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Executive SummaryVemployment opportunities within or near their villages. Remittancesplay an important role for the village economies.Institutional analysisIn answer to the problem of natural resource degradation, more than1200 watershed development projects have been implemented underdifferent programmes by the Rural Development Department in Gujaratsince 1995. More than 70 percent of these are operated by NGOs. Allgovernment funded watershed development projects in Gujarat followcommon guidelines, which determine implementation strategies,programme content and components, principles of projectmanagement, capacity building, financial aspects and monitoring andevaluation. Major aspects of the approach include sustainability,participation, empowerment and decentralisation.In general, the spirit of the common guidelines must be considered tobe appropriate. However, as nation wide guidelines, they lackconsiderations of regional characteristics and problems. More flexibilitywould be required in many aspects to ensure appropriate handling oflocal problems. As an integrated, but, basically land based approach,watershed development needs careful consideration of equityconcerns. Soil and water conservation measures alone might otherwisefurther benefit the rich instead of fostering social and economiccohesion.Implementation problems also arise from cooperation difficultiesamong different GOs and NGOs. The treatment of forest lands andcommon property resources, as required in most cases when followingthe ridge to valley approach, faces many difficulties. For the last yearsthe emerging Joint Forest Management Programme (JFM) has beentrying to mitigate some of those problems. Meanwhile it is the largestprogramme of the Forestry Department. In addition to JFM, there areother government programmes, which are supplementary to andsupportive of watershed development efforts.The status of NGOs in Gujarat is very strong. Many of them have beeninvolved in watershed development related activities for a number ofyears already. They actively participate in policy dialogues with theGovernment and are a driving force in pursuing adaptation of thewatershed development approach. Many of the NGOs have developedspecial implementation strategies, often depending on their specificfield of interest or the background of their organisation and staff.Other NGOs are implementing regionally adapted solutions based, forexample, on the problem of salinity in coastal areas.
VIExecutive SummaryIn 1999, the National Bank for Agriculture and Rural Development(NABARD) joined the watershed development efforts by establishing itsWatershed Development Fund. The fund aims at further strengtheningparticipatory watershed development initiatives. The selection criteriafor watersheds are a significant proportion of ScheduledCastes/Scheduled Tribes (SC/ST) population, high extent of rainfedfarming and a high potential for watershed development. The regionalwatershed management cell of NABARD, which took up work in August1999, is planning to undertake 19 projects at the first stage. Numberand staff composition will have to widen, when the programmeexpands.Successful project implementation demands a range of skills andattitudes at village, NGO and programme management level, which arenot always or not sufficiently developed. Capacity building, therefore,plays a central role. Requirements at village level include raisingawareness for environmental problems and resource management.Additional training will be required in order to make best sustainableuse of conserved resources. Many NGOs in Gujarat have beensuccessfully involved in watershed development projects. They havegained ample experience with this approach. What is still needed insome cases is to balance any existing bias in their work, which in manycases is either on the social or on the technical side. However, capacitybuilding for the proposed IGWDP in these respects will probably notrequire the establishment of a separate institution. There are wellestablished networks, which take care also of capacity buildingrequirements. Requirements at the management level will mainlycomprise comprehensive supervisory and monitoring functions.Further conclusionsBased on the institutional analysis, different implementationarrangements for the IGWDP in Gujarat appear to be feasible. NABARDmay play the central role, managing the programme alone. All majorfunctions, like selecting project implementing agencies (PIAs),coordination and monitoring tasks, technical and managerialbackstopping would be concentrated within NABARD. Apart from theadvantage of having a very clear line in decision-making, such anarrangement would probably neglect the opportunities associated witha more specialised labour division.Having an external agency, which takes over the tasks in which NABARDdoes not have a comparative advantage, would at least partly take
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926 Capacity Building in Watershed
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100 6 Capacity Building in Watershe
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122 BibliographyIRMA-INSTITUTE OF R
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126 Annexes
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142Annex 3Action for Social Advance
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144Annex 3Fields of activities:- na
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146Annex 3Objectives: AnaRDe strive
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148Annex 3Fields of activities: DSC
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150Annex 3With regard to its implem
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152Annex 3interrelated problems of
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154Annex 3the formation of SHGs, mo
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156Annex 3Staff: Total number of pe
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158Annex 3Capacity building for oth
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160Annex 3its rich experience as we
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162Annex 3use of natural resources
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164Annex 3VRTI identifies its stren
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166Annex 3The strengths of the NGO
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168Annex 3VIKAS Centre for Developm
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170Annex 3VIKAS sees its own streng
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174 Annex 42. Material and technica
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180Annex 5• Who profited most?•
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