Sarhad Provincial Conservation Strategy - IUCN

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7 P O V E R T Y A L L E V I A T I O N & P O P U L A T I O N The North West Frontier Province—with its varied geographic and ecological setting—is a resource-rich area. But its population is growing at a high rate, widening the gap between consumption and resource availability. This is leading to unsustainable development patterns within the province. Disparities in terms of development, resource use, and allocation prevail in regions, societies, and different groups, developing a sense of inequity and causing poverty among different sections of society. More than two-thirds of the people in the NWFP live in rural areas, where the provision of services, utilities, and facilities are inadequate. Most development activities are not targeted to the needs of the weakest section of society, with many communities below the poverty line, which is particularly hard on women and children. Women are not yet being given the chance to become productive human resources for the province. The present decision making and development planning system in the NWFP as well in Pakistan as a whole has a tradition of centralization that does not adequately take into consideration the priorities and needs of various ecological regions, local communities, and societies. This ‘top down’ planning has led to very inequitable development in the province. To reverse this, the disparities among regions, societies, and groups must be addressed. High population growth must be stabilized; there must be better management of resources; and the decision making and planning process must be open to everyone. The provincial Government in recent years has taken many steps to address these fundamental issues, and some progress has been achieved r e c e n t l y . 7.1 THE SOCIAL ACTION PROGRAMME The poor human development indicators at national and provincial level essentially reflect a public-sector failure to address four interrelated deficiencies with services: limited access to education, health, family planning, especially among poor rural women and girls; poor-quality services when they are provided; little accountability to clients; and insufficient 66 SARHAD PROVINCIAL CONSERVATION STRATEGY Government resources. In response, the Government launched the Social Action Programme (SAP) in 1992- 93—a broad-based intervention that is the centrepiece of the Government’s human development strategy. The SAP seeks to provide basic education, health, sanitation, and family planning facilities throughout the province that are within easy reach of the population, and, equally important, that offer high quality services to all. The SAP has made substantial progress in several areas. Given that most SAP issues are essentially related to the environment, the Government of NWFP proposes that SAP in the NWFP be considered part of the SPCS implementation package. 7 . 1 . 1 The SAP Contribution The SAP is a major effort by the Government to improve basic social services over the five-year period 1993-94 to 1997-98. It is expected to address the generic weaknesses in the basic social services. The underlying assumption is that gains in improving primary education, primary health care, population welfare, and rural water supply and sanitation will be mutually reinforcing, and that the resultant improvements in health and learning will promote greater economic productivity. The targets of SAP during the Eighth Five-Year Plan (1993-98), and their achievement based on a partial assessment of the programme thus far, are provided in Table 7.1. While SAP is a five-year Government programme, multi-donor support for SAP is designed for a threeyear period that ended June 1996. Donors are likely to support SAP for the remaining two years as well, however. The SAP is geared towards improving the poor social development in Pakistan, which persists despite the vigorous economic growth of the preceding decade. The programme targets the underprivileged sections of society, notably the rural poor and women. It prescribes an umbrella approach, integrating the delivery of basic social services. The strategy is to improve planning and implementation by ensuring timely availability of adequate funds and quality delivery of services. This requires capacity building of the implementing agencies, which is being pursued
through a decentralized institutional arrangement accompanied by close monitoring. The landmarks of the SAP in the NWFP include need-based site selection criteria for the establishment of new facilities; constitution of village education committees, and preparation of a master list of school sites for 1995-96 and 1996-97; the approval of a unified policy for the rural water supply and sanitation sector; and a major initiative to restructure the health sector through an integrated health policy statement. P O V E R T Y A L L E V I A T I O N & P O P U L A T I O N 7 SOCIAL ACTION PROGRAMME, TARGETS & ACHIEVEMENTS TABLE SECTOR TARGETS UNDER 8TH PLAN ACHIEVEMENT (1993-98) (MARCH 1995) Primary Education Participation rate (percent) Total 86.2 55 Male 94.8 71.1 Female 77.3 36.5 Enrolment (million) Total 2.559 12.946 Male 1.435 8.722 Female 1.124 4.224 Basic Health Services (million) Immunization 3.15 0.814 ORS packets 9.5 1 Training of Trained Birth Attendants 0.0087 0.0013 Training of Community Health Workers 0.009 – Improvement of Basic Health Units 0.0007 0.0003 Improvement of Rural Health Centres 0.00007 0.00003 Rural Water Supply & Sanitation (million people) Water supply 13.26 (88%) 9.1 (77%) Sanitation 4.68 (31.22%) 0.97 (7%) Source: SAP Section, PE&D Department, Government of NWFP. 7.1 The Government of NWFP is also increasingly engaged in a dialogue with non-governmental organizations (NGOs) to involve them in development efforts. Most significant has been the reorientation of attitudes towards a greater recognition of the needs of the social sectors and the sustainable improvement in social services through community participation. The emerging development paradigm holds in it a hope, as well as an opportunity, for the underprivileged sections of society. SARHAD PROVINCIAL CONSERVATION STRATEGY 67
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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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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 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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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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11 S U S T A I N A B L E I N D U S
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12 nently. In both underground and
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13 Biological diversity is under th
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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 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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B I B L I O G R A P H Y Government
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