We also use cookies set by other sites to help us deliver content from their services. You can change your cookie settings at any time. To help ensure that an authority giving development consent for a project makes its decision knowing the likely effects on the environment. PDF , KB , 8 pages. ODT , This file is in an OpenDocument format. Environmental impact assessment EIA helps to ensure that an authority giving development consent for a project makes its decision in the full knowledge of any likely significant environmental effects on the environment.
Local authorities may also find that the checklist provides a useful foundation for screening for EIA, but there is no obligation for it to be used. Book your coronavirus vaccination and booster dose on the NHS website. To help us improve GOV. It will take only 2 minutes to fill in. Is there budget for internal travel and other expenses? Expectations — for inexperienced users of consultants and high skilled freelancers, this is key. To get the best outcome, expectations must be challenging but fair both at the outset and as the project progresses.
To bring these five elements to life, the table below characterises how each of them is typically manifested in successful and unsuccessful projects.
These two scenarios are deliberately starkly contrasting, even extreme. However, the general approach and attitude in each is clear and very different. Frankly, the case of the unsuccessful scenario, you would have to question why the project ever went ahead. This is one of the most important aspects of scoping. It must be about all aspects of the project including all internal resources and expectations, not just the brief for the consultant.
It is entirely possible to create a very good consultant scope and hire an eminently suitable person or team, yet have the project ultimately fail because all of the necessary internal infrastructure as not in place.
As we drill into these five areas, the context is that the project being considered is sufficiently large that it has an impact on the business and its use of resources. It is not aimed at hiring a consultant for a day or two. The areas addressed are intended to be applicable to any project type e.
If the project is large but these imperatives are not present, there is heightened risk from the outset. In such circumstances, it pays to consider delaying, breaking it down in to smaller components or even merging with another higher priority project if compatible. Assuming project objectives have been set, tested and approved, the crucial moment is reached.
This is the area that most people think of first when using the word scope; how do you scope a project so you can release it to the market to engage a consultant? The scope you provide in a request for proposal RFP should ideally include the following components:. This can be done in a number of ways. You find the best qualified person in your organisation for the relevant area and have them create the scope. This is probably the most common approach to project scoping in large organisations but may not be practical in an SME.
A bunch of senior "wise heads" sit in a room and knock it up on a whiteboard! Practically, this is how many SMEs scope projects. It is perfectly valid although there are traps to be wary of:. The consultant will usually be engaged for scoping through to project consultant selection and possibly even beyond in a periodic risk review role. In this situation, they will almost always be precluded from bidding for the project itself.
This becomes a two-phase or even three-phase selection process and hence is also best suited to larger projects. A high level brief containing objectives, very high level scope and timeline is prepared as an Expression of Interest EoI and offered to the market or sent to pre-selected consultants seeking high level interest and qualifications etc. Typically, two consultants are then invited in for a briefing followed by a longer, intensive workshop where the scope is worked up collaboratively.
Each consultant then completes and submits their fully scoped and costed proposal weeks later and the client makes their selection. Whilst slightly lengthier and more time consuming for the client, there are several advantages to this approach:. In the case of the first two approaches above in particular, prior to completing and issuing an RFP, have someone who has not been involved in the scoping exercise put themselves in the shoes of a consultant receiving it cold and take an objective read to provide feedback.
They should apply the following challenges to the scope and deliverables drafted:. In addition to clear project objectives, scope and deliverables, the following elements should be included to assist the consultant to respond:. Who is the most senior person who will own the project?
This does not just mean who is the sponsor or the person whose initials will appear against it on a Board paper. It means who will be the passionate advocate; the spear carrier? Who is sufficiently senior to lead and win the fight to retain resources, defend the budget and drive the timeline when other pressures come on? Who will be the visionary who keeps everyone motivated by painting the bright future that success will enable?
Who will make sure that everyone, including the consultant stays aligned and moving collaboratively in the same direction as one team? The information we require in order to determine whether a process associated with a planning application can be authorised is different, but complementary, to the information we require to fulfil our role as a statutory consultee in the planning process.
Pre-application engagement provides an opportunity to resolve potential issues regarding the consentability of a development proposal prior to the planning application stage and to set out to applicants the level and type of information we require.
We have prepared planning guidance in relation to SEPA regulated sites and processes which provides further advice on the types of information we would need at the planning stage. Early consideration should be given to potential flood risk issues when considering a site for development because flooding can have important implications for the siting, design and in some cases the overall principle of development. These can be used to identify whether a site sits within an area that is at risk of flooding and therefore where further assessment is likely to be required before progressing with the development of a site.
We have produced guidance to accompany the maps , which will help ensure new development avoids areas at flood risk and will be of use to anyone interested in the development of a site that is in or close to places that could flood. More significant development proposals may need to be informed by an environmental impact assessment EIA.
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