NIAP - Project Document

National Impact Assessment Programme
Ministry of Environment
Planning Commission of Pakistan
IUCN Pakistan
22 October 2009
Contents
1. Introduction 1
1.1. Background 1
1.2. Rationale for Donor Involvement 2
1.3. Programme Implementation Partners 4
2. Situational Analysis, Issues and Opportunities 6
2.1. Environmental Impact Assessment 6
2.1.1. Current Situation 6
2.1.2. Issues 7
2.1.3. Opportunities 11
2.2. Strategic Environmental Assessment 12
2.2.1. Current Situation and Issues 12
2.2.2. Issues 13
2.2.3. Opportunities 14
3. The Programme 16
3.1. Scope of the Programme 16
3.1.1. Programme Justification 16
3.2. Programme Beneficiaries 17
3.3. Programme Approach and Strategy 17
3.3.1. Deliverables during the Inception Period 18
4. Programme Implementation 20
4.1. Overall Objective 20
4.2. Outcomes 20
5. Programme Organisation and Management 31
5.1. Planning, Monitoring and Evaluation 31
5.2. Institutional Arrangements 31
5.3. Programme Advisory Committee (PAC) 32
5.4. Programme Coordination Unit 32
National Impact Assessment Programme i

5.5. Programme Implementation Units 32
5.6. Risks and Mitigation 34
5.7. Sustainability 36
5.7.1. Sustainability Indicators 37
5.8. Duration and Budget 37
Annexes
I. Logical Framework Matrix
II. Terms of Reference for Programme Positions
III. Overall Year-wise Budget and Work Plan
IV. Partner-wise Budget
National Impact Assessment Programme ii

Acronyms
ADB Asian Development Bank
AJK Azad Jammu and Kashmir
CBBIA Capacity Building in Biodiversity and Impact Assessment
CBD Convention on Biological Diversity
CEP Core Environment Programme
CIDA Canadian International Development Agency
DAC Development Assistance Committee
ECNEC Executive Committee for the National Economic Council
EDCG Environmental Donor Coordination Group
EIA Environmental Impact Assessment
EKN Embassy of the Kingdom of the Netherlands
EMP Environmental Management Plan
EPA Environmental Protection Agency
EPRC Environmental Protection and Resource Conservation
ES Environment Section, Planning Commission of Pakistan
ET Environmental Tribunals
EU European Union
EW Environment Wing, Ministry of Environment
GDP Gross Domestic Product
GIS Geographic Information System
GMS Greater Mekong Sub-region
GoP Government of Pakistan
HIA Health Impact Assessment
IAIA International Association of Impact Assessment
IEE Initial Environmental Examination
IMC Independent Monitoring Consultants
IUCN International Union for Conservation of Nature
JICA Japan International Cooperation Agency
M&E Monitoring and Evaluation
MoE Ministry of Environment
MoU Memorandum of Understanding
MTDF Medium Term Development Framework
NAs Northern Areas
NCEA Netherlands Commission for Environmental Assessment
NCS National Conservation Strategy
NEP National Environment Policy
NEQS National Environmental Quality Standards
National Impact Assessment Programme iii

NGOs Non Governmental Organizations
NIAP National Impact Assessment Programme
NIPA National Institute of Public Administration
NOC No Objection Certificate
NWFP North West Frontier Province
OECD-DAC Organization for Economic Cooperation and Development – Development
Assistance Committee
P&D Planning and Development
P&DD Planning and Development Division
PAC Programme Advisory Committee
Pak EPA Pakistan Environmental Protection Agency
PC Planning Commission of Pakistan
PCU Programme Coordination Unit
PDs Programme Directors
PEAA Pakistan Environmental Assessment Association
PELA Pakistan Environmental Law Association
PEPA’97 Pakistan Environmental Protection Act 1997
PEPO’83 Pakistan Environmental Protection Ordinance 1983
PIAC Pakistan Impact Assessment Council
PIUs Programme Implementation Units
PMC Programme Management Committee
PRSP Poverty Reduction Strategy Paper
PSDP Public Sector Development Programme
PSNP Programme Support for Northern Pakistan
SDC Swiss Agency for Development and Cooperation
SEA Strategic Environmental Assessment
ToRs Terms of Reference
TPM Third Party Monitoring
UNDP United Nations Development Programme
WHO World Health Organisation
National Impact Assessment Programme iv

1. Introduction
In partnership with the Government of Pakistan (GoP), International Union for Conservation of
Nature (IUCN) is proposing a National Impact Assessment Programme (NIAP) that aims to contribute
to sustainable development in Pakistan through strengthening the Environmental Impact
Assessment (EIA) process and introducing Strategic Environmental Assessment (SEA) in national
development planning. The Programme has four implementation partners: Pakistan Environmental
Protection Agency (Pak EPA) and Environment Wing (EW) of the Ministry of Environment (MoE),
Planning Commission of Pakistan (PC), and IUCN Pakistan. Additionally, the Netherlands Commission
for Environmental Assessment (NCEA) would have an advisory role in the Programme and will
provide technical backstopping on need basis. The total duration of the Programme is four and a half
years with an inception period of one year and implementation period of three and a half years.
1.1. Background
Pakistan has achieved an impressive level of economic growth. However, this growth is coming at a
price. It is estimated that environmental degradation costs the country at least 6% of GDP,
translating to about Rs. 365 billion per year (World Bank 2006). For the current level of growth to be
sustained, it will be necessary to protect the environment and better preserve the country’s natural
resources. There are two very effective tools available that can help achieve sustainable
development, i.e., EIA and SEA.
EIA is the process of assessing the environmental effects of proposed projects, in order to identify
opportunities that avoid or mitigate the negative impacts in the project design, and to inform
governmental decision-making on the project. EIA was introduced as a requirement in Pakistan
under Pakistan Environmental Protection Ordinance (PEPO) 1983. Later PEPO was replaced by
Pakistan Environmental Protection Act 1997 (PEPA’97), which further strengthened EIA as a legal
requirement and also introduced IEE / EIA Review Rules 2000. It has come a long way since then, but
there is still ample scope to strengthen its practice. Although some landmark projects (e.g. oil and
gas development in Kirthar National Park) put EIA in the limelight and helped recognise the
importance of the EIA process, the momentum created towards the betterment of EIA in the country
could not be maintained for certain apparent reasons.
SEA, on the other hand, is somewhat new to Pakistan. Like EIA, SEA aims to integrate environmental
considerations into decision-making. But while EIA is applied at the project level, SEA is applied
during the development of policies, plans and programmes. SEA complements the planning process
with a solid assessment of environmental considerations, as well as identification of the inter-
linkages with social and economic considerations. Because there is great variation in the types of
plans and programmes to which SEA could be applied, it is not represented by one specified
procedure, but a range of analytical and participatory approaches. Some of the key advantages of
applying SEA to the planning process are as follows:
 SEA gets in earlier so that the strategic actions can influence the type of projects to be
implemented.
 SEA deals with impacts that are difficult to consider at the project level. It deals with cumulative
impacts of multiple projects, as well as the larger scale impacts such as those on biodiversity or
global warming.
 SEA promotes a better consideration of alternatives. SEA affects the decision-making process at
a stage where more alternatives are available for consideration.
 SEA incorporates environmental and sustainability considerations in strategic decision-making.
National Impact Assessment Programme 1

 SEA facilitates public participation in strategic decision-making. At a minimum, SEA provides one
opportunity for the public to comment on a strategic action before it is formally agreed. At best,
it allows the public to be actively involved throughout the strategic decision-making process.
Over the years orientation workshops on SEA have been organised in Pakistan for government,
private sector, civil society and academia, to raise awareness on SEA as a tool and a process.
Currently, there is a need to take SEA forward in Pakistan in a more programmatic manner, to
explore its potential as deterrence against environmental degradation at the planning level.
The Programme that is presented here has the dual aim of improving the practice of EIA in Pakistan,
and introducing SEA into development planning in the country. The Programme approach includes
an analytical (inception) stage, during which the status of EIA practice will be closely analysed, and
the most promising opportunities for SEA will be identified. The following (implementation) stage
concentrates on the development of tools, on capacity building, and on undertaking pilot SEAs and
EIAs that demonstrate the value of good practice.
To be most effective, SEA and EIA should be part of a sound environmental management system
that includes components such as enforcement and environmental monitoring. Also, there needs to
be a general level of awareness on the need to protect resources, and a willingness to give it priority.
This Programme intends to build on the significant efforts that are currently underway to improve
Pakistan’s environmental management system. It will also benefit from the growing awareness of
environmental effects that is the result of increasing availability of information on the state of
Pakistan’s environment.
In essence, this Programme is very timely and this view is shared by the various stakeholders that
were consulted during the preparation of the Programme. The stakeholders also responded
positively to the overall Programme approach. The consultation process included a workshop, a
range of meetings, and distribution of the draft proposal for comments. Consultation also ensured
that the Programme is coordinated with other activities in the environment sector.
The proposed Programme is further explained in subsequent sections. A detailed description of the
problem analysis, the Programme approach and implementation arrangements are given, in addition
to elaborated Programme planning and monitoring arrangements. A report on the consultation
undertaken has already been shared with EKN.
1.2. Rationale for Donor Involvement
NIAP is a unique initiative which intends to use a multi-pronged strategy to improve effectiveness of
EIA and introduce SEA in the country. The Programme involves interventions at the policy level
through introduction of SEA, capacity building at all levels and sectors, development of tools,
procedures and mechanisms, improved understanding of impact assessment processes, and
advocacy.
Some of the key reasons which make NIAP unique, as compared to previous and current initiatives,
and for donor involvement are as follows:
1. Since the enactment of PEPO 1983 and later PEPA 1997, GoP has been investing regularly on
strengthening the EIA process in the country, through establishing EPAs at the federal and
provincial level, strengthening the legal regime (IEE/EIA Review Rules 2000), preparing
implementation tools (IEE/EIA guidelines for difference purposes), building capacity of EPAs,
and raising awareness. GoP has undertaken these initiatives from various sources, including
using its own money, and grants and loans from different institutions and donors such as
World Bank, Swiss Agency for International Development (SDC) - sub-sectoral guidelines
under Programme Support for Northern Pakistan (PSNP) - and Embassy of the Kingdom of

the Netherlands (sub-sectoral guidelines for coal, mining and dairy farms) under its project
with IUCN Pakistan in Balochistan. However, despite being committed to improvement of
EIA process in the country, the government has been overstretched financially, due to
existence of other more pressing and urgent issues in the country, such as being a frontline
state on war on terror, and facing internal security problems and poverty, to name a few. On
top of it, global financial crises and escalating fuel prices have put an added constraint on
the already meagre resources of GoP. Hence, despite strong political will, GoP is finding it
hard to dedicate resources to the betterment of EIA process in the country. This is the time
when GoP needs the assistance of the donor community, in its efforts to promote
sustainable development in the country.
2. The Government of Netherlands is a pioneer in the development and improvement of

impact assessment process globally. It is the key donor on impact assessment in the world
and has filled a critical gap, which existed because of less attention of the donor community
towards tool development - necessary to address critical environmental issues at the source.
Since EIA is the first line of defence against environmental degradation, it was considered
necessary by the Government of Netherlands to strengthen it globally. It provides funds
directly to impact assessment projects globally and also through multilateral institutions,
such as the World Bank. IUCN has been involved in other Government of Netherlands’
funded impact assessment initiatives, such as Capacity Building in Biodiversity and Impact
Assessment (CBBIA) - a project of International Association for Impact Assessment (IAIA),
and capacity building in impact assessment (IAIA). Therefore, there is a need and
precedence to support this Programme.
3. In the past, World Bank provided support to the EIA process in the country through
Environmental Protection and Resource Conservation (EPRC) project which helped in the
preparation of PEPA’97 and in strengthening of EPAs. In 2006, the World Bank released
Pakistan Strategic Country Environmental Assessment Report which also looked at the EIA
process in the country critically. However, except for the Embassy of the Kingdom of the
Netherlands, no donor is providing support towards the improvement and strengthening of
the EIA process in the country or introduction of SEA in Pakistan.
4. The World Bank and Asian Development Bank (ADB) also support the EIA process in the
country by ensuring that the EIA process is followed in projects funded by them. However,
so far no programme has focused on combining policy level interventions (SEA) with the
ground level implementation (EIA), developing tools and mechanisms to supplement
capacity development, and working with multiple sectors and players to improve EIA process
in the country. This multi-pronged strategy is the key to a well balanced and effective
programme, and NIAP has adopted this approach.
5. Unlike earlier initiatives, NIAP aims to employ a combination of planning and project level
interventions to strengthen the EIA regime in Pakistan. Until and unless issues are addressed
at the planning level, it is difficult to have an effective EIA process in the country. It is due to
this very reason that NIAP intends to introduce SEA at the planning level to address issues at
the source, rather than focusing on end-of-the-pipe treatment, which has proved to be not
very effective in the past.
6. Majority of the previous initiatives on EIA improvement have focused on and been with the
MoE. However, not much attention has been paid on other ministries and institutions which
have high stakes in the EIA process, such as the Planning Commission and the Planning and
Development (P&D) departments; they have not been involved in the initiatives on EIA
improvement. NIAP is planning to use a very different approach. It intends not only to
strengthen MoE, but also other relevant institutions which can play a very significant role in

making EIA effective. Keeping this in consideration, NIAP has a very diverse set of partners –
MoE, Pak EPA, PC, IUCN Pakistan and NCEA. During the course of the Programme, it will also
involve other ministries and departments which can play a role in EIA process, but are
currently out of the loop. The Programme also intends to involve provincial EPAs and P&D
departments, which have been rarely involved in initiatives, despite the fact that
environment is more of a provincial rather than a federal subject.
7. In the past, majority of the initiatives have only worked with the government institutions
and have not adequately involved civil society, private sector or academia. NIAP intends to
involve all relevant sectors which have stakes in the EIA process. IUCN Pakistan, as a partner
in NIAP, will not only bring in the civil society perspective but will also serve as a bridge
between the government and other sectors. The Programme will also build capacity of all
the relevant sectors so that they can play their assigned role effectively in the EIA process.
8. One of the key strengths of NIAP is that it pays considerable emphasis on the development
of tools and mechanisms which have not been paid much attention to in the past. Except for
the Environmental Protection and Resource Conservation (EPRC) Project, majority of the
initiatives have only focused on capacity development, and that too primarily of MoE. NIAP
realises that capacity development of the relevant institutions alone would not be very
effective until and unless the relevant tools, procedures and mechanisms are strengthened
and developed. NIAP is also the only initiative which plans to improve institutional
coordination between federal and provincial departments, which is necessary for effective
implementation of EIA in the country. Similarly, EIA review mechanism, which is the
backbone of the EIA process, will be strengthened under NIAP.
9. The involvement of NCEA as a technical partner in the Programme, gives NIAP a unique
edge, which other programmes have lacked. NCEA is a very competent and world renowned
impact assessment organization with vast experience in supporting similar programmes in
other parts of the world. Hence, their involvement will be a key factor in the effective and
quality delivery of the Programme.
1.3. Programme Implementation Partners
NIAP will be led by GoP and managed by IUCN Pakistan. The main Programme partners from the
government are MoE (Pak EPA and EW) and PC. In addition, the NCEA will be providing technical
assistance, where needed, through its own resources whereas the Programme would have to bear
only the cost of other international consultants engaged to support NCEA in meeting its obligations
under the Programme.
The Planning and Development Division (P&DD) / PC has played a key role in putting the country on
the sustainable development path. P&DD was the main force in the preparation and approval of
National Conservation Strategy (NCS), which represented the official policy document by GoP on
environment, before the approval of the National Environment Policy 2005. In the early 1990s,
P&DD showed its commitment to streamlining environment in the GoP planning processes, through
creation of the Environment Section (ES). Considering SEA's focus, P&DD is certainly the logical home
of SEA.
MoE has an integral role to play in the overall Programme as it is mandated to be the guardian of the
country’s environment. MoE strives to implement the environmental policies and legislation of the
country, and ensure that mainstream development in the country is environmentally sustainable. It
also possesses the necessary legislative (e.g., PEPA’97) and physical infrastructure (e.g., EPAs) to
effectively oversee the process of SEA introduction in GoP’s planning processes.

As a technical section of the Ministry, EW plays an important role in the formulation of
environmental policies and legislation; coordinating and following up on GoP's obligations,
commitments to various Multilateral Environmental Agreements (MEAs) and protocols; and
providing guidance and support to line ministries and provincial governments in the implementation
of environmental policies, legislation and guidelines. Due to its strategic position within the Ministry,
the Wing will play an active role in the strengthening of the EIA process as well as in the introduction
of SEA in the country.
Pak EPA, functioning under MoE, represents the main federal institution responsible for
implementing PEPA’97. The Agency also provides technical assistance to MoE for the formulation of
environmental policies and programmes. Pak EPA, supported by its provincial counterparts, and the
EPAs of Northern Areas (NAs) and Azad Jammu and Kashmir (AJK) represents the designated
authority for the review of EIA reports and monitoring compliance with environmental rules and
regulations. As such, it is the most appropriate department within MoE to undertake the
implementation of NIAP.
The Ministry contemplates strengthening the linkages amongst its various parts to effectively pursue
the integration of environment and economic development. To this end, work remains to be done in
creating the necessary awareness not only among people but also among the authorities responsible
for enforcing PEPA’97. In particular, this warrants increasing the outreach of the Programme and
involving the federal and provincial EPAs through MoE. The capacity of the federal and provincial
EPAs, and the coordination among them, remains weak and is a major impediment in effectively
implementing PEPA’97.
NCEA is an independent expert body that provides advisory services on environmental assessment.
Since 1987, it has a legal status to act as an independent advisor in Dutch EIA and SEA processes.
Also, since 1993, it provides advisory services in the context of international cooperation. These
services include advice on Terms of Reference (ToRs) and reviews of environmental assessments for
complex plans, programmes and projects. NCEA also contributes to strengthening of impact
assessment systems and capacity development, for both EIA and SEA.
The work of NCEA is based on two principles: expertise and independence. Its advisory services are
provided in the context of national legislation and regulations for environmental assessment.
However, if these are not available, international norms and standards are applied. In 2006, NCEA
prepared just under 160 advisory reports on Dutch EIAs and SEAs. In the international context, 25
advisory reports have been prepared.
IUCN Pakistan brings unique leadership and technical qualities to this Programme. It is acutely aware
of the need to engage and work with mainstream development planning processes in Pakistan, as
the environment is directly and indirectly impacted by economic and social development sectors.
IUCN Pakistan engages the government at the national and sub-national levels, as well as with the
larger civil society. It brings two main qualities to this initiative: leadership in advocating for
environmental policy through dialogue, interaction and consensus building with various actors; and
support to the implementation of environmental policy by providing assistance in policy and
legislative reforms, capacity development, environmental assessment, awareness, education and
selected field projects.

2. Situational Analysis, Issues and Opportunities
Despite more than ten years of operation on environmental initiatives in the country, there is
meagre visible improvement in environmental conditions. Indeed, it may be argued that
environmental indicators are on a downward trend. Nevertheless, the changes introduced through
these environmental programmes have helped lay the basis for a more effective strategy in the
current period. The pursuit of environmental objectives in Pakistan have been likened to “grafting
the sustainable development agenda” onto the mainstream development agenda. It has become
evident that if environmental objectives are to achieve a breakthrough and acceptance,
environment has to be acceptable to the policy communities around the three broad development
agendas, namely economic growth, poverty reduction and human development – the mainstream
development agenda.
EIA and SEA represent very effective tools for environmental screening at various levels of decision
making. Unfortunately, one of the critical handicaps to the implementation and enforcement of EIA
and SEA is that many higher level decision-makers see environmental considerations as an
impediment to economic growth. This is not unique to the Pakistani context, but it is particularly
pronounced here due to the current emphasis on economic growth. In addition to raising awareness
on the importance of environmental goods and services, there is a need to produce and provide
decision makers the information that clearly illustrates the economic repercussions following
environmentally unsound decisions. Such information is more likely than any other to capture their
attention and influence the decision-making process favourably.
The Programme builds on the existing experience with EIA and strategic planning within Pakistan.
This chapter gives an analysis of this experience, and identifies opportunities for strengthening both
areas. Following is a brief situational analysis of EIA and SEA in Pakistan.
2.1. Environmental Impact Assessment
2.1.1. Current Situation
EIA has come a long way in Pakistan, after becoming a legal requirement under the PEPO’83.
Pakistan was among the first countries in the region to frame an environmental legislation in 1976–
77, but due to the political situation in the country, it took another seven years before the first
environmental ordinance was enacted, in 1983. As shared earlier, following the promulgation of
PEPO’83, the Environmental Assessment Guidelines was prepared in 1986 to support the EIA process
in the country.
In the late eighties and early nineties EPAs, both federal and provincial, were established, along with
other supporting infrastructure. In addition to the federal and provincial institutions, AJK EPA was
established in 1996 and NAs EPA in 2002. Later, PEPA’97 was enacted and replaced the existing
PEPO’83 and subsequently IEE / EIA Review Rules 2000. Other supporting rules and regulations were
notified in 2000.
To strengthen the capacities of the newly established EPAs, the World Bank funded the EPRC
project. The project was quite successful in enhancing the capacities of staff and providing material
resources (laboratory equipment, computers etc.). It not only helped in establishing EPAs, but was
also very instrumental in making EPAs technically competent. The staff members were trained,
keeping in view the technical competence required by each EPA. Once the project ended and the
second phase of the project did not materialise, realising the importance of the initiative GoP
absorbed a significant number of staff hired under the project, to keep the teams intact. It must be
mentioned here that GoP has technical cadre staff in each department which does not get
transferred and stays in the parent department, to provide the necessary technical support.

However, due to financial constraints faced by GoP post 1998 nuclear experiments, the progress
made could not be built upon for continued benefits. Although the EPAs continued to function to the
best of their abilities, despite financial and capacity constraints, the overall implementation of the
EIA process suffered in the country.
In 1999, Pakistan Environmental Assessment Association (PEAA) was established to improve the
impact assessment resource base in the country and provide technical backstopping and support to
the EPAs. PEAA is a neutral forum of EIA practitioners and academics that aims to provide support to
EPAs in EIA implementation. It is established on the same pattern as NCEA. However, it is currently
inactive and needs to be revived under NIAP.
This chronology indicates that Pakistan was well on its way to effectively establishing EIA systems in
the country. However, despite a robust start and all the hard work that followed, EIA has not been
able to accomplish its full potential of incorporating environmental concerns into development
planning. This is apparent from the results of, among others, the Pakistan Strategic Country
Environmental Assessment Report (World Bank / MoE GoP, 2006) and the Mid Term Report of the
Punjab Resource Management Programme (2007. A.F. Ferguson & Co Chartered Accountants and
Hassan & Hassan Advocates). Both documents include discussion and analysis of the legislative and
institutional mechanisms in place for environmental compliance. The common conclusion reached is
that although legislation and requisite enforcement systems are adequate, the primary reason for
non-compliance and the resultant environmental degradation is ineffective implementation.
However, this does not imply that the enforcement systems cannot be improved upon, and so their
analysis is also needed. Interestingly, the Consultative Workshop held in Islamabad (on 21 March
2007) for the development of NIAP’s proposal also brought forth similar feedback from stakeholders.
2.1.2. Issues
Following is a brief description of issues faced in the EIA implementation:
1. Lack of understanding regarding EIA as a process: Although EIA is a ‘cradle to the grave’ type of
process, in Pakistan it is considered to be only a one-time activity. The main emphasis of EPAs
and proponents is to submit and get the EIA report approved. Once the report is approved and a
No Objection Certificate (NOC) has been issued, it is shelved and never revisited again to assess
the Environmental Management Plan (EMP) implementation. This is mainly due to poor
understanding of the purpose of the EIA and also lack of capacity of EPAs. In majority of cases in
Pakistan, EIA is done once everything has already been decided, and in many instances project
has started and is nearing completion, which defeats the purpose of an EIA. However, due to
various reasons, EPAs are left with no other option but to accept the EIA and also approve it.
Although the private sector is complying with the EIA requirement to a certain extent, the public
sector in Pakistan is the most non-compliant among all sectors. A majority of the public sector
projects are not subjected to EIA process, which makes it difficult to implement the process in
the country.
Despite being a legal requirement in Pakistan for over twenty five years, EIA is still not a well
understood concept in the country. Even consultants and academics practicing and teaching EIA
are not fully aware of the concept and philosophy behind EIA. This is one of the reasons why EIA
has not been able to take root in Pakistan. Although several EIA workshops have been conducted
by different institutions in the past, many more workshops and seminars are needed still, to
enhance understanding on EIA, especially for the policy- and decision-makers who often
consider EIA an anti-development mechanism.
Although understanding on EIA has improved considerably over the years, there is still plenty of
room for improvement especially regarding sensitization of media, academia, judiciary and other

relevant groups. Increasing awareness and understanding on EIA is a dynamic process and
should continue in parallel with other programme activities.
The proposed actions to address this issue are covered under outputs 3.1, 3.4 and 3.7.
2. Inadequate institutional capacity: Though GoP has made consistent efforts to improve the
situation, weak institutional capacity remains the primary factor responsible for the
ineffectiveness of the EIA process in Pakistan. There are six EPAs functional in Pakistan,
including: Federal EPA, Balochistan EPA, North West Frontier Province (NWFP) EPA, Punjab EPA,
Sindh EPA, and NAs EPA; and AJK EPA. Although the staff strength of majority of EPAs is quite
impressive, very few are in the technical cadre and only one or two are responsible for the
implementation of the EIA process at a national or provincial level. In the Federal EPA, two staff
members are responsible for looking after the EIA process; in Balochistan there is one employee,
who has been recently transferred to the Governor’s Secretariat; in NWFP one staff member has
been assigned the job; Punjab has one staff member managing the job; Sindh also has one
employee hired for the task; and AJK has no one specifically. Considering the technical expertise
required and the numerous steps involved in the EIA process, one or two people are extremely
insufficient for effective and efficient implementation of the process. For EIA process to be
successful in the country, EPAs will have to designate more people to the EIA process, who will
subsequently be trained under NIAP.
The proposed actions to address this issue are covered under outputs 3.4 and 3.8.
3. Institutional coordination: One of the key issues vis-à-vis EIA process, identified at the findings
of the Consultative Workshop held in March 2007 for the development of NIAP’s proposal, was
the lack of coordination among the relevant organizations i.e. federal and provincial EPAs and
P&DD and provincial Planning and Development Departments (P&DDs). Interestingly, this was
pointed out by the relevant institutions themselves. The only EPA created under PEPA’97 is Pak
EPA and no provision for the provincial or territorial EPAs exists in the Act. However, realising
later that environment is more of a provincial than federal subject; the Government established
provincial EPAs and delegated some of the powers of Pak EPA to them. Despite provincial EPAs
being spin-offs of the federal EPA, no formal coordination mechanism exists between them. It
was pointed out at the meeting that it was the first time in many years that all EPAs assembled
under one roof. At some of the issues in the past (e.g. cement factories in Kahun Valley), there
has been considerable friction between the federal and provincial EPAs, mainly due to lack of
proper coordination mechanism. In addition to the need for improved coordination between
relevant EPAs and P&DDs, there is also a need for improved coordination between EPAs and
P&DDs, especially in the case of public sector projects. Improved coordination at provincial level
between provincial and district governments is also very essential. If a proper mechanism exists
at the appropriate levels, it will be useful in addressing environmental issues, particularly EIA
process implementation, more effectively.
The proposed actions to address this issue are covered under output 1.3.
4. Lack of accreditation system and capacity / quality of EIA experts: The weakest link appears to
be the EIA review process, which is mainly due to sub-standard EIA reports and inadequate
competence of consultants who produce those reports. It is a common belief that by improving
the EIA review system, we can automatically improve quality of EIA consultants and
subsequently EIA reports. However, it is also necessary to bring some type of quality control in
the consultants conducting EIA in Pakistan. One of the mechanisms used in other parts of the
world is accreditation of EIA consultants by the relevant authorities. At present, anyone can be
an EIA consultant in Pakistan, even if she/he has no relevant educational qualification, training
or relevant experience. Many problems that were encountered by the EIA system in Pakistan

have been due to poor quality of consultants. A proper accreditation system will bring quality
control in EIA consultants and subsequently in the EIA reports and process.
The proposed actions to address this issue are covered under outputs 3.6 and 3.10.
5. Inadequate EIA review mechanism, and relevant tools and procedures: Although the relevant
laws and rules pertaining to EIA process exist in the country (i.e. PEPA’97, IEE / EIA Review Rules
2000, sectoral and sub-sectoral guidelines), the mechanisms required to support the process are
either weak or non-existent, such as the EIA review process. The EIA review process can be
described as the backbone of EIA system in a country. The success of EIA process in any country
depends on the quality of the review process. Although a review process is outlined in the IEE /
Review Rules 2000, a proper review process does not exist, which is one of the main reasons for
ineffective implementation of EIA process in Pakistan. The existing process is mainly on
volunteer basis, where EIA reports are sent to a group of organizations and individuals on the
review panel who are requested to review the report pro-bono. However, since the review is
volunteer and not binding, majority of the members give the review a lesser priority, resulting in
very few quality reviews of the report sent to EPAs. Since EPAs lack the capacity, strength or
time, the review process has only become a formality and adds no value to the process. It is
therefore extremely important to develop a proper review mechanism which adds value to the
EIA process.
At present, no system is in place to review the EIA process in the country to identify weaknesses
and subsequently suggest corrective measures. Some reviews are held on and off under
different initiatives (e.g. Pakistan Strategic Country Environmental Assessment Report) to review
the exiting system and point out weaknesses in it. However, none of these reviews have gone far
enough to suggest practical corrective measures which can be put into implementation by the
relevant authorities. It is therefore utmost necessary to have a dynamic review system
developed which is undertaken at regular intervals to assess the health of the EIA process in the
country.
6. Public hearings / consultations: Public participation in the EIA process has also been a
misunderstood concept. Instead of being taken in its true spirit, it only represents a mandatory
requirement of the process. Furthermore, the proponents choose to share only selected
information during stakeholder consultations, which raises the expectations of communities.
Unfortunately, these expectations are seldom met, causing not only disillusionment but also
outbreak of violence occasionally. The lack of transparency in the process has resulted in
stakeholders losing their confidence in public participation.
7. Poor quality, monitoring and implementation of Environmental Management Plans (EMP):

EMP preparation is considered a vital part of the EIA report. EMPs provided in EIA reports are
very generic and not practical enough to be implemented easily. The main reason why EMPs are
generic and poorly drafted is because consultants, proponents and EPAs know that it is only a
formality and would not be implemented. Except for few instances in Pakistan (e.g. oil and gas
exploration in Kirthar National Park), EMPs are generally neither implemented nor monitored.
Although some EPAs (Sindh EPA), donors/ financing institutions (e.g. Asian Development
Bank)and proponents of projects (e.g. Premier Oil) have introduced innovative measures, such
as employing Independent Monitoring Consultants (IMC)/ Third Party Monitoring and have
achieved very good results, such initiatives are limited in scale and do not present a long-term
solution.

The proposed actions to address this issue are covered under outputs 1.2, 1.4, 1.5, 3.2 and 3.4.
8. Lack of capacity of relevant stakeholders: The capacity of relevant stakeholders, i.e. civil society
(particularly media), private sector and academia, has been a major factor in the ineffectiveness
of the EIA process implementation in the country. Although the civil society, especially media,
has played an important role in successfully highlighting inadequacies of the EIA process in the
country (e.g. oil and gas exploration in Kirthar National Park, New Murree housing scheme,
cement factories in Kahun Valley) which has received positive results, the civil society has
generally not played the watchdog role it is expected to play. This has mainly been due to lack of
capacity of the civil society organizations in the country on technical issues, such as EIA. Over the
years, civil society has matured and has started to deal with issues on technical grounds and is
thus gaining respect in the government and other sectors. Some sections of the civil society have
moved from being confrontational and creating issues out of nothing, to being responsible and
taking united stance on issues of national importance; they basing their campaigns on solid
technical grounds. However, such organizations are few and the majority of the civil society
continues to be on the confrontational path, and is still emotional in nature. Since technical
capacity of majority of the civil society is very limited and at times non-existent, it results in
misunderstanding of the technical issues, with wrong stances taken, at times protecting vested
interest groups. The other factor is the silence of academia in addressing environmental and
other social issues. It is mainly due to their perceived understanding that their only role is to
impart education and conduct research; somehow they have not been able to understand their
wider role in the society, which includes application of their knowledge to the issues confronted
by the society. In the case of environment in general and EIA in particular, academia has not
emerged as a major stakeholder and has not been able to provide the necessary technical advice
or guidance, when needed. One of the key reasons of this behaviour is the lack of capacity of the
academia itself. Therefore, it is of utmost important to strengthen civil society, academia and
other players, through trainings on EIA and other technical matters, so that they can play their
assigned role effectively.
The proposed actions to address this issue are covered under outputs 3.1–3.4, 3.7, 3.8.
9. Poor quality of EIA education: In Pakistan, very few tertiary level institutions offer courses in
EIA. Often, quality of the course material is poor and outdated. Majority of the instructors are
academic, with no practical experience and without current updates on the latest developments
in EIA. There are no training institutes which provide quality training on EIA. Off and on,
international organizations organise one off trainings which some of these consultants and
students attend. They consider these trainings to be enough to qualify them as consultants and
trainers. However, there are some quality consultants with sound educational background and
considerable experience in EIA, but these are very few. To be able to promote EIA in Pakistan, it
is absolutely necessary to improve quality of EIA trainers and course material. Until and unless
the quality of EIA training in the country is improved, it would be very difficult to improve EIA
implementation in the country.
Another significant factor contributing not only to the poor quality of EIA reports but also to the
apathy of consultants who produce these reports is the lack of capacity among stakeholders to
understand and comment upon the documents. The consequent dearth of meaningful feedback
does little to provide any impetus to consultants for improving the quality of EIA reports. The
other reasons for poor quality of feedback from public hearings are: medium of EIA report is
English and not in any of the local languages; location of public hearings is usually quite far from
the project site where the actual affected people cannot reach easily; only positive aspects of
the project are presented to the public and at times exaggerated especially when it comes to
providing employment to the local population; negative aspects of the project are not presented

to the public to avoid any controversies; and no follow-up hearing is arranged to share the
revised report with the feedback incorporated. Public hearing is only treated as a formality and
not undertaken to improve environmental and social performance of the project.
Solution: The solution to this issue under NIAP is provided in output 3.7, 3.8 and 3.10.
10. Ineffectiveness of Environmental Tribunals: Although judicial activism in the country has
resulted in several Sue Moto actions for environmental protection (e.g., New Murree Project),
the Environmental Tribunals (ET) established under PEPA’97 are almost dysfunctional. Initially,
two tribunals were established – one in Lahore to support Northern Pakistan (i.e. NWFP, Punjab
and NAs) and one in Karachi to support Southern Pakistan (i.e. Balochistan and Sindh). Later,
tribunals were set up in all provinces, but they are not very effective so far the main reason is
that not many people are aware of ETs and even if they do know that ETs exist, they do not
know how to register cases. Most people still take the route of normal courts, which defeats the
reason for establishing ETs. The other problem is that judges appointed in ETs are not very
knowledgeable about environmental issues in the country and have not been very proactive.
Thereupon, it is utmost necessary to study the ETs in the country and build capacity of the
judges appointed in ETs. Likewise, building capacity of lawyers is also very essential.
2.1.3. Opportunities
Globally, the use of EIA is strongly recommended by Agenda 21. The enforcement of international
agreements (e.g. Convention on Biological Diversity) and the accelerating scales and rates of
environmental deterioration and resource depletion, considerably higher now than when EIA was
initially introduced, have greatly augmented the significance of this tool.
Also, Pakistan’s NCS advocates the use of EIA as a tool for environmental screening. A further
testament to GoP’s commitment to mainstreaming environmental concerns in development
planning (in other words introducing SEA), is the objective of NEP 2005, which aims “to integrate
environmental considerations in policy making and planning processes”. NEP also lists “integration
of environment into development planning” as one of the key policy instruments for achieving the
policy’s objectives. This entails, among others, the following actions (NEP 2005, MoE, GoP):
 Environmental considerations would be integrated into sectoral policies and plans;
 EIA related provisions of PEPA’97, would be diligently enforced for all development projects; and
 SEA would be promoted as a tool for integrating environment into decision making.
Consequently, all national and provincial level policies and plans currently being formulated
recommend EIA screening of new initiatives.
The decisions of the Executive Committee for the National Economic Council (ECNEC) dated 2004
and 2006 also reinforce the importance being given to EIAs by the government. Both decisions make
the inclusion of EIAs mandatory for all eligible projects at the time of submission of proposals.
Many donor funded initiatives aimed at strengthening the government’s ongoing EIA related
responsibilities are currently underway in Pakistan. These include Japan International Cooperation
Agency’s (JICA) effort to increase the monitoring capacity (including environmental reporting) of Pak
EPA, and several World Bank and ADB funded programmes. One example of such is ADB’s Punjab
Resource Management Programme, the Mid Term Report of which has been referred to earlier. ADB
has also introduced Third Party Monitoring (TPM) in Pakistan, under its Emergency Earthquake
Assistance Programme and engaged IUCN Pakistan as the third party monitor. Other donors, for

example the Embassy of the Kingdom of the Netherlands (EKN) and the Swiss Agency for
Development Cooperation (SDC), have also been supporting initiatives over the years, to strengthen
the EIA process in Pakistan, such as through development of sectoral and sub-sectoral
environmental guidelines of small scale developmental initiatives not covered under screening
criteria developed by Pak EPA.
The environmental safeguard policies of most donors and multilateral and bilateral funding
institutions now require compliance with national EIA legislation. In fact, the Canadian International
Development Agency (CIDA) also necessitates compliance with Canadian EIA legislation, for CIDA
funded projects.
The combination of all these factors provides a very conducive environment for the initiation of a
nationwide Programme to support impact assessment. In terms of EIA, the advantages are that the
requisite legislation, infrastructure and institutions are already in place and functional. The need is
to strengthen them and streamline their implementation. The discussions that took place at the
Consultative Workshop for NIAP’s proposal development clearly exhibited the high level of support
of all stakeholders and partners, and their awareness on the need to address EIA for achieving better
and sustained development.
2.2. Strategic Environmental Assessment
2.2.1. Current Situation and Issues
SEA is currently not a legal requirement in the Pakistan and to date no formal SEA has been
undertaken to assess the environmental repercussions or effects of policies, programmes or
development plans. In fact, during the past 63 years, many policies and programmes, including those
at the sectoral level, have been developed in complete isolation from one other, without
participation and with limited analysis of the possible effects. This has led to environmental
degradation and extensive costs to a country that is largely natural resource based. One such
example is the Power Policy for Independent Power Producers of 1994. The policy gave blanket
exemptions to independent power producers, such as no restriction on site of the plant, and
permission to use any fuel (i.e. furnace oil, diesel, natural gas). Such exemptions undermined
PEPO’83 and also the spirit of EIA. This resulted in setting up of several power projects without
submission of any EIA.
Since the advent of participatory strategy development processes in 1992 in Pakistan, manifested by
NCS, participatory processes on plans, policies and programmes have become increasingly
acceptable. This philosophy is a fundamental part of SEA and provides opportunities for public
involvement. More recently, and because of a more effective environmental lobby and concerns for
environmental issues, Pakistan’s Poverty Reduction Strategy Paper (PRSP) was also subjected to an
informal SEA, the result of which was the inclusion of poverty-environment linkages in the final
document. Additionally, environmental issues regarding trade are also on the rise and are providing
space for further ascendancy of SEA.
The continued acceptance and undertaking of participatory approaches presents an evolving path
for the incorporation of SEA in Pakistan’s planning processes. In 2005, P&DD developed their five
year development framework document, the Medium Term Development Framework (MTDF),
which provides a guideline for translating the national development vision, the VISION 2030, into
action during 2005-10. MTDF includes policy solutions for sustained high long term economic
growth. It aims to consolidate macro economic stability and rationalise the public–private mix in the
development process. The Framework contains a chapter focusing on environment, which was
developed following an extensive consultative process initiated by P&DD, and involved civil society
organisations, private sector and environment specific government departments. After a

consultative process spanning several months, a focussed chapter was developed, which presented
the MTDF strategy for environmental conservation, management and use. This is based on a three-
pronged approach: equitable sharing of benefits of environmental management; increasing
community management of natural resources; and integrating environmental issues into socio-
economic development planning, in order to achieve sustainable development.
In Pakistan, steps have already been taken to understand and explore SEA. This has largely involved
holding awareness-raising workshops for various tiers of decision-makers in key divisions /
departments, e.g., P&DDs, at both federal and provincial levels. A South Asia regional SEA workshop
was jointly organised by PC and IUCN in Islamabad in 2000, with the assistance of the Government of
Netherlands. The workshop was conducted by SEA experts from NCEA.
More importantly, SEAs are being initiated in Pakistan by agencies other than those which are part
of GoP. The recent Strategic Country Environmental Assessment Study for Pakistan undertaken by
the World Bank in collaboration with MoE, GoP, also reviewed the EIA process in the country and
highlighted the need to introduce SEA in development planning in Pakistan. Currently, World Bank is
undertaking SEA on the National Trade Corridor Improvement Programme. The Bank is also planning
to conduct SEA of mining plans and programmes in Balochistan. Furthermore, with reference to the
Asian region, ADB is promoting SEA in the Greater Mekong Sub-region (GMS), through its Core
Environment Programme (CEP). ADB are also planning to promote SEA as a planning tool in other
Asian regions. Under NIAP, GoP can engage with regional initiatives and benefit from them.
2.2.2. Issues
Following are some of the issues associated with the introduction of SEA in Pakistan:
1. SEA is a new tool and more complex than EIA and is not understood by many, in Pakistan.
Majority of the environmental professionals still think of it as a product and not a tool or a
process. The tool and materials with specific context to Pakistan are also not available. For
instance, the World Bank prepared its Strategic Country Environmental Assessment Report to
highlight key environmental issues in Pakistan. Since the name of the report had strategic
environmental assessment in it, many professionals and decision-makers during the initial
consultations for NIAP argued that since SEA has already been undertaken by the World Bank
there is no need to introduce SEA in Pakistan.
When IUCN started conducting orientation workshops on SEA in nineties, many argued why
introduce SEA when EIA is still very weak. Similar arguments were also given when initial
consultations for the development of NIAP were undertaken. However, on the contrary, the
argument given in SEAs support is that the introduction of SEA will take considerable pressure
off EIA process. The reason being projects resulting from policies, plans and programmes
developed through SEA would take care of major environmental issues which later have to be
addressed at project level when at times it is too late.
The proposed actions to address this issue are covered under outputs 2.1, 2.2, 3.1 and 3.3.
2. Although SEA is not a legal requirement in Pakistan, it can be argued that in the long run it is in
the benefit of SEA implementation in Pakistan. It is counter productive to make tools such as SEA
a legal requirement without fulfilling the pre-requisites such as understanding of the tool among
decision-makers, judiciary and other relevant stakeholders, and required capacity within the
country (e.g. consultants / experts, EPA officials) to implement the tool effectively. This problem
is being encountered by China and Vietnam where SEA is a legal requirement but not enough
understanding and expertise within the countries to implement it effectively. On the other hand,
NIAP’s approach is to address the pre-requisites first before jumping into the legislative part of
it. One of the main areas the Programme will address is the institutionalisation of SEA in the

relevant institutions such as Planning Commission of Pakistan so that they are ready to
incorporate SEA in the planning process once GoP decides to make it a legal requirement.
The proposed actions to address this issue are covered under output 2.4 and 3.2.
3. Another constraint in realisation of the need for SEA is lack of capacity within the public sector
as well as civil society. The relevant government officials are not aware of the tools and
techniques to be used for conducting SEA and such expertise is also almost non-existent in
impact evaluation experts outside the public sector. The media and judiciary, which play the role
of a watchdog, are also deficient of adequate understanding of SEA. Hence, there will be need to
make concerted efforts to build capacity of these relevant stakeholders.
The proposed actions to address this issue are covered under output 2.5, 3.3, 3.5, 3.6, 3.7, 3.8,
3.9 and 3.10.
4. Although Planning Commission is the hub of planning in Pakistan, other ministries and provincial
governments are not only involved but prepare their plans and programme which are later
approved by the respective federal or provincial Planning and Development Division
/departments. This is an issue when it comes to institutionalising SEA at all key levels of Planning
in Pakistan. This issue can be resolved through formation of a multi-disciplinary Task Force on
SEA which has representation from federal and provincial governments and also other major
sectors i.e. civil society, private sector and academia. This will not only make the process
inclusive, it will also assist in effective integration of SEA at all levels of planning in Pakistan.
2.2.3. Opportunities
Due to the initiatives mentioned above, and the level of awareness that has been established, a
momentum for formally introducing SEA in Pakistan’s development planning process has been
created. Although ECNEC’s decision (mentioned previously in the context of EIA) is EIA specific, it
also underscores the importance being attributed to impact assessment by GoP. Additionally, the
interest of donors, such as EKN, in supporting SEA related initiatives provides further incentive to
embark upon interventions such as NIAP. The need is to capitalise on this momentum and utilise it
optimally for instituting SEA in Pakistan.
Awareness of the economic value of environmental goods and services, including both the costs and
the benefits associated with conservation, is also on the rise. This awareness is largely confined to
water resources and loss of agricultural production but nevertheless presents an important aspect of
SEA acceptance. SEA can be used to make more meaningful economic arguments to decision-
makers, by presenting links to sustainable development concerns, particularly poverty reduction.
Therefore, macroeconomic and sectoral policies, prices and markets can be formulated in ways that
consider impacts as well as investment in conservation and sustainable use of environment in
support of sustainable development and poverty reduction.
Equally importantly, environmental policy initiatives show a growing willingness on the part of
government agencies, private sector and the civil society to work together. While this would not
have been possible without direct financial support to the government, the drive towards much of
this action has come from civil society. IUCN has been advocating on various forums on the need to
develop policies, plans and programmes which are complimentary, do not contradict other GoP
policies and legislation, and are environment and people friendly. This has gotten support of
government, civil society and private sector and has created a very conducive environment to
consider application of SEA in Pakistan’s planning process.

In conclusion, GoP, in 2005, recognises that both EIA and SEA are necessary tools to promote sound
environmental management. As mentioned previously, EIA has already taken root in Pakistan and is
to be considered an effective tool for mainstreaming environment into development at the project
level. The necessary regulatory and institutional frameworks have been established and EIA is being
practiced to a considerable extent. However, its implementation is weak and often fails to achieve
the desired objectives. It is therefore necessary to streamline the EIA process through strengthening
the relevant institutions and regulatory frameworks, and raising the awareness of stakeholders.
On the other hand SEA still needs to be introduced formally, through integration in the development
planning process. The acceptance and undertaking of participatory processes has in a way already
facilitated an informal introduction to SEA in the country. The proposed Programme seeks to build
on the participatory model, to advocate the formal introduction of SEA in Pakistan’s planning
process. GoP’s MTDF 2006-10 identifies SEA as an important tool, which needs to be explored for
inclusion in the country’s development planning process. GoP also seeks to further strengthen the
EIA process in the country by addressing key concerns at the policy level (through SEA), which at
times are difficult to address at the project level.
It is hoped that with the introduction of SEA in Pakistan:
 the planning process will become more inclusive;
 contradictions between different policies, plans and programmes will be minimized;
 inter-sectoral cooperation and coordination will improve;
 pressure on project level EIA will decrease;
 there will be more acceptance of government policies, plans and programmes among
people; and
 planning will become more economically viable and cost effective in the long run.

3. The Programme
3.1. Scope of the Programme
The thematic scope of the programme is EIA and SEA. For EIA, the programme will cover the entire
process and its application to all levels of projects. However, considering the time and resource
limitations, EIAs of any mega-projects (e.g. large dams) will not be undertaken under the
programme. Only EIAs of small and medium sized initiatives, as agreed upon between partners, will
be undertaken as demonstration EIAs under the programme. SEA is currently applied on plans and
programmes and some examples exist where SEA has also been applied on policies. However, this
programme will only undertake SEA of plans or programmes, not policies.
Although there are several constraints in EIA implementation in the country, this four and half year
programme cannot address all those constraints during this short duration. It will primarily focus on
the improvement and development of tools and mechanisms which are necessary for better
implementation of EIA process and introduction of SEA in Pakistan. It will also focus on
strengthening the relevant institutions in the country which have a direct stake in the EIA and SEA
processes, with a specific focus on capacity development. The programme will also address
institutional strengthening, advocacy and awareness-raising through practical demonstration of EIA
and SEA processes.
The programme will work with the existing institutions and no new institutions will be setup under
this programme. The primary focus of the programme will be on those institutions which have the
mandate of EIA implementation in the country i.e. federal, provincial, AJK and NA EPAs, PC, and
provincial, AJK and NA P&DDs. In addition, the programme will also work with consultants, private
sector, academia, judiciary and civil society institutions. It is of utmost importance to build capacity
of EIA consultants for betterment of EIA in the country. Consultants will also be trained to be able to
effectively undertake SEAs, once introduced in Pakistan. Additionally, tertiary level academic
institutions will be targeted, since they are the nursery for impact assessment professionals in the
country. A lot of emphasis will be put on private sector which is the main user and beneficiary of an
improved EIA system in the country. The private sector also has a high stake in SEA since it will help
in taking pressure off EIA by addressing key issues at source, which will save private sector problems
at later stages. The programme will also involve chambers of commerce and industry to bring
majority of the private sector in the programme fold. Realising the importance of judiciary in
effective implementation of EIA and SEA processes, the programme will work with judiciary in raising
its understanding of EIA and SEA processes. Select civil society institutions will also be involved in the
programme with a direct stake in the programme.
Furthermore, the programme will work with other ministries and departments which have a direct
stake in EIA and SEA, such as Ministry of Petroleum and Natural Resources, Ministry of Industries,
Ministry of Communications and National School of Public Policy. However, to keep the programme
focused, the focus will remain on the direct beneficiaries as mentioned above.
The geographical scope of the programme is entire Pakistan (Balochistan, NWFP, Punjab, Sindh and
Northern Areas) and Azad Jammu & Kashmir.
3.1.1. Programme Justification
EIA is a legal requirement under PEPA’97. Currently, in Pakistan EIA is the first and most effective
line of defence against environmental degradation as a result of development. Until and unless the
EIA process in the country is strengthened, it is highly unlikely that the environmental degradation
can be slowed or mitigated in the country. GoP has shown its commitment to the process by making

it a legal requirement. GoP is also a partner in this programme, which is a testament of its desire to
improve EIA in the country.
Globally, SEA is considered to be the first line of defence against environmental degradation,
because it addresses problems which can lead to environmental degradation at source. Majority of
the environmental problems currently faced by Pakistan are because of environment not taken into
consideration at the planning stage. If SEA is introduced, it will help address majority of the
environmental issues at source and will also take considerable pressure off EIA. GoP has included
SEA in MTDF, and as a partner in this initiative, GoP has shown its commitment towards considering
introduction of SEA in Pakistan.
3.2. Programme Beneficiaries
The foremost beneficiaries, though indirectly, of this programme are the people of Pakistan who as a
result of the programme will have a safer and healthy environment to live in.
The programme will benefit the immediate beneficiaries of the programme through better
understanding of EIA and SEA processes, training and placement of competent staff to effectively
perform its functions, and strengthening of institutions to effectively implement and enforce EIA
process in the country. The programme will ultimately lead to consultants producing quality reports,
civil society organizations contributing positively through inputs in the process and as watchdogs,
academia producing quality graduates to be able to implement the EIA process in every area / sector
they choose to serve, and private sector able to comply and benefit effectively from the EIA process.
The main aim of the programme is to help beneficiary institutions get a better understanding of the
EIA process, understand their responsibilities and roles in the process, and build their capacities so
that they are able to effectively perform their respective functions in the EIA process.
The immediate beneficiaries of the programme are MoE, specifically EW Pak EPA, and provincial
EPAs; NAs EPA; AJK EPA; ES-PC, provincial P&D departments (Environment Sections), NAs P&D
department, and AJK P&D department; tertiary level academic institutions (institutions will be
selected at the beginning of the Programme); private sector through chambers of commerce and
industry; EIA consultants; judiciary especially ETs and civil society organizations such as IUCN (others
will be selected at the beginning of the Programme).
The other direct, but not immediate beneficiaries, include Ministry of Petroleum and Natural
Resources, Ministry of Industries, Ministry of Communication and National School of Public Policy.
3.3. Programme Approach and Strategy
NIAP is a partnership programme aimed at strengthening EIA process and promoting SEA in Pakistan
through a dynamic partnership of public sector organizations – Planning Commission of Pakistan,
Ministry of Environment (Environment Wing, Pak EPA) and IUCN Pakistan. NCEA would have an
advisory role and will provide technical backstopping to the Programme. The Programme intends to
engage relevant stakeholders at both federal and provincial levels. At the same time, it would reach
out to judiciary /legal fraternity and academia to work seamlessly towards a common objective of
environmentally sensitive development in the country.
As mentioned earlier, the Programme approach includes an analytical stage, during which the status
of EIA practice will be closely analysed, and the most promising opportunities for SEA will be
identified. The following (implementation) stage concentrates on the development of tools, on
capacity building, and on undertaking a number of pilot SEAs and EIAs that demonstrate the value of
good practice. The Programme will conclude with an evaluation stage, in which the lessons learned
will be drawn out, and plans will be made for the future of SEA and EIA in Pakistan.

The strategy for the Programme evolves from its approach. In the inception period focus will
primarily be on establishing the Programme through activities which will help in laying a solid
foundation and building momentum for the Programme. Some of the key activities which will be
undertaken are establishing programme secretariat and implementation units, signing MoUs
amongst the implementation partners, in-depth assessment of provincial EPAs’ capacity needs,
development of TORs for the provincial EPA coordinators accordingly, training needs assessments of
the partner institutions, development of a comprehensive training programme, development of
advocacy strategy, EIA Mapping, and improving understanding of SEA. The detailed terms of
reference of provincial EIA Experts will ensure that right people are hired for the positions and
everyone concerned has a very clear idea of programmes expectations from the positions. At the
end of the inception period, a detailed work planning exercise will be undertaken resulting in a
detailed operational plan which sets out the activities in more detail for the implementation period.
The duration of the inception period will be one year.
The inception period will be followed by a comprehensive three and a half year implementation
period. This period will focus on delivery of the detailed work plan developed at the end of inception
period.
The proposed approach for EIA differs from the one suggested for SEA. Since EIA regulation is
already in place, NIAP will focus on strengthening its implementation. However, for the SEA
component, the Programme will concentrate on demonstrating the value of the instrument through
pilots, and garnering the support of people who have positive experience with the tool and support
its wider application in Pakistan. Option of introducing SEA as a regulatory requirement will be
assessed through a study. Hence while the SEA pilots will introduce a new instrument, the EIA pilots
will serve to provide best practice examples for an existing instrument.
The Programme includes awareness raising and capacity building activities for both EIA and SEA. Any
guidance or information material that is developed in the course of the Programme can be tested in
the pilots being conducted. Conversely, the pilot cases will become illustrations for use in guidance,
and in awareness raising material and events.
The Programme intends to strengthen the existing institutions and will avoid creating any new ones.
Similarly the Programme will focus on the implementation of existing EIA law – no new law will be
drafted under the programme.
3.3.1. Deliverables during the Inception Period
The following deliverable would be ensured during inception period (one year) of the Programme:
1. Establishment of Programme secretariat and implementation units
2. Memorandums of Understanding amongst the implementation partners
3. In-depth assessment of provincial EPAs’ capacity needs
4. TORs for the provincial EPA coordinators according to assessed needs
5. Training needs assessments of the partner institutions
6. A comprehensive training programme
7. Awareness-raising and advocacy strategy
8. EIA mapping report

9. Detailed Operations Plan for the implementation period

4. Programme Implementation
4.1. Overall Objective
NIAP aims to contribute to sustainable development in Pakistan through strengthening of the EIA
process and introduction of SEA in development planning. Improved EIA will lead to more
environmentally conscious development at the project level, while the introduction of SEA will
facilitate improved planning, not only by the integration of potential impacts into plan development
and decision-making, but also through improved coordination between the authorities involved in
planning.
4.2. Outcomes
The Programme intends to achieve the following outcomes:
1. Improved implementation of EIA procedure, through development of tools and guidance

material, and piloting;
2. SEA introduced and piloted in planning processes and practices;
3. Understanding and capacity for EIA and SEA enhanced; and
4. Effective programme management systems and mechanisms developed and introduced.
Outcome 1: Improved implementation of the EIA procedure, development of tools and

guidance material, and piloting
For any kind of management and continued improvement of EIA, it is necessary to have a good
understanding of how the process operates.
To map EIA process in a given country, NCEA has developed a methodology called “EIA-mapping”. It
consists of a two-day questionnaire based workshop with relevant stakeholders, and subsequent
analysis and discussion of the questionnaire results. It will be important that the results provide a
baseline against which improvement of the EIA system can be tested towards the end of the
Programme, and in future. This activity will be undertaken during the inception period.
The analysis will be followed by the development of guidance material and tools, to meet the needs
identified. It has become clear from the Consultative Workshop for NIAP proposal development that
there is less need for new guidance material on EIA, than there is for regularly updated material that
is illustrated with recent EIA cases. Web-based EIA resources might represent a suitable solution
here, since these can easily be updated and additional illustration material added when available.
Review of EIA studies has already been identified as a weakness in EIA practice, and will be
addressed directly.
Another practice challenge that has been identified, and will be addressed under Outcome 1, is
coordination on EIA between authorities involved in its implementation. Discussions at the
Consultative Workshop for NIAP proposal development indicated that special attention is needed for
enhancing such coordination between the provincial and district level, as well as between federal
and provincial level departments (i.e. between PC and provincial P&D departments, and Pak EPA and
provincial EPAs). Further, there is also the need for improving coordination between institutions at
provincial level, i.e., provincial P&D departments and EPAs. Since both of these departments are
involved in EIA implementation, it is crucial that strong coordination mechanisms exist between
them. Under NIAP, consultations will be undertaken and based on the results of these appropriate

mechanisms for coordination will be developed. Such mechanisms will also play a key role in the
introduction of SEA in Pakistan.
Finally, the development of an EIA procedure performance monitoring system is proposed under
Outcome 1. Currently, EIA procedure monitoring does take place, but is limited to the collection of
basic data, such as the number of EIAs processed. The system set up under NIAP should aim to
provide information on the quality of EIAs, the level of participation, and the implementation of
mitigation measures identified in EIA reports. This monitoring system should become a structural
component of the EIA process in Pakistan, so that it can continually provide insight into the
evolution of EIA practice. It can also provide very relevant information to GoP for reviewing the
effectiveness of its environmental management system, and identifying policy priorities. The
monitoring system will also be used to assess any changes (positive or negative) in federal and
provincial EPAs’ EIA monitoring capacity.
Pilot EIAs
The various EPAs at the federal and provincial level are responsible for reviewing the quality of EIA
reports. Since the EPAs are constrained both in terms of human resource as well as technical
expertise, it becomes very difficult if not impossible, for them to adequately review all EIAs being
submitted. Especially in the case of complex public sector projects that entail significant
environmental and social impacts, thorough reviews are seldom undertaken.
The EIAs undertaken for piloting will be conducted by proponents and their consultants. The piloting
under NIAP will be for the review of the EIA reports and other components of the review process,
which will be done by the designated EPA. The EPA officials will be guided in the entire review
process through coaching and provision of technical expertise as a ‘training on the job’ exercise. A
total of two pilot EIAs will be undertaken during the Programme.
An overview of outputs, and their respective activities, under Outcome 1 is provided in Table 1.
Table 1: Outputs under Outcome 1

Output Activities
1.1. Mapping of EIA practice  Customise NCEA’s mapping tool for Pakistan
(This output will be achieved during the  Undertake EIA mapping (NCEA analytical tool)
inception period)  Conduct a workshop to verify EIA mapping outcomes
and priorities for improvement
 Disseminate conclusions and recommendations of the
study
1.2. EIA review mechanism (including  Develop review mechanism and relevant tools /
tools to support its effective guidance
implementation) developed  Pilot test the review system and tools/guidance on
(The activities towards achieving this selected ongoing EIAs
output will be initiated during the  Finalise review mechanism and tools / guidance
inception period)
 Disseminate review mechanism and tools / guidance
 Monitor and evaluate EIA review mechanism

Output Activities
1.3. Coordination mechanism  Hold consultations between EPAs and P&D
between federal and provincial departments
EPAs and P&D departments  Develop report outlining possible coordination
established mechanisms and share with concerned departments
 Finalise report
 Review and revise coordination mechanism (if
needed)
 Monitor implementation of coordination mechanism
1.4. EIA procedure performance  Conduct research and analysis of systems operational
monitoring system established in countries with conditions similar to Pakistan
 Undertake consultations with relevant departments
 Develop draft EIA procedure performance monitoring
system
 Share with stakeholders and pilot test
 Revise system (if needed) based on results of pilot
testing
 Support data collection and processing during the
Programme
 Initialise and implement the database software of
environmental information system
1.5. Two good practice EIAs  Identify two suitable pilot EIAs for provision of
undertaken technical guidance and expertise and develop detailed
Terms of Reference for each EIA
 Support EIA process with technical / procedural
expertise
 Document and disseminate the lessons learnt
Outcome 2: SEA introduced and piloted in planning processes and practices
Experience has shown that SEA is most effectively introduced through its practical application to
existing planning processes. When undertaking SEA pilots, the stakeholders and relevant decision
makers get an opportunity to be introduced to SEA in a guided learning-by-doing process. They gain
a good understanding of SEA and its added value to their planning process, and often become SEA
enthusiasts.
Therefore, the SEA activities in this Programme will start with the identification of opportunities for
the application of SEA to current practice. This activity will be initiated during the inception period.
The key activity to be undertaken is a study to understand Government of Pakistan’s planning
process at the federal, provincial and district levels. Since SEA of policies is more complex, time
consuming and experience in other parts of the world has been mixed, this Programme will only
consider plans and / or programmes for pilot SEAs. Although sectors for pilot SEAs will be selected in
consultation with partners and other relevant stakeholders, some of the sectors which could
potentially be good candidates for pilot SEAs are oil and gas, land-use planning, transport, trade and
power.
A country wide assessment should be carried out to:

 Assess the experience with planning in the relevant agencies;
 Assess the agencies that are interested to be involved in the process of SEA introduction; and
 Identify a number of policies, plans or programmes of interested agencies that could serve as
subjects for the application of SEA.
During this analytical stage the Programme team will be closely following the SEA pilots being
undertaken by World Bank (see Section 3.4), which should provide relevant case material, and also
an opportunity to identify SEA champions in the Pakistani context.
The Programme will also include the development of guidance material on SEA. This material will be
based on existing good practice guidance that is available internationally, including the recent OECD-
DAC SEA guidance. In the beginning it will be adequate to adapt existing SEA guidance to the
Pakistani context (in the form of a manual), and make it available for pilot SEAs. Two pilot SEAs will
be conducted in NIAP. Pilot SEAs will be conducted of plans or programmes (not policies). Some of
the potential sectors for SEA pilots could be oil and gas, land-use planning, transport, trade and
power. The guidance material (manual) will be tested and subsequently improved and expanded
with more illustration and explanatory information to be drawn from the pilot SEA experiences. The
manual can be a ‘layered’ document, consisting of concise explanatory information, supported by
more detailed guidance on specific aspects of SEA, and should be made available on the web.
Towards the end of NIAP implementation, the Programme partners will hold discussions with
relevant stakeholders for introducing SEA as a legal requirement. SEA legislation ideally should be
based on the practical experience with SEAs to ensure that it is feasible, realistic and therefore more
effective. The Kiev SEA protocol and the EU-SEA directive can serve as a starting point for the
legislation’s drafting. At this stage, the institutionalisation of SEA will also be addressed. This will
include a clear division of responsibilities for different aspects of SEA, co-ordination and
communication mechanisms for SEA, and identification of SEA information sources within Pakistan.
Also under this Outcome, a SEA Task Force will be formed at PC to oversee the SEA pilots. The Task
Force will be established at the start of the SEA introduction process, and will be responsible for the
coordination and steering of SEA activities in Pakistan. The Task Force team will also act as trainers
for other staff in relevant agencies and will become the ambassadors for SEA within and outside the
government. Coaching of the SEA Task Force team and of the pilot SEAs will be conducted by a
University or Research Institute, preferably international with experience in SEA research and
implementation, together with the NCEA throughout the duration of the SEA introductory process.
The first year of the process will necessarily require more intensive and frequent coaching than the
latter years.
Pilot SEAs
The selection and execution of two pilot SEAs for plans and programmes is foreseen. Under this
programme policies will not be selected for SEA pilots mainly due to operational and technical
reasons. The criteria for the selection of pilots include the potential for SEA to influence the plan or
programme, the willingness of the plan owners to work with SEA and resources available for the
SEA. Although the sectors for SEA pilots will be selected in consultation with the project partners and
other relevant stakeholders, some potential sectors could be oil and gas, industries, minerals, trade,
and transport. The pilots will be spread out over the whole Programme duration.
In each pilot process the SEA should be carried out by Pakistani experts, either from the planning
team or external experts, or a mix of both. As much as possible, these experts should be coached by
experienced SEA experts during the pilot process. This will not only improve the SEA outcome, but

will also help the individuals and organisations involved to develop their SEA skills and
understanding through a guided ‘learning-by-doing’ process.

Output Activities
2.1. Improved understanding of SEA  Hold two stakeholder workshops at federal and
application to planning practice provincial levels to understand planning process at a
(This output will be achieved during federal and provincial level
the inception period)  Initiate study of Pakistan’s development planning
process for identification of areas / stages for SEA
incorporation
 Hold one national workshop to share draft study
report and obtain feedback
 Incorporate feedback and finalise study report
 Hold stakeholder meetings, in particular to
disseminate SEA pilot progress and lessons, and
encourage wider application of SEA
2.2. Develop tools and guidance  Customise NCEA’s mapping tool and develop guidance
material to support SEA material
application  Test and finalise mapping tools and guidance material
through pilot SEAs (Output 2.5)
2.3. Facilitate formation of a SEA  Develop ToRs for Task Force based on consultations
Task Force carried out under Output 2.1
 Assist in organising biannual meetings of the Task
Force
 Support Task Force with technical advice, discussion
documents, international examples, and exposure to
best practices
2.4. Legislative and regulatory  Conduct study for the identification of regulatory or
requirements for SEA assessed other mechanisms for institutionalising SEA in Pakistan
 Hold 1 national and 3 provincial stakeholder
workshops for sharing of report on regulatory
mechanisms, obtaining feedback, and finalising the
study
2.5. Two pilot SEAs undertaken  Hold consultations / workshops with relevant federal
and provincial ministries / departments, and district
level authorities to identify SEA pilots
 Prepare and finalise ToRs for each pilot
 Undertake assessment for each pilot
 Review and analyse pilot SEA reports
 Disseminate results

Outcome 3: Understanding and capacity for EIA and SEA enhanced
Although improving understanding of the relevant stakeholders on EIA and SEA is also included in
this outcome, a greater focus of the activities is on decision makers (parliamentarians, bureaucrats);
officials involved in policy formulation and impact assessment practitioners (both in public and
private sectors).
In essence, improving understanding is a continuous process, but a number of activities can be

identified that should take place in the next few years to raise the level of support for EIA and SEA
amongst relevant groups. These include relevant line departments (ministries and departments of
industry, agriculture, water and power etc.), private sector, civil society organisations and academia.
An understanding improving Strategy will be developed in consultation with partners, which will
determine the mechanisms and tools (e.g. information material, website, use of printed and
electronic media, meetings and seminars) to be employed for each of the target groups. This output
will be achieved during the inception period.
PEAA is a national network of impact assessment professionals. Having a country wide outreach, this
organisation can provide an excellent forum through which impact assessment in Pakistan can be
promoted and capacity building initiatives launched. It can also serve as a neutral technical body,
such as NCEA, to provide advice on EIA and SEA processes and practices. Although functional, PEAA
requires strengthening, to be able to function as an effective institution and serve as a resource base
of impact assessment professionals in Pakistan. The capacity building component of NIAP will also
cater to this need. PEAA’s activities such as annual general meeting, conferences, seminars, PEAA
newsletter, and dissemination of information on good case examples would also be supported.
A number of targeted EIA and SEA activities are included in NIAP and are described below. Capacity
will also be developed through the EIA and SEA demonstration pilots conducted under Outcomes 1
and 2.
Capacity Building for EIA
Human resource constraints in departments responsible for EIA implementation in Pakistan have
emerged as one of the primary factors responsible for EIAs' poor implementation. This was
increasingly apparent from the consultations undertaken for NIAP development, as well as in the
analysis of EIA practice in the Pakistan Strategic Country Environmental Assessment Report (World
Bank / MoE GoP, 2006).
NIAP can contribute to the capacity building of relevant departments by offering training and
coaching. It can also provide temporary human resource at different authorities to undertake EIA
activities. However, this capacity problem will need to be addressed more structurally. Before
embarking on any capacity building initiative, it is important to assess the existing capacity of each
partner institution. This will be done through a very comprehensive training needs assessment of all
partner institutions. Based on the findings of the assessment, a comprehensive training programme
will be developed. This activity will be undertaken during the inception period.
Experts will be engaged for the PIUs established in ES-PC, Pak EPA and EW-MoE, and will provide
assistance in the EIA process. Efforts will be made to enhance the strength of P&D departments and
EPAs, by hiring technically trained staff instead of transferring staff from other departments, which is
the usual procedure in most government agencies. However, initially only one EIA Expert will be
hired in Pak EPA. The remaining provincial EIA Experts will be hired during the implementation
period after understanding needs of the provincial EPAs during the inception period. Furthermore, a
close collaboration between EPAs and academic institutions will be promoted, to ensure a regular
source of trained personnel and expert advice.

The Programme proposes a capacity boost for selected authorities. The new and existing EIA staff at
the authorities will be supported by an intense training and coaching programme, following the
model used by the ADB. The staff will be supported by an international expert with relevant
expertise.
A detailed capacity building programme for EIA related stakeholders would be developed based on
identified needs. At this stage the identified target groups include government officials, consultants,
academia, media and civil society organizations.
For regional coordination of training activities, the Programme will explore using existing knowledge
and information centres. For example, the EIA centre established by the NWFP EPA may provide a
useful venue.
Under Pakistan’s legislative system, ETs are now functional in all four provinces of the country, and
have a crucial role to play in enforcing the EIA regulatory framework. NIAP also proposes a training
programme for strengthening these Tribunals and related judiciary. The Pakistan Environmental Law
Association (PELA) is a very active civil society organisation that promotes continued development
and effective application of environmental laws in Pakistan. The organisation concentrates on
environmental law education and training, and environmental litigation. NIAP will collaborate with
PELA for the strengthening of ETs and for assistance in the legal aspects of EIA and SEA.
During the meetings held with various government departments and also in the Consultative
Workshop in Islamabad, suggestions were put forward for the introduction of an accreditation
system for EIA consultants. Although some workshop participants expressed their reservations
against such a system (for example the concern that education alone does not determine suitability
for EIA and practical experience may hold greater importance), it was agreed that an accreditation
system would help in bringing uniformity and quality to the EIA process, and its establishment
should be considered. Internationally, considerable experience exists with respect to accreditation
systems for EIA experts, both in developing and developed countries, which can be drawn upon for
instituting such a system in Pakistan. PEAA, which represents a national body of impact assessment
professionals, will be involved in the development and operationalisation of an accreditation system.
Capacity Building for SEA
Initially, training and coaching will concentrate on the different stakeholders involved in the SEA
pilots.
One of the key principles of SEA good practice is that these assessments should be the direct
responsibility of the ‘owners’ of the policies, plans and programmes for which the SEA is carried out.
These institutions therefore should have sufficient knowledge, skills and capacity to conduct the SEA
process and carry out assessments. Five additional groups play an important role in ensuring that
SEAs play a meaningful role: local consultants, NGOs, academics, media and the court system.
Although the capacity of the last three groups will be developed further through other NIAP outputs,
such as 3.3 and 3.7, these groups will not be directly targeted for training. However, training
consultants to prepare SEAs, and strengthening civil society organisations including NGOs to speak
up during SEAs, is an important part of SEA capacity development by this Programme. Training of
consultants is required, because they are not used to drafting SEA reports, since it is not yet a legal
requirement in Pakistan. Hence, training for them will focus on preparing SEA reports. On the other
hand, NGOs should be trained on the role they can and should play in the SEA process.
The main focus of SEA trainings will include (a) scoping and integration of environmental
considerations into planning; and (b) decisions based upon SEAs are characterised by negotiations
between interested (government) parties. Training in negotiation can therefore be a useful means to
strengthen the position of negotiators who are responsible for environmental issues in the decision

making process. Such training is available through the Programme on the Management of
Sustainability, by the Sustainability Challenge Foundation, and can likely be incorporated into the
training programme at no additional costs. The NCEA can facilitate this.
The Programme will build on the available training material as much as possible. In particular, the
SEA training modules that have been developed by GTZ may be relevant. These are based on the
OECD-DAC guidance for SEA in development cooperation, which represent current research and
thinking in SEA. GTZ is currently looking for opportunities to apply the training modules in different
settings, in cooperation with NCEA and local trainers.
The SEA training programme will be staggered, which means that training will be offered to each
target group at the time when they are, or are about to be, confronted in practice with the specific
SEA aspects that the training addresses. This makes the training more pertinent to the daily work of
the training participants.
Academia can play an important role in promoting SEA in the country and in training qualified
personnel for relevant departments. Hence, efforts will be made under NIAP to involve the
academics in capacity building for both SEA and EIA. The curricula of select academic institutions
across Pakistan will be reviewed and analysed for incorporation of courses on impact assessment.
Later, such courses will be developed and introduced in these institutions.
In addition, activities under Output 3.10 focus on building linkages with international and regional
impact assessment institutions. This would help introduce current impact assessment research and
its application in Pakistan, and establishing networks, and exchanging experiences at the regional
and international level. Such linkages may also lead to joint initiatives / projects among regional and
international counterparts. These initiatives may include cooperation for the development of impact
assessment tools and guidance, sharing of expertise, collaboration for research in areas of common
interest etc. CBBIA project’s Asia component is a good example of such cooperation for
strengthening impact assessment practices through tools development. Under this project, experts
from five South Asian countries collaborated for the integration of biodiversity in EIA practice
through the development of EIA Practitioners and Reviewers Guide. The document has been
launched at the 2007 Conference of IAIA ’07. An international research conference on impact
assessment would also be helpful in bringing in new thinking and providing the local experts an
opportunity to interact with international expertise.

Output Activities
3.1. Strategy for Improving  Hold consultations with partners and experts on
Understanding, for promotion of designing the Strategy
EIA and introduction of SEA  Develop strategy, including the identification of
developed and implemented target groups (such as high-level decision-makers,
(This output will be achieved during the civil society, etc.). The Strategy may include regular
inception phase) seminars and newsletter, EIA / SEA website
(incorporating a Q&A section and listserv), and
information material
 Implement the strategy
3.2. A national network of impact  Develop an operational strategy for PEAA
assessment professionals  Support PEAA’s activities (including General Body
strengthened Meetings)

Output Activities
3.3. Print and electronic media actively  Organise workshops, seminars etc. for educating /
involved in highlighting issues / involving print and electronic media
concerns related to EIA and SEA  Establish a Media Coordination Cell for keeping the
media informed of current development related
issues
 Provide regular updates to media through Media
Coordination Cell
 Facilitate promotion of EIA / SEA through print and
electronic media
3.4. Enhanced capacity of stakeholders  Undertake comprehensive training needs
(including federal and provincial assessment of all partner institutions
EPAs and P&D departments, NGOs,  Develop comprehensive training programme based
environmental professionals on the identified needs
(consultants) to participate in the
 Integrate EIA tools and mechanisms (1.3 and 1.4) in
EIA process
the training programme
 Implement training programme
3.5. Increased effectiveness of ETs in  Undertaken training needs assessment of the
enforcing the EIA regulatory relevant legal professionals
framework  Develop training programme for strengthening ETs
based on identified needs
3.6. Accreditation system for EIA  Conduct a review, in collaboration with PEAA, of
consultants accreditation practices elsewhere
 Develop a suitable accreditation approach
 Hold consultations with stakeholders
 Implement accreditation system, together with
PEAA
 Undertake promotion and advocacy for the
accreditation system
3.7. EIA and SEA in select academic  Undertake situational analysis / review of academic
institutions courses introduced or institutions and EIA and SEA related courses being
upgraded according to offered
international standards /  Organise and implement exchange visits with
developments relevant universities
 Revise courses based on the recommendations of
the situational analysis (only for select institutions)
3.8. EIA and SEA introduced as a course  Hold meetings with relevant institutions to assess
component in training institutes the need for EIA and SEA incorporation in the
for public administration (e.g., curriculum
NIPAs, Administrative Staff College,  Arrange guest lectures for introduction of EIA / SEA
Civil Services Academy and delivered at select institutions
National Defence University etc.)
 Design and incorporate courses on EIA / SEA in
curriculum, using training material from 3.5

Output Activities
3.9. Enhanced capacity of relevant  Undertake training needs assessment of the
institutions and stakeholders to relevant institutions
conduct and review SEAs  Develop training programme based on identified
needs
 Integrate SEA tools and guidance material (from 2.2)
in the training programme
3.10. Collaboration established with  Establish contact and information sharing with
international and regional impact international and regional impact assessment
assessment institutions (e.g. IAIA) institutions for future collaboration
 Organise an international conference on impact
assessment in Pakistan
 Facilitate participation of relevant professionals in
international impact assessment events
 Organise exchange visits for international exposure
 Organise lectures / training programmes on SEA by
international experts from collaborating and other
institutions
Outcome 4: Effective programme management systems and mechanisms developed and put in
place
The institution of effective programme / project management systems is crucial to the achievement
of the objectives of the Programme. An Inception Workshop will be organised at the start of NIAP to
define implementation strategies and develop detailed work plans of all partners for the inception
period. The workshop will also discuss the modalities for the establishment of PCU within ES-PC,
PIUs (in IUCN, Pak EPA and EW-MoE) and the constitution of PAC and PMC to govern the overall
implementation of the Programme. Lead role for various outputs would be assigned to the
implementation partners and accordingly budget allocation would be made. At end of the inception
period another detailed work planning exercise would be undertaken, which would result in an
operational plan for the implementation period.
Comprehensive work planning would be an annual exercise, matching with the EKN’s requirement
for submission of the annual work plan, normally by 1st of November in the preceding year. The role
and responsibilities, and budget allocation for the implementation partners would be determined
through annual work planning.
The Programme would be governed by a Programme Advisory Committee, which would be

constituted in consultation with the relevant authorities and the implementation partners. A
comprehensive monitoring framework would be developed to monitor and report the progress of
the Programme.

Output Activities

Output Activities
4.1. PIUs / PCU operationalised  Establish PCU in ES and PIUs in EW, Pak EPA and IUCN,
(This output will be achieved in the including contracting and training staff
inception phase)
4.2. Implementation mechanisms for  Organise inception planning and workshop
the programme instituted  Institute and operationalise PAC
(This output will be initiated during  Develop an overall work plan for the inception and
the inception phase) implementation periods and annual work plans
 Develop and implement programme monitoring,
evaluation and reporting systems

5. Programme Organisation and Management
The implementation of NIAP will be undertaken in a period of four and a half years with an inception
period of one year and full implementation in three and a half years. During the inception period,
preparations for establishing the Programme will be undertaken and momentum will be created for
promoting and establishing EIA and SEA processes in the country. A detailed work plan for the entire
implementation period would also be developed through a consultative process with all partners
and key stakeholders at the end of the inception period. Rest of the Programme period (three and
half years) would follow this detailed work plan.
5.1. Planning, Monitoring and Evaluation
NIAP includes a coherent M&E approach that will provide insight into the degree to which the
Programme is achieving results. Programme M&E will ensure accountability, informed decision-
making and learning. It will conform to EKN’s and IUCN Pakistan’s requirements and procedures.
PCU will be responsible for internal planning, monitoring and reporting. PCU will develop a
Programme monitoring framework, which will include but not be confined to the following:
 Overall and annual work planning;
 Progress reporting on results on annual basis, employing detailed indicators (both quantitative
and qualitative);
 Financial reporting and liquidity planning on six-monthly basis;

nd
 Mid Term Review in 2 year of the implementation period;
 End of the Programme Evaluation in last year of the Programme;
 External monitoring commissioned by EKN on regular intervals (optional to EKN);
 Evaluation of all training activities by questionnaires to be filled in by the participants (findings

will be presented in the progress report);
 Evaluation of EIA and SEA effectiveness through mapping tools; and
 Media analysis throughout the duration of the Programme to provide an overview of the
attention given to EIA / SEA in the media and the type of discussion / debate generated. This is
an indicator for the effectiveness of awareness raising activities.
It is planned that the continuous learning from Programme initiatives will feed into the design and
implementation of activities on an ongoing basis. Regular M&E of Programme implementation will
be carried out by PCU and augmented by M&E expertise from IUCN Pakistan Country Office.
5.2. Institutional Arrangements
In determining the implementation and execution modalities of NIAP, the following factors have
been taken into account:
 The technical capacity, relevant field experience, cost effectiveness and past performance;
 The existence and availability of managerial personnel and organisational support capacity to
carry out the functions associated with execution and implementation of the Programme; and

 The willingness and commitment of the cooperating institutions to undertake the
responsibilities.
The Programme will be jointly implemented by EW-MoE, Pak-EPA (MoE), ES-PC and IUCN Pakistan.
NCEA will be the key international partner in this Programme. Its main role would be to provide
technical support to the programme. This technical assistance would be through NCEA’s own
financial resources whereas the Programme would have to bear the cost of international consultants
from NCEA’s network that will be engaged on need basis.
IUCN Pakistan will be entrusted with management of the Programme, assuming ultimate
responsibility for the achievement of Programme objectives. However, PCU will be housed in ES-PC.
Once the Programme is approved by the donor and a contract is signed, Memorandums of
Understanding (MoUs) will be signed amongst the four Programme partners (EW, Pak EPA, ES and
IUCN Pakistan), clearly specifying the functions, responsibilities, deliverables, measures for ensuring
financial accountability and reporting requirements of each of the partners. A MoU will also be
signed between IUCN Pakistan and NCEA clearly specifying NCEA’s role and responsibilities in the
Programme.
The Programme will be headed by a National Programme Director (PD) who will be appointed by the
Planning Commission of Pakistan from its own staff as their contribution to the Programme. The NPD
will be responsible for providing strategic guidance to the Programme.
A Project Manager will be appointed by IUCN Pakistan, as the focal person responsible for liaising
with the donor and the partners, overall management of the Programme, ensuring overall
accountability to the donor through PAC, coordinating with government line agencies, and reporting.
He/she would be assisted by four Deputy Project Managers; one in each of the Partner would
undertake management support responsibilities in addition to their core technical responsibilities.
5.3. Programme Advisory Committee (PAC)
PAC will oversee, guide and advise on Programme activities, and monitor its progress and
performance. The Member (Infrastructure and Environment), PC, will chair the PAC while the
Secretary for Environment, MoE will be the co-chair of PAC. The ToRs for PAC will be developed
during the inception period, and it is envisaged that members will include government agencies,
relevant experts and the implementation partners.
5.4. Programme Coordination Unit
The Programme will be implemented by the respective implementation units established within the
four partners, i.e., ES, EW, Pak EPA and IUCN. Since PCU will primarily be responsible for creating
ownership of the Programme within the public sector, coordinating amongst the Programme
partners and ensuring post-programme sustainability of the efforts, it will be housed in the Planning
Commission of Pakistan. As the Programme will be managed by IUCN Pakistan, PCU will work in
close liaison with IUCN for smooth operations of the Programme.
5.5. Programme Implementation Units
Separate PIUs will be established in Pak-EPA, EW-MoE and IUCN Pakistan to support Programme
implementation. Operational facilities for NIAP implementation will be provided by the partners
housing PIUs. PIUs will be headed by the respective Programme Directors – designated by the
respective departments/agencies as their in-kind contribution to the Programme.

The PIUs will be responsible for facilitating NIAP implementation in liaison with their respective
provincial departments/organizations and ensuring coordination with other partners in the
Programme (see Programme’s institutional organogram at Figure 1).
Figure 1: Programme’s Institutional Organogram

Programme Advisory Committee
Programme Coordination Unit

(Planning Commission)
Project Manager
Programme Implementation Unit Programme Implementation Unit Programme Implementation Unit Programme Implementation Unit
(IUCN) (EW) (Pak EPA) (PC)
DPM/Advocacy Coordinator DPM/Policy Coordinator DPM/EIA Expert DPM/SEA Coordinator
Netherlands Commission for

Environmental Assessment
Provincial Environment Departments Provincial EPAs Provincial P&D Departments
Provincial Interface
Public Administration
Judiciary Acadeima Media Private Sector
Training Institutes
Civil Society Interface
The Programme’s management would primarily be responsibility of IUCN under the contract with
the Embassy. The Project Manager would be overall in-charge of the project. In accordance with the
needs of the respective Partners, other project staff will be hired and deputed in the respective PIUs.
They would have a direct reporting relationship with the Project Manager as well as the Programme
Directors in the respective implementation partners (see Programme’s management organogram at
Figure 2).
EIA Experts will be appointed in federal and provincial EPAs to assist in the implementation of
Programme activities and also to provide support to respective EPAs in EIA related activities.
However, only one EIA Expert will be hired during the inception period for Pak EPA. Remaining EIA
Experts will be hired after assessing the required expertise for each of the EPA. He/She would also
serve as Deputy Project Manager within his/her implementation unit.
A SEA Expert will be appointed in PC to provide support in SEA related activities of the Programme to
PC and other project partners. He/She would also serve as Deputy Project Manager within his/her
implementation unit.
In addition to the above identified staff, the Programme may hire other professionals for short
durations for certain specialised inputs, e.g., legal experts, institutional experts etc. Such individuals
will be hired for short-term assignments which will feed into the Programme and will be engaged as
consultants.

Figure 2: Programme’s Management Organogram
National Programme Director

(Planning Commission)
Project Manager
DPM/Advocacy Programme
Finance & Admin Officer
Coordinator Assistant
IUCN Programme Implementation Unit
Support Staff
DPM/Policy Programme
Programme Director
EW Programme Implementation Unit
(Environment Wing)
Support Staff
Programme
DPM/EIA Expert
Assistant
Programme Director Support Staff

Pak EPA Programme Implementation Unit
(Pak EPA)
EIA Expert
EIA Expert EIA Expert EIA Expert EIA Expert EIA Expert
Northern
Punjab Balochistan NWFP Sindh AJ&K
Areas
DPM/SEA Programme
Programme Director
ES Programme Implementation Unit
(Environmemt Section)
Support Staff
5.6. Risks and Mitigation
The key Programme risks can be grouped as follows:
Risk Estimated Probability Possible Corrective Measures

Due to the current political Medium: till political parties Continue close dialogue with policy
turmoil within the country resolve their differences and makers during implementation.
and the prevailing security security situation improves. IUCN’s involvement in the
situation, attention of the Probability will be low Programme will also serve to
decision makers may be thereafter, based on the minimise risk, due to it being a
shifted. However, this risk reconciliation between political membership based organisation of
might not be of major parties and multiple measures which government departments are
concern since people have taken to address the security also members. As such, there is
learnt to deal and live with situation in the country. room for dialogue and the
the existing situation. possibility of conflict resolution
through debate.
Pakistan’s geopolitical Low: Although political Three of the four NIAP partners are
situation and political developments may negatively from the government, which will
developments in the region affect the importance of help in maintaining GoP’s
may reduce the focus on environment, it is not very ownership of the Programme. In
environmental priorities. likely that NIAP implementation addition, continued dialogue will be
will be impacted. In addition, maintained with the relevant
the ruling party has included federal and provincial institutions to
environment as one of its minimize this risk.
priorities in its manifesto and
has a good track record in
environmental governance.
Institutional limitations Medium: Discussions held Measures to address this
(such as lack of human and during the Consultative shortcoming / risk are built into the
financial resources) of Workshop for NIAP’s proposal NIAP framework. GoP has shown
various departments will development added to the commitment to provide resources
fully benefit from the already strong perception that for the Programme, both financial
Programme. The absorption environment related and human, which will help in
capacity of the relevant departments of the federal and minimising this risk. The
provincial and district level provincial governments are Programme will also aim to
departments may not be grossly under staffed and enhance the structural and
sufficient to optimally lacking in financial resources. resource capacity of the EPAs and
benefit from the P&DD. However, the economic
Programme. recession is real and all developed
and developing countries are in the
grip of this problem. This is the time
when GoP needs support of the
international community to assist it
in meeting its national and
international commitments.
In order to reduce this risk further,
the programme will start with an
inception period. This will allow the
Programme course correction in
case the expectations from the
partners are not met during the
inception period.

Continued emphasis on Medium: This is a commonly Despite the emphasis on economic
economic development may encountered risk in countries development, the environmental
lead to less willingness on with low rates of economic movement has gained momentum
the part of decision makers development, where in Pakistan and has made significant
to consider environmental governments tend to overlook gains. GoP has also shown
aspects. the environmental impacts of commitment to environment by
developmental policies and preparing national, provincial and
projects. Several such examples district level sustainable
are evident, particularly in the development strategies. GoP
public sector, where budgetary support for
environmental considerations environmental initiatives has
have been disregarded in increased fourfold in the last few
favour of economic years, which is an evidence of GoP’s
imperatives. commitment to environment. The
international pressures both
bilateral and multilateral would also
not let GoP falter on its national
and international commitments. In
addition, awareness raising and
capacity building exercises will be
undertaken at all levels, including
for parliamentarians and key
decision makers. Of special
importance in this regard are
components focusing on the
linkages between environmental
degradation and economic costs
that will be incorporated into the
curricula of public administration
training institutes.
5.7. Sustainability
The design of NIAP makes strong provision for ensuring institutional, operational and financial
sustainability of the Programme. The housing of PCU in PC would provide a strong basis for intra
governmental coordination on EIA and SEA, as well as sustainability of the effort after the
completion of the Programme.
NIAP is a joint initiative of Pak-EPA, EW, PC (GoP) and IUCN Pakistan (with technical assistance
provided by NCEA), and will be institutionalised in the three key government agencies responsible
for environmental assessment in Pakistan. This mechanism will promote the integration of impact
assessment in national and provincial planning procedures, and encourage maximum GoP ownership
of the Programme objectives. As PC would have primary responsibility for SEA, it will enhance the
probability of SEA being integrated in plans and policies across all sectors. Similarly, Pak EPA along
with the provincial EPAs, with the mandate of monitoring the EIA process in the country, will be
rightly placed for EIA related activities. EW will be responsible for the Programme activities from a
policy perspective. Furthermore, initiatives under NIAP will be synchronised / dovetailed with
ongoing GoP interventions. In this way, various activities started through NIAP can be taken over by
government departments under their own initiatives.

The tools developed under NIAP, and the capacity building and awareness raising initiatives
undertaken will serve to strengthen key institutions responsible for and involved in impact
assessment in Pakistan. The Programme will strengthen the technical capacity of partnering
institutions, which will enable them to internalise and apply the learning to their work. Enhanced
capacity (both technical and staffing strength) will lead to better performance, a greater recognition
of institutional roles and the sustainability of relevant institutions.
Also, since the Programme will be working at the provincial and district levels through provincial
EPAs and other departments, it will benefit stakeholders across all levels / tiers of government. The
capacity building imparted to the relevant departments / agencies during the course of NIAP will
contribute to its institutional sustainability.
During consultations held for the development of NIAP, GoP has expressed its willingness to co-
finance the Programme during its implementation. In addition to this, the government has also
shown its commitment to ensuring the long term sustainability of NIAP by including it in its MTDF.
Such endorsement and commitment assures the financial sustainability of NIAP after donor
assistance has ended.
NIAP is a long term Programme. The current proposal is donor funded but as mentioned previously,
mechanisms for incorporation in GoP’s planning and budgeting systems have been built in. The
partnering institutions will also continue to raise funds from the government’s budget as well as
other donors to ensure the continuity of the Programme.
5.7.1. Sustainability Indicators
Based on the above measures, the following sustainability indicators will be measured during and at
the end of the Programme:
 Impact assessment is integrated in national and provincial planning procedures and evinced by
government correspondence;
 Ownership of the Programme objectives is evinced by GoP’s budget allocations for

strengthening impact assessment in Pakistan;
 SEA is integrated in plans and policies across all sectors, through a formal mechanism of PC;
 Initiatives under NIAP are synchronised / dovetailed with ongoing GoP interventions; and
 The institutional mechanisms established under the Programme are integrated as the regular
functions of the government institutions.
5.8. Duration and Budget
The total duration of the NIAP will be four and a half years split into inception (one year) and
implementation periods (three and half years). The total budget for NIAP is Pak Rs. 358,612,543. An
overall work plan and detailed year-wise budget is given as Annex III, and the partner-wise budget is
given at Annex IV. The cost of technical assistance to be provided by NCEA is not included in the
budget and would be met through its own resources whereas the Programme may bear the cost of
international consultants engaged on need bases.

Annex I
Logical Framework Matrix
Outputs Activities Indicator Means of verification
Outcome 1: Improved implementation of EIA procedure, through the development of tools and guidance material, and piloting
1.1. Mapping of EIA practice  Customise NCEA’s mapping tool for  EIA map developed  Annual progress report
(This output will be achieved Pakistan  4 provincial and 1 national  EIA mapping document
during the inception period)  Undertake EIA mapping (NCEA analytical workshops (of 30-35 participants  5 workshop reports
tool) each) held to verify EIA mapping
 Meeting NFRs
 Conduct a workshop to verify EIA  Results disseminated in the form
 List of professionals with
mapping outcomes and priorities for of a paper / report presented at
whom reports / results are
improvement IAIA International Conference,
shared
 Disseminate conclusions and PEAA meeting and via web to at
recommendations of the study least 100 relevant professional
1.2. EIA review mechanism  Develop review mechanism and relevant  EIA review mechanism revised and  Annual progress report
(including tools to support tools / guidance documented  Pak EPA’s notification
its effective  Pilot test the review system and  Endorsement / notification by Pak-  Review reports of 3 EIAs
implementation) tools/guidance on selected ongoing EIAs EPA of review mechanism
developed  Revised IEE/ EIA Review
 Finalise review mechanism and tools /  Inclusion of review mechanism in Rules
(The activities towards guidance IEE / EIA Review Rules
achieving this output will be  EIA procedure performance
 Disseminate review mechanism and tools  At least 3 EIAs pilot tested under monitoring system
initiated during the inception
/ guidance the review mechanism
period)  6 workshop reports
 Monitor and evaluate EIA review  4 provincial and 2 national
 Meeting NFRs
mechanism workshops (of 30-35 participants
each) in held to get feedback on  Local experts’ ToRs
the review mechanism
 Local experts are engaged for the
assignment
National Impact Assessment Programme Annex I: Page 1

1.3. Coordination mechanism  Hold consultations between EPAs and  Co-ordination mechanisms  Annual progress report
between federal and P&D departments studied, revised and documented  EIA procedure performance
provincial EPAs and P&D  Develop report outlining possible  Adoption / publication in the monitoring system
departments established coordination mechanisms and share with Gazette of Pakistan of the notified  Report outlining revised
concerned departments co-ordination mechanism by coordination mechanisms
 Finalise report federal and provincial EPAs and
 Notified co-ordination
P&DDs
 Review and revise coordination mechanism and Gazette of
mechanism (if needed)  At least 12 consultations held with Pakistan where it appears
EPA and P&DDs (each consultation
 Monitor implementation of coordination  Meeting NFRs / minutes of
5-10 people)
mechanism consultations
 At least 1 national workshop (30-
 Workshop report
35 participants) held to review
study findings on coordination  Coordination mechanism
mechanism report
 Local expert engaged for the  Local experts’ ToRs
assignment
1.4. EIA procedure  Conduct research and analysis of systems  EIA monitoring system developed  Annual progress report
performance monitoring operational in countries with conditions and documented  Monitoring system
system established similar to Pakistan  Relevant departments use the document
 Undertake consultations with relevant monitoring system  EIS Database
departments  Procedure performance  Revised IEE/ EIA Rules
 Develop draft EIA procedure performance monitoring system is included in
 Meeting NFRs
monitoring system the IEE / EIA Review Rules and
notified  Workshop report
 Share with stakeholders and pilot test
 Workshop held to verify the  Pilot testing report
 Revise system (if needed) based on
results of pilot testing system  Local experts’ ToRs
 Support data collection and processing  Database of Environmental
during the Programme Information System is initialised
 Initialise and implement the database  Local expert engaged for the

software of environmental information assignment
system  Stakeholders are using the
database
1.5. Two good practice EIAs  Identify two suitable pilot EIAs for  Detailed Terms of Reference for 2  2 EIA Terms of Reference
undertaken provision of technical guidance and EIAs  Annual progress report
expertise and develop detailed Terms of  2 model EIAs successfully  Follow-up interviews for
Reference for each EIA conducted by international and each EIA pilot
 Support EIA process with technical / local consultants with the  2 EIA reports
procedural expertise assistance of project staff
 3–4 public hearing reports
 Document and disseminate the lessons  EIA experience disseminated and
learnt integrated into guidance material  2 EMP implementation
reports
 3–4 public hearings held of 25–30
people each to share the draft EIA  Local experts’ ToRs
reports
 2 EMP implementation visits
undertaken by 5-6 persons
 Local experts engaged for the
assignment
Outcome 2: SEA introduced and piloted in planning processes and practices
2.1. Improved understanding  Hold two stakeholder workshops at  Study is conducted and  Annual progress report
of SEA application to federal and provincial levels to documented  Study report
planning practice understand planning process at a federal  1 provincial and 1 national  2 workshop reports
(This output will be achieved and provincial level workshops (of at least 30–35
 Minutes of stakeholder
during the inception period)  Initiate study of Pakistan’s development participants at each event) held
meetings
planning process for identification of  At least 5 stakeholder meetings
areas / stages for SEA incorporation  Local experts’ ToRs
held of 10–15 participants each
 Hold one national workshop to share  At least 80% of the participants in
draft study report and obtain feedback the workshops and meetings show
 Incorporate feedback and finalise study

report keen interest in SEA
 Hold stakeholder meetings, in particular  Local experts engaged for the
to disseminate SEA pilot progress and assignment
lessons, and encourage wider application
of SEA
2.2. Develop tools and  Customise NCEA’s mapping tool and  Tools and guidance material  Annual progress report
guidance material to develop guidance material including SEA map developed and  2 workshop reports
support SEA application  Test and finalise mapping tools and documented
 Endorsement statement /
guidance material through pilot SEAs  2 provincial workshops (of at least notification
(Output 2.5) 30–35 participants at each event)
 SEA mapping document
held
 Survey of target groups
 Endorsement / notification of tools
and guidance materials by GoP  Number of downloads for
tools and guidance material
 Tools and guidance material are
actually used by the Planning  Published guidance material
Commission  5–10 minutes / NFRs of
 Consultations (5–10) held for the consultations
development of tools and guidance
2.3. Facilitate formation of a  Develop ToRs for Task Force based on  Terms of Reference of the Task  Annual progress report
SEA Task Force consultations carried out under Output Force developed  Terms of Reference of Task
2.1  Task Force notified by the Planning Force
 Assist in organising biannual meetings of Commission  Notification of the Task
the Task Force  Biannual meetings (2 per annum) Force
 Support Task Force with technical advice, of the Task Force are held  Minutes of 2 Task Force
discussion documents, international meetings per annum
examples, and exposure to best practices
2.4. Legislative and regulatory  Conduct study for the identification of  Study conducted and documented  Annual progress report
requirements for SEA regulatory or other mechanisms for  2 provincial workshops of 30–35  Study report
assessed institutionalising SEA in Pakistan people each held to develop

 Hold 1 national and 3 provincial legislative and regulatory  2 workshop reports
stakeholder workshops for sharing of mechanisms  Local experts’ ToRs
report on regulatory mechanisms,  At least 80% of the participants in
obtaining feedback, and finalising the the workshops/consultations show
study keen interest in SEA legislative and
regulatory mechanisms
 Local experts are engaged for the
assignment
2.5. Two pilot SEAs  Hold consultations / workshops with  2 plans / programmes selected for  Annual progress report
undertaken relevant federal and provincial ministries piloting SEA  2 SEA reports
/ departments, and district level  2 SEAs successfully undertaken  2 evaluation exercise
authorities to identify SEA pilots
 15–20 follow-up interviews reports
 Prepare and finalise ToRs for each pilot conducted during the process for  15–20 follow-up interviews /
 Undertake assessment for each pilot each SEA meetings NFRs for each SEA
 Review and analyse pilot SEA reports  2 evaluation exercises conducted pilot
 Disseminate results  SEA experience disseminated and  Local experts’ ToRs
integrated into guidance material
 Local experts engaged for the
assignment
Outcome 3: Understanding and capacity for EIA and SEA enhanced
3.1. Strategy for Improving  Hold consultations with partners and  Awareness raising strategy  Annual progress report
Understanding, for experts on designing the Strategy developed  Programme website / web
promotion of EIA and  Develop strategy, including the  Supporting material developed and activity report
introduction of SEA identification of target groups (such as disseminated  Awareness raising Strategy
developed and high-level decision-makers, civil society,  Webpage of the Programme  2 workshop reports
implemented etc.). The Strategy may include regular developed and updated regularly
(This output will be achieved seminars and newsletter, EIA / SEA  2 seminar reports every year
 1 provincial workshops (30–35
during the inception phase) website (incorporating a Q&A section and  2 newsletters every year
persons each) held to assist in the
listserv), and information material  Published awareness raising

 Implement the strategy preparation of strategy material
 1 national workshop (30–35  Project’s website
persons) held to share draft
strategy for feedback
 2 seminars held every year to raise
awareness on impact assessment
 2 Programme newsletters every
year to disseminate research and
other work done under the
Programme
 increased awareness verified
through independent sources, like
Gallup
 Project’s website developed and
uploaded
3.2. A national network of  Develop an operational strategy for PEAA  2 provincial and 1 national  Annual progress report
impact assessment  Support PEAA’s activities (including workshops (30–35 persons) to  3 workshop reports
professionals General Body Meetings) develop PEAA operational strategy
 2 PEAA GBM minutes per
strengthened  2 PEAA General Body Meetings of year
20–30 members per year
 PEAA operational strategy
3.3. Print and electronic media  Organise workshops, seminars etc. for  2 seminars held on impact  Annual progress report
actively involved in educating / involving print and electronic assessment for 30–35 media  Media analysis
highlighting issues / media people
 2 workshop reports
concerns related to EIA  Establish a Media Coordination Cell for  2 training workshops held on
and SEA  2 seminar reports
keeping the media informed of current impact assessment for 20–25
development related issues media people per workshop  10 published articles every
year
 Provide regular updates to media through  At least 10 articles published every
Media Coordination Cell year on impact assessment by  30 – 40 trained media
media persons trained under the persons on impact

 Facilitate promotion of EIA / SEA through Programme assessment
print and electronic media  Experts with experience in training  Local experts’ ToRs
media engaged to facilitate
training program
3.4. Enhanced capacity of  Undertake comprehensive training needs  Training needs assessment  Training needs assessment
stakeholders (including assessment of all partner institutions undertaken report
federal and provincial  Develop comprehensive training  Training programme / modules  Annual progress report
EPAs and P&D programme based on the identified developed  Training programme /
departments, NGOs, needs modules
 Delivery of training programme –9
environmental
 Integrate EIA tools and mechanisms (1.3 training workshops of 20–25  9 training workshop reports
professionals
and 1.4) in the training programme participants each  Training evaluation
(consultants) to
participate in the EIA  Implement training programme  At least 80% of the participants in questionnaires
process the training workshops show  Follow-up interviews
satisfaction over their learning and
relevance of training
 At least 60% satisfactory pots-
training application of skills by the
participants
3.5. Increased effectiveness of  Undertaken training needs assessment of  Training needs assessment  Training needs assessment
ETs in enforcing the EIA the relevant legal professionals undertaken report
regulatory framework  Develop training programme for  Training module based on  Annual progress report
strengthening ETs based on identified identified needs developed  Training evaluation
needs  3 training sessions of 20–25 questionnaires
 Implement training programme participants in each of the training  Follow-up interviews
conducted  Minutes / NFR of meetings
 At least 80% of the trainees are held
satisfied with content and learning  3 training session reports
from the trainings
 Local lawyer/consultant’s
 % increase in public interest

litigation cases in a given year ToRs
 Local lawyer as consultant engaged
for the assignment
3.6. Accreditation system for  Conduct a review, in collaboration with  Accreditation procedure  Annual progress report
EIA consultants PEAA, of accreditation practices developed and notified  Notification of accreditation
elsewhere  2 workshops for 30–35 people  procedure
 Develop a suitable accreditation each held to share the draft
 2 workshop reports
approach accreditation system
 Local experts’ ToRs
 Hold consultations with stakeholders  Local expert engaged for the
 Implement accreditation system, assignment
together with PEAA
 Undertake promotion and advocacy for
the accreditation system
3.7. EIA and SEA in select  Undertake situational analysis / review of  Review / situational analysis  Annual progress report
academic institutions academic institutions and EIA and SEA undertaken and documented  Survey of course co-
courses introduced or related courses being offered  Quality EIA/SEA content for ordinators
upgraded according to  Organise and implement exchange visits inclusion in course curriculum  Academic peer review of
international standards / with relevant universities developed course content
developments
 Revise courses based on the  10–15 professors and the relevant  Student evaluations by
recommendations of the situational Programme staff visit 2 countries course co-ordinators
analysis (only for select institutions) (e.g., Netherlands and UK) to
 2 international visit reports
review successful academic
programs  2 – 3 exchange visit reports
 2–3 exchange visits of 5-6 impact  10–15 minutes / NFR of the
assessment professionals / meetings
students per visit to and from  Local and /or international
Pakistan impact assessment experts’
 10–15 meetings held with select ToRs
academic institutions

 Local and if required international
impact assessment experts
engaged for the assignment
3.8. EIA and SEA introduced as  Hold meetings with relevant institutions  Course content of EIA/SEA  Annual progress report
a course component in to assess the need for EIA and SEA developed and included in  Course contents per se
training institutes for incorporation in the curriculum curriculum
 Course evaluations
public administration  Arrange guest lectures for introduction of  5-6 visits to public administration
(e.g., NIPAs,  5–6 visit reports
EIA / SEA delivered at select institutions institutions held by consultants /
Administrative Staff Programme staff  1–2 international visit
 Design and incorporate courses on EIA /
College, Civil Services reports
SEA in curriculum, using training material  1–2 international visits of relevant
Academy and National  3–4 guest lecture
from 3.5 staff of these institutions to public
Defence University etc.) presentations and reports
administration institutions where
EIA/SEA is successfully integrated  Local and/or international
in the curriculum impact assessment experts
 3–4 internationally renowned ToRs
impact assessment expert guest
lectures arranged in public
administration institutions
 Local impact assessment experts
engaged for the assignment
3.9. Enhanced capacity of  Undertake training needs assessment of  Training needs assessment  Training needs assessment
relevant institutions and the relevant institutions undertaken report
stakeholders to conduct  Develop training programme based on  Training programme developed  Annual progress report
and review SEAs identified needs  Training programme /
 3 training sessions of 20–25
 Integrate SEA tools and guidance material participants each conducted modules
(from 2.2) in the training programme  At least 30 trained professionals on  3 training reports
 Implement training programme SEA  Training evaluation
 At least 80% of the trainees are questionnaires of 5–6
satisfied with content and learning sessions with total of around

from the trainings 100 participants
 Follow-up interviews of
approximately 100
participants
3.10. Collaboration established  Establish contact and information sharing  8-10 relevant experts participate  Annual progress report
with international and with international and regional impact every year in international events  8–10 Participant reports
regional impact assessment institutions for future (e.g. IAIA) every year
assessment institutions collaboration  Participants prepare papers and  Papers / presentations
(e.g. IAIA)  Organise an international conference on deliver presentations on NIAP prepared for international
impact assessment in Pakistan research / findings at international events
 Facilitate participation of relevant events
 2 follow-up seminars every
professionals in international impact  One international conference on year of the Programme by
assessment events impact assessment organised participating persons
 Organise exchange visits for international  Proceedings of the
exposure international conference
 Organise lectures / training programmes
on SEA by international experts from
collaborating and other institutions
Outcome 4: Effective Programme management systems and mechanisms developed and put in place
4.1. PIUs / PCU  Establish PCU in ES and PIUs in EW, Pak  PCU in ES, PIUs in EW, Pak EPA and  Annual progress report
operationalised EPA and IUCN, including contracting and IUCN operationalised  Official correspondence/
(This output will be achieved in training staff notifications regarding
the inception phase) establishment of PCU in ES,
and PIUs in EW and Pak EPA
 Equipment, furniture and
other consumables purchase
orders and receipts
4.2. Implementation  Organise inception planning and  Inception workshop held  Annual progress report
mechanisms for the workshop

programme instituted  Institute and operationalise PAC  PAC meetings held twice a year  Inception workshop report
(This output will be initiated  Develop overall work plans for the  Overall and annual work plans  PAC meetings attendance
during the inception phase and inception and implementation periods developed and submitted on time and minutes
most of it would be achieved and annual work plans  MoUs amongst implementation  Overall and annual work
except annual work planning  Develop and implement programme partners signed plans
and reporting, which is monitoring, evaluation and reporting  Detailed Operations Plan for  MoUs amongst
continuous activity) systems implementation period developed implementation partners
 Arrange Mid Term Review of the  PMER system followed regularly  Detailed Operations Plan for
Programme implementation period
 Mid Term Review in Year 2 of the
 Arrange End of the Programme implementation period  MTR report
Evaluation
 End of the Programme Evaluation  EPE report

Annex II
Terms of Reference for Programme Positions
Project Manager
The Project Manager has responsibility for the overall management and coordination of the
Programme. He/she would manage the Programme through its Deputy Project Managers in the
respective Programme Implementation Units.
Duties and Responsibilities

1. Plan and manage programme implementation.
2. Supervise and coordinate production of programme outputs according to the programme

proposal approved by the Embassy of the Kingdom of the Netherlands (EKN);
3. Select, recruit and supervise the project staff;
4. Ensure that all MoUs are prepared, negotiated and signed with programme partners;
5. Supervise preparation and revision of the programme work plans, budgets and financial plans;
6. Organise and coordinate programme activities according to the work plan in order to produce
outputs;
7. Coordinate internal monitoring, mid term review and end of the programme evaluation;
8. Maintain contact and smooth working relations with all programme partners and EKN;
9. Timely prepare and submit six monthly financial reports, annual progress reports and any other
reporting requirements by the donor;
10. Provide regular updates to National Programme Director (NPD) on the progress of the
programme;
11. Identify and resolve conflict situations with the assistance of the NPD, if necessary;
12. Work closely with the partners to establish an effective results-based monitoring and evaluation
system; and
13. Represent the Programme on the Programme Advisory Committee.
Selection Criteria
1. Post-graduate degree in environmental engineering, environmental sciences, social sciences or
natural resource management with at least 15 years relevant professional experience preferably
in EIA development and implementation;
2. Ability to effectively coordinate a large, multi-disciplinary project involving multiple partners;
3. Ability to use tact and diplomacy to resolve conflicts and achieve results; and
4. Excellent communication skills both in English and Urdu.
National Impact Assessment Programme Annex II: Page 1

Deputy Project Manager/Advocacy Coordinator
Reporting to the Project Manager, the DPM/Advocacy Coordinator will provide support in the
implementation of programme activities in IUCN Pakistan with a specific focus on advocacy. In
addition to his/her technical functions, he/she would perform management support functions for
smooth implementation of the Programme in IUCN Pakistan.

1. Develop an awareness-raising and advocacy strategy for the Programme;
2. Design media campaigns for the Programme to promote EIA and SEA;
3. Liaise with media and relevant professionals for awareness-raising and advocacy for the
Programme;
4. Provide support in development and implementation of the capacity building programme;
5. Maintain contact and smooth working relations with all project staff;
6. Assist PIU in the production of programme outputs according to the work plan; and
7. Assist PM in the preparation and revision of the programme work plans, budgets and financial
plans related to IUCN Pakistan.
Selection Criteria
natural resource management with at least 8 years relevant professional experience;
2. Ability to work with multiple partners in a multi-disciplinary project especially international

organization; and

Deputy Project Manager/Policy Coordinator
Reporting to the Project Manager, the DPM/Policy Coordinator will provide support in
implementation of the Programme activities in the Environment Wing of the Ministry of
Environment with a specific focus on policy review and development. In addition to his/her technical
functions, he/she would perform management support functions for smooth implementation in the
Environment Wing.

1. Support review and development of policy documents related to EIA and SEA;
2. Liaise with provincial Environment Departments for inputs and support for policy review and
development;
4. Assist PIU in the production of programme outputs according to the work plan;
plans related to the Environment Wing; and
6. Represent the PIU Environment Wing at relevant forums.
Selection Criteria
natural resource management with at least 8 years relevant professional experience;
2. Ability to work with multiple partners in a multi-disciplinary project especially government

institutions; and

Deputy Project Manager/SEA Coordinator
Reporting to the Project Manager, the DPM/SEA Coordinator will provide support in implementation
of the Programme activities in the Environment Section of the Planning Commission of Pakistan with
a specific focus on SEA. In addition to his/her technical functions, he/she would perform
management support functions for smooth implementation in the Environment Section.

1. Provide support to the Programme in general and Planning Commission of Pakistan in particular
in the conceptualisation and introduction of SEA process in Pakistan;
2. Support review and development of policy documents related to SEA;
3. Assist NCEA and relevant consultants in the development of SEA material;
4. Assist NCEA in conducting training programmes on SEA;
5. Develop hand-on capacity regarding in SEA of the attached staff;
6. Liaise with provincial Planning & Departments for inputs and support regarding promotion of
SEA;
plans related to the Environment Section;
10. Represent the PIU and the Environment Section at relevant forums.
Selection Criteria
in SEA;
2. Excellent understanding of EIA process, its implementation status in Pakistan and new
developments / research in EIA and SEA;

institutions;
4. Ability to assist professional trainers in conduct training programmes on SEA; and

Deputy Project Manager/EIA Expert 1
Reporting to the Project Manager, the DPM/EIA Expert will provide support in implementation of the
Programme activities in Pak EPA with a specific focus on EIA. In addition to his/her technical
functions, he/she would perform management support functions for smooth implementation of the
Programme in Pak EPA.

1. Review EIAs received in Pak EPA and build hands on capacity of the attached staff;
2. Provide support to the Pak EPA in the effective implementation of EIA process;
3. Conduct trainings on EIA as and when required;
4. Maintain contact and smooth working relations with all provincial EIA Experts;
plans related to Pak EPA;
7. Provide regular updates to Programme Director (NPD) on the progress of EIA related activities;
8. Represent the PIU and respective organization at relevant forums.
Selection Criteria
in EIA development and implementation;
2. Excellent understanding of EIA process, its implementation status in Pakistan and new
developments / research in EIA internationally;

institutions;
4. Ability to conduct training programmes on EIA; and
1
During the implementation period, one EIA Expert is proposed to be placed in each of the provincial EPAs. However, their
need and required expertise would be established after a detailed assessment of provincial EPAs during the inception
period. Their TORs would then be developed accordingly.

Finance & Admin Officer
Reporting to the Project Manager, the Finance & Admin Officer will provide support in
implementation of the Programme.

1. Handling cash and bank transactions and check budget lines to ensure that all transactions are
correctly booked to the project and is duly approved by the Project Manager and authenticity of
the bills are scrutinised for payment;
2. Maintain Petty Cash Imprest System;
3. Preparation/Authorization of Vouchers (Cash, Bank, Receipt, Journal);
4. Ensure the daily postings of entries into accounting system as per the guidelines;
5. Ensure that Project Advances Accounts and all Staff Accounts checked and deductions are made
on monthly basis;
6. Complete monthly close off and send back up to IUCN Finance with the checklist;
7. Complete year-end accounts in accordance with the instructions issued from IUCN;
8. Prepare Bank Reconciliation statements on monthly basis;
9. Ensure that Debit/Credit notes for Partners are prepared and send as and when they incur;
10. Prepare current account reconciliations for partners on a monthly basis and report for any two
months long reconciling item;
11. Prepare funds request on monthly basis and send to IUCN Finance for transfer of funds;
12. Transfer funds to partners as per their fund request;
13. Prepare monthly payroll for the staff, payroll reconciliation, disburse the salaries and distribute
the salary slips on monthly basis;
14. Calculate/deduct the tax from the payroll and deposit on a monthly basis;
15. Prepare staff personal accounts reconciliation on a monthly basis
16. Prepare and distribute Project Analysis Reports to the Project Manager on monthly basis;
17. Preparation of six monthly and yearly financial reports for the project according to the donor
requirement;
18. Coordinate the internal/external audits of the project in coordination with IUCN Finance and
submission of report to IUCN for further submission to the donor;
19. Project budgeting in consultation with the Project manager;
20. Assistance in preparation of work plans for linking it to the budgets of concerned projects;
21. Improve systems and procedures to enhance internal controls to satisfy internal audit
requirement;

22. Administer security related functions in project related premises/locations;
23. Maintain project assets inventory;
24. Handle field level financial matters, i.e. petty cash/bank transactions;
25. Ensure effective and efficient administrative services are available;
26. Ensure effective and efficient administrative services are available;
27. Support in organisation of workshops, seminars etc and meetings along with coordination and
follow up; and
28. Carry out any other relevant tasks as required by and mutually agreed with the line manager.
Selection Criteria
1. Graduate in financial discipline
2. 3–5 years of project related relevant experience
3. Knowledge of basic administrative and financial practices and procedures is essential.
4. Self-driven personality with credibility and aptitude & ability for problem solving and decision
making.
5. Strong public relations, presentation, negotiation and interpersonal skills
6. Proficient in related computer software (Word, Excel and Power Point)
7. Ability to deliver under pressure, multi tasking and possess emotional stability
8. Well versed in written and spoken English/ Urdu

Programme Assistant – one each at IUCN, EW, Pak EPA and ES
Reporting to the respective Deputy Project Manager, the Programme Assistant will provide support
in implementation of the Programme.

1. Provide secretarial support including typing, faxing, mailing, filing and handling correspondence;
2. Handle the visitors and telephone related matters;
3. Arrange logistics/travel related matters;
4. Maintain attendance and leave records;
5. Maintaining up to date list of files and reports etc.
6. Ensure adequate supply of stationery for staff, its distribution and inventory of stocks;
7. Ensure daily cleanliness of office rooms and upkeep of premises;
8. Maintenance of office equipment and premises such as fax machine/photocopier/telephone

exchange and computer; record of courier receipts;
9. Supervise of support staff, check overtime claims of support staff before Project Director signs
them;
10. Support the professional staff in composing, formatting and circulating technical reports;
11. Liaise with Finance & Admin Officer for work;
12. Carry out any other relevant tasks as required by and mutually agreed with the line manager.
Selection Criteria
1. Graduate in any discipline;
2. 2–3 year of relevant experience;
3. Good communication and interpersonal skills.
4. Ability to deliver under pressure.
5. Proficient in related computer software especially MS Office.
6. Well versed in written and spoken English/Urdu.

Annex III
Overall Year-wise Budget and Work Plan
Inception Period Implementation Period
Currency: Pak Rs. Year 0 (1 to 12 months) Year 1 (13 to 24 months) Year 2 (25 to 36 months) Year 3 (37 to 48 months) Year 4 (49 to 54 months)
Code Description Unit Unit Cost in Quantity Amount Quantity Amount Quantity Amount Quantity Amount Quantity Amount Total Inception Year 1 Year 2 Year 3 Year 4 Notes
Year 0 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
Forecasted Annual Inflation Rate 0% 10% 10% 10% 10%
A Staff
A-1 Project Manager Person-month 245,000 12 2,940,000 12 3,234,000 12 3,557,400 12 3,913,140 6 2,152,227 15,796,767 X X X X X X X X X X X X X X X X X X To be contracted by IUCN and to work under the
National Programme Director
A-2 DPM/Advocacy Coordinator, IUCN Person-month 90,000 12 1,080,000 12 1,188,000 12 1,306,800 12 1,437,480 6 790,614 5,802,894 X X X X X X X X X X X X X X X X X X To be placed in IUCN
A-3 DPM/Policy Coordinator, EW Person-month 90,000 12 1,080,000 12 1,188,000 12 1,306,800 12 1,437,480 6 790,614 5,802,894 X X X X X X X X X X X X X X X X X X To be placed in Environment Wing, MoE
A-4 DPM/SEA Coordinator, ES Person-month 125,000 - - 12 1,650,000 12 1,815,000 12 1,996,500 6 1,098,075 6,559,575 X X X X X X X X X X X X X X X X X X To be placed in Environment Section, Planning
Commission of Pakistan
A-5 DPM/EIA Expert, Pak EPA Person-month 125,000 12 1,500,000 12 1,650,000 12 1,815,000 12 1,996,500 6 1,098,075 8,059,575 X X X X X X X X X X X X X X X X X X To be placed in Pak EPA
A-6 EIA Expert, Punjab EPA Person-month 90,000 - - 12 1,188,000 12 1,306,800 12 1,437,480 6 790,614 4,722,894 X X X X X X X X X X X X X X To be placed in Punjab EPA
A-7 EIA Expert, Sindh EPA Person-month 90,000 - - 12 1,188,000 12 1,306,800 12 1,437,480 6 790,614 4,722,894 X X X X X X X X X X X X X X To be placed in Sindh EPA
A-8 EIA Expert, NWFP EPA Person-month 90,000 - - 12 1,188,000 12 1,306,800 12 1,437,480 6 790,614 4,722,894 X X X X X X X X X X X X X X To be placed in NWFP EPA
A-9 EIA Expert, Balochistan EPA Person-month 90,000 - - 12 1,188,000 12 1,306,800 12 1,437,480 6 790,614 4,722,894 X X X X X X X X X X X X X X To be placed in Balochistan EPA
A-10 EIA Expert, AJK EPA Person-month 90,000 - - 12 1,188,000 12 1,306,800 12 1,437,480 6 790,614 4,722,894 X X X X X X X X X X X X X X To be placed in AJK EPA
A-11 EIA Expert, NA EPA Person-month 90,000 - - 12 1,188,000 12 1,306,800 12 1,437,480 6 790,614 4,722,894 X X X X X X X X X X X X X X To be placed in NA EPA
A-12 Finance & Admin Officer Person-month 45,000 12 540,000 12 594,000 12 653,400 12 718,740 6 395,307 2,901,447 X X X X X X X X X X X X X X X X X X To be placed with the Project Manager
A-13 Programme Assistant (1+1+1+1) Person-month 40,000 48 1,920,000 48 2,112,000 48 2,323,200 48 2,555,520 24 1,405,536 10,316,256 X X X X X X X X X X X X X X X X X X One Programme Assistant in each of the units,
IUCN, EW, EPA, ES i.e., IUCN, Environment Wing, Pak EPA &
Environment Section
A-14 Support Staff (1+1+1+1) Person-month 18,000 48 864,000 48 950,400 48 1,045,440 48 1,149,984 24 632,491 4,642,315 X X X X X X X X X X X X X X X X X X One Support Staff in each of the units, i.e., IUCN,
IUCN, EW, EPA, ES Environment Wing, Pak EPA & Environment
Section
Sub-Total A 9,924,000 19,694,400 21,663,840 23,830,224 13,106,623 88,219,087
B Operations
B-1 Premises (rent, utilities, janitorial, month 85,000 12 1,020,000 12 1,122,000 12 1,234,200 12 1,357,620 6 746,691 5,480,511 X X X X X X X X X X X X X X X X X X
security)
B-2 Communications (tel, fax, internet) month 140,000 12 1,680,000 12 1,848,000 12 2,032,800 12 2,236,080 6 1,229,844 9,026,724 X X X X X X X X X X X X X X X X X X This budget is for 1 PCU and 3 PIUs
B-3 Consumables month 200,000 12 2,400,000 12 2,640,000 12 2,904,000 12 3,194,400 6 1,756,920 12,895,320 X X X X X X X X X X X X X X X X X X This budget is for 1 PCU and 3 PIUs
B-4 Repairs & Maintenance month 170,000 12 2,040,000 12 2,244,000 12 2,468,400 12 2,715,240 6 1,493,382 10,961,022 X X X X X X X X X X X X X X X X X X This budget is for 1 PCU and 3 PIUs
Sub-Total B 7,140,000 7,854,000 8,639,400 9,503,340 5,226,837 38,363,577
C Travel
C-1 Airfare & Accommodation Person-trips 45,000 75 3,375,000 75 3,712,500 75 4,083,750 75 4,492,125 50 3,294,225 18,957,600 X X X X X X X X X X X X X X X X X X It covers air ticket, accommodation & daily
subsistence allowance
C-2 Vehicle running & rental Per km 15 180,000 2,700,000 180,000 2,970,000 180,000 3,267,000 180,000 3,593,700 100,000 2,196,150 14,726,850 X X X X X X X X X X X X X X X X X X This budget is for 1 PCU, 3 PIUs and 6
coordinators placed at provincial EPAs
Sub-Total C 6,075,000 6,682,500 7,350,750 8,085,825 5,490,375 33,684,450
D Capital Items
D-1 Laptops Laptop 120,000 9 1,080,000 7 924,000 - - - - - - 2,004,000 X X This equipment would fulfil needs of all
professional staff in PCU, 3 PIUs and 6 provincial
placements
D-2 Multimedia projectors Multimedia 240,000 4 960,000 - - - - 960,000 X
projector
D-3 3kVA UPS UPS 75,000 4 300,000 - - - - 300,000 X
D-4 Colour laser printers Printers 200,000 4 800,000 - - - - 800,000 X This equipment would fulfil needs of all
placements
D-5 Dual-side black & white printers Printers 70,000 9 630,000 7 539,000 - - - 1,169,000 X X
D-6 Other IT Accessories LS 250,000 1 250,000 1 275,000 1 302,500 1 332,750 1 183,013 1,343,263 X X X X X X X X X X X X X X X X X X This equipment would fulfil needs of all
placements
Sub-Total D 4,020,000 1,738,000 302,500 332,750 183,013 6,576,263
E Outputs
E-1.1 Mapping of EIA practice 3,185,000 - - - - 3,185,000 Visit to 4 provincial capitals for meetings to
share EIA mapping tool and data collection for
mapping exercise. One national workshop to
share findings of EIA mapping exercise. This
includes involvement of NCEA experts, local
consultants and partners. EIA mapping report to
be published.
E-1.1a Provincial Workshops 580,000 4 2,320,000 - - - - - - - - 2,320,000 X X
National Impact Assessment Programme Annex III: Page 1

E-1.1b National Workshop 865,000 1 865,000 - - - - - - - - 865,000 X
E-1.2 EIA review mechanism (including 2,175,000 3,217,500 - - - 5,392,500 NCEA experts, Local consultants, and select
tools to support its effective project staff visit provincial capitals for
implementation) developed consultations. Workshop in Islamabad to share
the draft review mechanism with the relevant
stakeholders. Pilot testing of the tool on three
ongoing EIAs which will require travelling of at
least 7-8 people from different EPAs to project
locations, and boarding / lodging. One workshop
held to get feedback on the review mechanism
(30-35 people). The relevant partners may also
require resources to implement the system in
their respective organizations. All reports/tools
to be published.
E-1.2a Local Consultant 300,000 1 150,000 1 165,000 - - - - - - 315,000 X

E-1.2b Provincial Workshops 580,000 2 1,160,000 2 1,276,000 - - - - - - 2,436,000 X X X
E-1.2c National Workshop 865,000 1 865,000 1 951,500 - - - - - - 1,816,500 X X
E-1.2d Publishing 750,000 - - 1 825,000 - - - - - - 825,000 X
E-1.3 Coordination mechanism between - 1,941,500 907,500 - - 2,849,000 Project staff travel to provincial capitals, AJK and
federal and provincial EPAs and NA to get a better understanding of the existing
P&D departments established coordination mechanism. The draft report is
later shared with a select group in a workshop
(30-35) to get the feedback. There will be other
meetings and travel required to finalise the
system before putting into implementation.
Later the partner organizations may also require
resources to implement and monitor the new
system. The report developed under this activity
will be published.
E-1.3a National Workshop 865,000 - - 1 951,500 - - - - - - 951,500 X X X

E-1.3b Inter Provincial Meetings/Visits 75,000 - - 12 990,000 - - - - - - 990,000 X X X
E-1.3c Publishing 750,000 - - - - 1 907,500 - - - - 907,500 X
E-1.4 EIA procedure performance - 1,320,000 2,317,150 - - 3,637,150 NCEA and consultants review the existing EIA
monitoring system established procedure performance monitoring system
within Pakistan, and other regional countries.
This would require travelling to provinces, AJK
and NA to first understand the existing system,
develop / improve the system and later to
monitor. System to be piloted in select EPAs. A
workshop will be held to get the feedback on
the system. Consultants engaged to develop
computer based monitoring system.
E-1.4a Local Consultant 300,000 - - 1 330,000 2 726,000 - - - - 1,056,000 X X X

E-1.4b National Workshop 865,000 - - - - 1 1,046,650 - - - - 1,046,650 X
E-1.4c Inter Provincial Meetings/Visits 75,000 - - 12 990,000 6 544,500 - - - - 1,534,500 X X X
E-1.5 Two good practice EIAs undertaken - - 1,815,000 1,996,500 - 3,811,500 This will require engaging local consultants for
undertaking EIAs. NCEA will provide technical
guidance in undertaking the two EIAs. All
partners will also be involved in this activity.
This will also include laboratory expenses,
meetings and public hearings. Local consultants
and partners will also be involved in every step
to build their technical capacity in undertaking
quality EIAs.
E-1.5a Local Consultant 300,000 - - - - 3 1,089,000 3 1,197,900 - - 2,286,900 X X X X

E-1.5b Lab investigations/analysis 300,000 - - - - 1 363,000 1 399,300 - - 762,300 X X X X
E-1.5c Inter Provincial Meetings/Visits 75,000 - - - - 4 363,000 4 399,300 - - 762,300 X X X X
E-2.1 Improved understanding of SEA 1,480,000 2,601,500 - - - 4,081,500 NCEA experts and Local consultants hired to
application to planning practice undertake study of Pakistan's planning process
both at federal and provincial level. This would
require extensive travelling and meetings within
the country. One workshop will be held in
provinces to get a better understanding of the
planning process in the country. Later a national
workshop is held in Islamabad to share the draft
study for feedback and finalisation. The study
report is to be published.
E-2.1a Local Consultant 300,000 1 300,000 1 330,000 - - - - - 630,000 X X X X

E-2.1b Provincial Workshops 580,000 1 580,000 - - - - - - - 580,000 X X
E-2.1c Inter Provincial Meetings/Visits 75,000 8 600,000 6 495,000 - - - - - 1,095,000 X X X
E-2.1d National Workshop 865,000 - - 1 951,500 - - - - - 951,500 X
E-2.1e Publishing 750,000 - - 1 825,000 - - - - - 825,000 X

E-2.2 Develop tools and guidance - - 1,064,800 1,969,880 - 3,034,680 SEA mapping exercise will be conducted by
material to support SEA application NCEA and local experts / consultants. SEA
mapping exercise will require travelling of
experts to different parts of the country. The
guidance material will be developed jointly by
NCEA, consultants and project people. SEA
mapping study and guidance material will be
workshoped at 2 locations in Pakistan before
being finalised. All the material developed will
be published. The development and testing of
tools and guidance material will also require
travelling of project staff to different locations in
the country.
E-2.2a Provincial Workshops 580,000 - - - - 1 701,800 1 771,980 - - 1,473,780 X X

E-2.2b Inter Provincial Meetings/Visits 75,000 - - - - 4 363,000 2 199,650 - - 562,650 X X X X X X
E-2.2c Publishing 750,000 - - - - - 1 998,250 - - 998,250 X
E-2.3 Facilitate formation of a SEA Task - 165,000 181,500 199,650 109,808 655,958 This would require development of ToR of the
Force Task Force. Meetings of the Task Force will be
held on bi-annual basis or the frequency
decided by the Task Force. Task Force members
will travel from all over the country to
participate in its meetings.
E-2.3a Inter Provincial Meetings/Visits 75,000 - - 2 165,000 2 181,500 2 199,650 1 109,808 655,958 X X X X X X X
E-2.4 Legislative and regulatory - - - 1,969,880 3,045,328 5,015,208 A study will be conducted by a prominent
requirements for SEA assessed lawyer to explore options of legislative and
regulatory framework for SEA in the country.
This will require travelling of the consultant,
NCEA expert and project staff to different
provincial capitals, AJK and NA to get feedback
of the relevant stakeholders. The draft report
will be shared with the relevant stakeholders at
2 provincial workshops. Based on the feedback
received the study will be finalised. The finalised
study will be published.
E-2.4a Local Consultant 300,000 - - - - - - 1 399,300 1 439,230 838,530 X X

E-2.4b Provincial Workshops 580,000 - - - - - - 1 771,980 1 849,178 1,621,158 X X
E-2.4c Inter Provincial Meetings/Visits 75,000 - - - - - - 8 798,600 6 658,845 1,457,445 X X
E-2.4d Publishing 750,000 - - - - - - - - 1 1,098,075 1,098,075 X X
E-2.5 Two pilot SEAs undertaken - - 2,359,500 3,593,700 1,098,075 7,051,275 Since no expertise in SEA exists in Pakistan,
NCEA and other international experts (if
needed) will be involved in undertaking the two
SEAs. Local consultants and partners will also be
involved every step of the way. This will require
extensive travelling all over the country,
meetings (3-5 during SEA preparation and later
2-3 for feedback) and several meetings. Two
evaluation exercises will also be conducted.
Reports will later be printed and disseminated.
E-2.5a Local Consultant 300,000 - - - - 2 726,000 2 798,600 - - 1,524,600 X X X X

E-2.5b Inter Provincial Meetings/Visits 75,000 - - - - 18 1,633,500 18 1,796,850 - - 3,430,350 X X X X
E-2.5c Publishing 750,000 - - - - - 1 998,250 1 1,098,075 2,096,325 X X
E-3.1 Strategy for Improving 1,305,000 1,716,000 840,950 925,045 453,871 5,240,866 Strategy formulation will require extensive
understanding, and promotion of consultations with partners and other relevant
EIA and introduction of SEA stakeholders in Islamabad and other parts of the
developed and implemented country. This will require one provincial
workshop during the course of strategy
formulation and later 1 national workshop to
share the draft strategy. At least 2 seminar will
be held every year in different parts of the
country meaning 7 seminars during course of
the project. Similarly 2 newsletters will be taken
out every year meaning 8 during course of the
project. In addition, website will be designed for
which a consultant will be hired. Understanding
improving material will be developed by a
consultant / project staff in consultation with
NCEA and partners for dissemination which will
later be published.
E-3.1a Provincial Workshops 580,000 1 580,000 - - - - - - - - 580,000 X X

E-3.1b National Workshop 865,000 - - 1 951,500 - - - - - - 951,500 X
E-3.1c Local Seminar 160,000 - - 2 352,000 2 387,200 2 425,920 1 234,256 1,399,376 X X X X X X
E-3.1d Inter Provincial Meetings/Visits 75,000 6 450,000 3 247,500 3 272,250 3 299,475 1 109,808 1,379,033 X X X X

E-3.1e Newsletter 75,000 1 75,000 2 165,000 2 181,500 2 199,650 1 109,808 730,958 X X X X X X X X
E-3.1f Website 200,000 1 200,000 - - - - - - - - 200,000 X X
E-3.2 A national network of impact - 968,000 1,609,300 2,921,545 988,268 6,487,113 Development of an operational strategy for
assessment professionals PEAA will require consultations with PEAA
strengthened members all over the country and also with
other stakeholders. This will also require 2 local
workshops of 30-35 members to get the
feedback and later finalise the operational
strategy. Bi-annual meetings of PEAA General
Body will be held every year meaning at least 8
meetings during course of the project. One
national conference would be organised during
the course of the project. At least one PEAA
member will also attend IAIA meeting every
year during course of the project.
E-3.2a Provincial Workshops 580,000 - - 1 638,000 1 701,800 1 771,980 - - 2,111,780 X X X

E-3.2b National Workshop 865,000 - - - - - - 1 1,151,315 - - 1,151,315 X
E-3.2c Inter Provincial Meetings/Visits 75,000 - - 4 330,000 2 181,500 2 199,650 1 109,808 820,958 X X X X X X X
E-3.2d International Visit (IAIA) 300,000 - - - - 2 726,000 2 798,600 2 878,460 2,403,060 X X X
E-3.3 Print and electronic media actively - 517,000 1,101,100 1,836,780 - 3,454,880 Print and electronic media will be engaged in
involved in highlighting issues / promoting impact assessment in the country.
concerns related to EIA and SEA This will require seminars for media and training
workshops. Training workshops will be held in
collaboration with NCEA and other
internationally renowned IA experts with
experience in training media. 2 seminars will be
held on impact assessment for media (25 - 30
people). At least 2 training workshops will be
held during course of the project.
E-3.3a Training Workshops 910,000 - - - - 1 1,101,100 1 1,211,210 - - 2,312,310 X X X X

E-3.3b National Seminar 470,000 - - 1 517,000 - - 1 625,570 - - 1,142,570 X X
E-3.4 Enhanced capacity of stakeholders 300,000 1,650,000 1,815,000 1,996,500 1,098,075 6,859,575 A very detailed training program will be
(including federal and provincial developed by a consultant based on identified
EPAs and P&D departments, NGOs, training needs. The training program will be
environmental professionals conducted all over the country during the
(consultants) to participate in the course of the Project. At least 9 training
EIA process workshops / sessions will be conducted during
the project for 20 - 25 participants. The training
material developed will be published. The
workshops will be conducted through NCEA
(need basis) and local consultants.
E-3.4a Local Consultant 300,000 1 300,000 2 660,000 2 726,000 2 798,600 - - 2,484,600 X X X X X X

E-3.4b Training Workshops 300,000 - - 3 990,000 3 1,089,000 3 1,197,900 - - 3,276,900 X X X X X X
E-3.4c Publishing 750,000 - - - - - - - 1 1,098,075 1,098,075 X
E-3.5 Increased effectiveness of ETs in - 2,062,500 2,008,600 1,211,210 1,332,331 6,614,641 A prominent lawyer will be hired to conduct
enforcing the EIA regulatory study on the effectiveness of ETs. This will
framework require travelling to cities where ETs are
functioning. A training module will be developed
by a consultant for ETs. The training program
will be spread over the entire project duration
which will include between 3 training sessions
(20-25 participants) on different aspects of
impact assessment. The study and training
material developed will be published.
E-3.5a Legal expert 1,500,000 - - 1 1,650,000 - - - - - - 1,650,000 X X

E-3.5b Inter Provincial Meetings/Visits 75,000 - - 5 412,500 - - - - - - 412,500 X X
E-3.5c Training Workshops 910,000 - - - - 1 1,101,100 1 1,211,210 1 1,332,331 3,644,641 X X X X X
E-3.5d Publishing 750,000 - - - - 1 907,500 - - - - 907,500 X
E-3.6 Accreditation system for EIA - - 3,853,850 - - 3,853,850 A local consultant will be hired to conduct
consultants review of accreditation systems in other
countries specifically South Asia. The exercise
may require travelling to other parts of the
country to get feedback from different
stakeholders. The draft accreditation system will
be shared with the relevant stakeholders in 2
workshops (30-35 people each) for their
feedback. The system will be later notified and
published.
E-3.6a Local Consultant 300,000 - - - - 2 726,000 - - - - 726,000 X X
E-3.6b Inter Provincial Meetings/Visits 75,000 - - - - 9 816,750 - - - - 816,750 X X
E-3.6c Provincial Workshops 580,000 - - - - 2 1,403,600 - - - - 1,403,600 X X
E-3.6d Publishing 750,000 - - - - 1 907,500 - - - - 907,500 X

E-3.7 EIA and SEA in select academic - - 2,904,000 2,795,100 1,098,075 6,797,175 Local consultants, and if required, NCEA experts
institutions courses introduced or will be engaged to review key tertiary level
upgraded according to international institutions all over the country with respect to
standards/ developments. their curriculum vis-à-vis impact assessment,
with respect to existing capacities and training
needs. This will require travelling to select
institutions in different parts of the country,
organizing workshops in each institution (not
more than 10) of 10-15 people each and later
compiling a report based on the mission findings
with recommendations. People from select
institutions plus project staff (10-15) will be
sent to institutions in other countries preferably
in Netherlands and UK to get a first hand
understanding of the current successful
practices. Exchange visits (2-3) with other
universities will be arranged which will also
provide an opportunity for professors / students
(5-6 per visit) from other countries to visit
Pakistan.
E-3.7a Local Consultant 300,000 - - 2 726,000 1 399,300 - 1,125,300 X X X X

E-3.7b Inter Provincial Meetings/Visits 75,000 - - 8 726,000 8 798,600 2 219,615 1,744,215 X X X X X X X
E-3.7c International Visit 300,000 - - 4 1,452,000 4 1,597,200 2 878,460 3,927,660 X X X
E-3.8 EIA and SEA introduced as a course - - 2,359,500 2,495,625 - 4,855,125 Local and/or international consultants in impact
component in training institutes for assessment will undertake the review of public
public administration (e.g. NIPAs, administration institutions in Pakistan. This will
Administrative Staff College, Civil require travelling to cities where public
Services Academy and National administration institutions are located
Defence University etc.) (Islamabad, Karachi, Lahore, Quetta, Peshawar,
Muzaffarabad and Gilgit) to hold meetings. The
consultants will prepare a report on existing
situation, existing capacity, training needs and
other recommendations. Selected staff (10-12)
of the select institutions will be sent to similar
institutions in countries (1-2) where such
curriculums are being successfully taught.
Guest lectures (3-4) by national and
international experts will also be arranged at
these institutions which will require travel,
honorarium and boarding/ lodging.
E-3.8a Local Consultant 300,000 - - 1 181,500 1 199,650 - 381,150 X X X X

E-3.8b Inter Provincial Meetings/Visits 75,000 - - 8 726,000 7 698,775 - 1,424,775 X X X X X X
E-3.8c International Visit 300,000 - - 4 1,452,000 4 1,597,200 - - 3,049,200 X X
E-3.9 Enhanced capacity of relevant - - 1,373,350 1,510,685 1,332,331 4,216,366 A training program based on identified needs
institutions and stakeholders to will be developed for the relevant institutions.
conduct and review SEAs This will require travelling all over the country to
meet with the relevant institutions by a 3-4
member team. Later the training program will
be implemented which would require around 3
training sessions of 20-25 people. The training
sessions will be conducted by NCEA experts and
if required some renowned international SEA
expert(s) will be engaged.
E-3.9a Inter Provincial Meetings/Visits 75,000 - - - - 3 272,250 3 299,475 - - 571,725 X X X X

E-3.9b Training workshops 910,000 - - - - 1 1,101,100 1 1,211,210 1 1,332,331 3,644,641 X X X X X

E-3.10 Collaboration established with - 2,640,000 2,904,000 10,514,900 3,513,840 19,572,740 Under this output, linkages will be established
international and regional impact and further strengthened with international
assessment institutions (e.g. IAIA) impact assessment institutions of repute e.g.
International Association for Impact Assessment
(IAIA). This will include sending partners and
project people to IAIA meetings during the
course of the project. Each year at least 5-6 local
experts will be sent to IAIA international
conferences to get a better understanding of IA
related issues. Partners and project people will
also be sent to IAIA and other international IA
events (4-5 people) to stay current on recent
developments in IA. However, anyone going for
these events will be required to make a
presentation on some aspect of NIAP in a
session at the conference to get the maximum
benefit out of the conference. this will also help
in disseminating work done under the Project.
During the course of the Project, one
international conferences will be organised
mainly to promote IA in the country, bring fresh
thinking to existing IA practices and also to
inform national and international audiences
about the quality work being done in NIAP.
E-3.10a International Visit IAIA meetings 300,000 - - 4 1,320,000 4 1,452,000 4 1,597,200 4 1,756,920 6,126,120 X X X X X X X
E-3.10b International Visit for exposure 300,000 - - 4 1,320,000 4 1,452,000 4 1,597,200 4 1,756,920 6,126,120 X X X X
E-3.10c International Conference 5,500,000 - - - - - - 1 7,320,500 - - 7,320,500 X X
E-4.1 PIUs / PCU operationalised - - - - - - This output will require setting up of PCU and
PIUs which will include procurement and
operationalisation of the units. Equipment,
furniture and other necessary items will be
purchased. Operationalisation will require
paying rent and utilities.
E-4.2 Implementation mechanisms for 3,540,000 1,210,000 2,420,000 1,464,100 2,086,343 10,720,443 Inception workshop is held which will involve
project instituted inviting participants from all over the country
and Netherlands. Programme Advisory
Committee will be set up which will require
holding quarterly meetings. Monitoring and
evaluation will include regular internal
monitoring, mid term review and end of the
programme evaluation.
E-4.2a Inception Workshop 2,515,000 1 2,515,000 - - - - - - - - 2,515,000 X

E-4.2b Inter Provincial Meetings/Visits 75,000 3 225,000 4 330,000 4 363,000 4 399,300 3 329,423 1,646,723 X X X X X X X X X X X X X X X X X X
E-4.2c Annual work planning 500,000 1 500,000 1 550,000 1 605,000 1 665,500 - - 2,320,500 X X X X
E-4.2d Project monitoring & reporting 300,000 1 300,000 1 330,000 4 1,452,000 1 399,300 4 1,756,920 4,238,220 X X X X X X X X X X X X X X X X X X
Sub-Total E 11,985,000 20,009,000 31,835,100 37,401,100 16,156,344 117,386,544
F International Consultant Person-month 600,000 12 7,200,000 12 7,200,000 12 7,200,000 12 7,200,000 6 3,600,000 32,400,000 X X X X X X X X X X X X X X X X X X
G Audit 350,000 1 350,000 1 385,000 1 423,500 1 465,850 1 512,435 2,136,785 X X X X X
Sub Total (A-G) 46,694,000 63,562,900 77,415,090 86,819,089 44,275,626 318,766,705
H Overheads (3% of A, B, C & G) 704,670 1,038,477 1,142,325 1,256,557 730,088 4,872,117

I Overheads (7.5% of D, E & F) 1,740,375 2,171,025 2,950,320 3,370,039 1,495,452 11,727,210
J Contingencies (5% of A-G) 2,334,700 3,178,145 3,870,755 4,340,954 2,213,781 15,938,335
GRAND Total (A-J) 51,473,745 69,950,547 85,378,489 95,786,639 48,714,947 351,304,368
Unit Cost Breakup at Year 0
Inter Provincial Meetings/Visits

Air/Land Fare Round trip 15,000 3 45,000
Boarding & Lodging Person-night 8,000 3 24,000
Supplies Lump sum 6,000 1 6,000
75,000
Local Seminars
Venue Per day 25,000 1 25,000

Material Lump sum 14,000 1 14,000
Meals Per person 1,500 50 75,000
160,000
National Seminar
Venue Per day 25,000 1 25,000
470,000
Provincial Workshop
Venue Per day 15,000 3 45,000
580,000
National Workshop
Venue Per day 25,000 3 75,000
865,000
Training Workshops
Venue Per day 25,000 3 75,000
910,000
Local Consultant man-month 300,000 1 300,000
International Expert
Fee Person-days 55,000 30 1,650,000
Air Fare Round trip 125,000 1 125,000
Visa Lump sum 5,000 1 5,000
Other travel costs Lump sum 20,000 1 20,000
2,400,000
International Visit Per person average visit of 8 days

Air Fare Round trip 125,000 1 125,000
Visa Lump sum 5,000 1 5,000
Other travel costs Lump sum 10,000 1 10,000
11 300,000
Publishing Average 100 pages, 500 copies

Editing Per job 300,000 1 300,000
Design Per job 50,000 1 50,000
Layout Per job 75,000 1 75,000
Printing Per job 300,000 1 300,000
Dissemination Per job 25,000 1 25,000
750,000
International Conference
International airfare Round trip 125,000 20 2,500,000
Domestic air/land fare Round trip 15,000 40 600,000
Boarding & lodging Person-night 15,000 120 1,800,000
Venue Per day 50,000 2 100,000
5,500,000
Inception Workshop
International airfare Round trip 125,000 5 625,000
Boarding & lodging Person-night 15,000 70 1,050,000
Venue Per day 50,000 1 50,000
2,515,000

Work Planning
Boarding & lodging Person-night 15,000 20 300,000
500,000

Annex IV
Partner-wise Budget
Currency: Pak Rs.
Code Description IUCN Ministry of Environment PC Total
EW Pak EPA ES
A Staff
A-1 Project Manager 15,796,767 - - - 15,796,767
A-2 DPM/Advocacy Coordinator, IUCN 5,802,894 - - - 5,802,894
A-3 DPM/Policy Coordinator, EW - 5,802,894 - - 5,802,894

A-4 DPM/SEA Coordinator, ES - - 6,559,575 6,559,575
A-5 DPM/EIA Expert, Pak EPA - - 8,059,575 - 8,059,575
A-6 EIA Expert, Punjab EPA - - 4,722,894 - 4,722,894
A-7 EIA Expert, Sindh EPA - - 4,722,894 - 4,722,894
A-8 EIA Expert, NWFP EPA - - 4,722,894 - 4,722,894
A-9 EIA Expert, Balochistan EPA - - 4,722,894 - 4,722,894
A-10 EIA Expert, AJK EPA - - 4,722,894 - 4,722,894
A-11 EIA Expert, NA EPA - - 4,722,894 - 4,722,894
A-12 Finance & Admin Officer 2,901,447 - - - 2,901,447
A-13 Programme Assistant (1+1+1+1) 2,579,064 2,579,064 2,579,064 2,579,064 10,316,256
IUCN, EW, EPA, ES
A-14 Support Staff (1+1+1+1) 1,160,579 1,160,579 1,160,579 1,160,579 4,642,315
IUCN, EW, EPA, ES
Sub-Total A 28,240,751 9,542,537 40,136,582 10,299,218 88,219,087
B Operations
B-1 Premises (rent, utilities, janitorial, 5,480,511 - - - 5,480,511
security)
B-2 Communications (tel, fax, internet) 3,510,393 1,103,266 3,309,799 1,103,266 9,026,724
B-3 Consumables 2,637,679 1,172,302 6,643,044 2,442,295 12,895,320

B-4 Repairs & Maintenance 1,946,350 1,946,350 5,121,973 1,946,350 10,961,022
Sub-Total B 13,574,932 4,221,918 15,074,815 5,491,911 38,363,577
C Travel
C-1 Airfare & Accommodation 6,228,925 3,249,875 6,228,925 3,249,875 18,957,600
C-2 Vehicle running & rental 4,719,090 3,335,920 3,335,920 3,335,920 14,726,850
Sub-Total C 10,948,015 6,585,795 9,564,845 6,585,795 33,684,450
D Capital Items
D-1 Laptops 480,000 240,000 1,044,000 240,000 2,004,000
D-2 Multimedia projectors 240,000 240,000 240,000 240,000 960,000
D-3 3kVA UPS 75,000 75,000 75,000 75,000 300,000
D-4 Colour laser printers 200,000 200,000 200,000 200,000 800,000
D-5 Dual-side black & white printers 280,000 140,000 609,000 140,000 1,169,000
D-6 Other IT Accessories 164,855 100,745 976,918 100,745 1,343,263
Sub-Total D 1,439,855 995,745 3,144,918 995,745 6,576,263
E Outputs
E-1.1 Mapping of EIA practice 3,185,000 3,185,000
E-1.2 EIA review mechanism (including 5,392,500 5,392,500
tools to support its effective
implementation) developed
E-1.3 Coordination mechanism between 2,849,000 2,849,000

federal and provincial EPAs and P&D
departments established
National Impact Assessment Programme Annex IV: Page 1

Currency: Pak Rs.
EW Pak EPA ES
E-1.4 EIA procedure performance 3,637,150 3,637,150
monitoring system established
E-1.5 Two good practice EIAs undertaken 3,811,500 3,811,500
E-2.1 Improved understanding of SEA 4,081,500 4,081,500

application to planning practice
E-2.2 Develop tools and guidance material 3,034,680 3,034,680
to support SEA application
E-2.3 Facilitate formation of a SEA Task 655,958 655,958

Force
E-2.4 Legislative and regulatory 5,015,208 5,015,208
requirements for SEA assessed
E-2.5 Two pilot SEAs undertaken 7,051,275 7,051,275
E-3.1 Strategy for Improving 5,240,866 5,240,866
understanding, and promotion of
EIA and introduction of SEA
developed and implemented
E-3.2 A national network of impact 6,487,113 6,487,113
assessment professionals
strengthened
E-3.3 Print and electronic media actively 2,312,310 1,142,570 3,454,880
involved in highlighting issues /
concerns related to EIA and SEA
E-3.4 Enhanced capacity of stakeholders 1,398,075 2,730,750 2,730,750 6,859,575

(including federal and provincial
EPAs and P&D departments, NGOs,
environmental professionals
(consultants) to participate in the
EIA process
E-3.5 Increased effectiveness of ETs in 6,614,641 6,614,641

enforcing the EIA regulatory
framework
E-3.6 Accreditation system for EIA 3,853,850 3,853,850
consultants
E-3.7 EIA and SEA in select academic 6,797,175 6,797,175
institutions courses introduced or
upgraded according to international
standards/ developments.
E-3.8 EIA and SEA introduced as a course 4,855,125 4,855,125

component in training institutes for
public administration (e.g. NIPAs,
Administrative Staff College, Civil
Services Academy and National
Defence University etc.)
E-3.9 Enhanced capacity of relevant 4,216,366 4,216,366

institutions and stakeholders to
conduct and review SEAs
E-3.10 Collaboration established with 19,572,740 19,572,740
international and regional impact
assessment institutions (e.g. IAIA)

Currency: Pak Rs.
EW Pak EPA ES
E-4.1 PIUs / PCU operationalised - -
E-4.2 Implementation mechanisms for 9,073,720 1,646,723 10,720,443
project instituted
Sub-Total E 40,380,750 13,336,961 39,452,740 24,216,093 117,386,544
F International Consultant 32,400,000 32,400,000
G Audit 2,136,785 2,136,785
Sub Total (A-G) 129,121,088 34,682,955 107,373,900 47,588,762 318,766,705
H Overheads (3% of A, B, C & G) 4,872,117

I Overheads (7.5% of D, E & F) 11,727,210
J Contingencies (5% of A-G) 6,456,054 1,734,148 5,368,695 2,379,438 15,938,335
GRAND Total (A-J) 135,577,142 36,417,103 112,742,595 49,968,200 351,304,368

Pakistan Country Office
1 Bath Island Road
Karachi 75530
Pakistan
tel +92 (21) 35861540-3
fax +92 (21) 35861448/35835760
cro@iucnp.org
www.iucnp.org

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National Impact Assessment Programme

1.2. Rationale for Donor Involvement 2

1.3. Programme Implementation Partners 4

2. Situational Analysis, Issues and Opportunities 6

2.1. Environmental Impact Assessment 6

2.1.1. Current Situation 6

2.2. Strategic Environmental Assessment 12

2.2.1. Current Situation and Issues 12

3.1. Scope of the Programme 16

3.1.1. Programme Justification 16

3.2. Programme Beneficiaries 17

3.3. Programme Approach and Strategy 17

3.3.1. Deliverables during the Inception Period 18

4.1. Overall Objective 20

5. Programme Organisation and Management 31

5.1. Planning, Monitoring and Evaluation 31

5.2. Institutional Arrangements 31

5.3. Programme Advisory Committee (PAC) 32

5.4. Programme Coordination Unit 32

National Impact Assessment Programme i

5.6. Risks and Mitigation 34

5.7.1. Sustainability Indicators 37

5.8. Duration and Budget 37

National Impact Assessment Programme ii

National Impact Assessment Programme iii

National Impact Assessment Programme iv

 SEA incorporates environmental and sustainability considerations in strategic decision-making.

National Impact Assessment Programme 1

1.2. Rationale for Donor Involvement

National Impact Assessment Programme 2

2. The Government of Netherlands is a pioneer in the development and improvement of

National Impact Assessment Programme 3

1.3. Programme Implementation Partners

National Impact Assessment Programme 4

National Impact Assessment Programme 5

2.1. Environmental Impact Assessment

2.1.1. Current Situation

National Impact Assessment Programme 6

Following is a brief description of issues faced in the EIA implementation:

National Impact Assessment Programme 7

National Impact Assessment Programme 8

7. Poor quality, monitoring and implementation of Environmental Management Plans (EMP):

National Impact Assessment Programme 9

National Impact Assessment Programme 10

 Environmental considerations would be integrated into sectoral policies and plans;

National Impact Assessment Programme 11

2.2. Strategic Environmental Assessment

2.2.1. Current Situation and Issues

National Impact Assessment Programme 12

National Impact Assessment Programme 13

National Impact Assessment Programme 14

It is hoped that with the introduction of SEA in Pakistan:

 the planning process will become more inclusive;

 contradictions between different policies, plans and programmes will be minimized;

 inter-sectoral cooperation and coordination will improve;

 pressure on project level EIA will decrease;

National Impact Assessment Programme 15

3.1.1. Programme Justification

National Impact Assessment Programme 16

3.2. Programme Beneficiaries

3.3. Programme Approach and Strategy

National Impact Assessment Programme 17

3.3.1. Deliverables during the Inception Period