Want to succeed with your campaign? perhaps a strategy could help!

 

Dr Alan Jones, PhD, CEng, FIET.

 

Introduction

Most campaign groups begin life because of some external developer planning an activity or development that is perceived by local people to result in unwelcome consequences for the community.

This usually results in individuals coming together with the aim of objecting, of stopping the development, of making a noise and getting their views into the public domain as if to shame the developer in the hope they will go away.  Sadly, this tactic tends not to work too well with large developments, especially if they are of national importance. The result – disappointed residents who must resign themselves to both having failed in their endeavour as well as having to live with the consequences once the development receives planning permission and begins to take shape.

Sadly, the probability of success will always lie with the developer, but campaign groups can enhance their arguments and effectiveness, and thereby their chance of success, by seeking out best practice as described in an earlier paper (1).  Part of this best practice lies in adopting a strategic approach for their campaign rather than the more usual scatter-gun tactics many groups employ, usually out of lack of knowledge and experience, or sheer frustration.   

This discussion paper therefore builds on the previous paper by discussing how to develop what is hoped will be a winning strategy.  And it is not a complicated process and can, and should, begin soon after the campaign group is up and running.  Put simply, it’s ensuring the group is clear on what its purpose is and what it aims to achieve – and putting in place the plans, processes and resources needed to execute the strategy – not forgetting the need to review progress and modify the strategy if needed as the campaign progresses, and events unfold.

Afterall, all major businesses tend to have a strategy and those with a constantly evolving strategy usually stay in business longer and prosper.  Even national campaign groups have a strategy so why not a small local campaign group?

To give some practical meaning to this process we look at the strategy of a few well-known brands and move on to the various steps in developing a campaign strategy in the following sections while a practical example, in the form of a case study, completes the paper.  The case study is based on proposals for a new high voltage electrical transmission infrastructure development for Dumfries & Galloway.

Looking at a few examples of strategy

Before getting into the detail, it helps to look at a few examples to better understand what we mean by strategy and the broader term, strategic management.  In essence, and to make this simple, strategy is all about defining how an organisation sets about getting to where it wants to get to.  

In other words, it needs to define what it wants to achieve – what its vision, or the end point, looks like and how it aims to achieve this – how it will get to this point by considering the resources it has available and the competition it will inevitably face.

Let’s begin by briefly looking at M&S, whose vision - the end point, is to be the most trusted retailer, prioritising customer trust and quality products.  Beyond this it has a mission statement that builds on the vision – an overview of the organisations purpose, why it exists what the organisation does and how doing these activities adds value for the main stakeholders.  

How about another well-known brand, IKEA?  IKEA’s vision, in a nutshell, is to create a better everyday life for many people, along with a mission to offer a wide range of well-designed functional home furnishing products at prices so low that as many people as possible will be able to afford them.  Again, this is backed up by a comprehensive set of strategic goals that cover such issues as, affordability; sustainability; customer experience and global impact. 

What about another well-known brand, Tesco?  Here the vision is focussed on being a highly valued business by customers, communities, staff and shareholder.  And like M&S, IKEA and other large organisations, Tesco also includes something on values – the set of behaviours and key values to which all employees (from the top to the bottom of the organisation) should subscribe.

As mentioned earlier, it’s not just for-profit organisations that set a strategy and employ the principles of strategic management, which is the management of the organisation’s overall purpose – the primary reason for its existence.

So, let’s look at a well-known, major campaign group that has existed for many years, the WWF, which since 1986 has rebranded as the Worldwide Fund for Nature to reflect the expansion from wildlife to include habitats and environmental degradation.  Here, the vision for 2024-2027 is: by 2030, we want to see nature’s destruction halted and its recovery underway.  And supporting this vision the WWF-UK has developed six key goals that form the organisation’s strategy.  At a level below these goals sit the actions, milestones and timelines that define the implementation.

Perhaps one of the most recognised campaign groups, although not always recognised for the right reason, is Just Stop Oil.  Their vision is: a future free from the dangers of climate change, achieved by ending the use of fossil fuels.  But with 3,000 protesters arrested since 2022 and 11 currently in jail, including the founder, Just Stop Oil recently announced they were halting further protest activity based on civil disobedience to re-group and consider modifying their strategy for what comes next.

In terms of strategic management what Just Stop Oil has done is an important concept – the management of strategy is not just about setting and implementing a strategy but also the need to continually review the strategy and consider the internal pressures, such as the strengths and weaknesses of the group as well as the changing external environment the group faces.  Here, for instance, the group needs to reflect on the opportunities and threats and to modify their strategy accordingly.

Having considered a few examples, it’s time to move on to the steps in developing a strategy.

Developing a Strategy

Different authors tend to approach developing a strategy from different perspectives and the views of some of these authors (2, 3, 4) are reflected below, but beyond this it would not be unexpected for the process of strategy development to vary depending upon whether it is a global sales strategy for a multinational corporation or a manufacturing strategy for a small firm, for instance.  However, all strategies tend to follow a similar basic outline comprising of a vision, a mission statement, strategic objectives, goals, and perhaps some mention of values, backed up by an implementation plan, or some combination of these.

So, let’s imaging that we have recently set up a campaign group.  It doesn’t really matter here what we are campaigning for – we’ll assume it’s a hypothetical situation.  We have a small core group of like-minded people who have banded together and who are unhappy about some proposed development that might be a new housing development, a new road, an industrial development, perhaps even a major railway line expansion – HS2 for example, or even a new pylon line and associated infrastructure.

The Vision

Before our campaign group takes the usual scatter-gun, approach and goes off in every direction what they could choose to do is to sit down and agree what they, collectively, see as the desired outcome – the future state – a broad comprehensive picture of what the group want the organisation to become.  This visioning process, in effect, describes what the campaign stands for, what it believes in and why it exists.  It presents a view beyond what the group is to what the group aspires to become – to influence, to shape, to be listened to and taken account of, for example.

While all of this may sound simple in practice achieving collective agreement to this simple vision that can be articulated to motivate others, both inside and outside the group, can be challenging.  There is no easy answer – brainstorming usually helps, and it is hoped the case study example that follows together with the previous examples given can aid this process.  

Ultimately, the goal is to keep the vision to a single sentence – and it also needs to carefully reflect the balance between the future and reality - is it possible for the campaign to achieve this future state, or make good progress towards it?  Remember, an obviously unachievable aspiration does not make for a good vision! 

The Mission 

Now that the vision has been agreed by the group attention needs to turn to the mission statement, although the two are often developed seamlessly rather than one following on from the other as if they are separate entities when in fact, they are very much connected.

Just to recap, the mission statement describes what the group needs to do to pursue its purpose, so it helps describe why the organisation exists.  It therefore provides the focus for everyone as they make strategic decisions.  Put another way, as one of the authors above states, the use of a mission statement as part of strategic management is about how an organisation identifies those areas that are core to what the organisation or group is trying to do and how those areas fit together strategically to deliver value to stakeholders. 

It would be usual for the mission statement to be several sentences in length – longer than the vision, with each sentence describing how the various elements of the mission contribute to the overall pursuit of the vision.  However, it does not need to be so.  Take one successful organisation, Aldi – Aldi’s mission is brief, simply: to save people money on the food and products they want the most.  So, this ties into the pursuit – the vision, of saving shoppers’ money on the goods they want to buy whether that is food or other household products. 

 In the case of a bank, for instance, the mission may be along the lines of building customer satisfaction, providing quality and professional services, developing innovative financial products, offering rewarding career opportunities and cultivating staff commitment, etc.  All which link back to and demonstrates the contribution to the pursuit of the organisations vision.

Once beyond the vision and mission statement, where focus begins to turn to the particular and more granular detail, it is not uncommon to find organisations using terms more flexibly and there is nothing wrong with this as the application of successful strategic management tends to survive on factors such as, situational awareness, cultural leadership, innovation, outstanding consultation and communication, shared organisational values and belief systems, agility and so on.  Consequently, what works for one organisation in one business does not necessarily work for another.  Using precisely formatted terms and processes to define strategic management is, therefore, of little importance and could be a hinderance.  

To demonstrate this point let’s compare how two campaign groups, one large the other almost two orders of magnitude smaller, adopt a flexible and divergent approach that suits their individual needs and circumstances. 

 Objectives and Goals

To demonstrate this point let’s begin by digging deeper into the WWF campaign group, the Worldwide Fund for Nature.  This is an organisation with net assets of well over $600m and an expenditure of $500m in 2024, 84% of which was spent on furthering their global programme.

Sitting beneath the vision, WWF’s website describes six ambitious goals through which the organisation aims to challenge the planet’s greatest threats and ensure a healthy future for people and nature.  And if we take just one of these goals as an example to illustrate how the WWF demonstrate the implementation of the strategic management process let’s look at: achieve healthy oceans and nature-positive seascapes. Unpicking this goal, we find details of why this is important along with details of various workstreams, initiatives and innovative programmes – some aimed at governments and industry while others are community based.  Beyond this each has a set of 2030 impact targets, one example being – in terms of the planet - to halt, recover and grow ecosystems and marine resources in places where we work. 

All this detail on the WWF website, while perhaps reinforcing the views of stakeholders, makes for a level of understanding way beyond the comprehension of the casual but interested reader – you, me, the layman.  But it is a large global campaign organisation and is it even possible to articulate these complex ambitions in a way that can be understood by the many rather than the few?

Let’s turn the conversation closer to home, therefore, and look at a smaller campaign organisation, the John Muir Trust, to appreciate how they tackle this question.

Well, firstly, JMT had an income of around £2.9m in 2023 – almost 100 times smaller than WWF, although for various reasons their expenditure exceeded income by almost £2.0m, which will inevitably impact on future ambitions and plans as well as a careful review of their strategy going forward.

Looking at the strategy development process, the JMT website shows a vision – a world where wild places are valued for present and future generations, supported by a purpose – what the JMT does and why it does what it does.  This is complemented by a strategy, which builds on the purpose, together with 11 key strategic objectives, each of which focusses on a particular goal, such as: stimulate public support to help protect wild places with another being: use and influence future statutory processes to conserve and protect wild places.

While not apparent from the website it is assumed that beneath each of these strategic objectives lies further, more specific, detailed and action orientated goals or objectives that are assigned to various teams and individuals within JMT to execute within agreed targets and milestones.  

Before drawing this section to a close and discussing what has been learned, particularly in relation to any guidance for our small campaign group it is worth saying a few words about values.

Values

We said earlier, in relation to developing strategy, that most organisations of any size would be expected to declare a set of values – the expected collective norms and behaviours for everyone working within and with the organisation, a common culture or roadmap that helps define the expected way things are done – usually set out in a values statement.  A statement that is designed to reinforce trust, fairness, honesty and support, characteristics upon which most working relationships depend. 

Taking just a single example here, let’s look at SP Energy Networks.  The SP Energy Networks website cites that to make ambition a reality they stand behind their shared vision and strategic goals with a unique culture underpinned by their values - sustainability, dynamic and collaborative.  These values, they claim, define what they believe in, what they stand for and how together they can accomplish amazing things, and achieve a better future, quicker.

In a similar vein, our small campaign group may decide that having a values statement may be of help in guiding group decision making as well as portraying to a range of stakeholders how the group aims to conduct themselves.  A couple of thoughts that come to mind here might include, the degree to which transparency is important and whether the group views opposing a development more, or less strongly than influencing the nature and scale of a proposal – i.e., being prepared to work with rather than against the developer.

Discussion

The first message this paper hopefully conveys is that there is no single approach to strategy development that suits every organisation, and even academic authors tend to blur the edges in terms of their liberal interpretation in the use of terminology.  Our small campaign group should not, therefore, become too hung up on getting all the terms right – a degree of flexibility and misuse is perfectly acceptable while the quest for precision could well end up being the enemy of the good.  

What seems to emerge however, clearly, is that developing a strategy is an important part of the management process of any organisation.  One that helps clarify thoughts and aspirations, helps define the issues and focus resources.  To this end, it appears that having a vision that defines the endpoint, backed up with strategic goals to drive the organisation towards this point and cementing in an organisational culture through common values that reflect the future standing of how our campaign group behaves and feels makes for an essential starting point. 

However, this is not all a campaign group or organisation requires, if it is to succeed.  There needs to be a recognition that in running any business or simply conducting a campaign circumstance inevitably change, sometimes slowly and sometimes rapidly.  In other words, completing the strategy as described above is not the end point, it is merely the starting point and one that will require revision from time to time as both threats and opportunities present themselves.  Scanning the external environment and managing change, therefore, should become an important and integral part of the strategy management of our campaign group.

The other element of this constantly evolving analysis and revision process that feeds into and helps build our now, dynamic strategy, is the question of the internal environment of any group or organisation.  Does it have the strengths – sufficient ability, needed to achieve the strategic objectives, for instance, and how can any weakness be turned around to become a strength?

What this means for our small campaign group in formulating and revising their strategy objectives is whether the leaders, along with support they can call upon, have sufficient core capability and competence to achieve these objectives and if not, what additional resource will be needed to fill the gap?

The final message this paper seeks to convey, to reinforce perhaps, is that there is more to campaigning than meets the eye.  Conducting a successful campaign is not just about carrying placards and being vociferous– in fact these elements may only provide a small contribution to any success or may even jeopardise success if used inappropriately.  Instead, just as with a business possessing a strategic advantage, continued success comes from careful thinking, planning and adopting a strategic approach to address the issue that is causing concern.

To complete this paper and to give all that has been said a little more meaning let’s have a look at how one campaign group set about applying the principles of strategic management to address their problem.

The Dumfries and Galloway Strategic Reinforcement Project (DGSR Project)

Background

In 2015 SP Energy Networks published a consultation document (5) entitled, The DGSR Project, Routeing and Consultation, as a means of seeking feedback from stakeholders including the public.  The proposal argued the existing 132kV network through the region was of inadequate capacity for renewable generation to connect to the network and, in areas, approaching the end of its life.  

The document also cited the National Planning Framework 3 (NPF 3) that was laid before the Scottish Government on the 23 June 2014, which represents the spatial expression of the Scottish Governments Economic Strategy and plans for infrastructure investment and development priorities through 14 national development priorities.  And as the DGSR Project fell under priority number 4 the case for this project being a national development was proven.

The fact that this project was submitted to the Scottish Government in the closing days of the NPF public consultation period and without time for public comment was conveniently omitted.  Consequently, apart from statutory consultees, few residents in the region were aware of this project – which was for a new electrical overhead line (OHL) transmission infrastructure project and associated infrastructure, the majority of which was to be at 400kV, stretching from Harker in Cumbria to Auchencrosh in South Ayrshire.

 What followed was a series of SP Energy Network drop-in, public events throughout the region to explain the background to the project and answer questions.  These events were held over the summer months during which many people were on holiday and unable to attend.  Furthermore, the consultation period following these information sessions was relatively short – a few months.

The SP Energy Networks team, in line with the consultation document made it clear that as licence holders under the Electricity Act 1989, in engineering this project based on their preferred route – in their view, the best solution, they would seek to preserve the features of natural and cultural heritage interest and mitigate, where possible, any effects which their development may have on such features.

These drop-in sessions also made clear the cheapest method, the proposed method, was to use overhead lines based on open lattice structures (pylons, of about 50m in height) to support the transmission cables - in this case rated at around 1,000MW to replace the previous, notional 100MW rated 132kV network that used 20-25m tall pylons.  

What followed next

As is usual with proposed developments, especially large infrastructure developments, it takes time for the implications of the proposal to sink in.  But when it does concern for the impact of the development begins to emerge from various directions and as these are shared, in private at first, and then in public in greater numbers, a movement begins.  

In this case people in general, the residents of the region who attended the drop-in sessions, were left feeling overwhelmed – a fait accompli – the project had to go ahead, they had been told so. 

On the other hand, a few people, those who questioned the implications began to examine the proposal from two distinct directions.  These were, a) why the region needed a ten-times increase in capacity given the scale of wind farms and future wind farm developments and why the preferred route seemed not to align more closely with the location of potential future connections, and b) the scale of impact on the region, given the importance of the tourism economy to Dumfries & Galloway, from the loss of visual amenity, landscape character, the cultural and archaeological heritage, and residential amenity given the many small villages and hamlets near the route.

What came next was the sharing of these thoughts at a public village meeting organised through the local Community Council – that while the need for an upgrade was not in doubt, other, smaller, better, cheaper options appeared to exist by which SP Energy Networks could achieve its aim which would avoid the scale of despoilation of the natural heritage of the region.  This gave hope to those attending and other meetings were organised.  A small band of local people came together, those with expertise, knowledge, networks and contacts, and soon a campaign group, DumGal Against Pylons (DGAP), was formed and registered as an unincorporated charity.

Perhaps the odd thing about the name of the group, DumGal Against Pylons, was that the group was not opposed to pylons – rather the proposed scale and nature of the project, which, if the campaign was successful, would result in fewer and substantially smaller pylons.  However, by the time group thoughts began to coalesce around the strategic way forward the name of the group had become so well established it was thought best to leave it as it was.

The next section goes on to describe the strategy development.

Strategy Development

A few points to make first – strategy development takes time and rarely emerges from the first meeting.  Any new group requires time to develop and for relationships to form to begin to allow members to earn and show respect to others and to work cohesively.  Individual strengths and weaknesses will emerge, and a leader will be appointed as chair to listen, guide, seek consensus and at times, direct.  Ultimately, the decision to adopt a recognised structure, such as that of an unincorporated charity, will require a debate or discussion on what the aim/s of the group is.  From this small beginning the strategy development process will begin to take place and focus the group on a purpose and how to pursue their aim/s.

In developing this paper, with a view to providing a guide to assist other campaign groups develop their strategy, it is recognised that simply presenting what is now a 10-year old strategy, albeit a one that helped achieve a successful outcome, may lack the benefit of a decade of reflection.  Consequently, a degree of editorial licence has been applied below although the essence of the original strategy remains.

The DGAP Strategy

Vision

The natural capital and character of Dumfries and Galloway is preserved with minimal impact from any transmission infrastructure upgrade for present and future generations.

            Mission

To argue that SP Energy Networks current proposal, which involves replacing the existing 132kV electrical transmission infrastructure with a 400kV super-grid with pylons up to 50m tall together with inappropriate siting of substations is unsuitable for the region, its people and to its visitors.  To work with SP Energy Networks to argue for other, smaller, cheaper, simpler, and more acceptable means by which their aims can be met.

Strategic Goals

Cohesion

DGAP will position itself, by means of a mandate, to campaign on behalf of Community Councils throughout the region that SP Energy Networks present proposal is unsuitable and to call for a more realistic and sympathetic solution.  

Constructive Objection

The group will explore and advocate alternative proposals that are more sympathetic to the natural capital assets of the region as well as to the people and visitors to Dumfries & Galloway.

Raising Awareness

Raise awareness of DGAP’s opposition to SP Energy Networks proposal throughout Dumfries & Galloway and inform residents of alternative options.  We will do this through public presentations and other opportunities such as engaging in dialogue and making use of publicity.

Campaigning

We will encourage residents and visitors to the region alike to register their objection to SP Energy Networks proposal and to express their concerns directly to elected political representatives at local councillor, MSP and MP level.

Lobbying

We will work with and seek allies from political parties and representatives of all denominations to achieve our aim.  Such lobbying also extends to government departments within the Scottish Government and Westminster, as well as Ofgem.

Petitioning

We will identify other stakeholders and petition these organisations and non-governmental groups with an interest in protecting the environment to encourage them to bring influence to bear on SP Energy Networks, Ofgem and the Scottish Government.

Publicity

We will publicise our vision, mission and strategic objectives along with our alternative proposal on our website and make our campaign transparent and available for all to see.  Use will also be made of social media to extend our reach and to present opportunities for press, radio and TV coverage, which we will exploit in a pro-active manner.

Communications

We will keep Community Councils, political representatives, local Council officers, our membership and other stakeholders updated on our plans and progress on a regular basis.

Capability

We will seek to enhance the competence and capability of the group in anticipation of future areas of specialism needed to secure a successful outcome.  Areas such as social media, publicity, landscape architecture, economics and tourism are examples of competencies that may be required going forward.  

Finance

To be successful in achieving DGAPs vision it is inevitable that finance will be needed to facilitate progress in several areas such as publicity, organising events, employing specialist assistance where the group does not have a particular expertise, and employing legal representation.  At present such finance arises from membership fees and donations but looking to the future DGAP may need to become a registered charity to access wider and larger sources of finance.

Values

We support renewable energy, and we support the need for a transmission infrastructure upgrade – just not this one. 

Our goal is to work with rather than against SP Energy Networks to convince them of this while projecting a professional, respectful image, as we will with all our stakeholders, by demonstrating that positivity rather than conflict is important to us.  Our goal is to achieve a win-win outcome. 

We value transparency and will ensure our transactions are available for all to see.

Having developed the vision and mission it is important to reflect on and take account of the organisational resources needed in developing and executing the strategic goals as well as the factors in external environment that may present an opportunity or a threat to achieving these goals.  

Put simply, this process, commonly referred to as a SWOT analysis, involves examining how the group strengths can be used to advance the strategic objectives and how each weakness can be improved and converted into a strength.  Likewise, the question is asked – is it possible to exploit and benefit from each opportunity and how can each threat be addressed and possibly converted into an opportunity.

Clearly, a SWOT analysis is dynamic in nature.  It reflects where the group is now and where it wants to be in the future and as new opportunities and threats emerge, or as additional resources are identified then a further SWOT review may be required.

The following section to this paper provides an outline of the SWOT analysis that was conducted by DGAP’s campaign a short time after the campaign was underway.

Internal and External Health Assessment of DGAP– A SWOT Analysis

            Strengths

Clear vision, mission and strategic goals with a simple storyline of trying to mitigate a threat to the whole region.

Not against the need for an upgrade to transmission infrastructure and not against renewables.

Group values project a positive image in the way the campaign is being conducted.

Enthusiastic team with a wide range of capability and competence.

Networking and relationship management progressing well.

Professional approach being recognised.

Weakness

Developing a Mandate acceptable to Community Councils - will require outstanding penmanship, patience and constant lobbying to gain acceptance.

Could soon be meeting resource constraints - likely soon need for webmaster, publicity officer and landscape architect.

Supporters - need to do more to keep them engaged and active through developing a social media presence.

SP Energy Networks Needs Case - understanding the Needs Case will require a deeper understanding and a meeting with SP Energy Networks as this aspect of the project is not clear from documents in the public domain.

Roles and responsibilities between Ofgem and the Scottish Government - a lot of hyperbole written around transmission infrastructure, difficult to understand boundaries so will require meeting with Ofgem to clarify.

Little engagement with the West of the region - need to develop contact with stakeholders and organise visits to meet them.

Local publicity going well but regional/national lagging - needs more effort and resource in the form of a publicity officer to reach a wider audience.

Opportunities

Common threat to the region, so should have a wide public appeal.

Should gain the support of all political parties from councillor, MSPs to MPs, hence campaign can rise above politics.

Some Council officers already on-side, citing the DGAP campaign to people calling to complain about SP Energy Network’s plans.

Growing interest from Community Council groups asking for DGAP to give talks to their open-forum groups, which from initial experience tends to be to packed audiences.

Positive reception and feedback from meetings already held with the region’s MPs and some MSPs but need to continue and meet every MSP to gain unanimous support.

Threats

Will a bid for Independence succeed and if so, will any devolution of Energy Policy to Holyrood make matters worse?

Greater development of wind farms than anticipated especially in centre and east of region may make for more difficult arguments.

Will the Contract for Difference auctions become more attractive than the Renewables Obligations scheme and hence lead to more renewable planning applications?

Will the rise in energy prices lead to more renewable applications? 

Closure of nuclear and conventional thermal power stations may force a growth in renewables.

Some of these threats were addressed through discussion with the Chair of the UK Energy Select Committee in Westminster, at a meeting organised by the local MP.

Conclusions

The intent of this paper is to assist campaign groups be more successful than they might otherwise have been had they not considered approaching their campaign from a strategic perspective.  There are no guarantees, however.  Even the best thought out strategy may fail for any number of reasons, but based on larger organisations who adopt a strategic management approach to their business the odds are that it must be of benefit.

On this occasion DGAP was successful, thanks to some good fortune, although the strategy clearly played an important role that opened a lot of doors and gained the group many allies.  The arguments were persuasive and well-presented and the various audiences, including SP Energy Networks, listened.

Good luck!

References

1 Jones, A. (2013) Guidelines for Mounting an Effective Campaign. [Online] Available: https://www.uknetzero.org/2023/08/guidelines-for-mounting-effective.html [Accessed 3 May 2025]

2 Witcher, B.J., Chau, V.M. (2010) Strategic Management Principles and Practice. Hampshire: Cengage Learning EMEA.

3 Thompson, J., Martin, F., (2010) Strategic Management Awareness & Change. 6^th ed. Hampshire: Cengage Learning EMEA.

4 Coulter, M. (2010) Strategic Management in Action. 5^th ed. New Jersey: Prentice Hall.

5 SP Energy Networks (2015) Dumfries and Galloway Strategic Reinforcement Project, Routeing and Consultation. [Online] Available: https://www.spenergynetworks.co.uk/userfiles/file/DGSR-Routeing-and-Consultation-Doc-FINAL-MAY-2015_compressed.pdf [Accessed 6 May 2025]