Sarhad Provincial Conservation Strategy - IUCN

The first step involves establishing a baseline for
the sector, for example, describing the state of environment,
and any prevailing trends.
The section on existing initiatives will present an
inventory of the ongoing and pipeline programmes
and projects, assessing their impact for environmental
improvement or degradation. This will essentially
form the basis for future strategic recommendations
on needed reforms, and on what new initiatives
might be required.
The next section elaborates in greater detail the
strategic commitments presented in each sector. The
commitments will not be limited to projects. Instead,
all aspects of the environmental agenda in the
respective sectors will be given consideration. These
will include projects and programmes needing to be
reformed or initiated, reform of existing policies, initiation
of new policies, the identification and filling in
of procedural gaps, and an assessment of sectoral
resource requirements.
The targets for each recommended action—
whether for reforms or new programmes—will be
quantified as best as possible, to facilitate the monitoring
of the programme.
The recommendations for action will be segregated
according to not only long- and short-term, but by
financing source also. It will be clearly established
who will pay for what, which activities will be implemented
with available local resources, and what may
be implemented when donor funds become available.
This will require a ranking of priorities within
the sector for local financing and donor support.
In a final section, the roles and responsibilities for
implementing various parts of the sector strategy will
be assigned. The distribution of roles will include:
programme and policy development, implementation,
monitoring, and feedback. The roles and responsibilities
of Government institutions, focal points and
round tables, NGOs, community groups, and individuals
will be established.
In the outline action plan in Chapter 17, the SPCS
recommendations have been assigned priorities, and
the organizations with lead responsibility for their implementation
have been identified. Using this as a basis,
the component strategies will further refine the recommendations
and will elaborate on the roles and responsibilities
to be assumed by different organizations.
15.3
I M P L E M E N T A T I O N I N P E R S P E C T I V E 15
RESOURCE CONSTRAINTS
& MONITORING
Some funds have already been secured, but more are
needed to implement the SPCS effectively. The pace of
implementation will be affected by the rate of success in
obtaining funding, and this is not entirely predictable.
Flexibility in the work plan is, therefore, required.
Finally, work on assessing progress towards sustainability
remains experimental, and this will be a
key consideration in the transition to implementation
phase. This will involve the SPCS Unit in an international
project sponsored by IUCN and the Canadian
International Development Research Centre to test
new approaches to measure sustainability.
SARHAD PROVINCIAL CONSERVATION STRATEGY 183