Teamwork makes the EIA dream work: Collaboration in environmental impact assessments

Environmental impact assessments require inputs from a vast array of professionals, each bringing unique perspectives to the table.

• Designers typically deliver the project description and footprint which are required to start the specialist studies and prepare the impact assessments. Designers and the project team also provide information to inform the options to be described in the impact assessment but can often lack documentation. 

• The community engagement team provide the project need and justification, as informed by the business case.  

• Requests for information (RFIs) can come from multiple sources, including the constructability team, designers, business case and community engagement team.  

• Consultation inputs are provided by communications teams and clients, but they may not always fully understand the process. Securing early buy-in from regulators regarding the approach is also crucial. 

• Client branding inputs depend on the type of client and may include templates and key messaging throughout the document from the communications team. 

These diverse inputs highlight the varying perspectives that go into making an EIA, emphasising the need for effective collaboration so that all voices are heard and considered.

Managing multiple stakeholders in an EIA presents several challenges. Different drivers and agendas of each stakeholder impact how and when they receive inputs or information.  

Priorities and timelines can be a significant issue as design evolves in response to various factors, not just environmental considerations. Conducting an EIA is a key milestone that needs to progress alongside other project elements, but shifts in priorities and delayed timelines may result in the EIA becoming an afterthought. 

Communication styles and language differences can also pose challenges as Impact assessment professionals often act as translators of highly technical terms or jargon. Wires can get crossed along the way, leading to misunderstandings and misaligned expectations. 

Rigid organisational structures may hinder collaboration. There may be structures where there is only one point of contact managing communications without fully understanding what specific information each stakeholder needs. A flat structure may also prove challenging, as information is passed along without proper review or accountability. 

Messaging can be another obstacle. Clients may want to understate impacts, while regulators or technical advisors may overstate them, focusing too much on their specific disciplines to have a more balanced viewpoint. 

A lack of shared understanding between stakeholders of how inputs could influence an EIA and a project's ultimate viability can lead to a negative outcome, like an environmental impact statement with key design risks that cause issues with regulators and the affected community. 

Effective collaboration in EIA involves some key elements, including:  

Shared intent: Everyone understands each other's drivers and the importance of different inputs to work together and successfully deliver the project. 

Seamless design changes: When the environment team is embedded in the design team, aware of design changes as they happen, and able to update the impact assessment accordingly.  

Two-way communication: The design team understands changes that may influence the impact assessment process, preventing rework and delays. 

Transparency and trust: When the project team knows who to contact about specific issues and feels comfortable discussing problems directly with the right people as they arise.  

Embedding environmental considerations in the design process: All stakeholders understand the project’s key constraints, and make sure the design works within these constraints before completing the impact assessment. 

Several steps can be taken to enhance collaboration in EIA projects both at the beginning and throughout the project's duration. 

These initial tasks upon engagement are crucial for setting up the project for success: 

• A kick-off meeting to articulate a shared purpose, confirming key drivers such as the status of inputs and the project, and introducing the team members who will work together over the course of the project. Including a fun icebreaker can fast-track relationship building.

• A site visit provides an opportunity to meet everyone involved, gain a shared understanding of the project and key issues, and drive buy-in and accountability. If a site visit is not possible, a site workshop where the client and designers describe the project can be equally effective. 

• Establishing intent during the kick-off meeting and site visit helps clarify the role of environmental professionals in the overall project. It is essential to communicate that their job is to help, not delay, and to drive the best outcome for the project. 

• Defining roles and confirming communication channels. This allows easy access to the right people if an issue requiring specific knowledge needs addressing. There needs to be an ultimate point of accountability preventing actions that may unduly influence the rest of the assessment, program or costs. 

Building strong relationships is fundamental to achieving project goals and delivering successful outcomes. Effective communication fosters open and honest dialogue, trust, and collaboration, leading to better problem-solving and innovation. Strong relationships also help resolve conflicts quickly, boost team morale and motivation, and enhance accountability and adaptability. 

When the project is ongoing, valuable practices to support effective collaboration include:  

• Holding interdisciplinary meetings. This allows key people to be present when decisions are made so that environmental considerations can be embedded in the design.  

• With a shared platform for RFIs, every stakeholder knows they are working on the same project footprint information. Tasks can be completed with confidence that the entire team is on the same page. Crucial to this is having someone accountable for regularly updating information on the platform. People that can challenge inputs and outputs help to make sure that the information is reviewed and understood before being incorporated into the project.  

• Key project changes and messaging need to be part of team meetings, and they should be documented via meeting minutes and change registers, as this information can easily get lost in emails. Face-to-face meetings, even if only one day a week, allow for easy problem resolution and nurture professional relationships.

• In-person contact between relevant stakeholders for a few hours can resolve many issues by discussing the project description, options assessment, report comments and mitigation measures.

Teamwork in EIAs is essential for delivering projects that minimise environmental and social impacts. By understanding the diverse inputs required, addressing the challenges of multiple stakeholders and implementing effective collaboration tactics, project teams can achieve successful outcomes. To achieve success on your next EIA project, prioritise collaboration, communication, and relationship-building from the outset.