Sarhad Provincial Conservation Strategy - IUCN

idation. The functional components of such a department
are listed in Box 6.1.
Such a proposal is not intended to be prescriptive,
nor does it suggest a need for major new resources. It
would initially be composed of consolidated elements
of existing departments. Any task force established to
examine options in this area should look at models
worldwide and develop a process and product appropriate
for the NWFP. Whenever a structure is decided
on, as a matter of course it should be provided legal
cover in the Rules of Business. The new environmental
legislation described in this chapter should complement
the mandate of the entire department.
The process that would be used by such a task
force must be very open, participatory, and transparent.
It should not be limited to the senior management
of each department. It should be designed
to get information from all levels in the relevant
departments, district by district. To be transparent,
and to attempt to reach consensus, it would likely
be valuable to spend at least two years undertaking
the review, with a series of interim reports and
decentralized workshops. Then, based on the
results, new ideas, structures, and models could be
p r o p o s e d .
The primary difficulty will ultimately arise if there
are proposals for consolidation in senior management
or staff in general. Sensitive approaches to human
resource management in these situations will be essential
if the best ideas are to be sanctioned. Revenue
generation to cover this sort of expansion is referred to
in Part III.
DEPARTMENT OF BOX
ENVIRONMENT &
RENEWABLE RESOURCES
6.1
The functional components of this proposed department
might include:
■ Wildlife management
■ Parks and protected areas
■ Fisheries management
■ Water quality
■ Air quality
■ Integrated resource management
■ Legal measures and enforcement
■ Emergency response
6 . 3
G O V E R N A N C E & C A P A C I T Y D E V E L O P M E N T 6
STRENGTHENING THE ENVIRONMENT
SECTION & THE ENVIRONMENTA L
PROTECTION AGENCY
Urgent steps need to be taken to strengthen the ES
and the EPA. Chief among the commitments must be
the hiring of staff to fill the positions that are already
approved, so these agencies can undertake their
respective mandates. Then the mandates should be
broadened to fill the apparent gaps. In order of priority,
the mandate of the ES should include:
■ overall strategic planning;
■ monitoring, evaluating, and updating the SPCS on
a regular basis;
■ project preparation and concept approval, within
the SPCS framework, and work with line
departments when implementation is their
r e s p o n s i b i l i t y ;
■ formal environmental impact assessment review of
major projects;
■ informal environmental review of minor projects
within the Provincial Development Working Party;
■ environmental advice to other sections of the
PE&D Department; and
■ miscellaneous project preparation outside the
SPCS framework, as requested.
Unfortunately the understaffed ES has been de
facto operating in the reverse order, and is increasingly
frustrated by its inability to be more effectively
involved in the day-to-day process of SPCS development.
Good ideas are advanced and discussed,
workshops are attended, but most of the section’s
time is spent on basic administration and routine document
processing. It must be stressed once again that
the fundamental capacity development objective of
the SPCS cannot be achieved until the staffing situation
is resolved.
The individuals hired to staff the vacant positions
need further training in strategic planning, policy
analysis, environmental impact assessment, and related
fields. If possible, they should have some basic
environmental skills when they take their positions.
This would allow rapid familiarization with the professional
tasks to occur, and will allow the ES to play
its assigned role more quickly and effectively.
SARHAD PROVINCIAL CONSERVATION STRATEGY 53