Sarhad Provincial Conservation Strategy - IUCN

17 F I N A N C I N G
1 7 . 4 . 5
Community Contributions
Community contributions towards environmental
improvement will be recognized and encouraged. No
reasonable basis exists to quantify this input, but the
experience of participatory development in the NWFP
indicates that, on average, communities contribute
20% of project costs, often ‘in kind’. Assuming a total
investment of Rs. 11.240 billion through other sources
mentioned above, the communities contribution will be
about Rs. 2.248 million.
1 7 . 4 . 6
S u m m a ry of Resource Av a i l a b i l i t y
Even if all the above resources—Rs. 13.488 billion—
are mobilized, there would be a resource gap of Rs.
1.299 billion for SPCS implementation during 1995-
98. This gap can be filled by tapping more into the
resources of donors, the private sector, and the communities.
Alternatively, some of the short-term recommendations
may have to be delayed beyond 1998.
Since the outline action plan assigns priorities to different
recommendations, deciding which to hold off
on will not be difficult.
1 7 . 5
RECURRENT COST LIABILITY
The SPCS recommendations are categorized into
short-term (1995-98) as well as long-term, which
would be implemented beyond 1998. By the nature
of action required, the SPCS recommendations are of
two types: those concerning institutional reform and
capacity development, and those dealing with conservation
and development activities in the field.
Actions with respect to both types will be initiated
under the development budget.
The field activities involving the development of
projects and donor resource mobilization take two
to three years to begin. Institutional reform and
capacity building also will be spread over the next
three years. Therefore, the SPCS activities undertaken
during 1995-98 are unlikely to have substantial
implications for the recurrent budget in the short-
204 SARHAD PROVINCIAL CONSERVATION STRATEGY
term. Their long-term effect on the recurrent budget
will be assessed towards the beginning of 1998,
when the SPCS will be reviewed and perhaps
revised as a part of the process of developing the
Ninth Five-Year Plan.
However, some of the activities undertaken since
the commencement of the NWFP’s environmental programme
in 1992 will have to be included in the
recurrent budget. The most important of these are
continuation and strengthening of the Environment
Section, strengthening of the NWFP EPA and
enabling it to have a regional presence in the
province, provision of annual grants to the Fund for
Sustainable Development, and internalization of focal
points and round tables in key sectors of the environment.
The cost of the focal points and round tables is
already covered by the project for SPCS Transition to
Implementation for the first two years, but the cost for
the third year would have to be transferred to the
recurrent budget. Accordingly, the annual re-current
cost liability of SPCS implementation for the first two
years of the short-term period is assessed as Rs. 35
million; for the third year, it is estimated to be Rs. 40
million (see Table 17.5).
1 7 . 6
PRIORITY ACTION PLAN
The detailed work plans for the implementation of the
SPCS will be developed by the respective sectors. The
main SPCS, however, must set the strategic direction of
the work to be undertaken by those involved in its
implementation. The call for priority setting was made
both by the general public and by decision makers
during public consultations on the SPCS and during the
NWFP Secretaries Committee meeting in August
1995. Consequently, an action plan was developed
based on input from the public consultation and subsequent
discussion in the different departments of the
Government. This outline plan was presented to the
Steering Committee in August 1995 and was
approved with minor changes. Changes following the
Steering Committee meeting have been incorporated
in the plan that follows (See Table 17.6).
The SPCS document sets the general direction for
sustainable development in the NWFP. It is not