Steps Toward a “Best Practices” Protocol - Induced Seismicity Potential in Energy Technologies - page 140

the historical earthquake data near the well are closely examined, along with any published
fault maps in the area. Additional data regarding fault information, such as that available
from three-dimensional (3D) seismic images or other geological information from the well
operator may be requested if the well appears to be sited in a high-risk area.
MITIGATING THE EFFECTS OF INDUCED SEISMICITY ON
PUBLIC AND PRIVATE FACILITIES
The best practices protocols appropriately include an emphasis on establishing a public
relations plan to inform the public as well as the appropriate regulatory agencies of the
purpose of the proposed or existing project, the intended operations, and the expected
impacts on the nearby communities and/or facilities. Public acceptance begins with an
understanding of what is expected to transpire and what contingencies exist for dealing with
the unexpected. Inherent in any public information and communication plan is the idea
that a developer regularly meets with the local public to explain the schedule and activities
of each upcoming stage of operations, as well as the results of the operations performed to
date. During the committee's information gathering session in The Geysers in Northern
California and at the associated workshop in Berkeley, we had an opportunity to discuss
the 50-year history of induced seismicity at The Geysers geothermal field and meet with
the operators, regulatory authorities, researchers, and the local residents from Anderson
Springs and Cobb, nearest to The Geysers operations, and subject to the effects of ground
shaking due to induced seismicity (see Appendix B—meeting agenda). The discussions
we had with these individuals provided some interesting lessons (Box 6.2) regarding the
value and potential success of constructive public engagement, for all parties, when induced
seismicity may be or becomes an issue in an energy development project. The committee
found several very important points to consider regarding the value of successful public
outreach, using this example from The Geysers:
1. Time . Public engagement, even if begun early in a project's planning processes, is
a process that occurs over a long time and not a goal in itself. As a process, public
engagement requires dedicated and frequent communications among industry, the
public, government officials, and researchers.
2. Information and education . Although the initial burden to supply information
and to educate local residents lies with the operator and government authorities,
residents, too, have a responsibility to become informed and to be constructive
purveyors of data and information back to those responsible for operations to allow
constructive dialogue to take place.
3. Managed expectations through transparency . Coupled to the sharing of infor-
mation and education is the idea of managing expectations. Each group involved