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Strengthening Community Development |
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Given that the project is premised on community-based approaches to tank management, this component focuses on investment in the local people and institutions necessary for the long term operation and maintenance of the asset created. Without this , returns will decrease over time and remaining benefit flows be diverted to more powerful stakeholders. This component therefore seeks to equip stakeholders with the skills needed to ensure that the local institutions developed under this project function effectively and equitably. this will be entail: (i) developing human resources and forming or strengthening existing, local institutions; (ii) developing mechanisms through which the needs of traditionally vulnerable stakeholders can be sustainably addressed; and (iii) institutionalizing processes for sustainable management of tanks and derived benefits, which can be replicated across tank development sites within outside of the project. |
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Sub-component 1: human and institutional resource development |
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This sub component would finance activities
associated with institutional and human capacity
building. The main project implementation
responsibilities at the local level rests CFTs
and anchor NGOs – who will help facilitate the
formation of TUGs and prepare/implement ITDPs.
CFTs and ANGOs will be selected based on
criteria set forth in the PIP. It is critical
that an appropriate number of CFTs and ANGOs are
engaged in order to ensure that meaningful
dialogue and interaction at the local level
takes place. Lessons from earlier natural
resource projects in India and empirical
evidence world wide point to the shortcomings of
past community-driven development projects which
did not allow for sufficient community-level
discussions and negotiations which often
undermined objectives of inclusiveness and
sustainability. This sub component therefore
provides funds for contracting the services of 5
ANGOs and about 55 CFTs (during the most
intensive phase of the project) to serve as
implementing agents. Estimates based on a
detailed time utilization study indicated that a
CFT can handle no more than about 40 tank
systems over the course of a 5 year contract. |
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A second core activity of this subcomponent
is a broad capacity building program for
operational and technical skills. Given that
many of the institutions at the levels are new,
developing and strengthening skills is essential
for the project to be implemented successfully.
The program includes information tailored to
different audiences including TUG and TUC
members, CFTs, ANGOs, JSYS staff,PRI and line
department officials. The program on operational
skills include orientation to the process of a
community driven project, group operation and
management, inclution of vulnerable people, ITDP
implementation and monitoring and evaluation
skills. TUG and TUC specific training will cover
group management skills, information analysis
and use, legal issues and conflict resolution,
building knowledge and use of common principles,
rules and processes, etc. exposure visits to
other tank user groups are also included. The
program on technical skills includes technical
aspects of tank operation and maintenance, tank
related micro-enterprise and agricultural
development. Honorariums and travel costs
associated with experts from the state and
district level resource groups providing
specialist inputs would also be covered. (the
cost of technical training to be provided by the
university of agricultural sciences has been
placed in component C.) |
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Sub-component 2: safeguard and gender
action plans |
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Activities would include preparation and
implementation of:
(a) tribal development plans
(TDPs) that covers both scheduled tribes
vulnerable groups. Scheduled tribes (STs)
constitute about 4% of the state population.
While the social and environmental assessment
indicated little difference between cultural
practices, integration into civil society or
access to civic amenities and common properties
between scheduled tribes (STs) and the general
population, STs remain technically classified,
according to safeguards definitions, as a
vulnerable group. Scheduled casts (SCs) comprise
over 16% of the population and are characterized
by poverty, illiteracy, social discrimination,
low asset ownership, and poor access to civic
amenities and common properties. The interests
of both groups will be protected by the
preparation of a TDP for each tank system
developed under the project;
(b) resettlement
action plans (RAPs).the only physical
displacement under the project will concern
encroached land. Tank user group will therefore
prepare RAPs for individual tanks in which
encroachers are venerable to loss of financial
or material assets;
( c) environmental
management plans which will include tank safety
plans (TSP) and cultural property action plans (CPAP).
The EMP contains measures to mitigate against
potential negative impacts and to enhance
positive impacts on the environment. Preparation
of the EMP will also involve formulating a TSP
to ensure structural safety of the tank system
and to protect areas downstream. Preparation of
the CPAP will help ensure that project
interventions do not have adverse impacts on
cultural property in the project area; this will
be achieved (often) by modifying the project
interventions to minimize potential impacts.
(d)
pest management plans (PMP). The PMP would
concentrate on demonstration, training, and
capacity-building activities for tank users
(farmers and other relevant stakeholders), JSYS
and other relevant staff and NGOs to make them
aware of the potential of included impacts of
increased chemical pesticide use in the project
area; and
(e) gender strategy and action plan.
While every will be made of stakeholders. Hence,
funds will be available to support
(i)
gender-sensitive training for project staff and
TUG members and
(ii) capacity building programs
for helping women participate more meaningfully
in TUGs and build skills and knowledge related
tank systems. |
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Sub-component 3: planning and management
support to TUGs |
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ITDPs provide the core framework for the development of each tank system. However, TUGs and TUCs may incur costs themselves related to the preparation of an ITDP – specifically with respect to developing appropriate safeguard and gender action plans. This component will be therefore finance activities undertaken by tank users as part of the social and environmental management plan such as workshops, training, study tours and exposure visits. |
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Sub-component 4: communications |
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The strategic communications strategy
comprises two complimentary components: the
behavior change component and the information
component.
The project will finance activities
related to the following tanks:
(i)
communication information infrastructure;
(ii)
capacity building and training; and
(iii)
strategy development and implementation |
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