Shrimp Farming and the Environment - Library

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CHAPTER 7: PROJECT PLANNING AND ASSESSMENTWhere major aquaculture development projects are proposed, it is essential that project assessment andplanning is done thoroughly, taking full account of the general mitigation measures presented inchapters 3–5, as well as incorporating thorough environmental assessment. It is important that theseconsiderations be addressed as early as possible in the investment project’s timeline.The investment project cycleInvestment projects, including shrimp farming projects, go through a cycle consisting of three mainphases: preinvestment, investment, and operations. Each of these phases includes a number of actions,or steps, that must be taken to finish the project. The time schedule or time horizon for each phase mayvary greatly depending on the size and type of project. Table 8 provides a general illustration of thesteps in each phase.TABLE 8: THE INVESTMENT PROJECT CYCLEPHASE PLACE IN APPROXIMATELY 3-YEAR CYCLE DURATIONPreinvestment phaseOpportunity study 1-3monthsPrefeasibility study 1-3monthsFeasibility study 2-12monthsAppraisal report 1-3monthsPreparation 3-6monthsEvaluation 1-2monthsInvestment phaseNegotiation/contracting3-24monthsEngineering design 3-12monthsConstruction 6-12monthsPre-production marketing 1-12monthsTraining 2-12monthsImplementation 2-6monthsEvaluation 1-2monthsOperations phaseCommissioning and1-4start-upmonthsReplacement and3-12rehabilitationmonthsExpansion andinnovationNote: This table is based on World Bank literature describing large projects. Smaller projects will, of course, haveshorter time spans than represented here.3-12monthsBased on experience with previous World Bank–funded aquaculture projects, Zweig & Braga (1996)have identified a set of guidelines for the planning and implementation of such projects, particularly65
those in developing countries. The main recommendations from this document are highlighted below,supplemented with conclusions from the current study.Project identification and preparationProjects should be based on sound concepts, using already implemented technology and institutionalframeworks. Aquaculture projects must be designed on the basis of well-founded market analysis andtechnical information about fish resources, environmental conditions and legislation, suitabletechnology, and prevailing market conditions.• Demonstration projects should be modest, simple, closely monitored, and involve only proventechnologies;• A pilot phase should be mandatory for any projects that seek to introduce new technologies orcredit and institutional arrangements;• All communities affected by the project should be involved in the preparation and planningprocess from the beginning; and• Project preparation and appraisal are fundamental stages for successful implementation; theyshould not be skipped or shortened, particularly for big projects covering large and/or diverseareas.Projects must incorporate some degree of flexibility to be able to adjust to changes in market andenvironmental conditions, development of better technologies, and disease outbreaks. Attention shouldbe paid to possible shifts in government policies, particularly during long preparation andimplementation periods. As a rule, the simpler the project, the less difficult it is to respond to changingconditions.Technical aspectsFull account should be taken of the siting, design, and technology recommendations to minimizeenvironmental impacts, discussed in Chapter 3:• A primary requirement for a successful aquaculture project is a reliable and adequate watersupply;• The choice of site must take into consideration technical, managerial, marketing, and socialconstraints;• Aquaculture projects should avoid dependence on wild-caught seed supply;• The bidding process for equipment acquisition should give greater weight to technicalconsiderations and quality of equipment, and less to price;• When using contractors in a project, the selection process should consider both competenceand experience in the type of work to be done; and• Adequate time for completion of work in advance of contract awards, as well as forunexpected events, should be factored into planning.Institutional aspects• Project organization could be kept as simple as possible and the roles and responsibilities ofpeople and agencies involved in the project, both existing and newly required ones, should beclearly defined. There must be a clear consensus among the Bank and all parties involvedabout the nature (public and private), objectives, organization, financing, and operatingprinciples of the various bodies;• Agencies tend to work more closely together at lower levels of government; placingresponsibility for meeting requirements at the district or local level rather than at the centrallevel usually improves performance; and• The agencies responsible for technical aspects of the project should work very closely withthose responsible for providing credit for project implementation.Implementation issues• Thorough project preparation is the best insurance against occurrence of technical problemsduring project implementation; preparation should include a good set of initial technicaldesigns, and detailed water and soil analysis;66
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sensitivity analysis should include
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ABBREVIATIONSMTkgmcmhaozPUDFOBCIFC&
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ORGANIZATION OF THE REPORTIn Chapte
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same time, development is necessary
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Current shrimp farming practice inc
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Current status of the industryToday
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In recent years, several major crop
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CHAPTER 2: SHRIMP FARMING SYSTEMSSh
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FeedsHatcheries use a combination o
Page 26 and 27: FIGURE 8. CONTINUUM OF DIFFERENT SH
Page 28 and 29: TABLE 3. COMPARISON OF INPUTS FOR T
Page 30 and 31: Shrimp farming systems vary greatly
Page 32 and 33: creeks, and sea-grass beds, fulfill
Page 34 and 35: arrangement in Thailand, for exampl
Page 36 and 37: capacity is not exceeded, the nutri
Page 38 and 39: shrimp or high-value finfish produc
Page 40 and 41: In more immediately practical terms
Page 42 and 43: Disease prevention and managementDi
Page 44 and 45: (Raa 1996) indicates that it is pos
Page 46 and 47: suitable for human consumption or f
Page 48 and 49: • Supply and effluent canals shou
Page 50 and 51: CHAPTER 4: SOCIAL AND ECONOMIC IMPA
Page 52 and 53: opportunities would need to be iden
Page 54 and 55: 26 workdays per hectare, and an ext
Page 56 and 57: One of the key elements for success
Page 58 and 59: Minimizing negative social repercus
Page 60 and 61: CHAPTER 5: FINANCIAL RISKS ASSOCIAT
Page 62 and 63: Credit riskAccess to credit at fair
Page 64 and 65: Natural factorsShrimp diseaseThe ou
Page 66 and 67: CHAPTER 6: PLANNING AND MANAGEMENT
Page 68 and 69: Planning and resource managementIna
Page 70 and 71: Such initiatives have been or are b
Page 72 and 73: Conclusions and recommendationsReco
Page 74 and 75: equired to promote sustainability a
Page 78 and 79: • Appraisal and supervision missi
Page 80 and 81: The structure of the executive summ
Page 82 and 83: CHAPTER 8: CONCLUSIONS, RECOMMENDAT
Page 84 and 85: • Requirements and guidance for f
Page 86 and 87: EmploymentAs mentioned in the repor
Page 88 and 89: ANNEX 1: A BLUEPRINT FOR FEASIBILIT
Page 90 and 91: • Sensitivity calculations and an
Page 92 and 93: Table A4: World shrimp farming prod
Page 94 and 95: ANNEX 4: CASE STUDIES UNDERTAKEN BY
Page 96 and 97: ColombiaThe Adoption of Good Manage
Page 98 and 99: LocationAppendix A--Meetings Held o
Page 104 and 105: BIBLIOGRAPHYAdger, W.N. 1998. Susta
Page 106 and 107: Claridge, G. 1996. Legal approaches
Page 108 and 109: Hambrey, J.B., M. Phillips, K. Chow
Page 110 and 111: Phillips, M.J., & D.J. Macintosh. 1
Page 112: World Commission on Environment and
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