Strategies for managing uncertainties imposed by environmental impact assessment analysis of a Kenyan river development authority

Abstract

Since conducting its first environmental impact assessment (EIA) in 1976, the Tana and Athi Rivers Development Authority (TARDA) in Kenya has gained much experience in minimizing the effect of EIA on its decision making. Four case study water resources development projects demonstrate both why TARDA conducts assessments and how it manages the threats EIA poses to its autonomy. In two cases, TARDA initiated EIAs on its own, and the assessment process legitimated TARDA's activities and previously held positions. In two other cases, EIAs were conducted at the insistence of foreign donors as a condition for project support. These two cases demonstrate TARDA's use of compromise, secrecy, and resource substitution as strategies to minimize the influence of EIA on its decisions. All four case studies show the inability of Kenya's National Environment Secretariat to have TARDA comply with national EIA requirements promoted by the Secretariat.