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FAO/UNEP/UN-Energy Bioenergy Decision Support Tool -
MODULE 4: Project Screening
Figure 4: Comparing ownership and contractual structures in the project and strategy
and power to the cookstove programme could thus create
some useful synergies; the bioenergy strategy thus can serve to
highlight the scale and signifcance of such linkages when projects
proposals arise or are being sought.
LOCATION AND LAND USE
In assessing the compatibility (with the strategy) of project location
and land use, a few key questions arise, depending on which land
use issues have been addressed in the strategy:
Is the identifed project area based on land suitability assess-
ments that were conducted within the scope of the bioenergy
strategy?
Is the project area consistent with prioritised locations for
production of food crops, to the extent that agricultural
mapping of some type has been given or assumed within the
strategy?
Is the project area consistent with land use methodologies
given in the strategy?
• Has the project proposal considered options for degraded or
marginal lands in line with guidance provided in the strategy?
Presumably these options have been identifed or at least
discussed in the strategy.
Is the project consistent with the strategy’s recommendations
related to market accessibility?
Is the project located in an area where rural development and
poverty reduction have been targeted in the strategy?
If the bioenergy strategy process included a signifcant effort
to identify and map sensitive areas where bioenergy should be
limited or prohibited, then it will be clear whether the project lies
in one of these areas
<Mod2-Strategy>
.
Regardless of what was
included in the strategy, there will almost always be areas such as
national forests or game preserves that are protected nationally
and internationally, and in which economic development projects
in general are limited or prohibited. Ultimately, whether or not a
project shall be prohibited in a specifc area requires consideration
of legal, ecological, environmental and social criteria; the extent
to which the criteria have already been considered in the strategy
can thus expedite the project implementation
<Mod8: Evaluating
Impacts>.
FEEDSTOCKS AND TECHNOLOGIES
The compatibility of the project with the strategy can be assessed
in relation to feedstocks and technology platforms. The bioenergy
strategy design process would have already considered various
technical and institutional capacity issues. A number of questions
can be posed:
Is the bioenergy feedstock(s) used in the project among
those prioritised in the strategy?
Is technical capacity to support the specifed bioenergy
systems promoted or directed in some way within the
strategy?
If there is no domestic experience with the chosen bioenergy
conversion option, can the project use a technology transfer
scheme or other means of securing operational support that
was included in the strategy?
• Can the project serve as a demonstration project with
respect to the feedstock and/or conversion technology, in
terms of feld-testing key elements of the strategy that are
new or innovative in some way?
• Can the project—based on feedstock and technology
choices—take advantage of agricultural training or technical
support programmes that are underway or planned at
national or regional levels (and presumably discussed in the
strategy)?
Is the project supported by a transport and distribution plan
outlined in the strategy?
• Can synergies be identifed for replication and learning based
on the expected energy services, marketable products and
technology platforms (especially low-GHG options) resulting
from the project in relation to those applications and products
promoted in the strategy?
One of the special aspects of bioenergy compared to other
renewables is the existence of co-products that may have
additional energy and non-energy applications. If some
by-products or co-products associated with the project will be
available to other markets and/or other locations, there can be
useful linkages with the bioenergy strategy, e.g. if the strategy
envisions linkages to markets for fbre products or animal feed
products, then the project can support that aspect of the strategy.
If ‘YES’
Can ownership and
rights over biomass
or feedstock supply in
the project be derived
in a straightforward
manner?
Insure that existing laws
and resource rights can
be applied to biomass/
feedstocks before
proceeding with project
evaluation.
Insure that commercial
contracts and/or village
or traditional agreements
are applicable before
proceeding with
project evaluation.
Is there a standard
contractual structure
for feedstock supply
promoted in the strategy
that can be used for the
project ?
If ‘YES’
If ‘NO’
If ‘NO’
Will these additional
measures contribute
to the fulfillment of
the bioenergy strategy?
If ‘YES’
If ‘YES’
Are additional legal
or institutional
measures needed to
insure feedstock
supply?
If ‘NO’
Proceed
with project
appraisal
If ‘NO’
Review the project
implementaion
requirements
for feedstocks and
technologies