Sarhad Provincial Conservation Strategy - IUCN

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8 would focus on social welfare problems, with little or no attention to environment and development. 8 . 3 N O N - G O V E R N M E N T A L O R G A N I Z A T I O N S SOME NGO & COMMUNITY TABLE PROGRAMMES/PROJECTS IN THE NWFP NGOS/PROJECTS AREA OF OPERATIONS FIELDS WORKING IN Aga Khan Rural Support Programme Chitral Agriculture, education, environment, income generation, institution building, WID Khwendo Kor Nowshera, Peshawar, Swat Education, environment, family planning, health, income generation, nursery raising, WID Pak-German IRDP Mardan, Swabi Integrated development Sungi Development Foundation Abbotabad, Haripur, Integrated development Mansehra, Battagram Sarhad Rural Support Corporation Charsadda, Kohat, Agriculture, health Karak, Mansehra institution-strengthening, welfare, WID Siran Forest Development Project Abbotabad Agriculture, environment, institution-strengthening Social Forestry Project Malakand Community Forestry Strengthening Participatory Organization Countrywide Capacity building of NGOs/CBOs, small projects Kalam Integrated Development Project Swat Integrated development Pakistan Environmental Protection Foundation Countrywide Awareness raising, sanitation, afforestation Action Aid Kalingar/Haripur Rural development Aurat Foundation NWFP Women’s issues Human Resource Management & Peshawar Environment, human resource Development Centre management Protection of Environment & Peshawar Environment Rural Development Shewa Educated Social Welfare Association Swabi Integrated development Da Laas Gul Welfare Programme Peshawar, Nowshera, Education Swabi, Khyber Agency National Rural Support Programme Mardan/Ghazi Integrated development GOALS & OBJECTIVES The fundamental goal of the NGO Strategy of the SPCS is to ensure a clear and a growing role for communities and NGOs in the economic, social, and ecological well-being of the NWFP through the sustainable development of the province’s human and 84 SARHAD PROVINCIAL CONSERVATION STRATEGY 8.1 natural resources. To achieve this, two specific objectives have been identified: ■ to identify and develop the most effective mechanisms and institutions that will strengthen NGO participation in sustainable development; and ■ to create an enabling environment for NGOs and communities to play an active role in sustainable development of the province. To overcome any problems stemming from different types of groups, this strategy uses the term NGO in its most inclusive sense: “an NGO is defined to be
any non-governmental organization that is not-forprofit, non-partisan, non-sectarian and is registered in Pakistan under any of the existing laws.” Regardless of formal registration under a law, it also includes approved Government projects and programmes as well as the community-based organizations established under such projects. 8 . 4 S T R ATEGIES FOR GREATER NGO PA RT I C I PATION IN SUSTA I N A B L E D E V E L O P M E N T 8.4.1 N e t w o r k i n g The absence of a body to represent NGOs in Pakistan was strongly felt in 1994 when the Government proposed NGO legislation that had many clauses detrimental for the NGO sector. As a consequence, NGOs throughout the country formed networks that could become representative bodies. In the NWFP, an NGO coalition called the Sarhad NGO Ittehad has been formed and it has held several meetings on the proposed NGO bill and on the recommendations arising from the Beijing World Conference on Women. Networking and communication are key to the development of the NGO sector. Besides acting as a strong unified body to represent the sector, networking can: ■ provide a permanent forum for the exchange of experiences, ideas, knowledge, and information; ■ promote solidarity, cooperation, collaboration, and partnership among NGOs so that they become effective pressure groups for peoplecentred development; ■ serve as a liaison and voice to articulate the perspectives and concerns of communities of the NWFP at various national forums regarding developmental issues; ■ set up a system of accountability for NGOs in order to reduce malpractices and create greater transparency; and ■ avoid duplication of efforts, and share resources with each other. 8.4.2 N O N - G O V E R N M E N T A L O R G A N I Z A T I O N S 8 Capacity Building Lack of capacity both in technical and management aspects is emerging as one of the main weaknesses of NGOs, due to their recent introduction to the development scene and their rapid growth. Many NGOs are formed by volunteers, but their survival is usually at stake because of lack of direction and proper knowledge about organizational management and the skills needed to set up clear and achievable programmes. NGOs, generally, also believe that the lack of capacity is a major hindrance in their effective functioning. Several NGOs and development projects and programmes work through CBOs and VOs, which helps build the capacity of these organizations. In addition to organizations currently active in capacity building, such as Strengthening Participatory Organization (SPO) and IUCN Pakistan, another forum is the Frontier Resource Centre (FRC). This is still in its inception stage and has been set up to work towards the strengthening and capacity building of NGOs and CBOs. The need for such an institution in the NWFP has existed since December 1994. FRC began with the support and assistance of more than a dozen NGOs such as Sarhad Rural Support Corporation, Sungi, Pakistan Community Development Programme, SPO, Human Resource Management and Development Centre, Khwendo Kor, and IUCN, with guidance from the NGO Resource Centre in Karachi. The objectives of FRC include: ■ enhancing the managerial and technical effectiveness of NGOs; ■ providing assistance and advice in proposal development; ■ providing training in raising funds and developing fund-raising strategies; ■ assisting with organizational development and review; and ■ providing support in financial management, accounting, and general administration. It will also provide facilities and support services to new NGOs in the early stages of their development. The demand for capacity building for NGOs is increasing, so efforts towards that end need to be SARHAD PROVINCIAL CONSERVATION STRATEGY 85
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Cover credit: Faces that represent
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The Sarhad Provincial Conservation
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iv SARHAD PROVINCIAL CONSERVATION S
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vi SARHAD PROVINCIAL CONSERVATION S
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viii SARHAD PROVINCIAL CONSERVATION
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E X E C U T I V E S U M M A R Y mit
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E X E C U T I V E S U M M A R Y Lin
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and are viewed not as producers but
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E X E C U T I V E S U M M A R Y tat
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E X E C U T I V E S U M M A R Y tow
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most effective vehicles for promoti
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E X E C U T I V E S U M M A R Y tex
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12 E X E C U T I V E S U M M A R Y
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E X E C U T I V E S U M M A R Y a m
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2 SARHAD PROVINCIAL CONSERVATION ST
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The Public Consultation Process of
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1 I N T R O D U C T I O N The North
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8 SARHAD PROVINCIAL CONSERVATION ST
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2 2.1 I S S U E S & T R E N D S I N
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2 I S S U E S & T R E N D S I N S U
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2 I S S U E S & T R E N D S I N S U
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16 SARHAD PROVINCIAL CONSERVATION S
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3 3 . 1 R E S P O N D I N G T O T H
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3 R E S P O N D I N G T O T H E I S
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3 R E S P O N D I N G T O T H E I S
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4 4 . 1 T O W A R D S T H E S A R H
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4 T O W A R D S T H E S A R H A D P
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4 T O W A R D S T H E S A R H A D P
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4 4.5 THE PUBLIC CONSULTATION PROCE
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12 N A T U R A L R E S O U R C E M
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12 nently. In both underground and
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13 Biological diversity is under th
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13 B I O L O G I C A L D I V E R S
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13 of predators and prey species, b
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14 C U L T U R A L H E R I T A G E
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Federal NGO Fund for Environment 20
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15 The first three chapters in Part
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16 The dynamic and recurrent nature
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16 the Chief, Environment. This wil
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16 I N S T I T U T I O N A L P R O
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16 1 6 . 5 . 2 I N S T I T U T I O
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16 the NEQS will require engaging t
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17 1 7 . 1 F I N A N C I N G SPCS,
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17 For the purpose of the plan, env
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17 F I N A N C I N G PROJECT COST F
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17 F I N A N C I N G 202 SARHAD PRO
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17 F I N A N C I N G 1 7 . 4 . 5 Co
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18 A S S E S S I N G P R O G R E S
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B I B L I O G R A P H Y Government
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B I B L I O G R A P H Y Sandlund, e
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Sarhad Provincial Conservation Strategy - IUCN

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