1. Vineet Sarin Principal Development Specialist JICA India office
Sustainable Forest Management
through
Community Partnership
7th Annual Forestry Workshop
Lucknow
April 15 ~16, 2015
Vineet Sarin
Principal Development Specialist
JICA India office

2. 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

3. 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

4. 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 billion (Rs. 11,800 crores approx. or US$ 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

5. State Wise Commitment
Commitment in Million Japanese Yen

6. States covered by JICA Punjab (2) Sikkim(1) Uttar Pradesh (1)
H.P (1)
Punjab (2)
Uttarakhand
Sikkim(1)
Haryana (1)
Rajasthan (5)
Uttar Pradesh (1)
West Bengal (1)
Nagaland (Candidate)
Gujarat (2)
Tripura (1)
Odisha (1)
Karnataka (2)
Tamil Nadu (3)

7. Journey Two and Half Decades
Sectoral assistance has traversed two and half decades journey
Covered 3 generations of projects
1st : ~ 1997~98
2nd: ~
3rd: 2013 onwards

8. 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

9. 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

10. 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

11. 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

12. 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.

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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’

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

28. 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 in-house 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’

29. 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

30. 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

31. 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

32. 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

33. 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

34. 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

35. 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

36. 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

37. 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

38. Thank you very much for your attention !
Looking forward to your active participation in the deliberations during the day
Thank you very much for your attention !