COMBINED PROJECT INFORMATION DOCUMENTS / INTEGRATED SAFEGUARDS DATA SHEET (PID/ISDS) Appraisal Stage . Report No.: PIDISDSA21378 Date Prepared/Updated: 29-Jun-2017 I. BASIC INFORMATION A. Basic Project Data Country: India Project ID: P157702 Parent Project ID (if any): Project Name: Tamil Nadu Rural Transformation Project (TNRTP) (P157702) Region: SOUTH ASIA Estimated Appraisal Date: 07-Jun-2017 Estimated Board Date: 15-Sep-2017 Practice Area (Lead): Agriculture Financing Instrument: Investment Project Financing Borrower(s) Department of Economic Affairs, Govt. of India Implementing Agency Department of Rural Development, Government of Tamil Nadu Financing (in USD Million) Financing Source Amount Borrower 42.80 International Bank for Reconstruction and Development 100.00 Financing Gap 0.00 Total Project Cost 142.80 Environmental Category: B-Partial Assessment Appraisal Review Decision The review did authorize the team to appraise and negotiate (from Decision Note): Other Decision: n/a Is this a Repeater project? No . . B. Introduction and Context Country Context India has been amongst the fastest growing economies in the past decade – with a growth rate of 7.6 percent in 2015–16 – and is expected to grow at the same rate for the next few years. A country with a billion plus population, it is also improving significantly in its Human Development Index (HDI) index (33 percent growth from 2008–16) and poverty reduction (1.5 percentage points 2005–10). India is set to be the country with the youngest demographic by 2020, but it is yet to take full advantage of its demographic dividend potential. Labor force growth rate (≈ 2.3 percent) has been higher than the employment growth rate (≈ 1.5 percent), and addressing the aspirations of youth remains a major challenge. Globalization, liberalization and connectivity have unbundled opportunities as well as aspirations among the youth leading to a burgeoning youth workforce – both urban and rural – that is eager to grow with the country’s economic development. Agriculture continues to be vital, with 14 percent share in Gross Domestic Product (GDP) and 68 percent of the rural population dependent on it for their livelihoods. The sector has received a renewed focus with the Government of India’s (GoI) major agenda to “double farmers” income through productivity enhancement, intensification and diversification. The opportunities in the agribusiness sector are growing with the changing consumer basket and increasing demand for diversified and nutritive foods. Small producers have the opportunity to directly participate in this value chain if they are provided with appropriate infrastructure, technology and information. The micro, small and medium enterprise (MSME) sector contributes 37.5 percent of the country’s GDP and is the second highest employer with over 32 million units and more than 80 million work force. The sector has its challenges with more than 50 percent units being in the unorganized sector and over 80 percent of the organized units being unregistered. The prominent challenges are lack of access to finance, technology adoption and skilled manpower. GoI has increased its focus on MSMEs as this sector is key to the success of the “Make in India” vision and has the potential to cater to the aspirations of India’s progressive youth. Over two-thirds of India’s population resides in rural areas, and is alienated from much of the benefits of economic reforms, resulting in forced migration and unorganized urbanization. MSMEs in rural locations offer a viable alternative for employment, hence presenting an opportunity to participate in productive, non-farm activities, without needing to migrate to urban areas. Promotion of these enterprises and increasing their success rate depends on the provision of an enabling environment, including infrastructure, technology, access to affordable finances from formal sources, customized financial products, business development services, continuous business and technical support services, market development and intelligence, as well as skilled manpower and equipped entrepreneurs. Efforts are needed to compliment GoI initiatives and create a sustainable inclusive rural enterprises ecosystem. Sectoral and Institutional Context Tamil Nadu is the second largest state economy of India with US$161.1 billion in gross state domestic product (GSDP) in 2014–15 and an average annual growth rate of 9.5 percent in 2004–13. The state has the highest number of business enterprises (11 percent) and stands second in total employment (10 percent) in India, with a population share of only about 6 percent. Nevertheless, this economic growth is not equally distributed, both geographically and by population group. The average per capita income for the state in 2010–11 was Rs 50,260 (US$773), but half of its districts had lower incomes. The poverty ratio in the state as of 2011–12 was 11.3 percent – rural poverty ratio was 15.8 percent with 5.9 million people living below the poverty line and urban poverty ratio was 6.5 percent with 2.3 million people living below the poverty line. Tamil Nadu is the most urbanized state in India with about 48 percent of its population living in urban areas, indicating a much higher urbanization rate than the national average of 31.16 percent. Among the economic sectors, agriculture continues to be important for the state economy, as it provides both livelihood and food security, with over 40 percent of the population dependent on agriculture and allied sectors. The agriculture sector registered overall growth and an increase of 8.2 percent in 2013–14 (against the negative growth observed in 2012–13), in line with the state government’s vision document that aims to achieve 4 percent growth in the sector. The state is set to embark on a second green revolution with a mission to improve agriculture production by addressing productivity gap and investments in value addition. The ultimate goal is to increase the farmers’ per capita income two to three times by 2017. Key challenges identified for sustainably integrating rural households into higher-level income opportunities for wealth creation are: (a) human resource and capacity gaps in existing promotion agencies departments and implementing to coordinate and facilitate business promotion and development services; (b) lack of start-up capital and predictable business service support and overall access to finance; (c) weak entrepreneurial management capacity within existing producer groups and businesses promoted by individual entrepreneurs and enterprises; (d) asymmetry in prices and business information; and (e) lack of coordinated planning and resource mobilization for promotion of farm or off-farm producer linked business enterprises, individual entrepreneurship, and value chain development. The other important impediment is the lack of responsiveness and sustained engagement of the buyers or private players with producers, because of lack of compliance with requirements demanded by markets and small volumes and low production efficiency, leading to high transaction costs. . C. Proposed Development Objective(s) Development Objective(s) The proposed Project Development Objective (PDO) is to “promote rural enterprises, access to finance and employment opportunities in selected blocks of Tamil Nadu”. Project Location and beneficiaries: The project will be operational in 26 districts specifically focusing on 120 blocks, and 3994 village panchayats of Tamil Nadu. The project will work with a total of 432,000 targeted households that are already part of Self-Help Groups, out of which 325,000 households will be organized into Producer Collectives and Enterprise Groups. The project will support around 6620 individual enterprises and 80,000 youth (40,000 through convergence with existing flagship government skilling schemes and 40,000 through community-based skilling provision) and 600 entrepreneurs in project districts. Key Results The Key Performance Indicators (KPIs) are : - Percentage of enterprises (individual and collective) with ongoing operations after two years of project support; - Percentage of enterprises (individual and collective) supported by the project leveraging funds from financial institutions; - Project beneficiaries engaged in self or wage employment following training facilitated by the project (number); and - Project direct beneficiaries (number) of which percentage of female beneficiaries. . D. Project Description Given the complex set of challenges and issues that the earlier sectoral and institutional analyses inferred, it becomes imperative that the component design addresses multiple aspects in a sequential as well as crosscutting manner. Hence, the following combination of specific and intertwined strategies is proposed for implementation of project components. Integrated approach to rural enterprise promotion and development for rural wealth creation. The project will provide access to a comprehensive package of business development services, skills, and access to finance for emerging rural enterprises. The strategy to identify households to participate in the project is based on certain criteria, such as households that possess basic level of assets, resources, and skills so that they can be invested upon and enable income increases from value-added economic opportunities. Proactive measures will be instituted to ensure participation and representation of socially disadvantaged sections in the community in different phases of the project life cycle. Proactive emphasis on women entrepreneurs and women-led enterprises. In the project locations, inclusive analytical planning exercises that are matched with economic reality and potential sources of comparative advantage will be undertaken. Investment plans will be prepared by beneficiary communities to identify project activities and investments in key prioritized value-chain strengthening. Market-based enterprise promotion aligned with value-chain analysis. A value-chain analysis (VCA) will be conducted to deep dive into the prioritized commodities/subsectors and obtain a deeper understanding of the opportunities and challenges to develop strategies for enterprise promotion. As this is conceived as a transformative project, there will be many proposed strategies and processes that would require proof of concept before they can be scaled-up. Hence, the approach would be to pilot and learn before scaling-up. Focus on strategic skilling for achieving employment outcomes. Skills training approaches will be aligned to: investments made through other components of the project and use intervention strategies that target the youth (with a special focus on women) in accessing training provided by existing GoI schemes; develop and deliver training to build skills of service providers, entrepreneurs, and producer households in targeted value chains; and improve access to skills training in rural areas, by developing local village-level training of delivery capacity in sectors with local employment demand. Accelerate access to finance for various segments of MSEs and PCs. Provision of financial services to focus on establishing a better-working, and transparent approach for accessing financial services and also to mainstream Micro & Small Enterprises (MSE) and Producer Collectives (PC) lending through the financial sector, outside of GoI programs. Convergence and partnership approach for resource optimization and strategic alliances. Steps to institutionalize Memoranda of Understanding (MoUs) with ongoing programs will be undertaken to ensure that public resources and technical expertise are leveraged optimally. Similarly, strategic alliances with key stakeholders (public/private/research/academia/financial institutions/ CSR - Corporate Social Responsibility) will be forged to leverage expertise of partners to engage in specific win-win opportunities. Leverage best practices in the use of transformative potential of ICT to ensure inclusive access, greater convenience, enhanced efficiency, increased productivity, and sustained citizen engagements during all stages of the project. Component Structure and Description The project interventions are grouped into four main components: Component 1 – Rural Enterprise Ecosystem Development; Component 2 – Enterprise Business Plans Financing; Component 3 – Skills and Job Opportunities; and Component 4 – Project Management, Results Monitoring, and Implementation Support Systems. The individual components are summarized below: Component 1: Rural Enterprise Ecosystem Development This component seeks to create an enabling environment for promoting and strengthening enterprises and jobs in the target areas through identifying market and value-chain strengthening opportunities, supporting the development of favorable business conditions, and informing pathways to effective and efficient business enterprise development. Subcomponent 1.a: Inclusive Strategic Investment Analytics and Planning - This subcomponent will support a comprehensive and deeper understanding of the business ecosystem including agro-climatic and socioeconomic aspects in the project areas to contextualize project investments. The subcomponent will identify and prioritize sectors/subsectors/commodities for project interventions and investments through an inclusive strategy and value-chain analytical approach. Subcomponent 1.b: Enterprise Development Support Services - The objective of this subcomponent is to develop appropriate institutions and mechanisms for business development support services to enterprises in initiating, managing, and successfully running their businesses. This will support the PCs and enterprises under the project to: (a) scope enterprise promotion including business plan development; (b) bridge critical gaps in accessing business development services, technology, and skills; (c) acquire required legal licenses and formalities; and (d) secure finances. Subcomponent 1.c: Enterprise Promotion and Value Chain Strengthening and Partnerships - This subcomponent will promote individual and collective enterprises (including PCs) for prioritized sub- sectoral value-chain activities and enhance their capacity to engage with markets a nd other stakeholders effectively. Each of these enterprises will be supported to enhance production efficiency, establish a predictable inputs infrastructure, mobilize credit from financial institutions and converge with government schemes, and integrate with markets on profitable terms. Component 2: Enterprise Business Plans Financing The objective of this component is to promote economic activities of PCs and enterprises linked to value-chain opportunities. For identified business enterprises and business plans, the component will: (a) support enhanced financial access through matching grants via linkages with formal financial institutions, and (b) encourage and incubate transformational and innovative ideas through the scoping and piloting of innovations within and outside the project. Subcomponent 2.a: Facilitating Business Plan Financing - This subcomponent will facilitate access to finance for business plans of individual and group enterprises. The activities/instruments under this subcomponent will target beneficiaries of the project receiving support under other component/subcomponents of the project to ensure effectiveness of the ecosystem. The subcomponent will have Matching Grant Program as an enabling financial instrument, as well as capacity building, training, and technical assistance to the PFIs. Subcomponent 2.b: Innovation Promotion - This subcomponent will contribute to the design, promotion, and implementation of transformational ideas that use technology, innovation, and partnerships to tackle development challenges in Tamil Nadu. It will consist of the following interventions: (a) Tamil Nadu Rural Transformation Marketplace (TNRTM), which will create a platform to identify, showcase, and celebrate innovations related to themes that have the potential to impact rural economic growth in the state. (b) Pilot projects, under Induced Thematic Innovations, will focus on testing three concepts that are independent, yet consciously induced by the project, and are guided by global and national knowledge, experiences, and best practices. Component 3: Skills and Job Opportunities The objective of this component is to create: (a) sustainable wage and self-employment opportunities; (b) promote relevant skills for higher value agriculture; and (c) enable entrepreneurship through market responsive skills and entrepreneurship development. Subcomponent 3.a: Pre- and Post-Training Services to Enhance Employment Outcomes - The objective of this subcomponent is to enhance access to services and employment outcomes for youth from poor households by training provision through existing flagship Government skills training programs. This subcomponent will support provision of pre- and post-training services. Subcomponent 3.b: Community-Based Training and Skilling Provision - The objective of this subcomponent is to enhance access of target households to skills training in locally relevant subsectors. It will support Community Skills Schools, where local experts identified and capacitated through the project, will deliver training services at the village level, thereby, increasing access to such training for women and other marginalized groups. Subcomponent 3.c: Entrepreneurship Development - The objective of this subcomponent is to enhance the skills of three sets of actors – service providers, entrepreneurs, and producer households – in focus value chains, such as horticulture, leading to enhanced income and employment outcomes in these value chains. Component 4: Project Management, Results Monitoring, and Implementation Support Systems The objective of this component is to provide support services, develop management and monitoring systems, create delivery processes, and enhance staff capacity for effective and efficient implementation of project activities. This component is structured around three subcomponents which are: Subcomponent 4.a. Implementation Support Systems (human resources (HR), FM, Procurement, Safeguards, and ICT); Subcomponent 4.b – Monitoring, Evaluation, and Grievance Redressal; and Subcomponent 4.c – Knowledge, Communication, and Learning Systems. PHCOMP Component Name: Rural Enterprise Ecosystem Development Comments ( optional) PHCOMP Component Name: Enterprise Business Plans Financing Comments ( optional) PHCOMP Component Name: Skills and Job Opportunities Comments ( optional) PHCOMP Component Name: Project Management, Results Monitoring, and Implementation Support Systems Comments ( optional) E. Project location and Salient physical characteristics relevant to the safeguard analysis (if known) The project will be operational in 120 development blocks across 26 districts in Tamil Nadu covering a wide range of physical and environmental features. Tamil Nadu has a total geographical area of 130.33 lakh hectares, 36.2% of which was put to agricultural use with cropping intensity of 115%, 16.8% of which was used for non-agricultural purposes, 28.1% of fallow lands, 16.3% under forests and the remaining 8.9% of total land area was distributed between barren and unculturable lands, culturable waste lands, miscellaneous tree crops and permanent pastures and other grazing lands. The state has five national parks, fifteen wild life sanctuaries, fifteen bird sanctuaries and two conservation reserves. The state has a wetlands area of 9, 02,534 hectares including inland and coastal. The state is heavily dependent on monsoon rains, and monsoon failures typically result in acute water shortage and drought conditions. The state receives rains through both the North East and the South West monsoons, with relative contributions of 48 and 32 per cent respectively in the normal annual rainfall of about 908 mm. The groundwater development is reported more than 100 per cent in project districts - Salem, Krishnagiri, Tiruppur, Dindigul, Coimbatore, Vellore, Villupuram and Nagapattinam. The state has 7 agro climatic zones – North Eastern, North Western, Cauvery Delta Zone, Southern, High Rainfall Zone, Hilly and High Altitude zones. The 26 project districts are spread across 6 agro climatic zones except High Rainfall Zone. The project financing will result in interventions in the value chains and setting up of a considerable number of small/medium, micro or nano-enterprises based on a wide range of business ideas. The scope and scale of project activities are expected to have only moderate environmental impacts/footprint, and therefore, as per World Bank Operational Policy OP 4.01, this project is classified as Category B. . F. Environmental and Social Safeguards Specialists Anupam Joshi( GEN06 ) Ramachandran R. Mohan( GSU06 ) Varalakshmi Vemuru( GSU07 ) II. IMPLEMENTATION The project will be implemented by the Tamil Nadu Rural Transformation Society (TNRTS), which has been transformed and renamed from the earlier Tamil Nadu ‘Pudhu Vaazhvu’ Society responsible for implementing the TNEPRP (Pudhu Vaazhvu Project - PVP). To make the governance more robust, the bylaws and governance structure of the society has been reworked. The institutional arrangement for this project will be administered and managed through: 1) Governance structure: At the state level, the project will have a Steering Committee which will be under the chairpersonship of the Chief Secretary, GoTN, and comprise Principal Secretaries from other line departments which are aligned to the focus areas of the project. i.e. MSME, industries, labor and employment, agriculture, tourism, textiles, and handicrafts. 2) Project management and implementation structure: The implementation structure described in the following paragraphs follows the state, regional, district, and block level management, implementation, and monitoring arrangements. The implementation will be supported by the CPs at the cluster and village levels. The overall management and coordination will be the responsibility of the TNRTS. There is a State Project Management Unit (SPMU) set up at the state level, which is headed by a full-time Project Director and holds responsibility of implementation and monitoring of project interventions. The SPMU will work with the District Project Management Units (DPMUs) to implement the project in the field. The SPMU will have two units i) Project Implementation Unit that is directly responsible for the implementation of project interventions; and ii) Project Support Unit with functions that directly support project implementation units to enhance efficiency in program implementation. DPMUs in each project district will be setup that would be responsible for planning, implementation, and monitoring of project activities at the district level. In each of the project blocks, block teams will be placed to work with block level MaKaMais (BPMUs) for project implementation. DPMU will provide first level hand-holding support to CPs at the block and cluster levels. The most important entities for project implementation are community-level institutions. The previous project (i.e. PVP) has already invested in building SHG and their federations for over many years, which the TNRTP project would leverage upon. . III. SAFEGUARD POLICIES THAT MIGHT APPLY Safeguard Policies Triggered? Explanation (Optional) Environmental Assessment OP/BP Yes Project financing will result in the setting up 4.01 of a considerable number of value-chains and small/medium/micro or nano-enterprises. It will also foster strengthened production systems in existing small enterprises. There will be site-specific environmental impacts resulting from the emergence and operation of these enterprises. The project has conducted an Environmental Assessment which has identified potential adverse impacts and developed an Environmental and Social Management Framework (ESMF) for mitigating the same. Natural Habitats OP/BP 4.04 Yes This policy is triggered to understand the potential adverse impacts on natural habitats. The EA has identified potential implications and ESMF has addressed these by putting in place the required compliance and mitigation measures. Forests OP/BP 4.36 Yes This policy is triggered to address the impacts of certain value chain activities that involve NTFP. The EA has identified the key issues and ESMF has suggested compliance and mitigation measures for sustainable management of these resources. Pest Management OP 4.09 Yes This policy is triggered as the production enhancement interventions in value chain could lead to use of pesticides. ESMF presents a Pest Management Plan to address these potential impacts. Physical Cultural Resources OP/BP No No impacts on PCR is expected and no 4.11 excavations are planned. This policy is therefore not triggered. Indigenous Peoples OP/BP 4.10 Yes An expanded Social Assessment was undertaken by the project wherein the scheduled tribe population consists of plain tribes (who reside in the plains) and hill tribes who live largely in hilly and forested areas. The plain tribes though socially disadvantaged are comparable to the general population. It is the hill tribes who are more vulnerable and display many of the characteristics of indigenous people as defined in OP 4.10 (collective attachment to land and natural resources, distinct culture, customary institutions etc.) and hence are the focus group under OP 4.10. The Project has therefore prepared a Tribal Development Plan to ensure that tribal households participate and benefit from project interventions that are culturally appropriate and build on the assets, skills and resources unique to the tribal population targeted under TNRTP. Involuntary Resettlement OP/BP 4.12 No The project will not involve involuntary land acquisition under the eminent domain and hence this policy is not triggered. Lands required, if any, for the sub projects would be organized by beneficiary groups/enterprises through open market land purchase or leasing arrangements. A data base of all land transactions would be maintained and monitored for adverse impacts if any. Safety of Dams OP/BP 4.37 No The project will not involve construction, rehabilitation and/or reliance on dams. Projects on International Waterways No The project does not impact on international OP/BP 7.50 waterways. Projects in Disputed Areas OP/BP No No disputed areas are involved. 7.60 . IV. Key Safeguard Policy Issues and Their Management A. Summary of Key Safeguard Issues 1. Describe any safeguard issues and impacts associated with the proposed project. Identify and describe any potential large scale, significant and/or irreversible impacts: Given the limited scale and wider distribution of the investments across several blocks of the State, no potential large scale, significant and/or irreversible impacts are anticipated. The project investments could have adverse impacts on soil, water and biodiversity due to over use/extraction of these resources and use of agrochemicals. Use of chemical alternatives in enterprises and release of wastes from the enterprises could also lead to local impacts. 2. Describe any potential indirect and/or long term impacts due to anticipated future activities in the project area: Future activities could include expansion of the interventions, development of value chain and market related infrastructures etc. These anticipated activities due to their limited nature, are not likely to have any potential indirect and/or long term impacts. Moreover, with expansion and scaling up of successful activities, the provisions for mitigation actions will also be expanded and scaled up. 3. Describe any project alternatives (if relevant) considered to help avoid or minimize adverse impacts. The alternative of promoting environmental sustainability of green interventions/enterprises was considered and accepted. This will be through promoting use of green energy, waste recycling and water efficiency. 4. Describe measures taken by the borrower to address safeguard policy issues. Provide an assessment of borrower capacity to plan and implement the measures described. The borrower has completed the Environmental Assessment and prepared an Environment and Social Management Framework. The EA presents the baseline, the negative list, legal and regulatory framework, etc. ESMF provides criteria for screening and categorization, list of potential impacts and their mitigation measures and an implementation plan along with tentative budget. The Rural Development and Panchayat Raj Department, GoTN has been implementing the Bank supported projects - Tamil Nadu Empowerment and Poverty Reduction Project (TNEPRP), National Rural Livelihoods Mission (NRLM), Tamil Nadu Integrated Agriculture Modernization and Water bodies Restoration and Management (TNIAMWARM) etc. TNPVS (now restructured and renamed as TNRTS) had implemented good environmental management practices such as – organic farming, fodder cultivation, water and sanitation, integration of environment management guidelines into micro enterprises etc. The existing team has adequate capacity and these capacities would be further enhanced through the appointment of an environment safeguard specialist and consultants for green interventions. Capacity building of the project teams on environmental safeguards is planned under ESMF for effective integration of safeguards and greening aspects into project interventions. The project has prepared an extensive Social Assessment and a Tribal Development Plan which would ensure attention to social issues as well as to ensure the tribal population in the project areas participate and benefit from the project. A Social Safeguards Specialist who would also be a Tribal Development Specialist would be responsible to ensure the implementation of the TDP but also ensure the maintenance of the database on land transactions and any adverse impacts monitored. Necessary capacity enhancement measures will be undertaken. 5. Identify the key stakeholders and describe the mechanisms for consultation and disclosure on safeguard policies, with an emphasis on potentially affected people. The key stakeholders include entrepreneurs, farmers (small and marginal), and tribal communities dependent on forest. The first round of stakeholder consultations were carried out during the Environment Assessment to elicit the views of the stakeholders on the key environmental issues in different sectors and solutions/best practices. The draft EA and ESMF reports were disclosed on the project website and a disclosure workshop was conducted to share the key findings of the EA and the proposed arrangements (ESMF) with the stakeholders. The documents were finalized after integrating the relevant suggestions from the stakeholders. The final documents of EA and ESMF were disclosed in-country and at the Infoshop. The SA and TDP were prepared based on extensive field level consultations. The project undertook disclosure workshops to share the findings of the TDP and the proposed implementation arrangements. The finalized and cleared TDP has been disclosed in-country and at the infoshop. . B. Disclosure Requirements Environmental Assessment/Audit/Management Plan/OtherPHEnvDelete Date of receipt by the Bank 28-Apr-2017 Date of submission to InfoShop 12-Jun-2017 For category A projects, date of distributing the Executive Summary of the EA to the Executive Directors "In country" Disclosure Indigenous Peoples Development Plan/FrameworkPHIndDelete Date of receipt by the Bank 28-Apr-2017 Date of submission to InfoShop 18-May-2017 "In country" Disclosure Pest Management PlanPHPestDelete Was the document disclosed prior to appraisal? Yes Date of receipt by the Bank 28-Apr-2017 Date of submission to InfoShop 12-Jun-2017 "In country" Disclosure If the project triggers the Pest Management and/or Physical Cultural Resources policies, the respective issues are to be addressed and disclosed as part of the Environmental Assessment/Audit/or EMP. If in-country disclosure of any of the above documents is not expected, please explain why:: n/a . C. Compliance Monitoring Indicators at the Corporate Level PHCompliance OP/BP/GP 4.01 - Environment Assessment Does the project require a stand-alone EA Yes [X] No [] NA [] (including EMP) report? If yes, then did the Regional Environment Unit or Practice Manager (PM) review and approve Yes [X] No [] NA [] the EA report? Are the cost and the accountabilities for the Yes [X] No [] NA [] EMP incorporated in the credit/loan? PHCompliance OP/BP 4.04 - Natural Habitats Would the project result in any significant conversion or degradation of critical natural Yes [] No [X] NA [] habitats? If the project would result in significant conversion or degradation of other (non-critical) Yes [] No [] NA [X] natural habitats, does the project include mitigation measures acceptable to the Bank? PHCompliance OP 4.09 - Pest Management Does the EA adequately address the pest Yes [X] No [] NA [] management issues? Is a separate PMP required? Yes [] No [X] NA [] If yes, has the PMP been reviewed and approved by a safeguards specialist or PM? Are PMP requirements included in project Yes [] No [] NA [X] design?If yes, does the project team include a Pest Management Specialist? PHCompliance OP/BP 4.10 - Indigenous Peoples Has a separate Indigenous Peoples Plan/Planning Framework (as appropriate) been Yes [X] No [] NA [] prepared in consultation with affected Indigenous Peoples? If yes, then did the Regional unit responsible for safeguards or Practice Manager review the Yes [X] No [] NA [] plan? If the whole project is designed to benefit IP, has the design been reviewed and approved by Yes [X] No [] NA [] the Regional Social Development Unit or Practice Manager? PHCompliance OP/BP 4.36 - Forests Has the sector-wide analysis of policy and institutional issues and constraints been carried Yes [] No [] NA [X] out? Does the project design include satisfactory Yes [] No [] NA [X] measures to overcome these constraints? Does the project finance commercial harvesting, and if so, does it include provisions Yes [] No [] NA [X] for certification system? PHCompliance The World Bank Policy on Disclosure of Information Have relevant safeguard policies documents Yes [X] No [] NA [] been sent to the World Bank's Infoshop? Have relevant documents been disclosed in- country in a public place in a form and language Yes [X] No [] NA [] that are understandable and accessible to project-affected groups and local NGOs? PHCompliance All Safeguard Policies Have satisfactory calendar, budget and clear institutional responsibilities been prepared for Yes [X] No [] NA [] the implementation of measures related to safeguard policies? Have costs related to safeguard policy measures Yes [X] No [] NA [] been included in the project cost? Does the Monitoring and Evaluation system of the project include the monitoring of safeguard Yes [X] No [] NA [] impacts and measures related to safeguard policies? Have satisfactory implementation arrangements been agreed with the borrower and the same Yes [X] No [] NA [] been adequately reflected in the project legal documents? V. Contact point World Bank PHWB Contact:Samik Sundar Das Title:Senior Rural Development Speci PHWB Contact:Izabela Leao . Title:Rural Development Specialist . Borrower/Client/Recipient PHBorr Name:Department of Economic Affairs, Govt. of India Contact:Rishikesh Singh Title:Director (MI) . Email:rishikesh.singh74@nic.in . . Implementing Agencies PHIMP Name:Department of Rural Development, Government of Tamil Nadu Contact:Hans Raj Verma Title:Principal Secretary . Email:ruralsec@gov.tn.in . . VI. For more information contact: . The World Bank 1818 H Street, NW Washington, D.C. 20433 Telephone: (202) 473-1000 Web: http://www.worldbank.org/projects VII. Approval Task Team Leader(s): Name:Samik Sundar Das,Izabela Leao Approved By: PHTransf Practice Manager: Name: Shobha Shetty (PMGR) Date: 29-Jun-2017 Country Director: Name: Hisham A. Abdo Kahin (CD) Date: 30-Jun-2017