communications Strategies

• The Provincial transition team, with input from stakeholder groups, would establish a structure and process for regular communication with stakeholders

• Transitional Team responsible for establishing and maintaining two-way communication to all stakeholders

• Synergy group MUST provide input or if not able to do so, say why, and indicate who should

• Synergy clearing house – responsible for assisting with the collection of community opinion by helping with standard surveys, methodology

• Hire or provide a full time co-ordinator for team • Paid staff (support) contract • Governed by a steering committee chosen by the group • The centralized Synergy Council/organization must have a voice in the

Canadian Center for Energy Information Educational Materials on Oil and Gas and on Synergy

• Every synergy group responsible for one person to the Central Communications Committee

• Visualize the wagon wheel – Hub GP with spokes

Structure and Process

• All involved – will vary from group to group based on their needs • Context dependent

Governance

• Establish directorship process for positions • Set up sub-committee for finance, schedule, liabilities, etc. • Consider the CASA model – multi-sector, cross ministry,

provincial/municipal council • Who is responsible – shared responsibility • Representatives from existing groups will be used to determine this

structure. This structure must fall under the Society Act. Resourcing

• Once governance is achieved, we can create a committee to look after resourcing/funding for the umbrella group and (run the group)

• Committee will need to set up a group structure. This will include what positions will be required and determine what funding will be required to achieve such things as the clearing house/info data base

• Collaborative effort between all stakeholders • Cannot name just one group • Depends on the issue • Industry contribution should be based on production • Resources will come from – public, private, provincial • This will include funding and volunteers • Equally shared responsibility. However, the synergy vision has to be

understood and supported by senior management in industry and government.

Data & Information

• Transition team provide stop-gap while synergy groups provide information and “umbrella” organization – organizes and publishes data

• Key players provide a contact person to deal with data and information sharing issues

• Individual s.g. responsible for updating their information annually • Umbrella group ensures changes are made and sends/publishes new

information • Providing information is a component of registering with the umbrella

group • Keep it simple

• EUB can mandate industry participation in umbrella group • Provincial group gathers , houses, and disseminates information from all

registered synergy groups • Responsibility – each synergy group is responsible to collect and gather

information – maintaining and up-dating their own information that is linked to – through the umbrella group

• Responsibility – Assuming a provincial umbrella group, it would be their responsibility to seek out synergy groups to understand what information or data they have for sharing while also understanding what they need for information

• Synergy Clearing House provides templates (best practice) for collecting and managing data on residents, new developments, ERP, and other information that all Synergy groups will require

• Data and Information – who is responsible – • Industry • Appropriate homework required • Understand the issues • Transparency • Organizing the meeting in concert/consult with Comm. Regulator • Provide consistent representation • Community • Broad spectrum of opinion must be brought to the table • Provide consistent representation • Regulator • Supply local data and be prepared to speak to specific issues • Accessing other regulatory and subject matter experts • Consistent representation • Synergy Group • Will decide who organizes meetings – when, where, what to discuss • Sub-committees – communication • Decide what data to collect

Fostering Building Buy-in – Gaining Champions

• Landowners will be responsible for the Landowners in their area • Individual companies communicate to their peers’ successes • Industry can influence through their association and groups i.e. CAPP,

CEPAC • Who? Collection process • Regulators can help identify companies operating in area and recommend

involvement

• Synergy to use the Registry to get information out • Regulator to be a conduit for information to get the information out there • Regulator can support group efforts through communication strategies

and community events 5. BY WHEN Outcomes and Measures

• By when – Data and information sharing is already happening informally. The EUB has a list of Synergy Groups. To a limited extent that sharing could happen immediately. It could be posted either on an EUB/CAPP Website or an existing Synergy Group Website

• Information is readily available

Communication Strategies • Start now – complete in a year – next conference (presentation at next

conference) • Start slow – within first year – progress report – framework – costs –

options by traveling team • When? - By the next Annual Synergy Conference – Determine what

material we need to put out • 6 months – communicate with other synergy groups • Training within groups – gathering existing training opportunities • Education – reach the schools • Open channel with politicians – on-going process • 6 weeks – establish a mailing list • Develop process – working committee • Communicate resources available • Now and on-going – facilitate 2 way communication • September 2004 – Newsletter to Synergy Groups

Structure and Process (no comments) Governance

• By when – establish reasonable individual timelines (to be respectful of all parties)

• Capacity building, equipping and training is needed right now • Promotion awareness needs to take place NOW • Ensuring all stakeholders are at the table • Data-base/clearing house

• Provide pool of facilitators • BY NOVEMBER 2004

Resourcing

• Funding needs to be in place in 12-24 months • 24months – money should be in hands of synergy groups • Cannot look at resources until a good plan for structure and

process/governance has been developed • Resources should be looked at after process • Resources – the Resources Committee needs to be set up before the second

meeting of the main (governance) group • ASAP – ALL need go back to their own reality and IMMEDIATELY take

steps toward implementation of an Action Plan which includes types of resources required – why – who contributes

• RESOURCING - 2013 Destination Phase – self sustaining culture with sufficient funds to achieve vision

• Evolution Phase – Positive reinforcement – funding, legacy planning (independent and political cycle) incentives for participation – credits? Tax relief?

• Pioneer Phase – Lobby for Resources – optimize existing funding (these are under utilized) mechanisms (municipal funds, Wildrose Foundation) Contact Dept Municipal Affairs for list of benefits and registered associations 2003

Data and Information

• Data and Information – information is required when and as an issue arises

• Within 1 year – create repository with contact information and basic other information they have agreed to share

• As part of transitional team, create a registry database, etc. and place to access date (website) within 3 months

• Data sharing – immediately • Transition team – create an umbrella organization within 1 year • Within 3 months of its creation, umbrella organization sets 5 year and 10

year plan to meet 2013 objectives • Data and Information sharing – by when – quick access by all parties • Quality assurance mechanisms need to be in place (audit process) • Accountable to all stakeholders • In a timely manner • CONTACT LIST WITHIN A MONTH – NEEDED NOW

• Need some urgency

Fostering Building Buy-in – Gaining Champions

• By when – Best practices within 12 months • Make sure it is a live document • When members of Public start coming to and being involved • When there is a reduction of conflict • Media monitoring through 3rd party endorsements or criticism • Increase in company employees to participate in synergy groups • When a human face is put on the company corporate business plans

become easy to implement • Synergy Tepee – each pole represents a principle – e.g. trust, respect,

transparency, honesty • 2013 destination – communicate results – benefit – continue to adapt • Evaluation phase – communicate benefits, promote, ? team, Broader

stakeholders (all industries), apprenticeship graduation of new groups • Pioneer Phase – communicate-disseminates– “convert a Cynic”, lobby for

resource • Develop mandate/vision, transition team • Sell benefits • 2003

6. INDICATORS OF SUCCESS – HOW WILL WE MEASURE? Outcomes and Measures

• Fewer board hearings, ADR’s, less litigation, fewer lawyers. More “leader” synergy groups emerge – working at the SPOG and Nexen 11-27 level

• Better informed communities as measured by survey, open house feedback

• Without a way of ensuring milestones are met, there is no way to ensure they will be ?

• Need some form of “enforcing” that the job gets done Communication Strategies

• Establish list of deliverables • EUB will provide a MAP (VISUAL) showing Synergy Group

locations/contracts • # of hearing • # of synergy groups

• # of synergy presentations • Gauging the workload demands • # of hits on Web • # of people within synergy groups • Conference attendance • Response to proposals • Poll Groups on results of conference • Representations from ?????? is in place • Next year conference framework is in place • Sharing of information – progress report

Structure and Process

• Indicators of success • Win/win • Increased understanding/open-mindedness • Shift from DAD to PEP • Shift in thinking for landowners as well • Trust is developed

Governance

• Document exists (best practices • Successful resolution • Met guidelines that were set • Process continues • Complaints • Met needs of • Governance – indicators of success • Existence of group itself-sustain • People come to meetings – get involved – voluntary • For all data/information collection/synthesis, success will be measured

by the degree to which synergy groups contribute t0 the process and use the results – and are satisfied with them

• Need to come together in November 2004 to review/update tangible results

• Indicate all players at the table • Survey of participants to provide feedback • Overall review from the EUB as a comparison of hearings etc. to

determine if there has been a decline – compared to area with no synergy groups – is there a decline

• Local level – A ? feedback survey consisting of ten standard questions

throughout the province – standardized • Measure participation level – is it up? • Do we have a list of facilitators – see if we have succeeded here • Measure successes and measure challenges by an annual review – audit –

spot audits • Need to keep a pulse on growth on groups that do not allow industry and

government participation • These are not synergy groups and should not be allowed in the

growth/success category of synergy groups • These may indicate a failure of synergy in a community

Resourcing • Resources must include: • Funding – information, people, time • Accessibility to funding for local groups – keep # of hoops and barriers

low • Success indicators – there will be a large number of synergy groups,

industry is community members that will form the umbrella group. • Almost 90% of known synergy groups in AB will be participants • No restrictions to companies providing additional funs to synergy groups

(in addition to royalties) • There will be fewer hearings, and fewer requirements for ADR’s • Development of relationships – effective use of resource, fewer hearing

disputes, decrease in costs, will demonstrate a success • Volunteer resources are not focused on fundraising – there are more

important functions • All synergy groups will report once a month or quarterly on how many

problems-disputes they were able to resolve through their group process • Short-term pain – there will initially be a lot of work required that may

need to be done through volunteers until funding is in place • Open, honest, transparent communication and systems are needed to

ensure there is no perception of buying favors in the community • Energy groups are growing and effective – reduction on appeal processes

- reduction of statements of concern to EUB, AE and Industry • Long-term reduction on costs for appeals etc. • Community prosperity • Positive cash flow • A clear budget is needed based on goals and objectives • Participation levels

• Were deliverables received • Area coverage • Status of satisfaction • Level of Media coverage • Level of complaints/minimizing environmental impacts • Number of dispute resolutions

Data and Information

• Consistency of best practices across Alberta • For industry, for regulators (field centers), for community • Accuracy of information • Many land uses represented on the contact list of the synergy groups • The umbrella organization holds a conference like this instead of the EUB • Date and information sharing – indicators of success • A) measurable reduction in toxic emissions • B) absence of community angst • C) environmental groups informed and express approval or acceptance • Raining the social accountability of success • Fewer hearings • Synergy groups in all parts of the province • Not a lot of areas without a synergy group • Uniformity of best practices province-wide • Outside the boundaries of synergy groups • Milestones of 5 and 10 year plan are met • Membership roster accurately reflects players in the geographic area • More harmonious relationships between stakeholders • Web-site set up – transition team in place • Umbrella organization in place • Membership of synergy groups covers entire province • Use of web-sit (count hits) • Data is transparent. Audited to be accurate • Data needs to be useful • Relational data required • Understandable to users • Complete data set required • Companies make the connection between synergy and their bottom line • Measurement: avoiding a hearing and the cost of that • Having an info source • Having a way to recover information

Fostering Building Buy-In

• Hearing #’s • Mediation #’s • Objection #’s • Personal sacrifice will lead to success • Short-term leg work to bring in long-term gain

7. POTENTIAL SHORT-TERM PAIN AND LONG TERM GAIN Outcome and Measures

• Short-term – hours, stress, identify problem, lack of knowledge and resources

• Maintain participants • Quality of Life • Safe environment • Prosperity • Mutual Benefit • Increased trust

Communications Strategies

• Short term pain – resources needed • Short term pain – big task for all communities – lots or work • Long term gain – less angry folks • Decrease – re invention • Long term gain – better ideas and solutions • STP – resources $/ energy • LTG – clarity of synergy • Trust between sectors • Community bled

Structure and Process

• Short term – a lot of work up front/time/energy/resources • Recognize we may have to constantly “massage” our structure/process • Static not fixed

Governance

• Potential problem: that people see this as the only possible model/option • Maybe call it “possibilities for governance”

• Governance – short term – lots of time to create and form group – to

collaborate to reach integrative solutions – to develop processes and structures

Resourcing

• Use of the group for other industries and not just Oil and Gas will show a long-term gain

• Local fundraising is also needed because it involves stakeholders • Short-term: Volunteers to approach industry directly for funds • Long-term: To develop alternatives to this • “Pain” – taking on more upfront than should • Putting the cart before the horse • Short-term pain – Training individuals and creating awareness about the

benefits of synergy and how participants involved in synergy need to act • Resourcing – long-term gain – the betterment of the industry and

community. There will be more open, honest and transparent processes and less disputes

• If this does not go further than this conference you will deal with anger, frustration etc.

• Need to show forward movement Data and Information

Short-term pain • 1. Confusion over who to provide information to • 2. Confusion over what information to provide • 3. Tech problems over website set-up etc. • 4. Lag in obtaining resources, computer, data, tech, web personal • 5. How to disseminate information and inform stakeholders of

process and resources i.e. mail, e-mail, public-meetings, newspaper ads. • Individuals who are against development will have to go through a

cultural shift, too – work co-operatively, get educated • Deciding what data you want to collect – organizational time and

resources – short-term pain • Short-term pain – need common data platform • Will have long-term payout • Getting data – willingness to share data (good and bad) • Documentation is essential but difficult to gather

• Taking the initial effort to audit your data accessibility/format will

provide long-term utility • Potential short-term pain and long-term gain – PAIN – sitting in meetings • Long-term gain – GAIN – Personal an environmental interests addressed

Fostering Building Buy-In

• Short-term pain will lead to long-term gain through community involvement

• Long-term gain will give us efficiencies and profitability 8. HOW DO WE MOVE THIS PLAN FORWARD? WHAT IS THE

TRANSITIONAL PROCESS?

Outcomes and Measures (no responses) Communications Strategies

• Hire/provide a full-time person to assist transition team • The Transition Committee must be accountable to the next Synergy

Conference held within a year at which we will talk about successes and the permanent structure going forward and which we all have a voice in selecting future leadership

• Ask for volunteers • CAPP for Industry • EUB for Industry • PUBLIC – send in names • Send in names – 10/12 people – therefore self-selection process • Steering committee must assist in establishing Transition Team and

develop criteria and get input/reaction • Communication – working committee part of transition team • Send to Transition Committee – GO-GO-GO

Structure and Process

• Facilitation • Training/education

Governance

• By creating structure and processes • Facilitation/training • A. Communicate, initial leader, convergence members, breakdown into ? • B. Continuous Review – continuity

Resourcing

• Look at existing pools of funding – see where the fits are • Need to create a list of current funding options for synergy groups and

make them available • Find out from SPOG etc. how they organized their funding model • Need to develop a Steering Committee to move this forward • Need Alberta Government involvement to lead this – least represented

group here!!) • Needs cross-ministry to help move this forward • Building off the government’s shore policy • A transitional group will need to be created from the regulators, industry

and landowners. Once this group is created they can organize a group of volunteers comprised of these three groups to determine the structure for the umbrella group. The Resource Committee will fall out once the Umbrella Group is created. Some members will be volunteers but administrative roles will be paid

Data and Information

• Transition – decide what data is needed • Develop information Standards • Look at what other organizations are doing – don’t reinvent the wheel • Survey what people want • Transition – training will be required • Peer pressure • Plan moves forward by (EUB) taking the role of facilitator in ensuring that

a) transition team established, b) umbrella group established, data-base/contact list established and published

Fostering buy-In

• Have the organizing committee for this conference be the model for the Transition body to set up a Provincial Body to Support Synergy groups

• Must be seen as impartial • Need structure and best practice • Turn results of the conference and turn it into action • Umbrella organization that is charged with pursuing Action Plan

• Make synergy police

SYNOPSIS

QUESTION 1. WHAT ARE THE THINGS WE CAN AND MUST DO? ACTION OR ACTIVITIES. DEVELOP A TRANSPARENT/HONEST PROCESS DEFINE PROCESS/MISSION DEVELOP VISION/FRAMEWORK TO GUIDE UMBRELLA GROUP DEVELOP ACTION PLAN – time lines DEVELOP TERMS OF REFERENCE DEVELOP TRAINING PROGRAMS IDENTIFY EXISTING TRAINING

DEVELOP COMMUNICATIONS PLAN DEVELOP COMMUNICATIONS TOOLS DEVELOP MAILING LISTS DEVELOP GOALS – SET REALISTIC GOALS ADDRESS LEADERSHIP ADDRESS RECOURCES/FUNDING MODEL SET UP WEB-SITE/DATA BASE DEVELOP INFORMATION CENTRE OBTAIN BUY-IN IDENTIFY ALL STAKEHOLDERS QUESTION 2. WHAT ARE THE THINGS WE CAN’T DO? CAN’T LEGISLATE CAN’T QUIT WHEN GOING GETS TOUGH CAN’T DEVELOP “ONE” SOLUTION FOR ALL SITUATIONS CAN’T MEET NEEDS OF ALL PEOPLE CAN’T TAKE ON ROLES AND RESPONSIBILITIES OF ALL STAKEHOLDERS CAN’T LEGISLATE FUTURE VIGILANCE CAN’T BE NEGATIVE CAN’T ASSUME THERE IS ONLY ONE RIGHT WAY – must be open CAN’T FORCE PARTICIPATION

CAN’T RUSH – BE FOCUSED CAN’T BE DIRECTED BY ANY ONE INTEREST CAN’T FORCE PEOPLE TO TABLE CAN’T BUILD SYNERGY ALONE – need marketing and communications help CAN’T BE OVER-REGULATED NO ONE STAKEHOLDER SHOULD TAKE THIS ON SHOULD NOT HAVE MULTI LEVEL BUREAUCRACY TRANSITION TEAMS SHOULD NOT WORK AT OWN EXPENSE QUESTION 3. WHAT ROLES WE MUST PLAY? ESTABLISH UMBRELLA GROUP DEVELOP MISSION AND VISION ESTABLISH A COMMUNICATIONS STRATEGY DEVELOP A PROCESS ESTABLISH A MAILING LIST ENSURE ON GOING EDUCATION AND TRAINING DEVELOP COALITIONS – GROUPS ALREADY EXIST OBTAIN BUY-IN FROM ALL STAKEHOLDERS – get community buy-in

DEVELOP AND COMMUNICATE BEST PRACTICES DEVELOP DATABASE AND INFORMATION SHARING PROMOTE SUCCESSES TAKE RESPONSIBILITY FOR OUTREACH LOBBY FOR PROVICIAL FUNDING ESTABLISH ROYALTIES FOR FUNDING SOURCE OPEN CHANNELS WITH POLITICIANS COMMUNICATE WITH OTHER GROUPS QUESTION 4. WHO IS RESPONSIBLE FOR WHAT PROVINCIAL TRANSITIION TEAM (with input from Stakeholder groups) WOULD ESTABLISH STRUCTURE AND PROCESS TRANSITION TEAM WOULD BE RESPONSIBLE FOR COMMUNICATIONS HIRE A FULL-TIME COORDINATOR HIRE PAID SUPPORT STAFF EACH SYNERGY GROUP RESPONSIBLE FOR ONE PERSON TO THE CENTRAL COMMUNICATIONS COMMITTEE

SET UP SUB-COMMITTEES – finance, database, etc. TRANSITION TEAM TO SET UP STRUCTURE REGULATOR CONDUIT FOR INFORMATION SHARED RESPONSIBILITY SYNERGY GROUP WILL DECIDE WHO ORGANIZED MEETINGS, WHEN, WHAT AND WHAT TO DISCUSS SYNERGY TO USE REGISTRY TO GET INFORMATION OUT 5. BY WHEN INFORMATION IS READILY AVAILABLE NOW START NOW – AND PRESENT AT NEXT CONFERENCE START SLOW – on-going process BEGIN TRAINING NOW SEPTEMBER 2004 – Newsletter to Synergy Groups

PROMOTIONAL AWARENESS NEEDS TO TAKE PLACE NOW ENSURE ALL STAKEHOLDERS ARE AT THE TABLE BY NOVEMBER 2004 FUNDING MODEL NEEDS TO BE IN PLACE 12/24 MONTHS NEED TO DEVELOP STRUCTURE FIRST – MANDATE – VISION SOME URGENCY QUESTION 6. INDICATORS OF SUCCESS. HOW WILL WE MEASURE? FEWER BOARD HEARINGS LESS LEGISLATION BETTER INFORMED COMMUNITIES WIN/WIN INCREASED UNDERSTANDING

TRUST IS DEVELOPED NEEDS BEING MET ALL SYNERGY GROUPS TO REPORT OPEN, HONEST, TRANSPARENT COMMUNICATION LONG-TERM REDUCTION ON COSTS FOR APPEALS ETC. COMMUNITY PROSPERITY SATISFACTION LEVEL OF COMPLAINTS NUMBER OF DISPUTE RESOLUTIONS UNDERSTANDABLE TO USERS AVOID HEARING COSTS QUESTION 7. POTENTIAL SHORT TERM PAID AND LONG TERM GAIN QUALITY OF LIFE SAFE ENVIRONMENT INCREASED TRUST BETWEEN SECTORS MUTUAL BENEFIT

SHORT TERM PAIN - RESOURCES NEEDED – LOTS OF WORK LONG TERM GAIN - LESS ANGRY FOLK SHORT TERM PAIN - SOME CONFUSION LONG TERM GAIN - PERSONAL AND ENVIRONMENTAL INTERESTS ADDRESSED SHORT TERM PAIN - WILL LED TO LONG TERM GAIN THROUGH COMMUNITY INVOLVEMENT QUESTION 8. HOW DO WE MOVE THIS PLAN FORWARD? WHAT IS THE TRANSITIONAL PROCESS? HIRE A F/T PERSON TO ASSIT TRANSITIONAL TEAM ASK FOR VOLUNTEERS

STEERING COMMITTEE MUST ASSIST IN ESTABLISHING TRANSITIONAL TEAM – DEVELOP CRITERIA DEVELOP MISSION AND STRUCTURE LOOK FOR FUNDING DEVELOP COMMUNICATIIONS PLAN COMMUNICATE ON-GOING TRAINING AND EDUCATION TRANSITIONAL TEAM ACCOUNTABLE TO NEXT SYNERGY CONFERENCE TO BE HELD WITHIN A YEAR LOOK AT EXISTING POOLS OF FUNDING TO SEE WHERE THE FITS ARE PLAN MOVES FORWARD BY EUB TAKING THE ROLE OF FACILITATOR IN ENSURING THAT a) TRANSITION TEAM ESTABLISHED. AND b) UMBRELLA GROUP ESTABLISHED. DATEBASE/CONTACT LIST ESTABLISHED AND PUBLISHED NEED STRUCTURE AND BEST PRACTICE TURN RESULTS OF THE CONFERENCE AND TURN IT INTO ACTION