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Strategic Environmental Analysis
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Strategic environmental analysis (SEAN): a
framework to support analysis and planning of
sustainable development
Jan Joost Kessler
a
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AIDEnvironment, Donker Curtiusstraat 7-523, 1051, JL Amsterdam, The Netherlands E-
mail: www.aidenvironment.org
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Sustainable development
Strategic environmental analysis (SEAN): a
framework to support analysis and planning of
sustainable development
Jan Joost Kessler
Strategic Environmental Analysis (SEAN) is a
structured, participatory process to analyse
environmental problems and opportunities for
development, to identify main actors, and to
define strategic goals at early stages. Diverse ap-
plications in developing countries have refined
its framework, guidelines, tools and checklists.
It has an integrative focus on linkages of
environmental and socio-economic issues of
sustainability. Its analytical framework has
four clusters: environmental context analysis,
problem analysis, opportunity analysis and
strategic planning. It has succeeded in putting
concrete sustainability goals and environmen-
tal issues onpolicy-makers agendas and initiat-
ing participatory and interactive planning.
Keywords: sustainable development; strategic environmental
assessment; policy making
Jan Joost Kessler is with AIDEnvironment, Donker Curtiusstraat
7-523, 1051 JL Amsterdam, The Netherlands; Email: kessler@
aidenvironment.org; Web-site: www.aidenvironment. org.
The author wishes to thank friends and colleagues who have
contributed to develop the SEAN framework, including Franke
Toornstra and Jeroen van Wetten (AIDEnvironment), Albert
Heringa (Netherlands Development Organisation (SNV)). He
also acknowledges the anonymous reviewer who helped to im-
prove earlier versions. All field practitioners in the countries
where SEAN was applied are gratefully acknowledged.
S
USTAINABLE DEVELOPMENT is now a
concept which is accepted world-wide. Govern-
mental and non-governmental organisations
(NGOs) at different levels are working this concept
into operational terms in various ways. To support and
implement sustainable development requires major
adjustments in terms of decision-making processes,
the project cycle and the organisation of development
institutions.
In 1995, the Netherlands Development Organisa-
tion (SNV) requested AIDEnvironment to develop a
methodology that would allowintegration of environ-
mental concerns into development policies and
strategies in order to put into practice sustainability
objectives. Particularly in regions with limited
economic potential and a high dependency of day-
to-day living on the proper management of the envi-
ronmental resources in the immediate surroundings,
there is need for systematic environmental analysis to
answer such questions as:
What are existing insights and interests of different
stakeholders regarding proper environmental
management?
What social norms and environmental thresholds
are involved in defining environmental problems?
What is the problemperception by different actors?
Whose problem is it?
What are structural root causes of environmental
problems and how can these be tackled?
What are promising opportunities and initiatives to
improve both the economic and environmental
situation? What innovators and partners are
Impact Assessment and Project Appraisal December 2000 295
1461-5517/00/040295-13 US$08.00 IAIA 2000
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involved? How can coalitions be formed to tackle
complex problems and expand promising
initiatives?
How can environmental priorities be integrated
with economic, social and gender priorities? What
are priority long-termdevelopment goals that meet
sustainability criteria?
These questions can be addressed during environmen-
tal assessments of projects and programmes. How-
ever, to achieve fundamental change of policies and
strategic plans, a more proactive approach is required.
At early stages, root causes and key actors of environ-
mental problems (within institutional, political and
socio-economic spheres), and existing opportunities
and promising initiatives must be identified, to
highlight winwin options, strategic partners and set
realistic sustainable development goals.
The analysis must focus on the interrelations be-
tween environmental concerns and socio-economic
development concerns (such as poverty alleviation).
In developing countries, these interrelations are often
more direct, as the use of natural resources is the ma-
jor activity to meet socio-economic development
goals for most stakeholders (for instance, Morvaridi,
1997).
In many places the absence of a clear vision of the
future has led to confusion, lack of co-ordination and
the setting of incorrect development priorities. There
is a widespread need for an integrated (holistic,
multi-sectoral) strategic analysis and planning meth-
odology, which allows selective and focused imple-
mentation where opportunities occur, to make
development efforts more effective (Sterkenburg and
van der Wiel, 1999; Farrington et al, 1999).
Strategic environmental analysis (SEAN) brings
together elements from different conceptual and
methodological planning and environmental assess-
ment backgrounds, including in particular strategic
environmental assessment (SEA),
1
environmental
profiles and processes of designing environmental
strategies.
2
It is new by linking existing tools within a
systematic and participatory process.
SEANwas developed to address the challenges for
a more proactive and integrated planning process, in
particular the need to be:
Integrative and holistic by demonstrating the areas
of overlap between environmental and socio-
economic development issues and resulting
sustainable development goals;
Systematic to avoid critical environmental issues
being overlooked and allow opportunities for inte-
gration to be explored;
Proactive by being applied during early stages of
decision making, instead of being reactive and
defensive (and proposing compensating or miti-
gating measures, thereby affirming the apparent
contradiction between environmental and socio-
economic goals);
Supportive to strategic planning by being linked to
planning processes and leading to insights being
reflected in concrete goals and plans, the environ-
mental analysis being as intrinsic an element of
strategic planning as is economic and social
analysis;
Practical, light and flexible and aimed at defining
strategic priorities, to avoid policy makers getting
confused by the complexities and uncertainties in-
volved, while at the same time maintaining a sys-
tematic rigour to ensure that critical issues are not
overlooked;
Participatory, involving relevant stakeholders and
other actors, to negotiate trade-off, build up shared
insights and generate commitment to work out
agreed priorities.
This article reports on the main characteristics, expe-
riences and potentials for application of SEAN. One
case study from Atacora Province (Benin) is used to
demonstrate the main characteristics and to illustrate
some of the results.
To support application of SEAN, a toolbox has
been developed to provide practical guidance to po-
tential users. This includes guidelines for each anal-
ytical task and each process phase; it has a number of
checklists and provides theoretical background to
important concepts. A web-site has been established
giving updated information on publications, experi-
ences, trainers and local manuals and guidelines
(http:\\www.seanplatform.org).
Objectives and main characteristics of SEAN
Objectives
SEAN basically deals with the interactions between
ecosystems and human society, and aims to develop
insight in these complex interrelations and agree upon
strategic goals. The approach is anthropocentric be-
cause priorities are set, impacts are assessed and
norms are defined on the basis of human values, while
these are matched with ecological thresholds in envi-
ronmental stability and resilience.
SEANcan be defined as a participatory process be-
ing structured by an analytical framework, to analyse
the environmental problems and opportunities for
human development, to identify the main actors in-
volved, and to define strategic goals at early stages of
decision making or planning. Based on experiences, a
practical methodology has been worked out, with
guidelines, tools and checklists.
SEAN has the long-term objective to mainstream
environmental issues into development planning pro-
cesses by raising the level of knowledge on the envi-
ronmental context and its interrelations with the other
dimensions of sustainable development. Short-term
objectives are:
to analyse the environmental context of human de-
velopment, the opportunities and constraints;
296 Impact Assessment and Project Appraisal December 2000
Strategic environmental analysis
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to gain insight into the relations between envi-
ronmental key issues and other dimensions of
sustainable development (social, economic,
institutional issues);
to define a vision and strategic goals with relevant
actors, as inputs for planning of sustainable devel-
opment strategies at early stages of decision
making;
to stimulate and provide guidance to an interactive
process with actors involved.
SEAN has been applied as a framework for regional
planning by decentralised government agencies, to
bring together relevant actors, develop a common vi-
sion and strategic goals for regional development, and
by environmental NGOs to develop their own
strategy. This forms the basis for detailed planning or
policy formulation, at a sectoral or administrative
level.
Process and analytical framework
SEAN consists of a participatory process of creating
insights, mutual learning and making strategic
choices. This process is roughly structured by five
phases which can be briefly summarised as: prepara-
tion; scoping; detailed studies; synthesis and plan-
ning; follow-up and monitoring (Figure 1).
To structure analysis and planning during the
five-phase process, an analytical framework has been
developed, consisting of four clusters which hold ten
analytical tasks (Figure 2). The analytical framework
provides a logical structure which is necessary to en-
sure that relevant environmental issues are not over-
looked and cross-sectoral insights are generated.
Flexibility in terms of the emphasis on certain
process phases and analytical tasks is an important
characteristic of SEAN. Its application will depend on
the objectives, previous work that has been done,
identified gaps, available expertise and time, and
the required level of detail of the result. Short-cuts can
be made.
Conceptual and methodological basis
SEAN basically consists of existing concepts and
methodologies brought together within a logical
structure to guide a participatory process of analysis
and planning. The following concepts are the basis of
the SEAN process and analytical framework.
1. Multiple users and multi-functionality of environ-
mental systems. Environmental functions can be
classified as production, carrier, regulation and
cultural (information). Ecosystems have different
functions with variable value for stakeholders
now and for future generations.
2. Objective and subjective value judgements.
Matching the knowledge of insiders and outsid-
ers, formal and informal information sources,
quantitative and qualitative data, is essential to
build up a common understanding of the dynam-
ics and complexity involved.
3. Limits of acceptable environmental change. Al-
though difficult to quantify, different norms and
thresholds for acceptable environmental change
must be recognised to form the basis for defining
bottom-lines and desirable states for different
stakeholders.
4. Environmental problems as a normative percep-
tion. Environmental problems are defined as a
negative discrepancy between norms and stan-
dards of desirable qualities for human society and
the current situation (de Groot, 1992). Thus,
problem perceptions will vary between different
stakeholders and actors involved.
Impact Assessment and Project Appraisal December 2000 297
Strategic environmental analysis
Figure 1. The five phases of the SEAN process, and the
analytical tasks to be performed in each (in italics)
An analytical framework, consisting of
four clusters which hold ten analytical
tasks, provides a logical structure
necessary to ensure that relevant
environmental issues are not
overlooked and cross-sectoral insights
are generated
Figure 2. Analytical framework of strategic environmental
analysis, with detailed tasks within each cluster
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5. Social causality of problems and opportunities.
Proximate and root causes of environmental
problems, and factors favouring or disfavouring
the realisation and spread of opportunities, are
found in human society. Understanding motiva-
tions and (alternative) options (the psychology)
of the actors associated with these factors allows
the design of more effective and specific solution
strategies and partnerships.
6. Interrelationships between sustainable develop-
ment components. SEAN focuses on the areas of
overlap and the trade-off between environmental
and socio-economic development goals, to set
strategic priorities, identify winwin options and
areas of (potential) conflict.
7. Opportunities and initiatives as strategic
building blocks. Apart from tackling perceived
problems by developing solutions, a more
effective approach is that of focusing on existing
opportunities for change and promising initia-
tives at various levels.
8. Strategic partnerships. An effective strategy
should start out by collaborating with innovators
ready to adopt more sustainable development
concepts and technologies.
9. Micromeso-macro linkages. To overcome con-
straints (root causes) and benefit from opportuni-
ties (triggers), regional (meso) or local (micro)
level sustainable development requires insight
into the macro-level context (policies,
macro-economics and institutions).
Methodologically, SEAN combines a systems ap-
proach and an actors approach.
The systems approach is required to gain insight
into the interaction and dynamics between social,
economic and institutional factors in relation to en-
vironmental problems or opportunities. The aim is
to identify proximate and root causes, and possible
linkages with opportunities for change.
The actors approach is required to identify the key
actors influencing the system dynamics, both in a
negative and positive sense (opponents and propo-
nents). Schematic representations show the link-
ages of actors within different sectors and at
different levels, possibly with indication of power
relations and mutual interests or conflicts. It is im-
portant to address or involve both proponents and
opponents of desirable change in any strategic
plan.
The SEANprocess aims to be participatory and trans-
parent. In terms of participation, there is need for hori-
zontal and vertical integration of participants, by
involvement of insiders and outsiders and actors from
different institutional levels, the use of both local (tra-
ditional/indigenous) and scientific knowledge, and of
both formal and informal information sources. Partic-
ular attention is given to so-called absent
stakeholder groups, including future generations,
outside communities and critical nature values. These
absent stakeholders need to be represented by
environmentally or socially oriented organisations.
The SEAN process and analytical framework typi-
cally represent a rational structure of generating
insights and defining strategic priorities. However,
making strategic choices is a process that is only
partly based on rational considerations and logical
insight, particularly when complex and sensitive
trade-off relations exist (for instance, between envi-
ronmental and economic goals) and fundamental
changes (for instance, within policies or institutions)
are required. It is therefore essential that the SEAN
process is adjusted to local conditions, a diversity of
actors is actively involved, outputs are well communi-
cated, and the process is responsive to societal views
and unexpected opportunities (Figure 3). This under-
lines the importance of the SEAN process, as com-
pared to the analytical tasks to be performed.
The SEAN process strives for a balance between
requirements to develop a good product (that is, to
synthesise available information, views and percep-
tions) and requirements to assure a participatory and
interactive process based on equal footing (that is, to
generate commitment among different parties in-
volved). Reaching this balance seems an essential
characteristic of alternative mechanisms to improve
integration of environmental issues into policy mak-
ing (Bailey and Renton, 1997).
Positioning SEAN
SEAN brings together elements from different
conceptual and methodological planning and en-
vironmental assessment backgrounds, and is therefore
difficult to position. It is ideally applied at early stages
of the planning cycle. However, in most cases, exist-
ing plans and programmes have a strong influence,
and SEAN is being applied to make necessary
adjustments to integrate relevant environmental
issues.
SEAN can easily be confused with strategic envi-
ronmental assessment (SEA). The similarity of the
name is partly coincidence, but is also useful to illus-
trate the close relations. SEAN can basically be con-
sidered as an integrated and open-ended planning
tool, but shows similarity with SEA, aimed at
298 Impact Assessment and Project Appraisal December 2000
Strategic environmental analysis
Figure 3. SEAN as a process of rational analysis and
openness to socio-political events and
opportunities
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informing and influencing policy making processes at
early stages. This can be observed when looking at the
recently proposed performance criteria for SEA, most
of which are similar to requirements for integrated
planning.
While SEAN aims at early integration of environ-
mental issues in planning processes, to define sustain-
able strategies, plans and interventions, SEA would
assess in greater detail the impacts of a plan or strategy
before a decision is being taken. Thus, these two tools
are complementary (Figure 4).
Integrative, in what sense?
Reviews of SEA experiences (Sadler and Verheem,
1996; Thrivel and Partidrio, 1996) found relatively
few examples of integrated assessments, that is, iden-
tification of environmental, social and economic con-
siderations, trade-offs and policy options. What is
really needed is a more holistic approach which may
be called sustainability analysis (Dalal-Clayton,
1993).
3
Whereas SEANis first of all an environmental
analysis, it is integrative and holistic by establishing
linkages between environmental, social, cultural and
economic issues, and by focusing at the interrelations
and the areas of overlap (winwin options, if
existent).
To work out interrelations between sustainable de-
velopment dimensions, the following final goals have
been defined:
ecological: stability and diversity;
socio-institutional: autonomy, health, security and
equity;
economic: production and efficiency.
Based on these final goals, criteria and indicators for
sustainability are defined for each specific situation.
These criteria are used during the SEAN process to
make choices and set priorities. The interrelations be-
tween environmental and socio-economic criteria can
be of different types, for instance, management prac-
tices, natural resource endowments and entitlements,
cultural values, problemperceptions, and impacts and
causes of environmental changes.
During the SEAN process, the aim is to achieve
strong integration between the different components
of an integrated analysis process (Figure 5).
SEAN also aims to integrate attention for environ-
mental issues into formal planning procedures (for
instance, decentralised, spatial, sectoral planning).
This is necessary to ensure that relevant priorities aris-
ing from the SEAN process are being reflected in
concrete plans (Eggenberger and Partidrio, 1999).
Difficulties in integrating analysis and planning pro-
cesses are partly a result of the distinctive nature of the
professionals involved in both fields (Lichfield,
1999). This might be because an integrated analysis
must be holistic, while action planning unravels com-
plexity into distinctive parts to allow concrete deci-
sion making. Planning is a complex task with its
multiple objectives and elaborated procedural and
institutional articulation. Current globalisation pro-
cesses and changes to the regulatory and institutional
frameworks in many countries further complicate this
task. SEAN aims to support integrated analysis and
planning, by:
being initiated early in the decision making pro-
cess, similar to (spatial) planning;
actively involving planners and decision makers in
the process;
generating outputs that are useful for planners:
guidelines; criteria and norms for environmental
management, strategic goals and priorities, key ac-
tors to involve, opportunities and winwin options,
tasks and functions for institutions to fulfil, and so
on.
Experiences and potential application
Experiences
SEAN was developed through experiences in a num-
ber of developing countries: Zimbabwe, Ghana,
Benin and Nicaragua, and has by now been applied
under different conditions, by different organisations,
including the SNV, Netherlands Directorate General
Impact Assessment and Project Appraisal December 2000 299
Strategic environmental analysis
Figure 4. Position of SEAN in relation to other
environmental assessment methods
Figure 5. SEAN as part of an integrated sustainability
analysis, with strong linkages between the
different dimensions
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for Development Aid (DGIS), Dutch co-funding
organisations, the International Union for the Conser-
vation of Nature (IUCN) and the World Wildlife Fund
(WWF). The objectives in implementing SEAN were
in each case different, which can be illustrated by the
following case studies:
Formulation of sustainable development plans at
municipality and regional level in Nicaragua and
Honduras (for instance, SNV, 1998);
Formulation of a strategy on sustainable develop-
ment by Botswana NGOs (www.envngo.co.bw);
Formulation of strategic plans at provincial and
district level in Benin (for instance, CBDD, 1997);
Formulation of Partners for Wetlands projects for
WWF (van Wetten, 2000).
The main outputs of these applications have been:
Concrete results: analysis of environmental prob-
lems and opportunities, identification of key issues
and key actors to address: strategic goals and
priorities, outlines of a vision, sectoral priorities
and inter-sectoral programmes and action fields.
Process results: awareness among various
stakeholders, networking, adjustments of policy
framework, improved co-ordination, creation of
strategic partnerships and coalitions between
private sector, civil society and government
institutions (Box 1).
Potential applications and users
Based on the experiences obtained so far, it appears
that the SEAN process and analytical framework has
most potential to support and provide inputs in early
phases of policy making or planning processes that
are relatively open-ended and have a broad, holistic
sustainable development perspective. Insights are
generated into key issues relevant to developing envi-
ronmental or sustainable development strategies. The
SEAN process and analytical framework is useful to
structure the participatory and interactive process of
defining strategic sustainable development goals and
options. The level of integration can vary.
SEAN has so far been applied both as an informal
and as a formal planning process. In the first case, the
process was initiated by (environmental) NGOs or do-
nor agencies, with the aim of stimulating public
awareness, and/or setting strategic goals and develop-
ment options as an alternative to formal goals (for in-
stance, the case of NGOs in Botswana using SEANto
develop their own strategy). SEAN can be used by
NGOs and countervailing powers to identify and
make known political and institutional root causes of
environmental problems, which might be too sensi-
tive to identify in formal processes.
As a formal process, SEAN has been used to sup-
port decentralised development planning. The infor-
mal application appears to have much potential in
situations in which governmental structures have
limited legitimacy or commitment to implement
sustainability objectives, the formal application has
potential when a legitimate owner exists and wants
to put into practice a sustainability vision.
SEAN can be applied to different (administrative
or planning) areas, to sectors or to single steps in the
planning process. The focus might be a bioregion (for
instance, for management planning of protected ar-
eas). SEANhas been applied to defining priorities for
a forest management plan (Honduras) and a strategy
for wetland management (Benin). In cases of a sec-
toral application, the analysis should work out link-
ages with other sectors. The SEAN analytical
framework has been adjusted to carry out an analysis
of the environmental impacts of structural adjustment
programmes (Kessler and van Dorp, 1998).
SEAN particularly addresses micro-meso-macro
dynamics, and brings together actors fromvarious in-
stitutional levels (vertical integration) during a partic-
ipatory process (Bass et al, 1995). In many
developing countries, good opportunities and de-
mands for such support occur at sub-national (meso)
levels where linkages can be made with ongoing de-
centralisation processes. The meso-scale is suitable
for application because it meets the requirement of
stakeholders being able to perceive concrete issues in
300 Impact Assessment and Project Appraisal December 2000
Strategic environmental analysis
Box 1. SEAN results from various countries
Some results of various SEAN applications are:
Insight into the risks of environmental degradation in the
region concerned, consequences for socio-economic
development goals, development trends that pose risks
for the environment, thinking in transversal (inter-sec-
toral) ways;
Insight among policy makers into the importance of
biodiversity and natural resources for economic develop-
ment in their region, thinking in terms of opportunities and
benefiting from innovators instead of acting in a defen-
sive way;
Strategic partnerships and forums of exchange, bringing
together stakeholders on the basis of common interests
and concerns;
Local and regional authorities and communities making
claims to the national level about the need to provide re-
sources and legal support to implement local level sus-
tainable development;
Enhanced collaboration and co-ordination between de-
velopment actors such as universities, regional authori-
ties, projects, NGOs and donors;
Training of various participants in use of environmental
assessment tools.
The SEAN process and analytical
framework has most potential to
support and provide inputs in early
phases of policy making or planning
processes that are relatively
open-ended and have a broad, holistic
sustainable development perspective
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their environment and express themselves, and the
requirement of policy makers being sufficiently
informed and able to negotiate with stakeholders
(Hoefsloot and van den Berg, 1998). Representatives
from the community level, public sector and private
sector must be involved.
Similar potential occurs in developed countries,
where municipalities are making their own green
development plans. The resulting strategic goals and
sustainable development options can be used to work
out concrete projects and action plans, and to define
institutional requirements (for instance, for reform
and capacity building) based on institutional func-
tions to be performed. The resulting key issues for
sustainable development within an area or sector pro-
vide relevant inputs for more specific analyses or
studies, possibly including project environmental im-
pact assessment (EIA) or sector-wise SEA.
Conducting the SEAN process and using the
analytical framework varies for each application,
depending on concrete objectives, budget and time re-
quirements and earlier work that has been done.
For instance, in several cases the use of the SEAN
framework was limited to one scoping workshop
(phase 2, see Figure 1), as a guideline to define key is-
sues based mainly on existing information. Another
element of flexibility is the level of integration be-
tween SEAN and social, economic or institutional
analyses.
In line with its flexibility, the time required for ap-
plication of SEAN may vary from a few weeks (in
cases of application such as a scoping workshop only)
to several months (in cases of application of all
phases).
4
The outputs can easily be biased if the analy-
sis is carried out too quickly; this is a common weak-
ness of less rigorous assessment tools (for instance,
English, 1999). Time and budget requirements mainly
depend on:
the required level of detail and the existence and
availability of relevant data and information (for
instance, environmental action plans, rapid rural
assessments, land-use surveys);
experience and expertise of the core SEAN team
responsible for execution of the tasks;
level of application, complexity of the situation and
occurrence of sensitive issues;
effectiveness of local co-ordination and clarity of
ownership.
Based on the experiences, the potential users of SEAN
can be defined as planners and decision makers with a
relatively high level of expertise and responsibilities
within their organisations, both within government or
NGOs, projects or donor agencies. It has an educa-
tional and awareness-raising value, because of its
transparent, practical and participatory character. The
applications were executed with limited external sup-
port, but a good moderator is essential to co-ordinate
the process and communicate information to relevant
actors.
Case-study of Atacora
Objectives and participants
The objectives of applying SEANin Atacora province
(Benin) were:
1. to analyse the existing problems and opportuni-
ties within the region;
2. to define a common vision and strategic goals for
sustainable development that integrates environ-
mental with economic and socio-institutional
issues;
3. to create synergy and co-ordination between
ongoing development projects and activities by
involving local decision makers and other rele-
vant actors;
4. to define regional institutional capacity dev-
elopment to support the decentralisation
process;
5. to address the poverty and environmental fragility
of the province.
Participants and parties involved were:
Funding agencies: The Centre Bninois pour le
Dveloppement Durable in Benin and SNV which
runs several projects in the province.
Steering committee: including representatives
from the Ministry of Planning, local government,
NGOs and funding agencies.
Owner of the SEAN process and outputs: the
elected prfet of the province.
Participants: during workshops and field work,
representatives of local communities, projects,
NGOs, local government, private sector, donors
and central government were involved. Special at-
tention was given to gender equity.
SEAN executive team: a local moderator
(GERAM Bureau dtude), two staff from local
projects and two from provincial services, one
SEAN expert (AIDEnvironment).
Technical advisors: on an ad hoc basis advice has
been obtained from university experts.
In total, about 25 different organisations participated,
and several actors joined voluntarily. Participants
were involved in workshops (debates), joint analyses
and feedback. These were used to discuss outcomes
and set priorities.
SEAN analysis and planning process
In Atacora Province, the SEAN process phases (Fig-
ure 1) were applied in the following way:
1. Preparation: this critical phase included defining
objectives, lobbying at national level, selecting
participants, discussion on ownership, reviewing
relevant experiences, and training selected parti-
cipants on SEAN.
Impact Assessment and Project Appraisal December 2000 301
Strategic environmental analysis
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2. Scoping: during this phase, two workshops were
held, one at village level and one at provincial
level, to capture existing knowledge by going
through the SEAN analytical tasks with selected
participants. Results of the village workshop were
inputs to the provincial level workshop.
3. Detailed studies: detailed studies were under-
taken on a number of identified key issues. This
involved interviews and surveys to capture
views and perceptions of certain social groups
(women, pastoralists, children, and urban set-
tlers), detailed studies on certain themes (for
instance, soil fertility, migration patterns,
trans-boundary pastoralist movements, agricul-
tural extension and local traditions) and on
certain sectors (for instance, gold mining, cotton
production).
4. Synthesis and planning: this phase brought
together the insights and views generated in pre-
vious phases, during a workshop, to define a com-
mon vision and strategic goals on sustainable
development in the province.
5. Follow-up and monitoring: this ongoing phase
focuses on supporting and strengthening imple-
mentation of the strategy, working out action
plans, ensuring feedback of results to stake-
holders, setting-up a monitoring system, and
legalising the resulting strategy.
As illustrated earlier (Figures 1 and 2), the ten analyti-
cal tasks, classified in four clusters, provide a logical
structure for the analysis and planning activities un-
dertaken during the SEANprocess, to ensure that rele-
vant issues are not overlooked and cross-sectoral
insights are generated. Final results of each analytical
task are achieved in phase 4, by synthesising results
from the previous two phases (scoping and detailed
analysis).
Concrete results
The following concrete results were obtained for each
analytical task during the SEAN process in Atacora
Province. They are summarised as being acquired
during phases 2 (scoping), 3 (detailed studies) and 4
(synthesis and planning).
Results from cluster I of analytical framework
Ecological system human society context analysis
Task 1: The main stakeholders were identified, in-
cluding gender distinctions, and the main environ-
mental functions on which they depend, directly or
indirectly. Environmental functions were classified as
production (10), carrier (6), regulation (8) and cultural
(3). Priorities among environmental functions were
set by the perceived socio-economic value for
stakeholders, based on studies and questionnaires.
Descriptions were made of stakeholders, resource-use
systems and environmental functions.
Task 2: An assessment was made of past and present
trends of each of the environmental functions, in
terms of changes in quantity and/or quality, flows
and/or stocks. Use was made of various types of indi-
cator: state, pressure and response indicators, direct
and indirect indicators, those based on scientific and
local knowledge. Indicators were discussed during
workshops. Causeeffect chains were elaborated to
showthe interrelations between trends of different en-
vironmental functions. Changes were determined of
relevant economic, social, institutional and political
issues, and how these changes influence the environ-
mental trends (in terms of threats and opportunities).
Task 3: Impacts of current environmental trends were
assessed, looking at consequences for present
302 Impact Assessment and Project Appraisal December 2000
Strategic environmental analysis
Final goals, key issues
or indicators
Environmental trends