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Environmental & Social Management Framework(iv) Training of Trainers on the above topics relating to environmental andsocial safeguards in road development programs. The training is designedfor selected staff of the DoR (including all candidates for GESU) and fromline agencies like the MoPPW, MoEST and others. The training might alsoinclude selected representatives from the private sector.(23) Based on specific need assessment a similar institutional strengtheningprogram may considered to include selected staff of the MoPPW who isinvolved in reviewing and approval of EA studies associated with roaddevelopment programs. Under the present arrangements, theEnvironmental Section of the Ministry of Physical Planning and Works(ES/MoPPW) is authorised to review and approve the TOR and FinalReport of IEE study into road (SRN) projects. They are also authorised toforward the scoping document, TOR and EIA Report to MoEST forapproval for SRN roads. Thus, there is a close linkage betweenES/MoPPW and GESU. However, there is no such permanent institutionalmechanism yet adopted to maintain a close coordination for maximumefficiency in review and approval process of EA studies. It is thusrecommended to include selected staff of the MoPPW that will beengaged in reviewing tasks of environmental and social assessmentdocuments. At the same time it must be assured continuity of the trainedpersonnel remaining involved in these review tasks.10.5.8 Re-organisation of the Geo-Environment & Social UnitWithin the GESU, the following recommendations are made, in order that it canfulfil its responsibilities (as specified above) efficiently and effectively: The Unitshould be structured as shown in Figure 10.2 below.The Unit should be headed by an Environmental (Civil) Engineer of the rank of aDivisional Engineer with a minimum tenure of three years. It is recommended thatthis manager should have the combine qualifications of both an technical and anenvironmental engineer. He/she should be sourced from either the public orprivate sector, wherever the best candidate is available. It is of significantimportance to create this post as a long-term occupation in order to ensurecontinuity and sustainability of organisational re-structuring. However, he/sheshould not have permanent tenure, and the DoR senior managers should be ableto remove him if he fails to fulfil his duties (as should be the case for all other DoRstaff).In order to ensure adequate professionalism and motivation, as well as retentionof key staff, this individual should receive conditions of employment andremuneration that are set by the DoR senior management and are commensuratewith that available in the private sector. The candidate’s public sector grade ofemployment should be irrelevant. In return, the conditions of employment shouldstipulate his/her functions and obligations.The recommendations include a re-structuring at both institutional andorganization levels the addition of three more sections, namely a Social Section.a Monitoring and Evaluation (M&E) Section, and a Grievance Desk.a) The Social Section should be headed by a trained Socio-Economist. Incase, such expertise is not available internally, efforts should be made to get onefrom other Ministries/Departments. If that is not feasible, procurement should bemade from the private consulting market on contract basis. The section should beadequately manned with skill and expertise in view of the complex nature ofsocial plans, frameworks and guidelines which the Unit may be required to applyas mitigation measures. The addition of a Social Section will also justify forrecently renaming the Unit as Geo Environmental and Social Unit (GESU).Chapter 10-12 April 2007