Sarhad Provincial Conservation Strategy - IUCN

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8 organized. Institutions like FRC can contribute by holding training programmes from time to time for interested NGOs. Similarly, the different development programmes should also build the capacity of the CBOs and VOs so that these organizations can replicate the programmes and become trainers for others. 8.4.3 Social Org a n i z a t i o n Although the roots of community involvement reach back to the initiatives of Dr. Akhtar Hameed Khan in the Comilla and Daudzai projects, recently AKRSP has become a role model for social organization techniques. The NWFP was the first province to replicate the AKRSP approach by establishing the Sarhad Rural Support Corporation, which has facilitated the formulation of 412 community-based organizations. There are several NGOs and development projects in the NWFP whose mandate is to work through CBOs either by forming new groups or strengthening and reactivating the existing ones. Presently, there are more than 15 NGOs and development projects working with approximately 1,500 social organizations. At the current rate of development and CBO involvement, it is expected that there will be 2,000 organizations by 1998. 8 . 4 . 4 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 P r i m a ry Environmental Care Taking care of the local environment is a key element of any strategy for sustainable development. This must be primarily in the hands of the community. In the past, communities were able to create sustainable methods to preserve the environment using indigenous knowledge. The pace of change was slow and allowed time for learning by experience. In the recent past, with industrialization, modern agricultural methodology, and the latest means of communication and transportation, it has become increasingly difficult for communities to rely entirely on their indigenous knowledge to safeguard the local environment. NGOs working closely with communities can play a significant role in strengthening the primary environmental care abilities of communities as well as their 86 SARHAD PROVINCIAL CONSERVATION STRATEGY capacity to deal with external forces of change, so that they reap the benefits without sacrificing their environment and production systems. In the NWFP, the forestry projects were the first to involve communities in a structured manner to safeguard the environment. IUCN has worked with a local CBO on a pilot project in Gunyar on primary environmental care. The new European Union Uplands Rehabilitation Project in the Murree-Kahuta, Galiat, and Dir-Kohistan areas will mainly focus on developing these abilities. IUCN will also work towards strengthening this sector for its members and other leading NGOs in the NWFP. 8.4.5 A d v o c a c y Very few NGOs in Pakistan have used advocacy as an effective tool to bring about a change that can ensure sustainable development. Foremost amongst them have been human rights and environmental NGOs. In the NWFP, NGOs such as Sungi and Aurat Foundation are doing advocacy work. They use it as one of the strong tools for sustainable development. Some of the key issues they have been actively advocating in the NWFP include human rights, women rights, deforestation, industrial pollution, and dam displacement. They use public consultations, lobbying, issue papers, media presentations, and audio-visual materials, and they convene round tables and seminars. If key problems that face the province, such as deforestation, are to be solved, other NGOs must also use advocacy effectively to bring about change. Most significant changes that affect the province can only be solved by policy changes and proper implementation of laws by Government. Only strong communities and public action can force the Government to bring about these changes. 8.4.6 Financial Sustainability Lack of financial sustainability is a key problem faced by NGOs all over the world. At the moment, many NGOs in the NWFP depend on funds from interna-
tional donors. The strategy to reduce this dependence includes creating greater self-reliance by developing projects that will be funded and implemented by the beneficiaries. NGOs can set up separate incomegenerating activities such as consultancies, training, or producing products based on appropriate technology for local and export markets. These products are to be made by rural communities with credit, technology, and marketing assistance from NGOs. In addition, there need to be fund-raising activities to enhance funding from community sources. Donors’ endowment funds and core funds need to be allocated to NGOs’ sustainability. And the Government needs to give a greater share of its development budget to NGOs. 8.5 S T R ATEGY FOR CREATING AN ENABLING ENVIRONMENT 8.5.1 G o v e rnment of NWFP Policy on NGO Work in Sustainable Development It is increasingly clear that the Government’s attitude and policy towards NGOs plays a significant role in creating an enabling environment for their work. In the last five years, changes in Government policies in relation to NGOs in Pakistan as well as in India, Sri Lanka, and Nepal have had a major impact on the work of NGOs. Even at the provincial level, Government policies and attitudes will have a major role in the work of NGOs and communities. As mentioned earlier, the Government of NWFP has been the most progressive of all provinces in Pakistan in giving a significant role to communities and NGOs in development work. The SPCS will be a key policy document of the Government on NGO roles in the sustainable development of the province. Recognizing the virtue of spontaneousness and flexibility of NGOs, the Government will provide an enabling environment for NGOs to operate freely and responsibly. To this end, the Government of NWFP will adopt and implement an NGO policy whose main elements are described here. 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 First, NGOs will not be subject to Government regulations that would depress their initiative or take away from them the freedom or flexibility to operate. To prevent recourse to regulations, NGOs will be encouraged to be more transparent and accountable in their operations. Those that receive funding above Rs. 100,000 from any source should provide details of their funds received to the concerned departments, audited annually by certified accountants. The concerned departments then will supply a copy of these reports for feeding into a database to be established by the Planning, Environment, and Development (PE&D) Department. The data will be accessible by the NGOs, and the general public. Unregistered CBOs established and operating under approved Government projects and programmes that are already audited shall be exempt from this requirement. Financial sustainability of the NGOs will be encouraged. Government funds, where available, will be provided preferentially to those NGOs who put up counterpart resources. The Government will involve NGOs at all levels of decision making. At the policy level, NGOs will be given meaningful representation in the SPCS sector round tables. At the district level, NGOs will be associated with District Development Advisory Committees. To save these groups from political influences, NGOs will be nominated by the Sarhad NGO Ittehad. In addition, SPCS also envisages round tables at the city level, so that NGOs can interact with Government department representatives on local concerns regarding resource conservation and development. The Government will start a bottom-up planning process, initially on a pilot basis, in a few districts. This implies the preparation of village development plans by the communities, which will be packaged into district sustainable development strategies to form the basis of the annual development programmes and five-year plans of the Government. Opening up public policy making and development planning to popular inputs will, at times, result in conflicts between the NGOs and the Government. The NGO strategy recognizes this possibility, and will encourage consensus building to resolve conflicts. The SPCS round tables will be used for the purpose. SARHAD PROVINCIAL CONSERVATION STRATEGY 87
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Cover credit: Faces that represent
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The 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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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 a m
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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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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 4.5 THE PUBLIC CONSULTATION PROCE
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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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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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