Skógræktarritið - 15.05.2001, Blaðsíða 118

increase in both scale and scope.
Hiring freezes and challenges in
finding and retaining staff, partic-
ularly those in the GIS area, com-
pound this problem.
Politics and agendas are the
fourth lesson, and are an inher-
ent part of the Muskwa-Kechika
Management Area initiative.
Politicians, responding to lobby-
ing, sometimes make decisions
without consulting with govern-
ment staff and without any
appreciation of the existing situ-
ation or resources available. The
M-K Advisory Board is composed
of members from a broad range
of constituencies and each
brings the expectations and aspi-
rations of their sectors to Board
discussions. Government man-
agers and staff also have the
mandate of their ministries to
fulfill, which can result in clashes
between the ministries because
of their conflicting objectives.
One of the most challenging
aspects of the Muskwa-Kechika
Program Manager's job is to
champion the Muskwa-Kechika
Management Area initiative and
to serve as a liaison between the
various groups and promote
effective communication, 'buy-
ing' into a common vision and
co-operation.
Roles and responsibilities are
the .fifth major lesson learnt from
this initiative. Funding has grown
increasingly scarce over the last
decade, and the trust fund is
drawing increasing attention from
both within and without govern-
ment. In many ways, it is the trust
fund that can potentially serve
the greatest role in ensuring that
the M-KMA is successful, and
there needs to be a healthy
appreciation between the
Muskwa-Kechika Advisory Board
and government staff in how to
best apply the fund to comple-
ment existing government
responsibilities and initiatives.
116
The trust fund is there to advance
the M-KMA with a view to main-
taining its unique features while
also permitting industrial devel-
opment over three-quarters of
the area. This is a daunting, but
not insurmountable challenge,
requiring all parties involved to
assume their roles and co-oper-
ate to achieve not only their indi-
vidual responsibilities but also
those of the group as a whole.
Acknowledgements
I would like to thank the Iceland
Forest Service, and particularly
References
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