CLIENT:
Cork City Council
PROJECT NAME: REPORT TITLE:
Cork City Electric Vehicle Charging Strategy
SEA Environmental Report
It was determined by CCC that the even delivery of EV charging infrastructure in Cork City would not be in alignment with predicted levels of EV uptake defined in Electric Vehicle Charging Infrastructure Strategy 2022- 2025. It is predicted that there will be a modest uptake of EVs up to 2025, and an increase in uptake between 2025 and 2023. CCC have therefore determined to sequence delivery of EV charging infrastructure across two delivery phases, 2023 - 2025 and 2025 - 2030. During the first wave of delivery, CCC will deliver a modest level of EV charging infrastructure in alignment with predicted levels of EV use and will focus more on delivering 'Fast' Community Charge Points - to allow for a greater number of people to avail of the new charging infrastructure. During the second wave of delivery, CCC will deliver a high level of EV charging infrastructure in city in alignment with the expected increase of EV use during this time period. Environmental criteria were considered when determining the preferred reasonable alternative approach. It was determined that appropriately phased delivery of EV charging infrastructure would: • Better accommodate universal access to EV charging infrastructure and EV uptake in Cork City. • Maximise the potential positive environmental effects associated with Strategy implementation - on material assets, the climate environment, local air quality and population and human health. • Minimise the risk of a more initial rapid expansion of the EV charging network in Cork City putting pressure on electricity grid supply capacity. The phased delivery approach facilitates far in advance consultation with ESB Networks on anticipated EV charging projects, envisaged electricity demand (i.e. maximum import capacity requirements) locally and regionally, and necessary upgrades to the electricity network. 6.5 Data Gaps and Technical Limitations relating to the Identification and Evaluating Reasonable Alternatives There were no data gaps or technical limitations that inhibited the ability of the project team to identify and evaluated reasonable alternative being considered at high level during the Strategy development process.
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P23-206
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