Targeting the transitions: applying stage-gate® thinking in strategic environmental assessment

Abstract

Strategic environmental assessment (SEA) practitioners have a tendency to emphasize assessment phases over the linkages between the phases. Explicitly addressing the transitions between stages could add rigour to SEA processes and make them more structurally robust. There is a considerable body of research on project management practices used by corporations during new product development (NPD). The stage-gate® model is presented as an example of a successful and innovative NPD approach that is frequently used by various industries, and which addresses the links between assessment phases. Stage-gate theory treats connections between project stages as gates which must be passed. The philosophy behind the stage-gate model is explored as a macro-process that could support current practices in SEA and other types of impact assessment. The stages and gates designed for a proposed Nova Scotia SEA framework are presented to show how stage-gate thinking can be adapted for use in SEA processes. The paper concludes that SEA processes could become more efficient and effective by integrating a philosophy of gated assessments.