Sarhad Provincial Conservation Strategy - IUCN

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18 A S S E S S I N G P R O G R E S S T O W A R D S S U S T A I N A B I L I T Y It is possible to confuse the process of monitoring the implementation of the Sarhad Provincial Conservation Strategy with the process of achieving sustainability. Implementation does not necessarily mean having the desired effect. It is essential that basic mechanisms be established to monitor each objective in each priority area. Hence an implementation plan will be established for each. The plans will include objectives, sub-objectives, outputs, activities, and results. These work plans then become the principal management tools, not only to report results on a sixmonthly basis, but to allow more frequent monitoring, concurrent critiques, a reassessment of priorities, and inevitable crisis management. They can also serve as the basis for employees evaluation, budget control, and ultimately the design of the subsequent versions of the SPCS. The work plan for SPCS 1995-98 will be developed while the strategy itself is being designed, printed, and published during 1996. 1 8 . 1 FEEDBACK MECHANISMS Several useful mechanisms exist to monitor the strategy and to assess progress towards achieving sustainability. Copies of the regular monitoring reports prepared by field projects for submission to Government and donors two to four times a year will be obtained and analyzed in the Planning, Environment and Development (PE&D) Department. Second, the focal points in key sectors, which will be networked with the PE&D Department, will provide monitoring information for their respective sectors. This will be essentially qualitative information, especially with respect to those aspects of the SPCS that are not translated into field projects. These include legislation, policy development, and capacity building. Third, the PE&D Department will commission its own periodic surveys to gather quantitative and qualitative information about the efficiency and relevance of the recommended actions and about the progress towards sustainable development. This information will be pooled and analyzed in the PE&D Department. To this end, monitoring capac- 232 SARHAD PROVINCIAL CONSERVATION STRATEGY ity will be created in the Department both in terms of quality personnel and fiscal resources. The monitoring data will be collected and translated into proposals for adjustment in the strategic planning and the approach to implementation. The Executive Committee for the Provincial Environment Protection Council will consider and approve the proposals as necessary. 1 8 . 2 ACHIEVING SUSTA I N A B I L I T Y IUCN has defined a strategy as “an evolutionary process, developing as it goes along adapting to change. It is also recycled, its main components— constituency building, agenda building, design implementation, assessment—being repeated as it develops” (IUCN, 1994). With support from the International Development Research Centre (IDRC) and the Canadian International Development Agency (CIDA), IUCN has been considering how to assess progress towards sustainability. Although it is work in progress, it does provide a conceptual basis for looking at sustainability. Human well-being and ecosystem well-being are equally important, because people are an integral part of the ecosystem and the well-being of one is bound up in the well-being of the other. Sustainable well-being is the combination of human and ecosystem well-being. A society is sustainable only if both the human condition and the condition of the ecosystem are satisfactory or improving. If either is unsatisfactory or worsening, the society is unsustainable (IUCN, 1994). The ‘barometer’ of sustainability proposed by IUCN and IDRC produces a single word index of progress rather than an elaborate numerical scheme that requires large amounts of information to be collected. This is a particularly useful concept for the North West Frontier Province, where many basic data are not available and where resource limitations prevent certain kinds of information from being collected. Table 18.1 presents the potential qualitative results from an assessment of ecosystem condition and human condition.
A S S E S S I N G P R O G R E S S T O W A R D S S U S T A I N A B I L I T Y 18 THE BAROMETER OF SUSTAINABILITY TABLE HUMAN SYSTEM ECOSYSTEM CONDITION CONDITION BAD DECLINING INTERMEDIATE IMPROVING GOOD Good Unsustainable Potentially Potentially Potentially Sustainable Sustainable Sustainable Sustainable Improving Unsustainable Potentially Potentially Potentially Potentially Unsustainable Sustainable Sustainable Sustainable Intermediate Unsustainable Potentially Intermediate Potentially Potentially Unsustainable Sustainable Sustainable Declining Unsustainable Potentially Potentially Potentially Potentially Unsustainable Unsustainable Sustainable Sustainable Bad Unsustainable Unsustainable Sustainable Sustainable Sustainable Combine assessments of the ecosystem & human system into a single reading. Progress is toward the top right corner (from Prescott-Allen 1995). In assessing ‘conditions’, IUCN/IDRC are using a few indicative issues that are then adjusted for the location and culture in which the model is being applied. Four indicative issues on the condition of the ecosystem are: ■ Ecosystem Naturalness/Conversion—how much of the ecosystem is natural, modified, cultivated, or built? This provides a bird’s eye view of the scale and rate of human impact on the ecosystem and a context for assessing degradation, diversity loss, and resource depletion. ■ Ecosystem Quality/Degradation—are air, water, and land resources being degraded, including by pollution? ■ Biodiversity Maintenance/Loss—is the diversity of ecological communities, wild species, and domesticated varieties and breeds being maintained or declining? ■ Resource Conservation/Depletion—are the timber, fisheries, forage, wildlife, and other resources supplied by the ecosystem being maintained or depleted? Four indicative issues on the condition of the human system are: ■ Human Health—this includes longevity, good health, and access to healthful living conditions (clean water, sanitation). A long healthy life increases the opportunity for a person to pursue goals and develop abilities. 1 8 . 1 ■ Access to Resources—this includes income, employment, and access to material goods, including technology. Money and other resources expand opportunities and provide means to exploit them. ■ Knowledge—this includes education, training, and research. It equips individuals, organizations, and society to fulfill their potential, improve understanding of the ecosystem and human system, learn from experience, and adapt to changing conditions. ■ Institutions—values, customs, laws, incentives, and organizations enable society to manage people’s relationships with each other and with the e c o s y s t e m . In each of these broad categories, appropriate quantitative indicators are chosen to determine if the situation is bad or good. For local assessments, people should be asked to indicate what is to be measured and how, thereby deriving a locally defined idea of sustainability. At the provincial or national level, however, IUCN and IDRC suggest structuring the assessment according to the structure of Agenda 21, chapter by chapter. They further suggest subdividing each of those categories, to determine whether an indicator is a driving force or cause of a problem, a state or situation indicator, or a response indicator. Eight matrices are created that allow a comprehensive look at each indicative issue. An example of SARHAD PROVINCIAL CONSERVATION STRATEGY 233
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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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x SARHAD PROVINCIAL CONSERVATION ST
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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 4.5 THE PUBLIC CONSULTATION PROCE
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Unsustainable Population Growth 71
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Forestry 133 Eliminating Political
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10.3 Average Concentration of Carbo
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5 5 . 1 G O A L S , O B J E C T I V
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6 G O V E R N A N C E & C A P A C I
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6 A similar situation persists in t
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6 from polythene bags. Consumer cho
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6 6 . 1 2 G O V E R N A N C E & C A
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7 P O V E R T Y A L L E V I A T I O
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7 7 . 1 . 2 P O V E R T Y A L L E V
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7 in cropping patterns and intensit
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7 public concern about poverty alle
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7 their role in development, combin
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8 8 . 1 N O N - G O V E R N M E N T
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8 would focus on social welfare pro
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8 organized. Institutions like FRC
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8 Substantial development activitie
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9 9 . 1 C O M M U N I C A T I O N &
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9 9 . 1 . 3 C O M M U N I C A T I O
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9 C O M M U N I C A T I O N & E D U
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9 9 . 2 . 3 C O M M U N I C A T I O
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106 SARHAD PROVINCIAL CONSERVATION
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10 U R B A N E N V I R O N M E N T
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11 S U S T A I N A B L E I N D U S
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11 11.7 S U S T A I N A B L E I N D
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12 1 2 . 1 N A T U R A L R E S O U
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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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Sarhad Provincial Conservation Strategy - IUCN

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