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About the Workshop • 7th in the series of Annual Forestry Workshops under JICA assisted projects • Started in 2009 in Odisha followed by Delhi, Rajasthan, Karnataka, Gujarat and Tamil Nadu • Objective – cross learning, experience sharing and exposure for Implementing Agencies • Learnings and Recommendations expected to assist in course correction or formulation of future implementation strategies • Additionally, Annual Project Directors’ meeting also convened in Delhi by JICA JICA’s Forestry Sector Activities 1991 ~ 2015 • JICA has been assisting the sector for the past two and half decades, since in1991 • Started with ‘Afforestation & Pasture Development along Indira Gandhi Canal Area’, in Rajasthan • 23 projects have been supported to date, one more is on pipeline • 22 are state specific, cover 13 states, namely Rajasthan (5), Tamil Nadu (3), Gujarat (2), Karnataka (2), Punjab (2), Haryana, Orissa, Himachal Pradesh, Tripura, Uttar Pradesh, Sikkim, West Bengal and Uttarakhand JICA’s Forestry Sector Activities 1991 ~ 2015 • 1 new HRD project for frontline staff at national level to cover 13 new states • 1 Technical Cooperation project at DFE & CASFOS, Dehradun (completed) • Cumulative commitment stands at JPY 224.8 billion (Rs. 11,800 crores approx. or US$. 1.86 billion at current exchange rates) • New project for Nagaland for Rs. 620 crores ( JPY 11 billion approx.) expected to be signed during FY 2015 • JICA continues to be the largest donor to the forestry sector in India State Wise Commitment Commitment in Million Japanese Yen States covered by JICA Punja b (2) H.P (1) Haryana (1) Sikkim(1) Uttarak hand Uttar Pradesh (1) Rajasthan (5) Nagaland (Candidate) West Bengal (1) Gujarat (2) Odisha (1) Karnataka (2) Tamil Nadu (3) Tripura (1) Journey Two and Half Decades • Sectoral assistance has traversed two and half decades journey • Covered 3 generations of projects • 1st : 1990-91 ~ 1997~98 • 2nd: 2002-03 ~ 2012-13 • 3rd: 2013 onwards First Generation Projects 1991 ~ 1997 • Core focal areas: Large scale Afforestation/ Regeneration, Soil & Water Conservation • Ineffective Community Participation: By design JFM was weak • Poverty alleviation: was not perceived a major objective • For Forest dept. JFM meant: providing labour work • For communities, JFM meant: a source of wage earning • Traditional mindsets and skepticism: limited JFMs growth & strengthening Second Generation Projects 2002 -2012 • Well structured in terms approach, strategy and content with greater focus on JFM and poverty alleviation • Effective blending of Ecological Restoration and Community Development (Livelihood) activities • Autonomous Organization Structure Odisha project, first to set up PMU under Society mode in 2006 • Three phased approach adopted for well structured, timely and effective implementation Second Generation Projects 2002 - 2012 • Uniform mechanisms established for implementation of project works followed across levels • High transparency and accountability through proper documentation, record keeping, accounting, audits etc. • Empowerment of women through SHG activities • Methodical involvement of NGOs for micro planning, training VFCs and SHGs, assessing value chains and facilitating marketing Second Generation Projects 2002 - 2012 • Stronger capacity building initiatives in-built for all stakeholders • Inter-sectoral convergence for widening ambit of socio-economic development encouraged • 11 projects fall under this category Broad Milestones Achieved • Plantation and regeneration activities have covered over 2 million hectares • Another 0.5 million expected in next 5 to7 years • 16,000 plus JFMC committees have been formed/ functioning, another 1,500 expected in next 5 years • 24,000 SHGs are operating, 7000 more SHGs to be formed. Moving onto 3rd Generation Projects • 12th Five Year Plan has spelt out new GoI’s policies and strategies • Changing times have brought new issues to the fore • Value add required to convince Govt. of Japan to continue support for forestry projects • JICA has internally reviewed its assistance policy to the sector to adjust to emerging trends Approach for 3rd Generation 2013 onwards • More Holistic approach is adopted • Large scale afforestation/ regeneration continues through active JFM approach • Focus on sustainable livelihoods opportunities through JFM Consolidation Activities in enhanced, which includes eco-tourism • Need-based and strategic funding is provided for Livelihood development on certain objective parameters Approach for 3rd Generation 2013 onwards • IGAs are selected after identifying strong marketing networks based on value chain assessment • ‘Society mode’ organizational set up is mandatory • Strong and appropriate institutions at the local level are adopted • Biodiversity conservation, Agro-farm forestry receive greater focus • Technology based planning and monitoring is made a prerequisite Approach for 3rd Generation 2013 onwards • Intensify efforts to facilitate introduction of REDD+ Mechanism for larger benefits to communities • Disaster Mitigation measures for specially in hilly/ coastal states considered • Emphasize on institutionalization of convergence by dovetailing of local resources and development schemes for promoting sustainability • Have an In-built ‘Sustainability Plan’ as an integral component at project formulation stage The Theme Sustainable Forest Management through Community Partnership • Forest Fringe Villages (FFVs) have agrarian livelihoods, critically depend on forest resources. • FFVs have poor socio-economic conditions because of remoteness • Development schemes bypass FFVs due to weak delivery mechanisms • Expecting strong FFV communities support for forest management without alternative livelihoods is impossible • Forest Department is the only government arm to reach out to FFVs Sustainable Forest Management through Community Partnership • Therefore, strong and consistent community partnership is the key to sustainable forest management • Focused participatory approach triggers larger ownership amongst communities • The first step is to orient communities to establish a ‘buy-in’ of the project concepts, objectives, expected outputs and impacts Sustainable Forest Management through Community Partnership • Participatory Micro Planning is an extremely critical activity to establish genuine community partnership and ownership • For effective implementation and ensuring sustainability, relationship between department and communities has to be strong • Hence, communities need to be accorded the status of ‘critical partners in sustainable forest management’ JICA’s Perspective on Livelihood Security • Alternate livelihood development is an imperative to wean people away from over dependence on forests • Livelihood development activities serve as incentive to generate larger participation • Focused participatory approach triggers larger ownership of the works amongst communities JICA’s Perspective on Livelihood Security • Feasible livelihood alternatives to be selected based on market survey • Bottom up consultative approach to be adopted for identification of livelihood options based on value chain assessment • Choice of IGAs to be need based • Micro Credit revolving fund to be established under the project • Provisions for value addition, processing, marketing etc. to be in place JICA’s Perspective on Livelihood Security • Formal link-ups with MFIs to be established for up-scaling • SHGs to be trained for enhancing product quality, managerial skills and self sufficiency • Federation of SHGs on product cluster basis to be considered • Professional organizations/NGOs to be considered for establishing marketing linkages • SHGs to be linked with direct markets to eliminate middlemen JICA’s Perspective on Institutional Strengthening (PMU) • PMU in society mode needs to be set up viz-a-viz conventional mode • Needs to be suitably empowered and staffed • PMU staff need to be in position for the entire project duration • Implementation mechanisms need to be uniformly established • Funding arrangements need to be in place • Leads to methodical and systemized implementation of the project JICA’s Perspective on Institutional Strengthening (VFCs) • Legal status of VFCs needs clarity • Linkages with Panchayats need to be strengthened • Rules and regulation governing JFM differ in states, need to have some broad common ground • Rotation of VFC Executive members needs to be ensured • Genuine and larger involvement of communites required in Micro Planning • After project closure VFC continuity needs to be ensured through capacity development JICA’s Perspective on Institutional Strengthening (SHGs) • Forest Department has no experience in forming, training or promoting SHGs • Formation/ adoption needs to be carefully done • Professional organizations/NGOs required for the purpose • SHGs require intensive training for managerial skills, product selection, quality improvement, marketing etc. • Link up with MFIs is crucial for upscaling and sustainability of SHG activities JICA’s Perspective on Institutional Strengthening (NGO) • Selection of good NGOs and their orientation is most important • Quantifiable and ‘monitorable’ benchmarks need to be set for evaluating performance • Works need to be closely monitored • Good NGOs need to be retained while non-performers need to be relieved • Payments release need to be on basis of benchmark performance, specially final payment JICA’s Perspective on Capacity Building • CB needs to be carried out at all levels • Should be planned on the basis of “TNA” • Appropriate Resource Persons/ Institutions required • Calendar should not be front loaded • Refresher trainings are a must • Overseas trainings should be theme based and should have utility • Sharing of training material between states could be considered through MoEF/JICA JICA’s Perspective on Technology based Planning & Monitoring • Use of technology is imperative for improved scientific planning and real time monitoring • Emphasis should be on developing inhouse expertise • Budgetary provisions for periodic upgradation of hardware and software are required • States like Tamil Nadu, Odisha, U.P. have developed successful models • Focus should be on replication rather than ‘reinventing the wheel’ JICA’s Perspective on Carbon Financing • Carbon Financing has huge potential for enhancing benefits for communities • Can majorly contribute towards improvement of socio-economic conditions • AR-CDM initiatives have been taken up in U.P – output awaited • Next step is to facilitate REDD plus readiness for ongoing and future projects • To take up pilot REDD plus projects on test basis and replicate and upscale subsequently Other Challenges • Timely Development of Infrastructure & Procurement of Equipment/ Vehicles in preliminary phase – Completing construction of PMU/DMU/FMU buildings and other infrastructure – Need basis procurement of vehicles and equipment and ensuring its proper utilization – Provisioning for Operation and Maintenance costs specially after project closure • Revision and Adherence of the Overall Implementation Plan (OIP) – Quick revision of MoD OIP vis-a-vis Actual – Close Monitoring of works as per OIP Other Challenges • Adequate Budget Allocation & Release – Allocation by state government as per MoD required at the beginning of financial year – Release of funds in a timely manner commensurate with the implementation schedule – Setting up a ‘Revolving Fund’ at PMU – Quick replenishment of funds after receipt of funds from JICA Other Challenges • Timely Mid-course correction of components and targets – Quick identification of changes required for enhancing effectiveness and sustainability – Avoiding implementation of superfluous components and targets Other Challenges • Strengthening Reporting, Monitoring and Evaluation at all Levels (MIS) – Developing ‘user friendly’ MIS system during preliminary stage of the project – Developing concise and user friendly MIS based formats for reporting – Enhancing capacities of officers / staff at all levels – Adopting concurrent course corrections based on M&E outputs – Rewarding good performance while fixing responsibility for poor work – Including the performance in the ACR of officers Other Challenges • Intersectoral Convergence – Sharing Micro Plan effectively and ensuring ‘buy-in’ by other departments – Dovetailing other department schemes through Micro Plans – Getting enabling orders issued from State/ District administration – Setting targets for convergence for each Division – Making DFOs/ RFOs follow up with district administration – Providing incentives, monetary or otherwise, for achieving the targets through convergence Other Challenges • Formulating ‘Sustainability Plan’ - Projects have been successfully implemented in terms of physical and financial targets - Credible project impacts have been generated during lifetime of the project - ‘Sustainability’ or ‘Continuity’ is imperative for long term project impacts and real success of the projects - But ‘Sustainability’ or ‘Continuity’ of activities remains a huge challenge Other Challenges - ‘Sudden collapse syndrome’ associated with externally aided projects needs to be reversed - Need to have ‘in-built’ sustainability plan with demarcation of funds - Support from State required for 10 years horizon - Inter-sectoral Convergence, Corpus Fund at VFC level, some options New Project Formulation - Detailed Project Report should be in place - Components need to be in line with 3rd Generation perspective - Cost should be based on absorption and expenditure capacity - All Clearances at state ( planning, finance etc.) and central level (MEA, MHA, Debt Clearance etc.) should be obtained in advance - Project must get included in JICA’s Rolling Plan with DEA through MoEF & CC Looking forward to your active participation in the deliberations during the day Thank you very much for your attention !