Problem overview:
International commitments: As one of the Central Asian countries in economic transition (CIET), Kazakhstan faces intense challenges for implementing Agenda 21 and achieving sustainable development. Kazakhstan's hard law commitments have also increased considerably, after having become a Party to 12 MEAs.
Framework for coordination: The National Environment Centre of Sustainable Development (NECSD) was created in 1997 as a multi-functional coordinating body composed of representatives from various line ministries, local government, private enterprises and nongovernmental organizations.
Integrating all stakeholders: The NECSD also serves as an institutional mechanism to support the integration of civil society and business in government decision-making processes.
Background in summary:
National Environment Centre for Sustainable Development (NECSD): Preparations for the National Environmental Action Plan for Sustainable Development (NEAP/SD) began in 1995. In February 1997, the NEAP/SD Centre was established as its Secretariat. A Steering Committee, composed of donor representatives, government officials, parliamentarians, and nongovernmental organizations, oversaw the NEAP/SD. In 1998, the NEAP/SD Centre was transformed into the National Environment Centre for Sustainable Development (NECSD) as part of the Institution Strengthening for Sustainable Development Programme of UNDP and the government of Kazakhstan.
NECSD's Structure: The NECSD is an elaborate institutional framework composed of numerous sub-committees, including the major conventions to which Kazakhstan is a Party (climate change, ozone, ECE Conventions, biological diversity, desertification, wetlands, CITES and migratory species).A sub-committee also oversees the implementation of Agenda 21, and one looks after Caspian oil and gas pollution. Officials for the concerned line ministries, NGOs and the private sector participate in this coordinating structure.
The NECSD is assuming Kazakhstan's national preparation and report for the World Summit on Sustainable Development.
See document in full
Good practice rating:
(1 for the best, 5 for the lowest score) |
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Sustainability
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Efficiency
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| - |
 Improvement in either the environment of economic condition with no harm to the other. |
2 |
Cost efficient. |
| 2 |
Sustainable over time (not one-off) |
Process |
| Adaptability |
1 |
Participation of the community |
| 2 |
Location adaptability (can the project be done in other places?) |
2 |
Participation of resource owners/users |
| 2 |
Socio-cultural adaptability. |
1 |
Partnerships between various actors (Governments, NGO, Academia, Private) |
| 2 |
Level of development adaptability. |
1 |
Degree of coordination and cooperation between government departments. |
| 2 |
Style of government adaptability. |
2 |
Ability to attract political interest/support |
| 1 |
Degree of decentralization adaptability. |
- |
Procedures for feedback and review. |
Comments on this example:
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Sustainability of the project:
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The NECSD is not planned as a one-off event type structure or ad hoc government or mechanism, but rather a long-term coordinating mechanism that places follow-up committees for specific MEAs and non legally-binding declarations and action plans (e.g. Agenda 21) under one roof. In contrast to projects initiated and managed by foreign experts, the NECSD was country-driven with close involvement of local experts, who worked together with international consultants in the design of the coordinating mechanism.
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Adaptability of the project to other situations:
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Framework for coordination: The NECSD is structured very much similar to the National Environment Board (NEB) of Thailand, with a number of sub-committees addressing issue-specific environmental matters. There are some important differences, however. The NECSD places more emphasis on reconciling environment and development concerns. A second important difference is that the structure is not placed under a single ministry, as is the case in Thailand, but under a Steering Council comprised of various line ministries, departments, Parliament, NGOs and donor agencies. These actors are closely involved in collaborating to design projects to be implemented under the specific MEA and other sub-committees.
While the structure does share some similarities with other countries, it is also quite unique. There is no reason to believe that it cannot be adapted to other countries, provided that a similar enabling environment exists. But what is important, however, is that the design and management of the process be country-driven.
| Process of decision making and implementation: |
Integrating all stakeholders: The NECSD functions as an inter-ministerial body with wide representation from Parliament, NGOs and local authorities. The Centre also enjoys high political representation.
In terms of cost efficiency, one of the major issues of the NECSD is defining objectives, plans and strategies common to all conventions so that responses are cost effective and coherent.
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Documentation: |
Literature or other written project review references
Integration ad Synergy in the Republic of Kazakhastan: Experience and Problems, by Dr.Bulat Yessekin
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Source of Information: |
Ministry of Natural Resources and Environmental Protection, Kazakhstan
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Contacts: |
Dr. Bulat Yessekin
Executive Director, Regional Environmental Centre
85, Dostyk Avenue
Almaty, Republic of Kazakhstan
Tel: +7 /32372) 980-537
Fax: +7 (3237) 507-784
Email: Besekin@neapsd.kz
kkaribayeva@itte.kz
ULR: www.neapsd.kz
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Submitted by: |
Dr. Brook Boyer
Consultant
Geneva, Switzerland
brook_boyer@hotmail.com
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