ENVS402 Environmental Impact Assessment. undertaking EIA. 1 ENVS402 EIA by Dr. Subodh Sharma

Transcription

1 ENVS402 Environmental Impact Assessment Chapter 3: Steps involved in undertaking EIA 1

2 Introduction There are two aspects of project management: 1. First how EIA is linked to the main stages of the project cycle. 2. Secondly, there are some important issues in the management of EIA studies. 2

3 Project Cycle 1. Project Concept/Identification Stage 2. Prefeasibility Stage 3. Feasibility Stage 4. Design and Engineering Stage/Project Appraisal and Decision Phase 5. Implementation Stage 6. Monitoring Stage 3

4 Project Cycle 4

5 A. Project Concept/Identification) 1. Screening and initial Environmental Examination (IEE) can be applied at this stage 2. Alternatives can be proposed and analyzed Major benefits: identification of "viable" alternatives (from an environmental viewpoint), i and provision of an early indication of likely significant impacts for further EIA work. 5

6 B. Pre-feasibility Stage The main EIA activities, at this stage, are: identification of issues/impacts for investigation and, formulation of the Terms of Reference (TOR) for the EIA. The term used for this activity it is "scoping" " 6

7 C. Feasibility Stage EIA study should be carried out: during feasibility stage in conjunction with economic, technical and design work, preliminary i EIA works such as scoping and preparation of TOR should be carried out during project prefeasibility stage, if EIA is carried out late in project cycle as an "add on", the process of EIA becomes cumbersome, time consuming and expensive to incorporate the EIA recommendations in the project construction. 7

8 D. Project Appraisal and Decision During the project appraisal, a decision is made by the proponent or by the government, and in some case by the lending agencies, as to whether the project is viable. At this stage, g, EIA results will be put into consideration with feasibility study. An application for authorization(s) has to be made by the project proponent to a local/central l lgovernment agency. This decision is the final and determines whether a project is to be implemented. The EIA report also plays an important role in this decision making process. 8

9 E. Implementation of the Project At this stage, in the project cycle, the EIA report will act as a "reference" guide to the implementation and use of mitigation strategies and monitoring schemes. Thus, the usefulness of an EIA report does not end with the "official" authorization to proceed. It may form a basis for management plan to assist project implementation and management practice. For example, EIA report recommendations can form a part of contract tender documents. Lastly, after the project is completed, an "audit" can be made to determine how close the EIA's predictions i were to the actual impacts of the project. This forms a valuable records for others conducting EIAs on similar projects in the future. 9

10 F. Management of EIA Study EIA is multi-disciplinary and intersectoral: EIA differs from other types of project related studies in the scope and breadth of the work and usually include a diversity of topics ranging gfrom archaeological investigations to noise/vibration assessments. EIA reports should be accessible to all interested parties: Such reports are read/used d by the project proponents, financial backers, experts, authorising agencies and other organisations who deserve a rights to comment on an EIA report and submit their views on the desirability of a project and, of course, the members of the public. Thus, there is a challenge of facilitating ti open communications and understanding of the main issues. p p p g j ( ) p f y in the project cycle, has cancelled the project. Example Nepal: EIA of East Rapti Irrigation Project (ERIP) An example of how delayed consideration EIA 10

11 Important t issues in management of EIA 1. Focus on the main issue 2. Involve the appropriate p persons 3. Link information to decisions 4. Present clear options for mitigation 5. Provide information in a form useful to decision makers 11

12 Pi Principle i 1. Focus on the main issue It is important that EIA does not try to cover too many topics in too much detail Do not waste time and effort on irrelevant issues 12

13 Principle 2. Involve the appropriate persons It is important to be selective when involving gpeople p in the EIA process Generally, three categories of people p are required in carrying out EIA: Those appointed to manage and undertake the EIA process (usually a coordinator and a staff of experts) Those who can contribute facts, ideas or concerns to the study, including scientists, economists, engineers, policy makers, and representatives of interested or affected groups Those who have direct authority to permit, control or alter the project that is, the decision makers including for example the developer, aid agency or investors, competent authorities, regulators and politicians. 13

14 Principle 3. Link information to decisions about the project An EIA should be organized to directly support many decisions In a typical sequence: When the developer and investors first broach the project concept, they consider likely environmental issues When the developer is looking for sites or routes, environmental considerations are used to aid the selection process When the developer and investors are assessing the project s feasibility, an EIA is in progress, helping them to anticipate problems When Engineers are creating the project design, the EIA identifies certain standards for the design to meet When a permit is requested, a completed EIA report is submitted, and also published for general comment When the developer implements the project, monitoring or other measures provided for in the EIA are undertaken. 14

15 Principle 4. Present clear options for the mitigation of impacts and for sound environmental management An EIA should be designed to present clear choices 15 For instance to mitigate adverse impacts, the EIA could propose: 1. Pollution control technology or design features 2. The reduction, treatment or disposal of wastes 3. Compensation or concessions to affected groups To enhance environmental compatibility, the EIA could suggest: 1. Several alternative sites 2. Changes to the project s design and operation 3. Limitations to its initial size or growth 4. Separate programs which contribute in a positive way to local resources or to the quality of the environment And to ensure that the implementation of an approved project is environmentally sound, the EIA may prescribe: 1. Monitoring programs or periodic impact reviews 2. Contingency yplans for regulatory actions 3. The involvement of the local community in later decisions

16 Principle 5. Provide information in a form useful to the decision-makers The objective of EIA is to ensure that environmental problems are foreseen and addressed d by decision i makers 1. Briefly ypresent hard facts and predictions about impacts, comment on the reliability of this information and summarize the consequences of each of the proposed options 2. Write in the terminology and vocabulary that is used by the decision makers and the community affected by the project 3. Present the essential findings in a concise document, supported by separate background materials where necessary 4. Make the document easy to use, providing visuals whenever possible 16

17 Generalised EIA Process Flowchart Proposal Identification Screening EIA Required Scoping Initial environmental examination No EIA *Public involvement The Environmental Impact Assessment Process Resubmit Impact analysis Mitigation and impact management EIA Report Review *Public involvement typically occurs at these points. It may also occur at any other stage of the EIA Process. *Public involvement Redesign Decision-making Not approved Approved Information from this process contributes to effective future EIA 17 Implementation and follow up

18 The EIA process comprises F screening - to decide if and at what level EIA should be applied F scoping - to identify the important issues and prepare terms of reference F impact analysis - to predict the effects of a proposal and evaluate their significance F mitigation - to establish measures to prevent, reduce or compensate for impacts 18

19 The EIA process (continued) reporting - to prepare the information necessary for decision-making review - to check the quality of the EIA report. decision-making - to approve (or reject) the proposal and set conditions follow up to monitor, manage and audit the impacts of project implementation public involvement - to inform and consult with stakeholders 19

20 Benefits of EIA include: environmentally sound and sustainable design better compliance with standards savings in capital and operating costs reduced time and costs for approvals increased project acceptance better protection of the environment and human health 20

21 Delays are caused during EIA when: F the EIA is commenced too late in the project cycle F the terms of reference are poorly drafted F the EIA is not managed to a schedule F the EIA report is inadequate and needs to be upgraded F there is a lack of technical data 21

22 Ensuring fairness in the EIA process F register it consultants t names and terms of reference F name consultants and their expertise in the EIA report F publish the terms of reference in the EIA report F make EIA reports available to the public F publish lists of screening and final decisions along with conditions for approval 22