Methods that might be used to transport the oil and gas that are produced.Numbers of production platforms that might be installed and the types and amounts of activity needed to support platform operations.Numbers of wells that might be drilled and the discharges that might result from drilling the wells.The scenarios for these EISs include information about: The scenarios for the 5-year program and lease sales are largely hypothetical because it is not known at the time what operations will actually take place. Those are the bases for the analyses of possible impacts. In addition, any reasonable measures suggested to mitigate possible impacts are considered for analysis in the EIS.Īfter the alternatives to the proposal are determined, we develop scenarios for the proposal and each alternative. Economic concerns often center on marine-related employment, like commercial fishing and tourism.īased on the information received during the scoping effort and other information, such as the location of sensitive natural resources, estimates of oil and gas resources, or projected oil and gas activity, we identify alternatives to the proposal that might reduce possible impacts.Other social factors involved may include possible changes in the cultural, religious, or recreational traditions of affected communities. Sociological concerns such as development-related changes in population or demands for public transportation, education, or health care services.Ecological concerns such as the possible impacts of oil and gas development on marine mammals, birds, fish and shellfish, and the natural habitats that support these resources.For OCS activities, environmental concerns that commonly arise include: If we determine that there might be significant impacts associated with a concern that is raised during scoping, it is analyzed in detail in the EIS. Scientists and other technical experts with knowledge of the area's natural resources and the possible impacts of oil and gas development.Īn important objective of scoping is to identify specific elements of the environment that might be affected if the proposal is carried out.Oil industry and oil industry support businesses that might conduct oil and gas development activities.Federal, State, and local government agencies that have responsibilities for managing public resources or services.Public interest groups and Native communities that have concerns about possible impacts to environmental, social, or economic resources.Citizens who live, work, or play in the area where OCS-related activity may occur.Getting input from as many affected and interested parties as possible is an important part of preparing an EIS. The purpose of soliciting input is to identify relevant issues, alternatives, mitigation measures, and analytical tools so that they can be incorporated into the EIS. We may also hold one or more public meetings in communities that might be affected if leasing, exploration, or development were to occur. The first scoping step is to announce to the public, by a Federal Register notice and press releases, that an EIS will be prepared and to ask for comments about what should be included. Public participation is an integral part of scoping. The typical EIS has four components: hardware, software, user interface and telecommunication.Scoping is the process used to determine the appropriate contents of an Environmental Impact Statement (EIS). This allows employees to provide pertinent information and ideas both above and below their company level. Employees can access company data to help decision-making in their individual workplaces, departments, divisions, etc. Moreover, EIS data was only supporting executive-level decisions but not necessarily supporting the entire company or enterprise.Ĭurrent EIS data is available company- or enterprise-wide, facilitated by personal computers and workstations on local area networks (LANs). However, senior executives were not all computer literate or confident. Techopedia Explains Executive Information System (EIS)Įarly executive information systems were developed as computer-based programs on mainframe computers to provide a company’s description, sales performance and/or market research data for senior executives.
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