EEPP   Program Support Unit 

Functions and Team Building for the PFTC Department, EEAA 

Summary 

The PFTC group met its own expectations and the retreat objective of adding details to the 

organization, tasks and deliverables of the department.  Yet, despite the promise of greater 

specialization and independence, PFTC staff were reluctant to publicly show their decisions 

about where in the departmental set up would they place themselves.  They postponed 

showing their preferences and decisions to a more private time after the Retreat.  The final 

decision on staffing of the department is an internal matter of the EEAA. 

PFTC as a whole produced a clearer view of the phases of specialization it passes through as 

the department grows in staff, experience, resources, responsibility and standards of 

performance.  Individuals at PFTC have the opportunity to work as members of a pool of 

resources to be allocated tasks on a need basis.  Alternatively, staff may choose to pursue one 

of four specializations.  As Eng. Lotayef stated, the level of anyone's responsibility at PFTC 

and the rate that a person accumulates experience rests primarily with each individual.  Given 

this policy, staff motivation and commitment should be improved. 

The four units for PFTC are seen to fit the existing work load and personnel.  The list of 

outputs for the department is what is required by law and by professional standards of 

program management and international cooperation.  Combining the Civil Service structural 

system with the new clarity of purpose and work objectives (outputs) should contribute 

directly to better management and productivity at PFTC.  Now that the department used this 

methodology successfully on its own problems of allocation of responsibilities, it can 

undertake a similar reorganization any time conditions may warrant.   

While Retreat 1 concluded with a gap between  what should be done (ideas, plans, norms) 

within the department  and  how to do it  (behavior).  The resources exist to close the gap.  

Management training, technical assistance, overseas study tours and direct work experience 

all are available to the department in 2002 03.  The department enjoys for the time being the 

interest and the authority of the head of the Agency.  All these ingredients suggest that PFTC 

capacity will increase and be able to make a larger contribution to environmental policy, 

planning and delivery. 

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INTERNATIONAL RESOURCES GROUP