MTE-Complete_Report00038

							        of the project to account for possible increase in labour-rates in the subsequent
        months. Mid term appraisal/revision within the budgetary allocation should be
        permitted to individual FDAs. There should be provision for contingency funds to
        account for upward revision in wage rates.
        It was observed that JFMCs have potentialities for developing them into Micro
        Financing Institutions (MFI). Availability of sufficient funds is an essential
        requirement for an MFI to be successful. Flexible approach in operation will
        certainly improve the SHG operation with micro financing.
        Ensuring only loan availability to SHGs will not be sufficient. They should also
        have to explore the possibilities of income-generating activities, market network and
        develop forward and backward linkages to improve their effectiveness.
        Auditing is done locally by the state forest departments themselves at VFC level.
        Auditing at VFC level should also be carried out by qualified auditors. Audit
        mechanism: Clearly define the role of Accountant General and Charted Accountant
        in carrying out of FDA and JFM committees as there is a lot of confusion in the
        field in this regard.

F)   Communication between NAEB and FDA-JFMC mechanism:-
        The Ministry of Environment and Forests, Government of India has issued
        numerous progressive policy circulars on JFM, but their implementation at field
        level has been slow. There is a need to streamline guidance from NAEB.
        Clear and simple mechanism for benefit sharing will help in promoting community
        participation. The Government Orders (GO) related to JFM are not clearly
        communicated to the communities. Hence, the rural communities are not fully
        aware of benefits accruing to them.
        Procedure and formalities should be made easy for effective understanding by
        committee members as majority of JFMC members are illiterate.

G)   Organisational structure at NAEB and FDA level:-
      In the present organizational framework NAEB is the apex body which functions
      (sanctioning, monitoring and evaluation) through close coordination with state forest
      departments. The FDAs have become functional from 2002 and recognising
      themselves as autonomous bodies under Society’s Act, 1860.
        The forest development agencies should evolve into an independent federation of



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        agencies at the state level.
        Appointment of officials to forests development agencies should be done on
        deputation basis or on contractual basis instead of having ex-official members so
        that full time stock is made available.
        The National Afforestation and Eco-Development Board should evolve into a
        specialist project management entity in which adequate staffing is provided for
        carrying out the activities of national afforestation programme and monitoring the
        works of over 700 FDAs. FDAs should be regulated by a uniform regulatory
        mechanism from NAEB.
              Induct technical staff to review project progress.
              The NAEB should develop a strategy for project approval and disbursement of
              funds that takes care of delay. Adopt a uniform project cycle with fixed
              timeframe for submission of projects, evaluation and execution
              A national strategy with Project Information Note (PIN), Project Design
              Document (PDD) are required to be formulated and followed
              Funds flow from NAEB to FDAs especially in subsequent instalments after
              sanction of the project needs streamlining
              Define C & I for Monitoring and Evaluation of the performance of projects.
              FDAs should work under common guidelines issued for functioning.
              Financial incentives for staff involved in FDA activity. And define staff
              responsibilities for better performance.
              Reduce communication gap between NAEB and FDA
              Reporting mechanism for the project monitoring should be strengthened.
        Monitoring function can be placed at the state level. This will bring efficiency and
        strengthen the feed back mechanism.
        NAEB should have a long-term tie up with organizations such as ICFRE, IIFM,
        State Universities or other such departments that can monitor the project
        continuously

H)   Institutional development:-
        State level FDA nodal agency or a federation should be created for resources
        mobilization at state level for establishing networks building, among different FDA.
        This each develops horizontal and vertical linkages with other state FDA agencies
        nationwide. Market studies for demand and supply of each species and


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        dissemination of information to institutions / community can be done by state level
        nodal agency across the country.
        The federation can collaborate with different departments such as Agriculture,
        Horticulture, Medicinal Plant Board, NABARD, and Small Scale Industrial
        Development etc., for successful implementation of the scheme. This can also
        develop links with forest-based industries in the states.
             Capacity building of FDA-JFMC mechanism at all levels to be iterative
             process
             Administrative framework at forest division level needs strengthening
             Nodes at state level to provide support in terms of policy, managerial and
             technical support.
             Strengthening of institutional linkages with development partners
             Explore avenues for funding support from international donors, NREGA,
             NABARD, CAMPA etc.
             Social and silvicultural audit of development interventions at regular basis
             Research     inputs    (policy   studies,    silvicultural   systems,   organization
             development, participation, value addition, forest productivity etc) from
             suitable organizations
        Memorandum of Understanding with JFMCs need clear description of roles and
        responsibility and mandate of the committees and their members.
        Empowering and strengthening of local institutions (VFCs/VSS/VDC) should be
        given priority for effective participation, planning and mobilizing external resources
        for long-term sustainability of schemes.
        The project under NAP scheme should be prepared with community participation
        for clear understanding of the financial outlay and physical activities to be carried
        out in the JFMC areas.
I)   Micro-planning and capacity building:-
        Funds for micro planning and capacity building should come from project
        preparation fund (PPF), a separate capacity building fund, preferably one year prior
        to sanction of the FDA project.
        Micro    planning    should    be     liberated   from    the     shadows    of   working
        plans/management plans operational in the forest division
        Exchange visits to exemplary forest committees should precede micro planning and
        project formulation stage


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