SFG3547 Community Led Landscape Management Program SOCIAL MANAGEMENT FRAMEWORK Meghalaya Institute of Governance SHILLONG | 1 Meghalaya Institute of Governance (MIG) Lumpyngad Cottage, Bishop Cotton Road, Shillong - 793001 Phone No.: 0364 -2505977, Email: mi gshillong@gmail.com 2 Researchers: Anjali Pandey BilorisMalngiang IbakordorDohling Naphisha B. Kharkongor PrabhakarBoro Racheal Dkhar SpainlangLyngdoh - Shillong, February, 2017 3 Contents List of Abbreviations and Acronyms ......................................................................................... 8 List of Tables ........................................................................................................................... 10 List of Figures .......................................................................................................................... 12 Chapter 1: Introduction ............................................................................................................ 13 Overview of Meghalaya ....................................................................................................... 13 Project Context..................................................................................................................... 13 Project Development Objectives.......................................................................................... 15 Project Components and Activities ...................................................................................... 15 Project Implementation Areas.............................................................................................. 18 Need for Social Assessment................................................................................................. 20 Social Assessment Methodology ......................................................................................... 21 Organization of the Report................................................................................................... 25 Chapter 2: Socio-Economic Baseline ...................................... Error! Bookmark not defined. Overview of Socio-Cultural and Demographic Features of Meghalaya ... Error! Bookmark not defined. Tribes of Meghalaya ........................................................ Error! Bookmark not defined. Demographic profile ........................................................ Error! Bookmark not defined. Religion ............................................................................ Error! Bookmark not defined. Education ......................................................................... Error! Bookmark not defined. Literacy Level .................................................................. Error! Bookmark not defined. Health: .............................................................................. Error! Bookmark not defined. Livelihood: ....................................................................... Error! Bookmark not defined. Status of Women .................................................................. Error! Bookmark not defined. Natural Resources and Dependence..................................... Error! Bookmark not defined. Region-Wise Natural Distribution of Natural Resources .... Error! Bookmark not defined. Chapter 3: Formal and Traditional Regulatory Framework Assessment................................. 51 Applicable World Bank Policies .......................................................................................... 51 Formal Laws and Policies for Natural Resources ................ Error! Bookmark not defined. Land ................................................................................. Error! Bookmark not defined. Water ................................................................................ Error! Bookmark not defined. Forest................................................................................ Error! Bookmark not defined. Traditional Norms for Natural Resource Management in Meghalaya Error! Bookmark not defined. Stakeholder Mapping ....................................................... Error! Bookmark not defined. Mapping of Practices of Benefit Sharing, Ownership, Management -Land .............Error! Bookmark not defined. 4 Mapping of Practices of Benefit Sharing, Ownership, Management - Forests ........Error! Bookmark not defined. Mapping of Practices of Benefit Sharing, Ownership, Management – Water..............Error! Bookmark not defined. Existing Institutions, Strengths and Weaknesses to Manage Social Development Aspects .............................................................................................. Error! Bookmark not defined. Meghalaya Basin Development Authority....................... Error! Bookmark not defined. Autonomous District Councils ......................................... Error! Bookmark not defined. Grassroots Institutions ..................................................... Error! Bookmark not defined. Chapter 4: Stakeholder Assessment ......................................................................................... 79 Key Stakeholders ................................................................................................................. 79 Details of Consultations (Field Level and Workshops) ....................................................... 80 State Level Workshop ...................................................................................................... 81 Village level Consultation................................................................................................ 81 Chapter 5: Implementation Arrangements ............................................................................... 87 Project Governance .............................................................................................................. 88 Project Governance Structure .......................................................................................... 88 Project Management Structure ............................................................................................. 90 Structure of SPMU ........................................................................................................... 92 District Project Management Units .................................................................................. 94 BPMU Structure (CLLMP).............................................................................................. 96 Village Project Management Unit ................................................................................... 96 Chapter 6: Anticipated Impacts/Risks and Mitigation Strategy .............................................. 98 Anticipated Social Benefits, Risks, and Mitigation Strategies ............................................ 98 Chapter 7: Social Management Framework .......................................................................... 106 Rationale and Objective ..................................................................................................... 106 Purpose........................................................................................................................... 106 Principles........................................................................................................................ 106 Screening for Adverse Impacts ...................................................................................... 106 Indigenous People’s Development Plan ............................................................................ 107 Gender Strategy ................................................................................................................. 108 Labor Standard Plan ........................................................................................................... 114 Key aspects of the Labor Standard Strategy .................................................................. 114 Social Management Plan.................................................................................................... 116 Chapter 8: Communication and Consultation Plan................................................................ 120 Communication Framework for Participatory Planning and Implementation ................... 120 Communication Plan.......................................................................................................... 120 Consultation Plan ............................................................................................................... 121 5 Communication and Consultation Plan at SPMU.......................................................... 121 Communication Plan at the DPMU ............................................................................... 122 Communication Plan at the BPMU................................................................................ 122 Chapter 9: Social Accountability Mechanisms ...................................................................... 126 Introduction ........................................................................................................................ 126 Citizens’ Feedback Mechanism for Stakeholders .............................................................. 126 Social Audit Manual for Beneficiaries .............................................................................. 126 Chapter 10: Grievance Redress Mechanism .......................................................................... 130 Village level ....................................................................................................................... 130 Block level ......................................................................................................................... 130 District level ....................................................................................................................... 130 State level ........................................................................................................................... 130 State Project Management Unit ..................................................................................... 130 Court of Law .................................................................................................................. 131 The NGOs/CBOs ........................................................................................................... 131 World Bank Grievance Redressal System ......................................................................... 131 Revision/Modification of SMF .......................................................................................... 132 Chapter 11: Monitoring and Evaluation System .................................................................... 133 Social Monitoring Plan ........................................................ 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Chapter 12: Capacity Building Plan ...................................................................................... 138 Identification of Stakeholders for Capacity Building ........................................................ 138 Content of Capacity Building ............................................................................................ 138 Timeline for Capacity Building ......................................................................................... 138 Pre Planning Stage ......................................................................................................... 138 Planning ......................................................................................................................... 138 Implementation Phase .................................................................................................... 139 Chapter 13: Budget .................................................................. Error! Bookmark not defined. Annexure 1: Attendance Sheet Chandigre (Day 1)................................................................ 143 6 Annexure 2: Attendance Sheet Chandigre (Day 2)................................................................ 145 Annexure 3: Attendance Sheet Kut........................................................................................ 147 Annexure 4: Attendance Sheet Marngar Nongagang ............................................................ 149 Annexure 5: Attendance Sheet Mawlyndep .......................................................................... 152 Annexure 6: Attendance Sheet Mihmyntdu ........................................................................... 153 Annexure 7: Attendance Sheet Mokhaialong ........................................................................ 155 Annexure 8: Attendance Sheet Nongkhrah............................................................................ 156 Annexure 9: Attendance Sheet Nongtalang Mission ............................................................. 158 Annexure 10:Attendance Sheet Rongjeng Sangma ............................................................... 160 Annexure 11: Attendance Sheet Sohmylleng ........................................................................ 162 Annexure 12: Attendance Sheet Tarapara ............................................................................. 163 Annexure 13: Attendance Sheet Pdengshkap ........................................................................ 168 Annexure 14: Attendance Sheet Umtyngngar ....................................................................... 171 7 List of Abbreviations and Acronyms ADC - Autonomous District Council AH&V - Animal Husbandry & Veterinary Department APD - Additional Project Director BDU - Block Development Unit BPMU - Block Project Management Unit C&RD - Community & Rural Development Department CBO - Civil Body Organisation CHC - Community Health Centre CLLMP - Community Led Landscape Management Program DBDU - District Basin Development Units DC - District Commissioner/Collector DIPR - Directorate of Information and Public Relations DM - District Magistrate DPM - District Project Manager DPMU - District Project Management Unit E & CT - Employment & Craftsman Training GDI - Gender Development Index GDP - Gross Domestic Product GHADC - Garo Hills Autonomous District Council GOI - Government of India GOM - Government of Meghalaya HDI - Human Development Index IBDLP - Integrated Basin Development Programme IPDP - Indigenous People’s Development Plan IVDP - Integrated Village Development Plan JHADC - Jaintia Hills Autonomous District Council KHADC - Khasi Hills Autonomous District Council KII - Key Informant Interview KM - Knowledge Management KSD - Knowledge Services Division LAMP - Livelihoods and Access to Markets Program LPG - Liquid Petroleum Gas M&E - Monitoring & Evaluation MBDA - Meghalaya Basin Development Authority MBMA - Meghalaya Basin Management Authority MIE - Meghalaya Institute of Entrepreneurship MIG - Meghalaya Institute of Governance MINR - Meghalaya Institute of Natural Resource MIS - Management Information Systems MoU - Memorandum of Understanding MSSAT - Meghalaya Society for Social Audit and Transparency MTA - Multi Tasking Assistant NEC - North Eastern Council NESAC - North Eastern Space Applications Centre NGO - Non-Government Organisation NGT - National Green Tribunal NIC - National Informatics Centre NPO - Non-Profit Organisation 8 NRM - Natural Resource Management NSS - National Sample Survey OSD - Officer on Special Duty PDO - Project Development Objective PHC - Primary Health Centre PHE - Public Health Engineering PHFI - Public Health Foundation of India PIA - Project Implementing Agency PIU - Project Implementation Unit PMU - Project Management Unit PRA - Participatory Rural Appraisal PSC - Project Steering Committee S&WCD - Soil and Water Conservation Department SIRD - State Institute of Rural Development SMF - Social Management Framework SMR - Small Multiple Reservoirs SPMU - State Project Management Unit SRES - State Rural Employment Society TI - Traditional Institution VPMU - Village Project Management Unit 9 List of Tables Table 1 Summary of Consultation with Primary Villages ....................................................... 16 Table 2 Status of watershed covered ....................................... 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Table 3 Dates of Consultation with Villages ........................................................................... 21 Table 4 Selection of Villages Based on Issues Prevailing on Land Water and Forest ............ 24 Table 5 Population Break-Down of Meghalaya ...................................................................... 27 Table 6 District Wise Population Break -Up ........................................................................... 27 Table 7 Demographic Profile from Villages Surveyed ............................................................ 28 Table 8 Religious Representation in Districts ......................................................................... 29 Table 9 Educational Institutes Present in the State .................................................................. 30 Table 10 Region-Wise Educational Infrastructure and Literacy Rate ..................................... 30 Table 11 Literacy Rate among Major ST Groups .................................................................... 30 Table 12 Literacy level of Respondents................................................................................... 31 Table 13 Health Profile of Meghalaya State as compared to India ......................................... 32 Table 14 Health Institutions present in the state ...................................................................... 32 Table 15 Health Infrastructure in the Villages Surveyed......................................................... 33 Table 16 Horticulture: Area and Production of Horticulture Crops-2012-13......................... 34 Table 17 Livestock Population: (as per 2012) and Growth Rate as compared to 2007 census .................................................................................................................................................. 34 Table 18 Fish Seed Distribution: District Wise ...................................................................... 35 Table 19 Estimated Reserves of Minerals in Meghalaya........................................................ 36 Table 20: Tourist Spots in Meghalaya ..................................................................................... 37 Table 21 Tourists Visiting Meghalaya .................................................................................... 37 Table 22 Numbers of Sericulture Villages and Families engaged in Sericulture ................... 38 Table 23 Employment in Registered Small Scale Industries .................................................. 38 Table 24 Poverty Incidence of Meghalaya .............................. 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Livelihood Pattern in Villages Surveyed ................................................................. 39 Table 26 Gender Work Participation Rates in Meghalaya ...................................................... 41 Table 27 Gender -wise occupational status from primary data in different regions ................ 41 Table 28 State-wise Labour Force Participation Rate (per 1000) for persons aged 15 years & above ........................................................................................................................................ 42 Table 29 Percentage Distribution of Main Workers in Rural Meghalaya ............................... 43 Table 30 District Wise Land Use Classification ...................................................................... 44 Table 31 Year wise Forest Cover............................................................................................. 44 Table 32 Khasi Hills Natural Resource Distribution ............................................................... 46 Table 33 Jaintia Hills Natural Resource Distribution .............................................................. 47 Table 34 Garo Hills Natural Resource Distribution ................................................................ 48 Table 35 Summary of key social issues emerging from the baseline survey and implications for SMF. ................................................................................................................................... 49 Table 36– Safeguard policies and their applicability to the project......................................... 51 Table 37 – Formal laws and policies pertaining to land and their applicability to the project 53 Table 38 – Formal Laws and Policies pertaining to Water and their applicability to the project .................................................................................................................................................. 58 Table 39– Formal Laws and Policies pertaining to Forest and their applicability to the project .................................................................................................................................................. 60 Table 40 Traditional Classification of Land in Garo Hills ...................................................... 67 Table 41 Classification of Land in the Jaintia Hills ................................................................. 67 Table 42 Type of Ri Raid in the Khasi Hills ........................................................................... 68 Table 43 Type of RiKynti (Private Property) .......................................................................... 70 Table 44 Type of Forests in Meghalaya .................................................................................. 72 10 Table 45 Government Forests under ADCs ............................................................................. 74 Table 46 Key Stakeholders ...................................................................................................... 79 Table 47 Summary of Consultation with Primary Villages ..................................................... 81 Table 41 Project Operations - Sub Committee ........................ 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Table 49 Anticipated Impacts from CLLMP ........................................................................... 99 Table 50 Gender Action Plan ................................................................................................. 110 Table 51 Social Management Plan ........................................................................................ 116 Table 45 Communication and Consultation Plan of CLLMP ................................................ 122 Table 46 Social Accountability Mechanism .......................................................................... 128 Table 47 Capacity building and training plan for social safeguards ...................................... 140 Table 48Adoption of Information Technology for M&E ...................................................... 135 Table 50 Capacity building and training plan ........................................................................ 139 Table 51 CLLMP Budget......................................................... Error! Bookmark not defined. 11 List of Figures Figure 1Map of Meghalaya, Survey of India, 2009 ................................................................. 13 Figure 3. Public Consultation in Nongtalang Mission village, West Jaintia Hills District ..... 22 Figure 4 Paddy cultivation in Marngar village, Ri Bhoi District ............................................. 24 Figure 4 Initiative of CORP (Confederation of RiBhoi People) in Marngar Village, RiBhoi District...................................................................................................................................... 77 Figure 6 PRA Exercise in Mihmyntdu Village, West Jaintia Hills District ............................ 81 Figure 7 Institutional Arrangement of CLLMP ....................... Error! Bookmark not defined. Figure 8 Project Management Structure .................................. Error! Bookmark not defined. Figure 9 State Project Management Unit (SPMU) .................................................................. 92 Figure 10 District Project Management Unit ........................................................................... 95 Figure 11 Block Project Management Unit ............................. Error! Bookmark not defined. Figure 16 Complaint handling mechanisms .......................................................................... 131 Figure 13 M&E structure at HO ............................................................................................ 134 Figure 14 Planning for following year ................................................................................... 137 12 Chapter 1: Introduction Overview of Meghalaya Figure 1Map of Meghalaya, Survey of India, 2009 Once, a part of Assam, the state of Meghalaya gained statehood in 1972. It was initially composed of two districts the United Khasi-Jaintia Hills and the Garo Hills District, the state is now an amalgam of 11 separate districts1. The state is bounded on the north, east and west by Assam and on the south by Bangladesh. 86 percent of the state’s population constitutes primarily of three major tribes, that is, Khasi, Garo and Jaintia (and their sub-tribes and other minor tribes) - all consisting of 17 Scheduled Tribe groups. Meghalaya has diverse communities that are interwoven into three main cultures by generations of norms, beliefs, practices influencing their uniqueness in their vernacular, lifestyles as well as practices for natural resource management. Project Context The uniqueness of each tribe across Meghalaya, along with the unique topographies across the state, is expected to have its implications on how the proposed Meghalaya Community Led Landscapes Management Project (CLLMP) is designed. Rural communities in Meghalaya depend heavily on forests and community lands for livelihoods, food and medicine. A significant proportion of the rural population carries out jhum (shifting cultivation) which is a direct cause of forest loss and degradation in the short term. However, the Khasi, Garo and Jaintia tribes who call this region home have had a long history of sophisticated management of these lands and a spiritual connection with the land and its 1 th In 6 August 2012 the newest district of South West Garo Hills was created. The eleven districts are East Khasi Hills, West Khasi Hills, South West Khasi Hills, West Jaintia Hills, East Jaintia Hills, RiBhoi District, West Garo Hills, East Garo Hills, South Garo Hills, North Garo Hills and South West Garo Hills District. 13 diversity, displayed in their traditions and customs. This legacy of community management is recognized in the Sixth Schedule of the Constitution which vests the rights over forests, jhum and water resources with Autonomous District Councils (ADCs) in the state. A deep understanding of the traditional landscape management pertaining to each tribe is therefore essential to ensure that the proposed project interventions adequately leverage and are aligned with the traditional practices, rendering them adaptable and sustainable in the long run. The ADCs in Meghalaya are the constitutionally mandated middle layer of governance created to give greater autonomy to tribal societies and serve as a link between the formal state government structures and traditional tribal institutions. As per the Sixth Schedule of the Constitution, the ADCs have legislative, executive and judiciary functions which include, among others, the power to make laws with respect to forests, other than reserved forests; to set aside and allocate land for jhum (shifting cultivation) and, to collect taxes and user fees for water resources within their district. The ADCs are empowered to oversee nearly 90% of the state forest land and both community and private, while the state Forest Department manages the remaining 10%. However, there has been little investment in forest landscapes under ADC management over the years. The overlay of state government policies with the roles of ADCs and traditional village headmen points to some degree of overlap in roles at the district level and below, and the gradual weakening of ADCs as agents of development. With limited funding and lack of technical resources the ADCs are constrained to invest in planning and management of forest landscapes to realize their potential. On the other hand, ADCs have been allocating lands for mining, agriculture and others purposes to private owners raising concerns of transparency and good governance. Absent appropriate incentives and capacity for long term management, mining and other non-forest uses, which are commonly seen as the options for short term returns, threaten the vital ecosystem services and natural assets that are essential for inclusive growth and better livelihoods over the long term. Restoration and management of the resource base can be a driver for sustainable rural development. Meghalaya still has high (77 percent) forest cover2, 90 percent3 of which is under community or private management. Communities can manage these landscapes for multiple short, medium and long term benefits as avenues for alternative livelihood and income streams, without depleting the resource base. With respect to water and soil conservation, the state government is in the process of implementing a water policy which would address issues relating to protection, preservation and conservation of the water bodies. For these programs to succeed, however, it is critical to invest in and the sustainable management of landscapes, which requires that communities and ADCs as representatives of communities are strengthened and empowered to work in collaboration with state government institutions. The Government of Meghalaya’s multi-pronged flagship ‘Integrated Basin Development & Livelihood Promotion Programme (IBDLP)’ is making efforts in this direction. The program focuses on poverty alleviation, employment generation and livelihood promotion. It has nine focal areas in agriculture, water and natural resource management to bring new knowledge and skills which empower communities to make the best use of the natural resources through the value chain. Key thrust areas of the IBDLP related to water and land management are 2 Forest Survey of India State of the Forest Report, 2015, Accessed from http://fsi.nic.nic/details.php?php?pgID=sb 3 BK Tiwari, H Tynsong and MB Lynser Forest Management Practices of the Tribal People of Meghalaya, North East India, Journal of Tropical Forest Science,2010, 22 (3), p. 329 14 creation of Small Multipurpose Reservoirs (SMRs) and Integrated Natural Resource Management. The proposed CLLMP supports the overarching objectives of the IBDLP. It aims to strengthen community leadership in natural resource management by investing in institutional capacity and implementation of landscape level management plans. Community institutions at the village and district levels will be offered technical assistance, skill-development and financial resources to enable them to take informed decisions. Landscape level management plans will be implemented and will provide links to value chains where possible through the IBDLP and the Livelihoods and Access to Markets Project (LAMP) activities. The proposed project will be based on the principles of community leadership in decision-making, transparent information flows, respect for local culture and traditions, enhancing gender equity and sustainable management of resources. Project Development Objectives The project development objective (PDO) of CLLMP is to strengthen community-led natural resources management with landscape approach in the state of Meghalaya. Project Components and Activities The capacity building and landscape level planning for the project will be carried out state- wide while implementation of these plans will be in prioritized landscapes and may be rolled out phase wise. The MBDA will facilitate community-led planning by providing support, technical inputs and funding. The participation of the target communities in project design and implementation will be central to project delivery. A community4 led plan would be based on natural units where management efforts by a single or multiple communities and jurisdictions can promote increased ecosystem management and services. The community will be engaged at the very early stage of project planning right from resource mapping, socio-economic data collection, land use and management planning, project design and monitoring. This is particularly important to understand the on-ground situation about land entitlements. Even though Meghalaya has a matrilineal society, whereby, the youngest daughter of the family is the “custodian� of the property, it does not necessarily translate into empowering them to take decisions over management of the resource. The project will support capacity building of women for their effective participation and equal opportunities for leadership and enhance their collective decision making in natural resource management. The project will foster collaboration between ADCs, traditional village leaders, women, youth in program planning and implementation and, build on MBDA’s experience on community led design of investments. The target population are communities’ dependent on natural resources, especially low income households engaged in jhum cultivation, charcoal burning and wood fuel burning, grazing, mining and quarrying. The project also aims to touch on government planners, 4 A community in this situation would be defined and recognized as an homogenous group (who may be living closely together) with common interest and has the rights on the same or adjacent agricultural, forest or other lands and can act together, A community could also be an interest group or association. 15 policy makes and technical staff involved in the Integrated Basin Management and Livelihood Programs. The main components of the project are as follows: Table 1 Main component, Objective and Sub Components & Planned Activities of the project Component Objective Sub-Components and Planned Activities Component 1: Strengthening NRM Sub-Component 1A: Centre for Traditional Strengthening knowledge of Knowledge, Grassroots Innovation and Knowledge and communities, ADCs, Communications Capacity for traditional institution Activities undertaken as part of the centre will sustainable and other stakeholders include: NRM for improved NRM i) Participatory documentation and with landscape exchange of traditional knowledge approach. It will ii) Promoting grassroots innovation include participatory iii) Undertaking project-related documentation of publications, videos, radio traditional knowledge; programmes, case-studies, information development of kits etc. in English and local languages knowledge including preparation of training management strategy; material for project implementation. and development of e- The Community Implementation platform and website Manual will be developed for exchange of knowledge. Sub-Component 1B: Meghalaya Institute for Natural Resource Management The Meghalaya Institute for Natural Resource Management (MINRM) will be strengthened to i) Build capacity of the stakeholders ii) Undertake NRM related studies iii) Work on climate change adaptation and mitigation. Sub Component 1C: Centre for Geo-spatial Technologies and GIS GIS technology provides a platform where all data/ information products relating to development, governance, project design, planning, monitoring etc. can be tagged with geospatial identifiers and represented in Geographic Information Systems. A detailed GIS strategy will be developed and implemented under CLLM Project involving:  Community Level Outreach Network  Capacity Building  Map Publishing support Sub-Component 1D: Management 16 Component Objective Sub-Components and Planned Activities Information System MIS structure, indicators and information flow will be designed along with defining the information requirement from institutions/stakeholders. The MIS based performance tracking system is an important management tool that will be used to track implementation progress and other aspects of the IBDLP including CLLM-Project at select intervals. Component 2: The CLLMP will be Sub-component 2A: Preparation of Planning and implemented in about Community landscape plans: The CLLMP Implementation 140 villages located in Community Operations Manual will provide a of Community the critical (degraded) detailed guidance on preparation of landscape Natural landscapes where plans. Communities, with the help of project Resource communities will facilitating teams (subject matter specialists) at Management develop and block level and village level facilitators will Plans implement landscape prepare plans which will allow communities to based natural resource (i) optimize synergies between programs and management plans funding streams; (ii) plan holistically rather with funding from the than be program/ scheme-driven to meet CLLMP and technical targets; and, (iii) take a leadership role for the assistance from block management of natural resources under their level technical stewardship. Plan preparation will be preceded specialists and village by community mobilization and selection of an level facilitators. executive committee within the village to Preparation of coordinate and manage the process on behalf community landscape of the village council. Training and capacity plans will be carried building will be embedded into the planning out in critical process. The process will be further enhanced (degraded) landscapes with communities receiving support in the use covering about 140 of latest geo-spatial tools for planning and villages. monitoring. During development of these plans communities will identify the leading causes of degradation of natural resources in their area and agree on actions to address those and capitalize on new opportunities and on trade- offs. Sub-component 2B: Implementation of community landscape plans: Implementation of plans will be in a phased manner, agreed with the District Project Management Units. Communities will first implement agreed first phase activities in their plan and graduate to the next phase of financing if implementation meets agreed criteria. This approach is meant to incentivize access to funds by the communities. Criteria for assessing successful 17 Component Objective Sub-Components and Planned Activities implementation will be agreed with communities during preparation and communities will carry out assessment of plan implementation for their peers. Communities will receive technical assistance during implementation from block facilitation team (demonstrators) appointed from various Government Departments concerned of the Block Project Management Units and also from technical experts empaneled and appointed from market by DPMU. in addition to non-governmental organizations appointed as part of IBDLP. Interventions in each village will be decided by the community. However, interventions may broadly address: (i) Soil and water conservation measures; (ii) land reclamation measures such as land levelling, field contour terracing, de-siltation of village ponds, bunding etc.; (iii) water management, development and implementation spring shed management plans to reduce losses through run-off; (iv) afforestation and regeneration of natural forests; and, (v) rehabilitation of lands affected by shifting cultivation and mining. Component 3. This component will The CLLM-Project will be governed and Project strengthen the key managed under overall umbrella of the CLLM- Management institution responsible Programme governance and management and for project structure at the State, district and block level. Governance – implementation units At the village level both the Programme and Institutional at the state, district the WB assisted Project will follow the same Structure and block and model. This would encourage synergy and community level and mutual learning between the Project and the enhance their Programme. technical capacity to facilitate the community to manage the project. Project Implementation Areas Natural resources viz., forests and bio-diversity, water sources and soils in Meghalaya are in high state of degradation due anthropogenic and climatic factors. Meghalaya has 35 watershed and 179 sub watersheds. North East Space Application Centre (NESAC) has classified landscapes in Meghalaya as (i) most critical (very high priority), (ii) moderately critical (high priority), and (iii) low priority areas based on vegetation index, slope and soil 18 brightness index. GIS analysis of all three input layers show that 1427.31 sq.km. area is very highly vulnerable whereas 8891.86 sq.km area is highly vulnerable to soil erosion. The state has 10993 sq.km area which is moderately vulnerable to soil erosion. Based on vulnerability of sub watersheds to soil erosion it is found that that 30 sub watersheds have very high priority, 29 sub watersheds have high priority for conservation measures. The state has 77 medium priority sub watersheds. 43 number of sub watersheds deserve low or very low priority for any conservation measure. East Khasi Hills district of Meghalaya has maximum number 13 sub watersheds of very high priority followed by West Khasi Hills district (No.9) and then Jaintia hills with 3 sub watersheds which need very high priority. Table 2 List of highly vulnerable landscapes (NESAC) Low vegetation 3B1C2a, 3B1C2b, 3B2A4a, 3C1B2a, 3C1B2m, 761.23 Sq. Km* cover and poor soil 3C1B2n, 3C1B2o, 3C1B2p, 3C1B2q, 3C1B2t, conditions 3C1B4f, 3C1B4g, 3C1B5d, 3C1B5e, 3C1C2f, 3C1C3d High slope 3C1B2g, 3C1B4d, 3C1B4e, 3C1B4b, 3C1B5b, 475.77 Sq. km* 3C1B5c, 3C1C2b, 3C1C3c, 3C1C2e and 3C1C2d Only poor soil 3B2C5e, 3B1A1b, 3B1A1c and 3C1A2i 190.31 Sq. km* conditions Total very critical landscapes 1427.31 Sq. km *Area proportionate to number of very high vulnerable watersheds. Total area of Meghalaya Sq. Km 22720 Number of villages in Meghalaya Nos. 6026 Average gross area per village Sq. Km 3.77 Number of villages under CLLM Project Nos. 140 Gross area under CLLM Project Sq. Km 527.85 Net area per village Sq. Km 1.13 Net area under CLLM Project Sq. Km 158.20 Spring-shed development Nos. 140 Soil and water conservation measures including spring shed development, rehabilitation of shifting cultivation, improvement of vegetation cover, community forestry (culturable wastelands) Sq. Km 91.43 Agro-forestry, and soil improvement treatment (Fallows and current fallows and degraded portion of cultivated lands) Sq. Km 60 Treatment of mine spoiled areas Sq. KM 6.77 It would be reasonable to implement CLLM-Project in very highly vulnerable/ critical landscapes with low vegetation cover and poor soil condition to maximise the impact as high slope areas will need higher investments and will give poor returns. It is vision of Government of Meghalaya to implement CLLM Programme in all the villages through a self-selection process of achieving milestones of programme sensitisation and training and capacity building under Component 1 of the CLLM-Project which will be executed in the entire State. However, in view of urgency to restore highly critical landscapes it is proposed to implement Component 2 with World Bank assistance (CLLM- Project) in most critical landscapes and with GoM assistance, in other landscapes using with CLLM principles. 19 Need for Social Assessment The multi-tiered governance institutions in the state, the multiplicity of tribes, ideas and ideologies make it such that there cannot be a standardized or general idea of “Meghalaya�. This multi-faceted state requires a Social Assessment to be conducted so that social impacts of the project can be effectively managed. The Social Assessment carried out for this project is embedded in the principles of social inclusion, community participation, accountability, resource requirement and transparency in implementation. It assesses the likely impacts of the project interventions, on individual and/or community, in terms of access to land, forest and water and resultant loss of livelihood within sub-project interventions. It also identifies and analyses the issues of social exclusion pertaining to vulnerable communities in taking part and accessing the project benefits. It also analyses traditional and regulatory framework governing ownership and management rights of land, forest and water for enhanced natural resource regime. The key components of the Social Assessment are:  Baseline survey to gather information about the socio-economic conditions of the project area.  Assessment of the possible impacts of the project and the quality of the impacts, enormity, distribution, and their duration,  Analysis on who will be the community or village of intervention (rural poor, women, unemployed, other vulnerable groups) 20  Analysis on perceptions of the social issues and risks and on the perceptions and readiness of the community on village planning and decision making and about the project and accordingly adding their intervention strategies  Assessment of potential mitigation strategies to address the plausible negative impacts, so as to maximize project benefits  Assessment of institutional capacity to implement project intervention Social Assessment Methodology Data Collection Methods The Social Assessment has been informed by primary and secondary data, including extensive discussions with key stakeholders. The broad approach for carrying out this study has been one of extensive literature review, participatory research, action learning and collaborative strategy development. This entailed primary data collection, widespread stakeholder consultation, institutional analysis and extant desk review. Secondary data was derived primarily from extant literature review of books, articles, reports and census data which are relevant to the study. A review of available documents on the environment, social aspects of Meghalaya, political make up, and other aspects is covered in this desk review. Secondary sources of data include:  Data from Census and National Sample Survey  Land records, including records of land transactions  District gazetteers  Documents from non-governmental organizations  Academic and peer reviewed publications and other relevant studies Primary Data has been collected from 27 villages across the three regions of Khasi 5 (13 villages), Jaintia (8 villages) and Garo (6 villages) in Meghalaya. The quantitative data collected through primary survey covers critical socio-economic aspects of the intended project beneficiaries. These include: demographic information (family size, sex ratio, literacy/education levels, population by caste, tribe, religion, gender, age groups, and vulnerable groups), socio-economic and production systems, sources of income, patterns of social organization and leadership, women’s economic activities and income, ancestral property provisions and custom, levels of health and nutrition, etc. Table 2 Dates of Consultation with Villages Sl. No Name of Village District Date of Consultation 1. Umtyngngar East Khasi Hills 3.12.2016 2. MarngarNongagang RiBhoi District 5.12.2016 & 10.12.2016 3. Sohmylleng West Khasi Hills 5.12.2016 4. RongjengSangma East Garo Hills 6.12.2016 5 For the purpose of the study, the regions have been clubbed as such:  Khasi Hills Region = East Khasi District, West Khasi Hills District, South West Khasi Hills District and RiBhoi District  Jaintia Hills Region = East Jaintia Hills District and West Jaintia Hills District  Garo Hills Region = East Garo Hills District, West Garo Hills District, North Garo Hills District, South Garo Hills District and South West Garo Hills District 21 Sl. No Name of Village District Date of Consultation 5. Tarapara North Garo Hills 6.12.2016 6. Chandigre West Garo Hills 6&7.12.2016 7. Nongtalang West Jaintia Hills 7.12.2016 8. Mukhaialong West Jaintia Hills 7.12.16 9. Nongkdait South West Khasi Hills 5.12.2016 10. Moosakhia West Jaintia Hills 10.12.2016 11. Mawlyndep Ribhoi 10.12.2016 12. Umphyrnai East Khasi Hills 10.12.2016 13. Sabah Muswang West Jaintia Hills 9.12.2016 14. Mihmyntdu West Jaintia Hills 10.12.2016 15. Kut East Khasi Hills 12.12.2016 16. Simlakona South West Garo Hills 13.12.2016 17. Arapara South Garo Hills 13.12.2016 18. Bataw East Jaintia Hills 13.12.2016 19. Tiehbah West Khasi Hills 14.12.2016 20. Photjaud South West Khasi Hills 14.12.2016 21. Mwlyndiar East Khasi Hills 15.12.2016 22. Upper Nolbari West Garo Hills 15.12.2016 23. Maweitnar RiBhoi District 16.12.2016 24. Nongkhrah RiBhoi District 12.01.2017 25. Paham-Mardoloi RiBhoi District 12.01.2017 26. Pdengshkap West Jaintia Hills 13.01.2017 27. Saphai West Jaintia Hills 27.01.2017 Figure 2. Public Consultation in Nongtalang Mission village, West Jaintia Hills District The primary survey also involves collection of qualitative information. These have been collected mainly in the form of: (a) Key Informant Interview: Key Informant Interviews were conducted with village heads as well as with Syiems, Dollois, Sardars, Nokmas and Wahadars of those villages. An open ended questionnaire was used to help establish baseline conditions prior to undertaking a project. The questions cover all aspects of socio-economic 22 situation of the village and aim to understand the natural resource management related concerns of the people. (b) Participatory Assessment Methods: Participants of these structured interviews and PRA exercises included members of the community, as well as the local leaders such as Headmen, Wahdadar, Sardars, members of the village executive committee (Annexure- I & II). The participants were asked to map out and place certain areas in their village according to their land use. During the PRA exercise the participants were asked to map out the following:  All affected persons living in the project area  All affected property  Common property resources: These include pastures, fishing ponds and forests including sources of building and craft materials, biomass for domestic energy.  Public structures: These include schools, clinics, places for worship, bathing and washing places, community centres, lampposts, playgrounds, wells, and bus stops  Cultural property: Cultural property includes archaeological sites, monuments, and burial grounds, places of historical or religious importance.  Infrastructure: This includes all infrastructures destroyed or disrupted by project construction activities, including roads, bridges, power lines, and water and sewage lines. For the Social Assessment Study, extensive consultations on the project were undertaken at the district and state levels. This forms part of the Free, Prior Informed Consultation requirement as per the OP 4.10 of the World Bank which mandates the free and voluntary consultation of stakeholders for which the parties will have prior information on the intent and scope of the project. Recommendations from these consultations have been duly reflected in the report. The draft Social Management Framework (SMF) cum Indigenous People’s Development Plan (IPDP), has been further shared with the stakeholders at the three regional consultations held at Jowai, Tura and Shillong (Annexure III). Feedback received thereafter has also been incorporated to finalize the document. Sampling Method A total number of 27 villages have been selected- 13 villages from the Khasi Hills region, 8 villages from the Jaintia Hills region and 6 villages from the Garo Hills region, for the Social Assessment using a purposive sampling method. Keeping in mind the objective of the project, the selection of villages has been made with certain parameters in mind. These are: - i. Land use pattern i. Agricultural land ii. Non-cultivable barren land ii. Forests i. Change in forest cover ii. Change/conversion in forest based activities which influence livelihood activities. iii. Water i. Water quality ii. Type of water source a. Natural b. Man made 23 The following table explains how each selected village is representative of the aforementioned parameters as is pertinent to the project. Table 3 Selection of Villages Based on Issues Prevailing on Land Water and Forest Issue Khasi Jaintia Garo 1. Agricultural Land i. NongagangMarngar Mokhaialong Rongjeng ii Mawlyndiar Mosakhia Arapara iii Umphyrnai Sabahmuswang iv. Nongkhrah v. PahamMardaloi 2. Non-cultivable barren vi. Nongnah Tarapara land vii. Simlakona 3. Change in forest cover viii. Photjaud Nongtalang Upper Nolbari ix. Mawlyndep Pdengshkap x. Tiehbah 4. Change in forest xi. Sohmylleng Kut activities xii. Maweitnar 5. Water quality xiii. Umtynngar Mihmyntdu Chandigre xiv. Bataw xv. Saphai Figure 3Paddy cultivation in Marngar village, RiBhoi District Since Meghalaya is rich in various types of natural resources along with multiple categorization under each, it is important to define key terms in this regard, at the outset. By agricultural land, we mean any land that is cultivated by the community. By non-cultivable barren land we mean those areas which have become degraded due to ecological or anthropogenic factors which have made the land unsuitable to farming or any other activities. By change in forest cover, we mean those areas which have seen considerable change or degradation in the forest cover as may be evidenced from satellite images. Change in forest activities would mean a shift from those activities which were traditionally practiced into new activities which have affected the livelihood activities of the people. Water quality, would mean the change in water quality due to anthropogenic activities such as sand mining close to the stream banks. Lastly, by type of water source we mean whether the water is sourced from natural sources or whether there have been additional anthropogenic activities to affect the source and distribution of water. 24 Organization of the Report The first chapter of the project gives an overview of Meghalaya. It describes how the rural communities of the state are dependent on the forests and community lands for livelihoods, food and medicine. It also describes the objectives of the project along with the project components, project implementation areas and activities to be carried out. It explains the need for social assessment and the methodology used. Chapter 2 gives a baseline overview of the socio-cultural and demographic features of Meghalaya based on secondary data and the qualitative and quantitative primary survey. Chapter 3 provides the institutional assessment of the formal and informal norms and laws governing natural resource management in the state. Chapter 4 provides a detailed assessment of all stakeholders who are expected to be directly or indirectly affected by the project. Chapter 5 lists out the implementation arrangement for the project. Chapter 6 provides the anticipated impacts/risks and suggests the mitigation strategy to be ensured through the project design. Chapter 7 details out the Social Management Framework. Chapter 8 elaborates on the need for an effective communication plan and provides a suggested framework for the same across the project’s phases. Chapter 9 lays down the social accountability mechanism which includes social audit. Chapter 10 describes the proposed Grievance Redressal Mechanism for the project and elaborates on how it will be supported by complaint handling mechanisms at the State Project Management Unit levels. Chapter 11 describes the monitoring and evaluation (M&E) system for the social development parameters of the project, contextualized within the overall M&E plan of the project. Lastly, Chapter 12 provides a detailed capacity building plan followed by Chapter 13 on Budget. 25 Chapter 2: Socio-Economic Baseline The baseline of the study has been elaborated on by using data from secondary resources, as well as a primary survey undertaken in twenty-seven villages across the eleven districts. The secondary data is primarily being used to reflect upon the overall socio-economic context of the state and its districts. Data from the primary surveys have been used to deepen the understanding – for both socio-economic characters of the populace as well as their relation with natural resources. Overview of Socio-Cultural and Demographic Features of Meghalaya Tribes of Meghalaya Meghalaya is predominantly a tribal state with (~) 86 per cent of the total population being Scheduled Tribes. The tribes of Meghalaya can be classified into three major groups - Garos, Khasis and Jaintias (or Pnars). The other minor tribes include Rabha, Hajong, Koch and Bodo Kachari. The Khasi are the largest tribal group, followed by the Garo and the Jaintia. The most noteworthy feature of the tribes of Meghalaya is matrilineal lineage, whereby lineage is traced through the mother, and property and inheritance is given to the youngest daughter. Khasi and Jaintia Tribes The term “Khasi� generally is used to describe a group consisting of the Khynriam, Pnar, Bhoi and War. The people who inhabit the Jaintia Hills are called the Synteng or the Pnar or simply Jaintia; the people who dwell in the upland of the central part of the state or the Khasi Hills are called the Khynriam. On the other hand, the people who reside in the deep valleys and hill-sides of the southern part of the state are called War, while those occupying the low- lying hills on the north are called the Bhoi. Over the years the term “Khasi� has come to be synonymous with those occupying the Khasi Hills of Meghalaya. There are not many differences among the tribes and they observe the matrilineal system and are exogamous in their way of life. The Khasi and the Jaintia are of common ethnic stock and social and cultural background. The society is matrilineal and lineage is through the mother. This is however, not to say that there is no role of the father in the family– he is the head of the family and a ‘kni’ or maternal uncle in his sister’s house. His earnings before marriage remain part of his mother’s or sister’s which he cannot take away to his wife’s house; while after marriage, his earnings become part of his wife’s household. Among the Jaintias, the practice differs to the extent that the son continues to remain a part of his mother’s or sister’s family (before or after marriage) and all earnings are towards them. If a wife were to retain the property of her husband, she must vow to never remarry or the property will revert back to her husband’s family. The matrilineal tradition which the Khasis follow is unique with principles emphasized in myths, legends, and origin narratives. Khasi kings embarking on wars left the responsibility of running the family to women and thus their role in society became very deep rooted and respected. Garo The Garos are a hill tribe currently inhabiting the Garo Hills district of Meghalaya. It is bounded on the north and west by the district of Goalpara in Assam; on the south by the 26 district of Mymensingh in Bangladesh; and on the east by the Khasi Hills. Historically, they inhabited the outermost end of the mountain promontory which runs out into the rice lands of Bengal. The Garos may be roughly divided into the Plains Garo and the Hills Garo each inhabiting the district to which they owe their name to. The Plains Garos inhabit the plain areas like Mymensingh and it was believed that their ancestors crossed the Himalayas and settled in the plains at their foot; while the Hills Garos inhabit the hills of low elevation popularly known as the Tura range, rarely rising much above 2000 feet. The Garos, like the Khasis and Jaintias, also follow the matrilineal system. A man may marry as many women as he like, but usually it is limited to three; though for him to remarry, he must obtain the permission of his earlier wives. Originally, the Garos were divided into three katchis or exogamous septs or clans, namely, Momin, Marak, and Sangma. With time, there has been new addition to these clans and new clans like the Arengs, Ebang and Shira has been named as exogamous independent groups. Among the Garos, marriage within the same clan is taboo. The children belong to their mother’s clan “machong� or “motherhood�. Demographic profile According to the 2011 census, the total population of Meghalaya is 29,66,889, constituting 0.25 percent of the total population of India. The State has a population density of 132 persons per square kilometer. Approximately 80 percent of the population is rural. The state and district-wise population break-up reflects that over 86 percent of the state’s population constitutes of Scheduled Tribes. As already stated earlier, there are three major tribal groups in Meghalaya, namely Garos, Khasis and Jaintias (or Pnars). The primary data collected from the sample of villages is reflective of the state trend. The baseline survey reveals that almost all population in each sample village belong to one of the classified three major ST groups, with the exception of Marngar Nongagang in Khasi Hills, Tarapara and Arapara in Garo Hills. Table 4 Population Break-Down of Meghalaya Populatio Urban Urban ST Rural Rural ST Literac ST n Populatio Populatio Populatio Populatio y Literac n n n n y Total 29,66,889 5,95,450 158358 23,71,439 2136891 74% 61.3% Male 14,91,832 297572 75009 1194260 1070557 76% 63.5% Femal 14,75,057 2,97,878 83349 11,77179 1066334 73% 59.2% e Source: Census of India Report, 2011 Table 5 District Wise Population Break -Up District Area Total S.T S.T Population ST (sq. Pop. Male Female Density (per population % kms) sq. km) West Jaintia 1,693 2,70,352 115125 116875 159.69 85.81 Hills East Jaintia 2,126 122,436 58492 59666 58 96.50 Hills East Khasi 2,748 824,059 286988 300441 292 71.28 Hills 27 District Area Total S.T S.T Population ST (sq. Pop. Male Female Density (per population % kms) sq. km) West Khasi 5,247 383,461 121922 119220 56 62.88 Hills South West 1,341 110,152 46118 45915 82 83.55 Khasi Hills Ri-Bhoi 2448 258,840 108977 106898 105 83.40 North Garo 1,113 1,18,325 67205 65541 110 Hills East Garo 2,603 317,917 67432 65801 122 41.90 Hills South Garo 1,887 142,334 62583 60485 75 86.46 Hills West Garo 3,677 643,291 152542 152105 175 47.55 Hills South West 822 1,70,794 58182 57456 210 67.70 Garo Hills Table 6 Demographic Profile from Villages Surveyed Sl. Name of Total Tota Total Total ST Population (%) No. Village Pop. l Female Mal Pop. e Pop. Khas Jaintia Garo Other i s 1. Umtyngngar 245 119 126 99 - - - 2. MarngarNongag 301 77 254 20 - - 80 ang 3. Sohmylleng 540 271 269 99 - - - 4. RongjengSangm 776 310 466 - - 99 - a 5. Tarapara 652 322 330 - - - 99 6. Chandigre 660 260 400 - - 99 - 7. Nongtalang 725 353 372 - 99 - - 8. Mukhaialong 2106 1040 1066 - 99 - - 9. Nongkdait 52 180 340 99 - - - 10. Moosakhia 553 281 272 - 99 - - 11. Mawlyndep 998 496 502 99 - - - 12. Umphyrnai 3364 1621 1743 99 - - - 13. Sabah Muswang 1490 732 758 - 99 - - 14. Mihmyntdu 6979 3415 3564 - 99 - 1 15. Kut 1556 806 750 99 - - - 16. Simlakona 260 112 148 - - 99 - 17. Arapara 124 60 64 - - 50 50 18. Bataw 1509 739 770 - 99 - - 19. Tiehbah 298 144 154 99 - - - 28 20. Photjaud 936 478 458 99 - - - 21. Mawlyndiar 309 151 158 99 - - - 22. Upper Nolbari 1108 570 538 - - 10 90 23. Maweitnar 285 153 132 99 - - - 24. Nongkhrah 233 108 125 99 - - - 25. Paham- 280 147 133 99 - - - Mardoloi 26. Pdengshkap 1800 858 942 - 99 - - 27. Saphai - 99 - - Religion As per the 2011 Census, Christianity is the predominant religion in Meghalaya constituting 74.59 percent of the state’s population and the remaining population follows Hinduism (11.53%), Islam (4.40%) and other religions. Demographic characteristics of the districts further reveals that over 90 percent of the population of West Khasi Hills, East Garo Hills and South Garo Hills comprises of Christians. The East Khasi Hills (17.55 %) and West Garo Hills (19.11%) also have a sizeable population of Hindus, whereas, 16.60 percent of the population in West Garo Hills constitute of Muslims. Table 7 Religious Representation in Districts Sl. Name of % % % % % % % No. District Hindu Muslims Christians Sikhs Buddhist Jains Others 1. East Khasi 17.55 1.72 65.79 0.30 0.38 0.04 14 Hills 2. West Khasi 1.69 0.40 95.68 0.02 0.34 0.01 1.53 Hills 3. West Jaintia 3.15 0.42 68.74 0.01 0.07 0.01 27.22 Hills 4. East Garo 5.43 1.06 91.13 0.02 0.32 0.01 1.77 Hills 5. West Garo 19.11 16.60 60.62 0.03 0.53 0.02 2.63 Hills 6. South Garo 4.94 0.74 93.43 0.02 0.23 0.01 0.25 Hills 7. RiBhoi 11.96 0.71 84.42 0.06 0.17 0.02 2.44 District Source: Census of India, 2011 Accessed from http://www.census2011.co.in/data/religion/state/17-meghalaya.html Education During the years 1951 to 2011, the state saw a considerable rise in its literacy rate through the collective support of the state government, the Christian missionaries and civil society organisations and others. Substantial contributions in terms of infrastructure facility, access to quality education and connectivity has helped in its growth. However, in the rural areas, the quality of education seems inadequate even with government-run schools present. Higher education has not reached full penetration in the state, and many areas suffer due to this as the capability of the students to continue further education is hampered. Based on the information obtained from the Department of Education, GoM one can see that educational institutions are concentrated in the Khasi Hills, while the Garo Hills and Jaintia Hills lag behind. The 29 colleges are mostly found in the urban areas and district headquarters with very little seen in other places. The Departmental data is mirrored by the data collected as part of the primary survey. The baseline survey corroborates that the Khasi Hills region has the most number of educational institutes. Further, the survey reveals the presence of at least one primary school in each village. While, secondary schools in the three regions are few and far, there are no higher secondary schools in the surveyed villages of Khasi and Jaintia Hills. Table 8 Educational Institutes Present in the State Sl. No. Type of Educational Institution Khasi Hills Jaintia Garo Hills Hills 1. Higher Secondary 58 13 31 2. Colleges 42 7 14 3. Vocational/ Professional Institutions 3 1 1 4. Institutes of National Importance 6 0 1 5. Universities 9 0 2 Source: Department of Education, Government of Meghalaya Table 9 Region-Wise Educational Infrastructure and Literacy Rate Sl. Region No. of Primary School Secondary Hr. Sec. No. Villages School School 1. Khasi Hills 13 11 4 0 2. Jaintia Hills 8 6 4 0 3. Garo Hills 6 6 2 1 Literacy Level While the overall literacy rate in the state is (~) 74 percent, the literacy rate among the ST population is below the state average by 10 percentage points (approximately – as per 2001 Census data), though it has been showing an improvement trend in recent times. The literacy rate is highest among the Khasis (66.1%), followed by the Jaintia (61.5%) and the Garos (55.2%). However, based on the primary data, the no. of literate was more in Jaintia Hills in comparison to Khasi and Garo Hills. As per 2011 census, the female literacy rate of Meghalaya is 72.89 percent while the male literacy rate stands at 75.95 percent. Interestingly, the growth in female literacy rate was seen to be substantially faster than in male literacy rate in Meghalaya. The primary data reflects that the no. of literate female in Jaintia Hill and Garo Hills precedes male, whereas the number of literate female in the Khasi Hills were at par with men. Table 10 Literacy Rate among Major ST Groups Sl. Name of the Scheduled Literacy Rate No. Tribe Total Male Female 1 All Scheduled Tribes 61.3 63.5 59.2 2. Garo 55.2 60.7 49.6 3. Hajong 48.2 58.9 37.0 4. Khasi 66.1 65.4 66.7 5 Koch 42.7 50.9 34.4 6. Raba 52.4 62.3 42.4 7. Jaintia 61.5 57.9 65.0 30 Source: Census of India Report, 2001 Table 11Literacy level of Respondents Sl. No. Name of Village Literacy Total Lit Male Female 1. Umtyngngar 168 84 84 2. MarngarNongagang 211 119 92 3. Sohmylleng 226 123 103 4. RongjengSangma 514 250 264 5. Tarapara 245 130 124 6. Chandigre 295 156 139 7. Nongtalang 437 212 225 8. Mukhaialong 510 241 269 9. Nongkdait 136 69 67 10. Moosakhia 263 125 138 11. Mawlyndep 334 76 258 12. Umphyrnai 1948 916 1032 13. Sabah Muswang 497 218 279 14. Mihmyntdu 3623 1682 1942 15. Kut 830 365 465 16. Simlakona 76 43 33 17. Arapara 66 39 27 18. Bataw 112 76 36 19. Tiehbah 145 73 72 20. Photjaud 356 167 189 21. Mwlyndiar 186 105 81 22. Upper Nolbari 221 129 92 23. Maweitnar 114 57 57 24. Nongkhrah 159 75 84 25. Paham-Mardoloi 181 94 87 26. Pdengshkap 620 268 352 27. Saphai 28. Total (Khasi Hills) 4994 2802 2742 29. Total (Jaintia Hills) 6062 2822 3241 30. Total (Garo Hills) 1417 547 679 Health: The health condition of women and children in Meghalaya is worrisome with a large number of the population being malnourished. According to National Family and Health Survey-4 (NFHS) and Public Health Foundation of India (PHFI) report 2015, Meghalaya has some of the highest number of “stunting, wasting and underweight� children in the age group of 0 to 5 years. In fact, from 2014 to 2015, the number of stunting children in Meghalaya has risen from 42.9 percent to 43.8 percent. In the same period, the number of wasting children has risen from 13.1 percent to 15.3 percent. 31 Table 12 Health Profile of Meghalaya State as compared to India Indicator Meghalaya India Crude Birth Rate ( SRS 2013) 23.9 21.4 Crude Death Rate ( SRS 2013) 7.6 7 Natural Growth Rate ( SRS 2013) 16.4 14.4 Infant Mortality Rate ( SRS 2013) 47 40 Maternal Mortality Rate (SRS 2010-12) NA 178 Total Fertility Rate (SRS 2012) NA 2.4 Source: National Rural Health Mission Accessed from http://nrhm.gov.in/nrhm-in-state/state- wise-information/meghalaya.html#health_profile As for underweight children, Meghalaya’s total share of such children accounts for 1.9 percent of India’s total. According to the National Family Health Survey 2015-16 (NFHS4), 29 percent of children in Meghalaya under the age of five years are underweight. This translates to 1 in 53 children in the State being underweight. When it came to women and adolescent girls, a whopping 56.2 percent of women (age group of 15-49 years) and 46.5 percent of adolescent girls (age group of 15 to 19 years) were found to be anaemic. Some of the reasons for their poor health conditions include lack of access to nutritious food, lack of maternal education and access to proper healthcare facilities. An important underlying factor that affects the consumption of nutritious traditional food is the changing patterns in land ownership and their use in the recent past. Land is being utilised for cultivation of cash crops, and monoculture has replaced traditional crop rotations. Additionally, privatization of land is on the increase resulting in landlessness. These factors, by and large, have affected the community’s inability to produce and consume a balanced and nutrient rich diet. The lack of maternal education and access to medical facilities has further aggravated the deteriorating health condition of women. In Meghalaya, although 53 percent of mothers have had their antenatal check-ups in the first three months of their pregnancy, only 23.5 percent have been provided with full antenatal care. In most cases, specialized doctors refuse to serve in rural areas, due to lack of infrastructure in government healthcare centres. Convergence with other livelihood and health related schemes such as introduction of health cards for nutritional related ailments, will help align the project intervention with issues pertaining to nutrition and overall health of women and children. Furthermore, long standing NRM efforts through the project will benefit the community in terms of health outcomes in children and food security of households. Table 13 Health Institutions present in the state Sl. Medical Institution Khasi Hills Jaintia Hills Garo Hills No. 1. Hospitals 6 1 2 2. Dispensaries 6 1 5 3. CHCs 14 5 10 4. PHCs 49 17 42 5. Sub-centres 154 75 172 Source: Department of Health and Family Welfare, Govt. of Meghalaya Accessed from http://www.meghealth.gov.in/statistics/medical_institutions.pdf 32 Table 14 Health Infrastructure in the Villages Surveyed Sl. Name of Villages Asha PHC CHC Traditional Private No. Healers Doctors/Clinics 1. Umtyngngar Yes No No No No 2. MarngarNongagang No Yes No Yes No 3. Sohmylleng Yes No No No No 4. RongjengSangma Yes No No No No 5. Tarapara Yes No No No No 6. Chandigre Yes No No Yes No 7. Nongtalang Yes Yes No Yes Yes 8. Mukhaialong Yes No No Yes No 9. Nongkdait No No No Yes No 10. Moosakhia Yes No No No No 11. Mawlyndep Yes Yes No Yes No 12. Umphyrnai Yes Yes No Yes No 13. Sabah Muswang Yes No No No No 14. Mihmyntdu Yes Yes No Yes Yes 15. Kut Yes Yes No Yes No 16. Simlakona Yes Yes No No No 17. Arapara Yes No No No No 18. Bataw Yes Yes No No No 19. Tiehbah Yes No No Yes No 20. Photjaud Yes Yes No Yes No 21. Mwlyndiar Yes Yes No Yes No 22. Upper Nolbari Yes No No Yes No 23. Maweitnar Yes No No No No 24. Nongkhrah Yes No No Yes No 25. Paham-Mardoloi Yes No No Yes No 26. Pdengshkap Yes No No Yes No 27. Saphai Yes No No Yes No Total 25 10 NIL 16 2 From the villages surveyed, it can be seen that PHCs are few in number and people are still dependent on traditional healers for healthcare. These traditional healers rely on the herbs and plants that are found in the surrounding forests. The diversity of plants and herbs, and the traditional knowledge thereby is seen to be very important to the community. The CLLMP hence has the potential to document this knowledge repository which may be used later with technical scientific inputs. The tremendous rich local indigenous knowledge in the field of medicine and botanicals maybe tapped and up-scaled into a cottage industry. Livelihood: Agriculture and allied activities: The main occupation in the state is agriculture and allied activities as the industrial sector in Meghalaya is still under-developed. It employs 70% of the population in Meghalaya and contributes 22% to the State GDP. Agriculture is heavily dependent on monsoon with irrigation potential being under-utilised. Primitive agricultural 33 practices like shifting cultivation (Jhum) are indigenous to the region especially in the Garo Hills. The practice of jhum cultivation, however is low in productivity and detrimental to the environment and its ecological balance. A study done on cost benefit analysis of Jhum corroborates that all other land use system was better economically and financially than Jhum cultivation (Rasul & Thapa, 2007). Degrading landscapes due to practices like Jhum cultivation can be considered under the proposed project for rehabilitation and stabilization of land and soil. Much of the area available for crop is dedicated to paddy while other food grain crops grown in the State are wheat, maize, other cereals, pulses (cowpea, pea, lentil, arhar, black gram, rajma etc.), and oilseeds (castor, sesame, rapeseed, soyabean, sunflower). The climatic conditions of Meghalaya offer good scope for growing of different types of horticultural crops including fruits, vegetables, spices, plantation crops, medicinal and aromatic plants. A wide range of tropical, sub- tropical and temperate fruits such as Mandarin Orange, Pineapple, Banana, Lemon, Guava, Pear, and Plum are grown all over the state. Spices like Turmeric, Ginger, Chillies, etc. grow abundantly. Plantation of crops such as Tea, Cashew nut, Coconut and Areca nut has been performing well and has the potential for further growth. For productive enhancement and promotion of sustainable natural resource management, application of integrated farming systems, organic fertilizers and agro-forestry can be prioritised under CLLMP. Other activities like land levelling, field contour terracing for land reclamation, introduction of soil health cards, and soil testing for soil health improvement need to be included as well. Table15 Horticulture: Area and Production of Horticulture Crops-2012-13 Agro Horticulture Area in '000 Ha Production in '000 MT Products Fruits 33.2 316.6 Vegetables 40.5 403.4 Flowers - - Aromatic - - Spices 16.9 74.8 Plantation Crops 23.1 29.2 TOTAL 113.6 823.9 Source: Hand Book on Horticulture Statistics,2014; Ministry of Agriculture, Govt. of India Table 16Livestock Population: (as per 2012) and Growth Rate as compared to 2007 census Sl. Species Population(Numbers) Total Growth No Rate(%) Crossbred 26458 -1.45 1 Cattle Indigenous 879295 2.2 2 Buffalo Indigenous 24894 10.02 3 Goat Indigenous 472325 29.23 4 Pig Exotic/ Cross breed 137984 96.68 Indigenous 431317 -5.04 5 Sheep Exotic/Cross breed 805 232.64 34 Indigenous 20186 -2.95 6 Poultry Fowl Improved 344157 25.84 3541716 Desi 3197559 16.15 Duck Improved 514 -93.56 Desi 22331 22845 -61.76 Others Turkey 498 498 2271.43 Source: Report on Integrated Sample Survey for Estimation of Production Milk, Egg And Meat Year: 2015-16; Govt. of Meghalaya. Livestock, Fisheries and other related activities: The other economic sectors that add to the livelihood source of the people are livestock and poultry, pesciculture, apiculture, forestry, sericulture and weaving. The table above shows the gradual growth rate of livestock present in the state as compared to 2007 census. There has been a steady increase in the production of milk and egg in the state, with a growth rate of 1.16 % on milk production and 0.63 % on Egg. While, the production of meat has decreased by 0.44% over 2014-2015. However, through the observations during baseline survey, it was found that the presence of livestock and poultry of the households were mainly for self-consumption and not for commercial purpose. Fisheries and aquaculture is an important source of revenue, food, employment and social security for the rural poor. Though the state has good water resource coverage and potential for fisheries and aquaculture, Meghalaya imports most of its fish requirement. The total water area for composite fish farming in the state has increased from 404 hectares in the year 2007- 2008 to 1057.4 hectares in 2012-2013. The inland fish production of both, captured and cultured fisheries, too increased from 4.0 ‘000 tonnes in 2007-2008 to 5.4 ‘000 tonnes in 2012-2013. Data on Fish Seed Distribution clearly indicates that engagement of population in fisheries and aquaculture in East Khasi Hills, West Khasi Hills and South Garo Hills districts is higher in comparison to other districts. Climatic conditions are a big obstacle in the development of fisheries in the State with heavy rains and resulting flash floods and run-away water which causes siltation of fish ponds and washes away the fish feed. Meghalaya has the potential of increasing its fish production by conserving the natural habitats of fish and through scientific methods of fish farming, which can provide as a source of livelihood and generate income for the people. Table 17Fish Seed Distribution: District Wise District 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 2012- 2013 1 2 3 4 5 6 7 East Khasi 391.0 819.0 968.7 1456.0 358.0 1153.0 Hills Ri-Bhoi 505.5 657.5 1168.5 588.0 114.0 80.0 West 442.0 405.0 878.5 1202.5 1237.2 1534.5 Khasi Hills Jaintia 315.0 477.0 1159.7 659.5 637.5 331.0 Hills East Garo 271.0 482.4 898.4 446.0 25.9 75.0 35 Hills West Garo 431.7 321.5 531.9 1124.9 671.0 582.3 Hills South 500.0 592.0 1102.0 1117.0 985.0 985.0 Garo Hills Meghalaya 2855.2 3754.4 6707.7 6593.9 4028.6 4740.8 Source: Directorates of Fisheries, Meghalaya. Mining and Quarrying: Meghalaya is endowed with large deposits of valuable minerals such as coal, limestone, kaolin, clay and iron. Mining and quarrying has been an integral part of the economic activity of the state for a long time. This, however, was brought to a close by the interim ban on mining activities in the state in 2014 by the National Green Tribunal6. Due to intensive unscientific rat hole mining in major coal reserve areas, vast lands have been degraded, with forest and water bodies equally affected by the mining activity. The project interventions should focus on rehabilitating some of these critical landscapes to increase land fertility, forest cover and protection of water bodies from further degradation. From the baseline survey it was found that coal mining has given way to sand mining in Nongtalang, further degrading its community forests and threatening the surrounding water sources. Table 18Estimated Reserves of Minerals in Meghalaya Minerals Reserves Coal 563.5 Limestone 4147.0 Kaolin 4.5 Clay 81.0 Sillimanite 0.05 Glass sand 2.54 Quartz 0.08 Feldspar 0.06 Iron 4.0 Fire clay 12.0 Source: State Development Report, Chapter X, 2008-2009; Planning Department, Govt. of Meghalaya Tourism: The tourism sector is also an important aspect of the state of Meghalaya. With its natural beauty and undulating hills, streams and flora and fauna Meghalaya is a tourist hot spot. This sector however is still largely untapped as much has not been done to add to its value. From the below-mentioned table, it can be seen that there are 101 tourist destinations in Meghalaya with majority of them existing in East Khasi Hills followed by West Garo Hills. This may be concentrated in the East Khasi Hills District due to the accessibility and promotion of these sites. The number of tourists visiting Meghalaya has also considerably increased from 271720 in 2002 to 685567 in 2012. These numbers can however be scaled up as there is more potential in Meghalaya in terms of tourism. The CLLMP hence can contribute in rural tourism by promoting traditional rural art, craft, textile, culture etc. hence 6 All Dimasa Students Union Dima Hasao Dist. Committee Vs. State of Meghalaya &Ors., Original Application No. 73/2014, National Green Tribunal, New Delhi, April 17, 2014. 36 engaging more communities in this sector. With the state’s abundance in biodiversity of birds, plants and mammals, eco- tourism can be promoted to a great extent. Partnering with traditional knowledge to develop ecological guidelines will help promote this sector in a sustainable manner and result in safeguarding the ecologically high sensitive areas. The project can also focus on enhancing the skills of community members across the state to empower them in various capacities like citizen journalists, eco-tourism ambassadors, etc. Table19: Tourist Spots in Meghalaya District 2007 2008 2009 2010 2011 2012 1 2 3 4 5 6 7 Jaintia Hills 6 6 6 6 7 East Khasi Hills 33 33 34 NA 45 45 West Khasi Hills 4 4 4 NA 8 8 Ri-Bhoi 4 4 4 NA 8 8 East Garo Hills 7 7 7 NA 7 7 West Garo Hills 9 9 8 NA 16 16 South Garo Hills 7 7 7 NA 7 7 Meghalaya 70 70 70 NA 101 101 Table20Tourists Visiting Meghalaya Year Indian Foreign Total 1 2 3 4 2002 268529 3191 271720 2003 371953 6304 378257 2004 433495 12407 445902 2005 375911 5099 381010 2006 400287 4259 404546 2007 457685 5267 462592 2008 549954 4919 554873 2009 591398 4522 595920 2010 2011 667504 4803 672307 2012 680254 5313 685567 Source: Directorate of Tourism,Government of Meghalaya Sericulture and weaving: Sericulture and weaving sector in Meghalaya are the two most important cottage based, eco-friendly industries in the rural areas. These twin industries portray the cultural ethos and rich heritage of the people of the State. There are 1812 sericulture villages as per 2011-2012 statistics and involve 28923 families engaged in sericulture. With limited infrastructure and fragile environment not suitable for setting up of heavy industries in Meghalaya, it is the small scale industries sector that contributes to the state’s economy. From the table below it can be seen that there are 641 small scale industries at present in the state which employ 3057 people. Industries like tailoring and embroidery, betelnut preservation, cane and bamboo works, weaving and handloom, bee keeping, and honey processing have shown great potential in this sector. 37 As these industries are not resource or labour demanding, they can easily be conducted at the household level, which can augment women’s involvement in livelihood activities and income of women. It may also act as an employment opportunity for unemployed youth. Table21 Numbers of Sericulture Villages and Families engaged in Sericulture Year Sericulture Villages Families Engaged in Sericulture 1 2 3 2001-2002 1812 14000 2002-2003 1812 16000 2003-2004 1812 16000 2004-2005 1812 16000 2005-2006 1812 16000 2006-2007 1812 28923 2007-2008 1812 28923 2008-2009 1812 28923 2009-2010 1812 28923 2010-2011 1812 28923 2011-2012 1812 28923 Source: Directorate of Industries. Meghalaya Table 22Employment in Registered Small Scale Industries 2010-2011 2011-2012 Difference in the number of persons Industries No. of No. of No. of No. of employed during Small persons Small persons 2010-2011 & 2011- Scale employed Scale employed 2012 Industries Industries Tailoring and 68 197 60 209 -12 Embroidery Betelnut 167 452 67 273 197 Preservation Cane and Bamboo 130 484 94 288 196 works Weaving and 18 185 15 104 81 handloom Bee keeping, honey 37 87 55 125 -38 processing Knitting and 5 15 NA NA - Embroidery Handicraft 37 123 4 12 111 Stone production, 3 54 11 150 stone crushing/stone chips Sources: Directorate of Industries, Government of Meghalaya. 38 Apart from this, educated individuals have taken up teaching, government jobs and private services as their profession. It is only in the recent times that individuals have been seen to take up various other entrepreneurial steps and come out of the so called conservative occupations and hence depend on business of varying natures and sizes. Incidence of Poverty: The percentage poverty as per Planning Commission 2011-2012 estimates has shown a decrease from 17.1% in 2009 -10 to 11.87% in 2011-2012. In Rural Meghalaya, 12.53% of the population are BPL while the figure for urban areas of the state is 9.26 %. However, the baseline survey of selected villages across the state illustrates that the incidence of poverty is high in all three regions. The recent survey indicates that the poverty rate is highest in Jaintia Hills, wherein about 94% of the households surveyed are poor. Whereas, 63% of the households surveyed in Khasi Hills fall under the BPL category, followed by Garo Hills which has about 45.94% of BPL households.7 The livelihood patterns in the villages surveyed indicate that most of the population are involved in agricultural related activities, while remaining are labourers or run small-scale businesses/ trade. A small percentage of the population is salaried or holds a government post. The high incidence of poverty can be a result of many social and economic factors, such as lack of new economic opportunities, stagnant agricultural production, unsustainable land use practices and the impact on the livelihoods of marginal workers such as in the Jaintia Hills where intermittent ban on mining may have further increased the destitution in the remote villages. From the data below, it can be further observed that a considerable number of households are landless in all three regions, viz. Khasi, Jaintia and Garo Hills (approx. 20%, 23%, and 26% respectively). Interestingly, both communal and private properties are present in the traditional land system, which ensure that there are no landless people. However, with increasing privatisation there has been a loss of rights in land, thus resulting to landlessness in the region. The CLLMP can thereby contribute in promoting income generating livelihood activities and increase the participation of people in different livelihood sectors other than agriculture sector, such as in horticulture, sericulture, fisheries, eco-tourism, etc. This in turn will address poverty, generate employment and contribute to the economic growth of the state as a whole. Table 23.Livelihood Pattern in Villages Surveyed Sl. Name of Agri. Labor Petty Salaried Foraging Others No. Village Related Business /Trade Khasi Hills 1. Umtyngngar 170 49 19 7 2. MarngarNonga 350 12 0 16 4 0 gang 3. Sohmylleng 431 54 0 2 0 0 4. Nongkdait 520 16 4 5. Mawlyndep 994 0 0 20 10 0 6. Umphyrnai 450 400 100 50 0 0 7 It is to be noted that the sample for the baseline survey is not representative to conclusively draw out that the poverty rate in the Jaintia Hills has substantially increased over the years. 39 Sl. Name of Agri. Labor Petty Salaried Foraging Others No. Village Related Business /Trade 7. Kut 1523 16 16 8. Tiehbah 64 8 9. Photjaud 1 31 10. Mwlyndiar 69 28 11. Maweitnar 20 7 12. Nongkhrah 186 23 5 19 13. Paham- 266 14 Mardoloi Garo Hills 14. RongjengSang 388 620 85 46 233 47 ma 15. Tarapara 300 45 80 26 16. Chandigre 528 26 514 66 17. Upper Nolbari 105 82 18. Simlakona 51 19. Arapara 43 65 Jaintia Hills 20. Bataw 378 112 313 21. Sabah 153 112 313 Muswang 22. Mihmyntdu 2791 3490 348 348 23. Moosakhia 549 28 4 0 0 0 24. Nongtalang 150 158 15 74 25. Mukhaialong 11 1 0 0 0 0 26. Pdengshkap 1350 55 53 27. Saphai Status of Women The matrilineal system followed in all three major indigenous communities of Meghalaya has its share of limitations. The women have the privilege of lineage being passed on from their side and also have part ownership in inheritance and control of family property, however when it comes to decision making, women are not allowed to take part in the local governance system. The decision making power is thus mostly vested in their husbands or their maternal uncles when it comes to Khasis. The Garos whose head is a woman Nokma, leaves all the management to her husband. The Jaintias do not have claim over their husband or his property and are under the protection of their maternal uncles and brothers8. The village administration is mainly headed by men and women can only act as a moral force behind it. They may give their view and suggestions to men on different issues but it is the prerogative of the men to use it. It is only in the recent years that women have also started to attend and participate in the proceedings of a dorbar in a few urban localities. This was also observed during the baseline survey for CLLMP, where the majority of the respondents were male and the women’s engagement in the discussions were very limited. 8 Citation to be inserted 40 There is therefore a need to provide women with a formal space to attend and compel their participation in the local governance system. Despite having a matrilineal society, Meghalaya lags behind in several social indicators affecting women, such as poverty, illiteracy, unemployment, high drop-out rates, early marriages. It is only in the recent times that the female population have done considerably well in education and have come quite at par with its male counterpart. Besides this, women in Meghalaya by and large are free from many social taboos and constraints of the larger Indian society such as dowry, female feticide, neglect of girl child and other social evils. Gender work participation rate: Women’s participation in the workforce in Meghalaya is higher than the national average, whereas men’s participation is seen to be lower than the national average. Based on the primary data, it was observed that a larger percentage of women are engaged in agricultural activities and small scale trade. The Census of India, 2011 mirrors the findings of the primary data, which indicates that about 35% women in rural Meghalaya are in the labour force. Further, relatively more women in rural Meghalaya are marginal workers compared to their counterparts in the rest of the country. The all India figures of labour force participation are 53% and 30% respectively for men and women, which is lesser than the state figures. Interestingly, Working Participation Rates (WPR) of women has declined in rural Meghalaya from 39% in 1991 to 35% in 2011. It is anticipated that in project interventions that require labour from the community itself, approximately half of the labour force would be women. During this time, measures addressing discrimination at workplace, such as equal pay for equal work, should be in place to close the gender gap. Table 24 Gender Work Participation Rates in Meghalaya Rural Urban District Person Male Female Person Male Female 1991 Garo Hills 46.18 51.50 40.67 28.63 40.83 15.03 Khasi Hills 43.15 49.76 36.29 33.06 47.60 17.03 Jaintia Hills 47.66 53.64 41.50 34.62 43.04 25.98 Meghalaya 45.04 51.02 38.85 32.30 46.01 17.22 2011 Garo Hills 40.59 46.47 34.56 30.66 42.61 18.60 Khasi Hills 42.16 48.15 36.10 37.01 49.52 24.50 Jaintia Hills 39.13 45.42 32.89 37.58 43.10 32.46 Meghalaya 41.05 47.04 34.97 35.63 47.68 23.59 **Note: The rates have been circulated by taking together main and marginal workers. Source: Census of India, 1991 and 2011. Table 25 Gender -wise occupational status from primary data in different regions Region No. of Villages Total Work Daily Wage Petty Foraging Agri. Business Others Male Femal Male Femal Male Fema e e le 41 Region No. of Villages Total Work Daily Wage Petty Foraging Agri. Business Others Male Femal Male Femal Male Fema e e le Khasi 13 2591 2186 476 210 52 69 14 134 Hills Jaintia 8 3541 666 2259 1697 353 14 1101 Hills Garo 6 716 699 718 120 356 323 38 47 Hills 3 Gender Issues particular to Landscape Management: As per the 2011 census data, more men and women are engaged as cultivators and agricultural labours in the state, which is also reflected in the baseline survey. In 1991, 60% of women and 61% of men were cultivators; their percentage reduced in 2011 but there were more women cultivators (59.74%) than men cultivators (52.61%). Between the districts, the Garo Hills accounted for highest women cultivators (68.90%). Gender differences in the classification of rural workers is practically absent in Jaintia hills. But in Garo hills and Khasi hills, the proportion of male cultivators was lower than the proportion of female cultivators by almost 10 percentage points and accordingly the proportion of other workers is lower for females. Similar trends were noted during the baseline survey wherein the proportion of female cultivators was found to be relatively higher in Garo Hills and Khasi Hills, as compared to Jaintia Hills. Table 26 State-wise Labour Force Participation Rate (per 1000) for persons aged 15 years & above Sate Rural Urban Combined Female Male Person Female Male Person Female Male Person Arunachal 638 759 699 412 676 550 609 747 679 Pradesh Assam 383 848 626 205 774 505 360 838 610 Manipur 546 746 647 481 722 602 526 739 634 Meghalaya 688 835 764 368 651 511 612 793 705 Mizoram 754 869 816 511 764 633 629 821 727 Nagaland 388 680 545 331 642 500 375 671 534 Sikkim 643 835 748 329 707 540 569 804 698 Tripura 386 828 605 181 800 493 349 823 585 Source: Employment-Unemployment Survey, Labour Bureau, Ministry of Labour& Employment (2013-14) Note : the rate is according to Usual Principal & Subsidiary Status Approach(ps+ss) It may be noted here that higher participation of women in the labour force may be looked at from two aspects and the work participation rate itself will not convey whether women’s welfare is improved or not with higher participation. For poor and uneducated women, working or not working is not a choice. They have to work to support their families and their burden is actually more, since generally they have to attend to domestic chores as well. With high level of fertility, this burden is compounded along with the psychological burden of seeing their children work and not attending schools. On the other hand, being a worker increases the independence and decision making power of the women within their respective households. For educated women who can command higher wages in the labour market, 42 higher participation in the labour force definitely increases their welfare and has a direct relation with women’s empowerment9. Gender differentiated work: Traditionally, women in Meghalaya engage in small-scale trade wherein they sell their produce in the local market and manage the income/profits accrued from the trade. Such practices are not prevalent in other areas of the Indian subcontinent, where visiting the market and especially selling produce in the market is the preserve of men. However, in most parts, women in Meghalaya like their counterparts engage in agricultural activities like sowing, weeding, harvesting and threshing while simultaneously looking after their families (cooking, cleaning, tending to the ill, caring for livestock, etc.). Table 27 Percentage Distribution of Main Workers in Rural Meghalaya Category Garo hills Khasi hills Jaintia hills Meghalaya Male Female Male Female Male Female Male Female 1991 Cultivators 74.89 84.57 47.25 57.00 62.28 65.06 61.01 69.00 Agriculture 9.68 11.41 16.95 16.74 14.11 19.24 13.49 15.08 Laborers Livestock, Fishery, 0.78 0.35 14.50 14.24 4.12 2.80 7.25 7.00 etc. Mining & 0.24 0.06 1.10 0.07 1.54 0.37 0.80 0.12 Quarrying Household industry 0.45 0.47 0.29 0.43 0.13 0.26 0.33 0.42 Manufacturing 0.57 0.13 1.67 0.42 0.96 0.35 1.11 0.30 Construction 1.07 0.30 1.21 0.28 1.40 1.08 1.18 0.42 Trade & 2.76 0.36 2.74 3.87 4.66 4.82 3.03 2.66 Commerce Transport, storage 0.31 0.00 1.44 0.12 1.78 0.12 1.02 0.07 & communication Other services 9.25 2.34 12.85 6.56 9.02 5.90 10.79 4.82 Total 100 100 100 100 100 100 100 100 2011 Cultivators 58.99 68.90 49.69 58.54 43.90 41.71 52.61 59.74 Agricultural 10.45 12.44 18.10 16.83 17.67 19.36 14.99 15.67 Laborers Household industry 1.58 12.50 1.03 1.45 0.93 1.68 1.24 1.85 Other workers 28.98 16.16 31.19 23.18 37.50 37.26 31.17 22.75 Total 100 100 100 100 100 100 100 100 **Source: Census of India, 1991 and 2011 From the baseline survey, the following issues were identified:  Negotiations and decision making between governments and other departments over the use of land do not fully engage communities especially women, and the decision-making power lies only in the hands of village Durbar. 9 Meghalaya Human Development Report 2008, p-204. Planning Department, Govt. of Meghalaya, Shillong (2009) 43  There is a lack of awareness and capacity building within agricultural and forest sector organisations to include women’s issues in agriculture, forestry and landscape initiatives.  From general observations, it was found that women’s representation in political bodies were lacking. Some villagers also reported that women were not allowed to be a part of the self-governing bodies in the villages called the Durbar Shnong.  It was found that most of the land in Meghalaya is headed by women. Women have had a fairly important role in Khasi, Jaintia and Garo society in terms of decision-making in relation to choice of crops and marketing of crops. Natural Resources and Dependence The state of Meghalaya is a resource rich state. There are a variety of landholdings, water resources and forests under different classifications (See Chapter 3). The table below provides district wise data on land use and forest cover: Table 28 District Wise Land Use Classification District-wise Land Use Classification (Area in Hectares) District Jaintia East West RiBhoi East West South MEGHALAYA Hills Khasi Khasi Garo Garo Garo Hills Hills Hills Hills Hills Area 154108 107045 208463 86917 124596 165008 101996 948135 Under Forest Land Not 30953 50816 70302 33319 10440 21827 8265 225921 Available for Cultivation Area Reporting for Land Utilization Statistics Other un- 133061 65284 140803 86182 62158 38772 26184 553444 cultivated Land Excluding Fallow Land Fallow 26896 10690 65861 15062 26097 45812 25035 215453 Land Net Sown 36082 38365 31671 22220 36009 94481 25321 284149 Area Total 381100 272200 517100 243700 259300 366900 186800 2227100 Area Sown 366 7685 6533 2898 5303 24896 5564 53245 More than Once Gross 36448 46050 38204 25118 41312 119377 30885 337394 Cropped Area Source: Directorate of Economics & Statistics, Meghalaya (Statistical Abstract 2009) Table 29 Year wise Forest Cover Year Recorded % of Forest % of Forest Forest Area Recorded Cover Cover Forest Area 2001 9,496 42.34% 15,584 69.48% 2005 9,496 42.34% 16,988 75.4% 2011 9,496 42.34% 17,275 77.02% 44 2015 9,496 42.34% 17,217 76.76% Source: State of the Forest Reports 2001,2005,2011 and 2015 During the primary data collection, it was discovered that only estimations of the total area (forested/agri. /etc.) could be made. This is so, because the state does not have proper land records, nor has there been a cadastral survey. Reserved forests maintained by the Forest and Environment Department of the state and those maintained by the Autonomous District Councils are the only ones that have proper documentation. Satellite images can be made, of the extent and area of forest, land or water sources, however ownership and management of these natural resources can be found out only through a thorough survey. 45 Region-Wise Natural Distribution of Natural Resources Table 30 Khasi Hills Natural Resource Distribution Khasi Hills Region Village Land (% in approx.) Forest (% in approx.) Water Resources (in no.) Agri. Non Barren Reserved Sacred Pvt. Comty. Ponds/ Well River/Stream (in Springs Agri. (Community/ No.) Pvt.) Umphyrnai 85% 57% 29% 6% >4 4 Kut 37 ac 1 2 Umtyngngar 45% 44% 6% 1 15 Mwlyndiar 17% 39% 1% 11% 30% 9 7 3 Sohmylleng Not Majority 1 Measured Tiehbah 88% 1% 11% 8 4 2 Nongkdait Yes Yes 1 Photjaud 5.8% 36% 30% 9.2% 49% Mwlyndep 1% 29% 41% 29% 3 5 Nongagang 91% 6% 3% 12 2 Maweitnar 40.5% 14.20% 26% 14% 2.1% 4 2 Nongkhrah 52% 26% 17% Not 5% 80 2 10 Measured PahamMardoloi 70% 5% 15% Not 8% 13 5 Measured Total 45.51 19.95 15.04 2 NIL 4.7 12.73 >130 34 30 46 Table 31Jaintia Hills Natural Resource Distribution Jaintia Hills Region Village Land (%) Forest (%) Water Agri Non Barre Reserv Sacre Pvt. Comty. Ponds/ Well River/Stream Springs . Agri. n ed d (Community/ Pvt.) Mihmyntdu Yes 12.5% Not 87% 3 1 Meas ured Moosakhia Yes Not 10% 5 1 Meas ured Nongtalang Yes 1801 6 1 acres Sabahmuswang 19% 10% 21% 47% 1% 35 6 Padengshakap 7% 4% 11% 77% .5% 15 35 20 Saphai Mukha-ialong 20% 40% 5% Majority 1 Bataw 8.50 4% 11% Not 41% 35% % Meas ured Total 11.5 14.10 8.69 2.33 Not 53.4 9.86 58 50 21 5 Meas 4 ured 47 Table 32 Garo Hills Natural Resource Distribution Garo Hills Region Village Land (%) Forest (%) Water Agri Non Barre Reserv Sacre Pvt. Comty. Ponds/ Well River/Stream Springs . Agri. n ed d (Community/ Pvt.) Chandigre 0.2 13% 84% .01% 1% 1.6% 12 1 % Upper Nolbari 49% 38% 2.1% 10% Tarapara Yes 100 acres Not 4 1 Mea sure d Simlakona 73% 22% 5.2 1 6 3 % Arapara 72% 14% Not 2 Measure d RongjengSongma 30% Not 70% 4 3 2 Mea sure d Total 45.3 3.36 31.07 - Neg 1.6 18 23 11 5 8 48 Community Land has considerably decreased with increase in private land. From the primary data, it can be seen that in the Khasi Hills more land has been used for agricultural purposes (45.51%) and it too has the largest percentage of Reserved Forests (2%). Even though the Khasi Hills has a considerable number of sacred forests, they have not been well managed by the community. However, in some places, reforestation efforts have been made by community members such as in Umtyngngar village which has created a Law Adong. In the Jaintia Hills, private forests comprise of 53.44% of the natural resource distribution in the region. Further, there are a number of sacred forests in the Jaintia Hills which have not been measured as yet. In the Garo Hills, on the other hand, a considerable amount of land has been left barren (31.07%). It is interesting to note that the Garo Hills has the highest percentage of community owned forests (18%). These community forests are owned and managed by the traditional heads. A few notable community-driven practices such as setting up of a committee in Rongjeng village to assist the Nokma for better management of the forest resources, has resulted in moderate and sustainable use of forest products. Ownership of streams and rivers is with the community. The issue arises when villages located at different upstream and downstream points are not united in how they manage, use and share this resource. Privately owned water bodies like springs and ponds are at the use and discretion of the individual. This means, that if an individual decides to earn a livelihood from this, he or she may; with certain restrictions. From the total 27 villages surveyed, 66 active perennial springs were found which cater to the community in many ways. These villages have used different ways to maintain their water resources. However, the inability to govern their use and access in some areas has resulted to increase in anthropogenic activities, eventually leading to biological death of certain streams and rivers. To illustrate, mining activities around the river Lukha has caused further damage to the river, as there were no rules and restrictions applied to mining. Table 33Summary of key social issues emerging from the baseline survey and implications for SMF. Variables Social Issue Implication for SMF Land a) Change in Land Use – a) Formation of a vulnerable group action plan for inclusive  Decrease in agricultural development of investment land which may affect plans that promotes nutritional food security and value nutritional intake.  Increase in mining. b) Improve decision making of women in land management. b) Increase in stunting and malnutrition of children c) Strategies for equitable access c) Community land which is to land. small in percentage is free to be used by most households. But due to privatization, there is loss in access to land resulting to growing landless 49 households. Water a) Water degradation in quality a) Awareness on best practices in and quantity. water resource b) Decreased access to resources b) Village may institute proper in terms of use and benefit village plans/rules/laws on sharing. water use and access in their community plan. c) Enclosure of water sources c) Active engagement of women in decision making. d) Forest a) Forest degradation a) Benefit sharing of private and community forests. b) Management issues resulting in change in forest cover and b) Conservation of indigenous decreased access to livelihood sacred forest in terms of derived from forest products. changing spiritual/religious sentiments to cultural c) Loss of Sacred Forest cover sentiments. which is indicative of changing sentiments. c) Active engagement of women in decision making. 50 Chapter 3: Formal and Traditional Regulatory Framework Assessment Applicable World Bank Policies The applicability of World Bank’s social safeguard policies, particularly relating to Indigenous People (OP 4.10) and Involuntary Resettlement (OP 4.12) were examined in the context of this project. The applicability of the same was examined via field visits and extensive consultations with client and beneficiaries. Table 34– Safeguard policies and their applicability to the project Safeguard Applicability Explanation Relevance/Implications Policies for EMF and SMF Environmental Yes As per the 2011 Census data, Environmental and Assessment 86% of Meghalaya’s Social Management OP/BP 4.01 population belongs to the Framework (EMF and Scheduled Tribe category – SMF) needed for whereby all project managing and mitigating interventions are expected to the environmental and be applicable for ST social risk related to the communities. The project project activities, and the activities are expected preparation of enhance natural resource Environmental and management in targeted Social Management landscapes, and are expected Plans (EMP and SMP) to be beneficial and for specific interventions. sustainable from an The EMF and SMF will environmental and social include standard perspective. Although the mitigation methods and project would be implemented procedures, along with within environmentally and appropriate institutional socially sensitive areas, none arrangements for of the planned project screening and reviewing investments or activities are sub-projects and expected to generate monitoring the significant adverse implementation of 51 Safeguard Applicability Explanation Relevance/Implications Policies for EMF and SMF environmental impacts. mitigation measures to prevent adverse impacts. OP 4.01 is triggered; though the type and scale of the proposed interventions seems to be manageable, the expected impacts and the measures to mitigate them are known; some environmentally sensitive hot spots although raise the level of risk of the project. The state is endowed with 70 percent forest cover and abundant rainfall, however these forest landscapes face numerous threats and challenges, including complex governance, land use conflicts; mining, jhum cultivation and other non- forest land uses; and illegal logging and fuel-wood harvesting. The project activities being largely focused on forests and water resources management, enhancing sustainability of land based livelihoods; availability of water; and improving the state of forests, will thereby reduce ongoing pressures of forest degradation. Indigenous Yes The policy is triggered. As The Social Assessment Peoples 86% of the state’s population has led to the OP/BP 4.10 is tribal, a comprehensive pre[parathion of an IPDP Social Management cum SMF Framework cum Indigenous People’s Development Plan will be prepared. W Involuntary TBD Being a Community Driven Resettlement Landscapes Management OP/ BP 4.12 Project, no land acquisition is envisaged. Hence OP/BP 4.12 on Involuntary Resettlement is not triggered for the project. Land may be required 52 Safeguard Applicability Explanation Relevance/Implications Policies for EMF and SMF for small infrastructure, which will either be government or community land. However, the project will duly engage in appropriate land management activities and be cognizant of cases where any loss of livelihood occurs. In that case appropriate measures will be taken through livelihood compensation. Formal Laws and Policies for Natural Resources Land Legal institutions pertaining to land tenure system and land ownership in Meghalaya can be classified into two broad categories- traditional and non-traditional institutions. The ADC constitutes the non-traditional institution which governs land related matters along with formal laws applicable to the state.10While traditional institutions (by customary practices and conventions), have the authority to preside over land ownership/disputes or such related matters, their decisions are however, not fully binding as per law as they are non- constitutional authorities and are accountable to the ADCs and are under their regulation. The Government of Meghalaya has also enacted a number of law related to land, two of which, i.e. The Meghalaya Transfer of Land (Regulation) Act, 1971 and the Cadastral Survey and Preparation of Records of Rights Act, 1980 have been cited as imperative in dealing with land rights in Meghalaya. Following are the list of central and state laws applicable to land related matters in Meghalaya. Table 35 – Formal laws and policies pertaining to land and their applicability to the project Act/Policy Year Objective Applicability Authority The Jaintia 1975 (Act Provide for establishment Clarity of roles District Hills 1 of 1976) and administration of town and Council Autonomous committees in the township responsibilities Affairs District of the Jaintia Hills of stakeholders Department (Establishment Autonomous District. The to mitigate and duties and functions of the conflict over District Administration town committees include authority. Council of Town construction, maintenance (Executive & Committees) and improvement of water The project Legislative Act and the supply and water ways. activities Department) Jaintia Hills include Autonomous capacity District building 10 The Sixth Schedule of the Constitution as per Article 244(2) and 275 (2), has provided for the establishment of the Autonomous District Councils (ADCs) 53 Act/Policy Year Objective Applicability Authority (Establishment, program to Administration strengthen the of Town capabilities of Committees) institutions in Rules good governance practices. The United 2005 Applicable to all forests of The project District Khasi-Jaintia the Khasi Hills except the aims to Council Hills Reserved Forests. strengthen the Affairs Autonomous role of Department District traditional and Council local District (Management institutions in Council and Control of management of (Executive & Forests – ecosystems. Legislative Revised Rates Department) and Royalty) Rules 1954 As per the regulation, no The project District The Garo Hills (Regulation area shall be selected or will invest on Council District (Jhum) II of 1954) allotted for jhum nor shall development Affairs Regulation any person be slowed to of community Department practice jhum or cut any NRM plan forest within a distance of wherein District 400 meters of any water priority areas Council source or catch area of ecosystem (Executive & declared as such by an management Legislative order of the executive will be Department) committee. identified. The Garo Hills 1955 (Act Provides for the transfer of Under this District District IV of 1955) land in the GHAD where project, proper Council (Transfer of land includes benefits documentation, Affairs Land) Act which arise out of land and management Department things attached to the earth.plans and mapping of District land may be Council done, which (Executive & has not yet Legislative been Department) completed in the state. The Garo Hills 1956 (Act I Provide for the Clarity of roles District District of 1957) establishment and and Council (Administration administration of town responsibilities Affairs of Town 1957 committees in GHAD. The of stakeholders Department Committees) duties and functions of the to mitigate Act and the town committees include conflict over District 54 Act/Policy Year Objective Applicability Authority Garo Hills construction, maintenance, authority. Council District repair and improvement (Executive & (Administration cleaning of tanks, ghats, The project Legislative of Town wells and channels and activities Department) Committees) arrangement of water include Rules supply of water. capacity building of institutions in good governance practices The Garo Hills 1958 (Act I They provide for the The project District District of 1958) constitution and aims to Council (Constitution of development of local self- strengthen the (Executive Village government in the rural role of &Legislative Councils) Act areas of GHADC. The traditional and Department) duties and functions of the local village councils include institutions in construction, maintenance, management of repair and improvement of resources. public wells and tanks for supply of water to the Project public for drinking, activities washing and bathing include purpose and of waterways. consultations with village councils who manage community land. The Meghalaya 1971 The Act states that no land Under this Revenue and Transfer of (includes immovable project, proper Disaster Land property of every documentation, Management (Regulation) descriptions and any rights management Department Act in or over such property) in plans and Meghalaya can be mapping of District transferred by a tribal toa land may be Council non-tribal or by a non- done, which (Executive & tribal to another non-tribal has not yet Legislative except with the previous been Department) sanction of the competent completed in authority. the state. The Cadastral 1980 The Act provides for a Enable the PIU Revenue and Survey and cadastral survey of lands to perform in Disaster Preparation of and the preparation of land part a cadastal Management Records of records in the state. The survey and Department Rights Act Act was amended in 1991 map out areas to enable the ADCs to of cultural and District 55 Act/Policy Year Objective Applicability Authority undertake the cadastral social Council survey with the financial significance. (Executive & and technical assistance of Legislative the State government. This Department) Act was severely criticized on the grounds that it was an attempt by the government to impinge on the rights of the people in matters related to land (Lyngdoh, 1997). The Mines and 1957 Lays down the legal Mining and Department Minerals framework for the quarrying was of Mining & (Regulation regulation of mines and an integral part Geology, and development of all of the Government Development) minerals other than economic of Meghalaya Act (MMRD petroleum and natural gas activity which Act) in India. was brought to halt by the National Green Tribunal in 2014, affecting the livelihood source of people in Meghalaya. The project will also play an integral part for proper documentation and mapping of the areas in case the area falls within the agricultural land. Mineral 1960 The Government of India The project Department Concession has also framed the will play an of Mining & Rules Mineral Concession Rules, integral part Geology, 1960 for regulating grant of for proper Government prospecting licenses and documentation of Meghalaya mining leases in respect of and mapping all minerals other than of the areas atomic minerals and minor minerals. The state 56 Act/Policy Year Objective Applicability Authority governments were to frame rules for minor minerals. The Mineral 1988 Framed by Government of The project Department Conservation India for conservation and will invest in of Mining and systematic development of soil treatment &Geology, Development minerals. The rules are and undertake Government Rules applicable to all minerals soil of Meghalaya except coal, atomic and improvement minor minerals. The measures. MMRD Act was further amended in 1999 to delegate more power to the state governments and to bring the provisions for grant of mineral concessions at par with major mineral producing countries of the world. Jhum 1954 Put in place in order to The project District Regulations legitimise the exploitation will invest in Council Act of forests by tribal, who stabilisation of Affairs have turned into shifting Department professional timber cultivation. contractor and traders District measures have been Under the Council provided for the selection project, (Executive & and allotment of jhum consultation of Legislative lands, restriction of jhum the ADC will Department) watershed areas, fixation of take place in jhum cycle and other every region as restrictive practices. it is the ADC which controls some un- classed forests and collects royalties. Water The Constitution of India provides that the property rights in all rivers, streams, other natural watercourses and canals vest with the state. However, Meghalaya is a Sixth Scheduled state, the Autonomous District Councils (ADC) has some power to legislate on water for agricultural purposes. It can also make laws with respect to the use of any canal or watercourse for agricultural purposes11. At present, certain union and state legislations are applicable in the state on prior approval of the ADC, which regulates any water related matter in the state. One of which is the National Water Policy, 1998 which embodies the principle of planning and development of water resources from a national perspective. Further, State 11 The Indian Law Institute – Legal Issues in the management of water with special reference to the state of Meghalaya. 57 Government has already prepared a draft act entitled “The Meghalaya Water Act, 2011�which aims to deal with water issues in a comprehensive manner without derogating existing laws impinging upon water12. Few other laws and regulations applicable are as under- Table 36 – Formal Laws and Policies pertaining to Water and their applicability to the project Act/Policy Year Objective Applicability Authority The United 1954 This provides for Fisheries and District Khasi – (Act I matters related to aquaculture is an Council JaintiaHills of fisheries in Khasi Hills. important source of Affairs District 1954). livelihood for the rural Department Fisheries poor. The project will Act, invest in the treatment of District livelihood improvement Council within the state. (Executive & Legislative Department) The Garo 1953 This regulates fisheries All regulations District Hills (Act I in the GHADC pertaining to livelihood Council Fisheries of opportunities for Affairs Act, 1953) subsistence or otherwise Department should be in line with the project activities. District Council (Executive & Legislative Department) The Garo 1953 This regulate the The Project will play an District Hills Ferries management of integral part to upscale Council Act ferriesin the GHADC eco-tourism potentials. Affairs Department District Council (Executive & Legislative Department) Tourism department, Government of Meghalaya The Garo 1953 They provide for the The Project will play an District Hills Cart, (Act imposition of tax on integral part to upscale Council Cycle and III of carts, cycles and boats eco-tourism potentials. Affairs Boat 1953) in GHADC. Department (Taxation) and 12 Drafting Committee Meghalaya Water Act 14/2/2012 58 Act/Policy Year Objective Applicability Authority Act. the District Rules, Council 1960. (Executive & Legislative Department) Tourism department, Government of Meghalaya Meghalaya 1992 Provide for the Under the project, MeWDA, Protection of protection of catchment mapping and surveying Catchment areas with a view to of the land may be done Soil &Water Areas Act preserve water and to and measures will be Conservation make provision for taken in order to protect Department, matter connected and improve the Government of therewith. environment and the Meghalaya, catchment areas from such sources, streams MBDA and rivers National 2012 The policy states that The National Policy MoWRRDGR Water Policy water needs to be recognises that States managed as a have the right to frame community resource policies, laws and held by the state under regulations on water. public trust doctrine to achieve food security, livelihood, and equitable and sustainable development for all; it also calls for strengthening community�based water management. The River 1956 An Act to provide for As the project is MBDA Board Act (Act the establishment of investing in activities 49 of River Boards for the pertaining to resource 1956) regulation and management development of inter- State rivers and river valleys. The Water 1974 Act provides for the The project will take Central (Prevention (Act 6 prevention and control measures to prevent Pollution and Control of of water pollution and health hazards to human Control Board of Pollution) 1974) maintaining or beings such as water and Meghalaya Act restoring of borne diseases. State Pollution 59 Act/Policy Year Objective Applicability Authority wholesomeness of Control Board water, for the Under the project, establishment, with a proper documentation, PHE view to carry out mapping and surveying department, purposes aforesaid of of thearea may be done. Government of Boards for the Meghalaya prevention and control The project will also of water pollution for invest in implementation MeWDA conferring on and of development plans for assigning to such water safeguards along Boards Powers and with the community. functions relating thereto and for. The 1996 Act follows in line and The project may require Meghalaya Meghalaya spirit with the central clearances from the State State Pollution Water Act. Pollution Control Boards Control Board (Prevention (SPCB) and Control of Pollution) Rules Forest Unlike the rest of the country where forests are mostly owned by the State and managed by the State Forest Department, in Meghalaya substantial forest areas are under the un-classed category and mixed pine owned by private individuals, village councils, district councils, and other traditional community institutions. Besides the State Forest Department and the Autonomous District Council, private individuals and communities and clans owned the forests in Meghalaya. The ownership rights over land and resources are further protected by the Sixth Scheduled of the Indian Constitution. With the creation of the District Council a new situation arose. By the constitutional power vested in the District Council, all forests other than Government Reserved Forest are within its jurisdiction and under its exclusive management. According to Clause (b) of sub- paragraph (1) of paragraph 3 of the Sixth Schedule, the District Council may make laws with regard to the management of any forests not being a Reserve Forests. Other union and state laws related to Forest have been listed below- Table 37– Formal Laws and Policies pertaining to Forest and their applicability to the project Act/Policy Year Objective Applicability Authority The United Khasi- 1958 Provides for the Under the project, District Jaintia Hills management and consultation of the ADC Council Autonomous control of will take place in every Affairs District forests. region as it is the ADC Department (Management and which controls some un- Control of Forests) classed forests and District Act collects royalties. Council (Executive & Legislative 60 Act/Policy Year Objective Applicability Authority Department) The KHADC 2011 Codifies and The project will invest on District (Protection and makes provisions documentation or Council Promotion of Khasi for the protection codifying of traditional Affairs Traditional and promotion of practices, which may help Department Medicine) Act Khasi traditional identify few best practices medicine. that can be replicated. District Council (Executive & Legislative Department) The Garo Hills 1958 The Garo Hills The project will invest on District District (Forest) Act Autonomous implementation of certain Council District to development plans for the Affairs control and community pertaining to Department regulate the forest. raising and District operation of clan, The project proposes Council community and consultation of village (Executive & individual councils who manage Legislative forestry community land and Department) plantations in the Rangbahkur or Head autonomous Maternal Uncle of a Clan Forest areas of the State who control all the land. Department, excluding Government Reserved Forest, of Protected Forest Meghalaya and Areas of National Parks and Sanctuaries Meghalaya Forest 1980 To check During the course of Department Regulation(Adapted deforestation, project implementation of Forest and from Assam Forest check/rationalize that would entail the Environment Regulation, 1890) diversion of felling of trees, the project forestland for implementing body to non-forest ensure that there is purpose, and compulsory afforestation compensatory and facilitate this by afforestation in enabling the community to lieu of forestland obtain saplings. diverted and creating alternate livelihood opportunities for the forest- dependents when forest areas are 61 Act/Policy Year Objective Applicability Authority diverted for non- forestry purpose The Garo Hills 1882 For preservation The project will support District Regulation and protection of community-led Council (Regulation 1 of forests. interventions to restore affairs 1882) and sustainably manage Department The Garo Hills 1958 It provides for forests, water resources District District (Forest) Act (Act the management and biodiversity which the Council II of of any forest not population highly depends affairs 1958) being a reserved on. Department forest in the GHAD. The Act District prohibits poising Council of water or (Executive & fishing or setting Legislative of traps in the Department) contravention of any rules made Forest by the Executive Department, Committee Government of Meghalaya Meghalaya Forest 1973 For preservation The project is intended to Department Regulation and protection of bring about positive of (Application and forests. changes in the Environment Amendment) Act management, and of Forests Meghalaya Forest 1981 To control the sustainable utilization of Department (Removal of removal of forests. The positive of Timber) Regulation timber outside impacts associated with Environment Act the State for the the program are the and Forests preservation of conservation and forests and to restoration of forest prevent their resources. indiscriminate destruction and for the matters connected therewith and incidental thereto. Meghalaya Tree 1976 To make Department Preservation Act provisions for of regulating the Environment felling of trees and Forests for purpose of protection of catchment areas 62 Act/Policy Year Objective Applicability Authority and soil from erosion and to preserve the special characteristics of the hilly areas as regard landscape, vegetal cover and climate and to provide for matters connected there with and incidental thereto. The Scheduled 2006 Provides for The project ensures Department Tribes and Other recognition of effective participation of of Traditional Forest forest rights to Indigenous Peoples in the Environment Dwellers Scheduled Tribes preparation of and Forests (Recognition of in occupation of environmental and social Forest Rights) Act the forest land impact assessments to District prior to other assess risks and Council traditional forest opportunities and to Affairs dwellers who are improve the understanding Department in occupation of of the local context and the forest land affected communities. District for at least 3 Council generations i.e. The project activities shall (Executive & 75 years, up to lead to strengthening of Legislative maximum of 4 their traditional cultural Department) hectares. These values and customary use rights are of natural resources and heritable but not livelihood opportunities. alienable or transferable. Forest 1980 Checks The project activities MoEFCC (Conservation) Act, deforestation, being largely focused on and State check/rationalize forests and water Forest and diversion of resources management, Environment forestland for enhancing sustainability of Department non-forest land based livelihoods; purpose, and availability of water; and compensatory improving the state of afforestation in forests, will thereby lieu of forestland reduce ongoing pressures diverted and of forest degradation. creating alternate livelihood opportunities for 63 Act/Policy Year Objective Applicability Authority the forest- dependents when forest areas are diverted for non- forestry purpose. The Forest 1980 To provide for MoEFCC (Preservation) Act the conservation and State of forests and for Forest and matters Environment connected Department therewith or ancillary or incidental thereto Joint Forest 1990 Framework for The project implements Forest Management and creating massive effective participation of Department, Guidelines 2002 people’s Indigenous Peoples in the Government movement preparation of of through environmental and social Meghalaya involvement of impact assessments to village assess risks and District committees for opportunities and to Council the protection, improve the understanding (Executive & regeneration and of the local context and Legislative development of affected communities. Department) degraded forest It will implement effective lands consultation processes with the affected Indigenous Peoples’ communities to fully identify their views and to obtain their Free, Prior and Informed Consent for project activities affecting them. While Free, Prior and Informed Consent is a community-level process, it is important to ensure that decisions at the community level are representative of all community members, especially those who have historically been left out of decision-making, such as indigenous women Traditional Norms for Natural Resource Management in Meghalaya As mentioned earlier, the land tenure system and land ownership in Meghalaya mainly follows the traditional system wherein they are governed in accordance with the customary 64 norms and practices of the people. Although many changes in the pattern of landholding have occurred over the years, the principle of transmission of rights of ownership has largely remained the same. The land tenure system and ownership involves both traditional and non- traditional institutions. The traditional institutions function on the basis of local customary laws and traditions and traditions which have not been codified. The non-traditional are codified and enforced by constitutional bodies such as the Autonomous District Councils. Stakeholder Mapping The objective for identification of key stakeholders is to outline the roles and responsibilities and relationship of each stakeholder of traditional norms for resource management. Resource District level Village level Formal and Informal groups Land Autonomous District Village Council or RangbahShnong, the Nokma, Councils –the Khasi DorbarShnong, the the Maharis, SengLongkmie, Hills Autonomous Village Executive SengSamla, District Council, the Committee, the Dolloi/Sordar/Syiem, Rangbah Jaintia Hills Village Kur, Self Help Groups, and Autonomous District Employment other institutions formed for Council, the Garo Council. the management of land Hills Autonomous District Council Water The Khasi Hills Village Council or RangbahShnong, the Nokma, Autonomous District DorbarShnong, the the Maharis, SengLongkmie, Council, the Jaintia Village Executive SengSamla, Hills Autonomous Committee, the Dolloi/Sordar/Syiem, Rangbah District Council, the Village Kur, Self Help Groups, and Garo Hills Employment other institutions Autonomous District Council Council Forest Autonomous District Village Council or RangbahShnong, the Nokma, Councils- the Khasi DorbarShnong, the the Maharis, SengLongkmie, Hills Autonomous Village Executive SengSamla, District Council, the Committee, the Dolloi/Sordar/Syiem, Rangbah Jaintia Hills Village Kur, Self Help Groups, and Autonomous District Employment other institutions Council, the Garo Council. Hills Autonomous In the Garo Hills the Nokma is District Council. not expected to exploit resources for his own personal gains. Mapping of Practices of Benefit Sharing, Ownership, Management -Land Among all three major tribes of Meghalaya viz. Garo, Jaintia and Khasi, there exists an indigenous practice of benefit sharing, ownership and management of land. Even though there has been a paradigm shift in the pattern of landholding over the years, the principal of transmission of rights of ownership has largely remained the same. Meghalaya is predominantly a matrilineal society which follows a system of inheritance wherein landed property and its ownership are mostly vested with the female member of the household. Ownership and management of land among the three tribes is traditionally very similar. 65 Amongst the Garos, community and clan ownership of land is the practice among all although private ownership also exists in some pockets, particularly in areas where terrace cultivation and horticulture are prevalent.13Nokma is the guardian and nominal proprietor of the communal or a-king land within its jurisdiction. All inhabitants of the village are entitled to cultivate anywhere on that land upon paying a nominal tribute. Certain land title practices are also followed in Garo Hills wherein a-king land becomes individual private property. An annual patta is issued by the District Council with consent of the Nokma of the particular a- king on application. Once the patta is issued the land goes out of the a-king, out of the control of the Nokma and clan members and becomes individual private property. While, in the Jaintia Hills land is basically classified into two types, namely Hali land and High land. Hali lands are the permanently cultivated terraced wet rice land and are of two kinds; the difference being in the method of irrigation. Whereas, High lands are government and private lands. Hali lands on the other hand include raj lands (previously under the British Raj), service land, village puja lands, private lands and patta lands. The land tenure system amongst the Khasis is classified into two main heads – Ri Raid and RiKynti. Ri Raid is generally community owned land or ‘public’ land wherein no individual has propriety over it. The land is free to use for all and is under the Village Council and the Syiem who has the authority to allot the land for use and occupancy to individuals. The individual may sell the produce from the land but cannot sell the land. While RiKynti land is private lands which are in absolute possession of the owners. It can be sold, mortgaged, leased and disposed of in any manner they deem fit. These lands are demarcated by boundary stones and landmarks. In certain cases, the Syiem, Sordar or Village Councils have no rights over these lands but if they want to sell, mortgage or transfer such lands, consent of the owners, locality, and community is required. In the existing land tenure and ownership structure, it is difficult to establish if the land is privately owned or belongs to the community, as no land survey has been carried out within the state. Through this project, documentation and mapping of land may be done bearing in mind traditional practices of benefit sharing, ownership and management of land. Furthermore, existence of dichotomy in land governance has brought to fore the need to understand the complexities that subsist in ownership, benefit sharing and management of land. The overlay of government policies with the role of traditional institutions has resulted in their gradual weakening as agents of development. The project aims to address these weaknesses by strengthening the capacity and capabilities of the traditional institutions in good governance practices. Overall, understanding the existing customary norms, laws and policies of state is essential to ensure that there are no conflicts while undertaking any developmental work in the state. The project activities will be planned and implemented keeping in view the traditional socio-economic and cultural systems of local governance. Other formal laws and regulations pertaining to natural resources will also be adhered to. The project activities will hopefully lead to strengthening of their traditional cultural values and customary use of natural resources and livelihood opportunities. 13 In 1928, a few sections of the Assam Land Revenue Regulation, 1886 were brought into force in the Garo Hills. However, it became relevant only to the plains portion of the Garo Hills. In the hilly portion, the perennial customs continuesthough the District Council has passed some Acts and Regulations in certain matters. These prevail over more than 94 % of the total area which is hilly and 6% are plain areas over which this Act prevails. 66 Table 38 Traditional Classification of Land in Garo Hills Sl. Traditional Classification of Benefit Ownership Management No Land in Garo Hills Sharing 1. A-king This is communal Can be used Community Managed by land property by all upon land the Nokma paying a nominal tribute. 1. A-mate This is assigned land. Private land Plot of land acquired Property by an individual by purchase or through gift. Some of a-mate a- king lands acquired are: Jongmegre a-king land purchased for Rs 100/ and two gongs. Wa-gaesi a-king land 2. A-jinma Land owned by the Only for Community Managed by or A-joma community. It is the people Land the Mahari land common land of one belonging to motherhood. the same clan. 3. A-jikse This is common for Used by Private land Through joint land both the husband and members of deliberation of the wife. This land the two the two comes into existence motherhoods motherhoods of through the system of of the husband the husband common inheritance and wife. and wife. and through unity by a bond of inter clan relationship. 4. A-milam This particular land May be used Community Referred to as land lies in between the two by all land ‘cursed’ land a-king unclaimed by members of cannot be anyone. In other words the claimed by any it is “no-man’s land� community Nokma Table 39 Classification of Land in the Jaintia Hills Sl Classification of Land in the Benefit Ownership Management No. Jaintia Hills Sharing 1. High Land The High lands Used by the Private property Managed by the which are private can family under the name family, that is be bought, sold or of a female the maternal mortgaged at the will uncle of the inheritors 2 Raj Lands property of the Used by Government By private erstwhile individual Land individuals in 67 Sl Classification of Land in the Benefit Ownership Management No. Jaintia Hills Sharing syiems/rajas which households terms of lease became the property of 3 years. of the government which leased it to private individuals in accordance with customary laws 2. Land that was given Used by Government Managed by rent free to Dolois, Dollois, Land Dollois, Pators, Service Pators Chiefs and Pators and and Chiefs. Lands other officials as Chief orRek remuneration for the Lands services provided by them. 3. Village consists of the lands Held by and Owned by the Managed by the Puja Land held by the Lyngdohs cultivated by LyngdohDallois LyngdohDallois or the Doloiswho the headmen for worship. performs the pujas of and the yield the doloiships is utilized for meeting expenses connected with religious ceremony. 4. Private Lands held by private Used by the Owned by Managed by the Land individuals and can individuals female maternal uncle be transferred, mortgaged and sold or otherwise at the will of the owners. 5. Patta Land Encompasses lands Used by the Owned by ADC Managed by - that were allotted or individuals Institutions or transferred to Individuals individuals or only with institutions by the respect to British during their paddy fields. administration, whose power has now been substituted by the Autonomous District Councils. Table 40 Type of Ri Raid in the Khasi Hills Sl. Type of Ri Raid (Community Benefit Sharing Ownership Management No. Land) 1. RiShnong This is part All members of the Community Managed by 68 Sl. Type of Ri Raid (Community Benefit Sharing Ownership Management No. Land) of the community have land the Village village access to this type of Durbar which land villagers can use for cultivation and to occupy but not transfer 2. RiLyngdoh Land which Members of the Lyngdoh Managed by has been set Lyngdoh clan in a clan, with a the maternal aside for the particular village female uncles of the support of have access to this head. Lyngdoh clan Lyngdohs type of land who perform religious rites and ceremonies. 3. Ri Bam Syiem Land which Used by the Syiems. Syiem clan Managed by has been set of a maternal aside for the particular uncles of the ruling area under Syiems of a chiefs. a female particular head. area. 4. RiBamlang Community Can be used by all Community Managed by land which land the Village has been set Durbar aside for the use by the community. 5. RiLehMokutduma Land Can be used by Community Managed by acquired individual/community land the Village through Durbar litigation 6. RiAiti Mon or Land that Can be used by Community Managed by RiNongmei- has been individual/community land the Village Nongpa donated or Durbar/Clan gifted willingly by the owners for use by the public 7. RiRaphlang– Barren land Can be used by all Community Managed by RiBamduh which land the village anyone can durbar use 8. RiDiengsai – Forests area Can be used by all Community Managed by 69 Sl. Type of Ri Raid (Community Benefit Sharing Ownership Management No. Land) Diengjin that is land the village covered durbar with vegetation between the uplands and low lying areas of the lands 9. RiSamla Land Used by all Community Reverts back acquired by to the village an unmarried person who has the right to dispose off as one likes 10. RiUmsnam Land Used by all Community Managed by acquired owned the Village through Council wars Table 41 Type of RiKynti (Private Property) Sl. Type of RiKynti (Private Property) Benefit Ownership Management No. Sharing 1. RiNongtymmen Land that has been Used by the By the Managed by inherited from decedents youngest the maternal generations to of one daughter. uncle or generations. mother brothers 2. Ri Maw Land that has been Used by the Owned by Managed by acquired through members or the youngest the maternal purchase or through decedents daughter uncle or the right of of one brothers apportionment. mother 3. Ri Seng and Undivided family Used by Owned by Managed by RiKhain owned land members of the youngest the maternal one family daughter uncle or or brothers decedents of one mother 4. RiKhurid Land that has been Used by Owned by Managed by purchased or members of the female the family bought over which the one the purchaser has family the propriety, 70 Sl. Type of RiKynti (Private Property) Benefit Ownership Management No. Sharing heritable and transferable rights over land. 5. RiBitor Land that has been Used by Owned by Managed by acquired on receipt members of the youngest the maternal of a ceremonial one family daughter uncle or bottle of liquor or brothers decedents of one mother 6. RiDakhol Land that has been Used by Owned by Managed by obtained by the members of the youngest the maternal right of occupation one family daughter uncle or or brothers decedents of one mother 7. RiShyieng Portion of land that Used by the Owned by Managed by has been given to youngest the youngest the maternal the youngest daughter of daughter uncle or daughter of a clan the family brothers for meeting the expense on performance of religious rites and ceremonies. 8. RiPhniang Part of the land of Used by the Owned by Managed by Ri Kur or youngest the youngest the maternal RiNongtymmenthat daughter of daughter uncle or has been given to the family brothers female members who acts as custodian and assists in the preparation of religious ceremonies or for looking after them in times of trouble. 9 RiIapduh Land of a family or Used by the Owned by Managed by a clan that has Syiem clan the female the maternal become extinct head of the uncle or which is kept as Ri Syiem clan brothers Raid or Ri Bam of a Syiem particular region 10. RiShiak Land that has been Used by the Owned by Managed by acquired by the members of the female the husband 71 Sl. Type of RiKynti (Private Property) Benefit Ownership Management No. Sharing husband and the the family head. and on his wife which is given demise by his to the clan. son. Mapping of Practices of Benefit Sharing, Ownership, Management - Forests A primary resource for livelihood, the forest in Meghalaya is managed by the State Forest Department, the Autonomous District Councils and by the community at large. The state has an estimated forest area of 9,506 sq. Km, of which less than one per cent is under the control of the State Forests Department. The rest is under direct or indirect control of the District Councils. 88 per cent of forests in the state are under the control of communities or private individuals. In total, there are 24 reserve forests and 5 protected forests in the state which are controlled and managed by the government. The Autonomous District Councils have over three different types of forests under its jurisdiction: i) old un-classed forest which they exercise full control over, ii) forests owned by clan or communities and iii) the private forests. For the third category of forests, i.e. private forests, the role of the ADCs is limited to the collection of royalties when timber from these forests is exported outsides outside their own area.Typically, the forests in Meghalaya can be categorised into: Table 42Type of Forests in Meghalaya Sl. Type of forests in Meghalaya Benefit Ownership Management No. Sharing 1. Law These forests belong Shared by all Owned by a Managed by RiKynti to private members of female head the maternal individuals or clan the clan and of a clan. uncle or brother or joint clans which may be used are raised or by village inherited by them. community These are generally members as small in size and are well. owned and managed by individuals. These forests are used and managed by individuals. These forests are used according to the requirement and wishes of the owner. 2. Law Kur Forests land owned Used by Owned by Managed by and managed by members of the female the maternal clans wherein all the proprietary head of the uncle or members of the clan and may clan. brothers of the clans are entitled to be used by clan. a share of the members of benefits which are the village derived from community forests. However, with 72 Sl. Type of forests in Meghalaya Benefit Ownership Management No. Sharing access to the clan permission forest and collection from that clan. of forest products are permitted only for households belonging to the particular clan. 3. Law Raid These forests are May be used Community Managed by looked after by the by all property the Village heads of the Raid members of Durbar, the (traditional the village Syiem or the institutions community Raid. comprising of a cluster of villages) and are under the management of the local administrative heads. 4. Law These are forests set Used by Owned by Managed by Lyngdoh, apart for religious members of the female the maternal Law purposes and are the Lyngdoh head of the uncle or brother Kyntang, managed by the clan of a Lyngdoh of the Lyngdoh Law Niam Lyngdoh (priests) of particular area. clan of a clan of a a particular village. particular particular area. They are also called area. Sacred groves which are primary forest and are well preserved. 5. Law These are forests set Used by Community Managed by Adongand aside as catchment members of property the village Law areas for use by the the village dorbar. Shnong community or community. village that may be decided by the durbar. 6. Law Balang These are church Used by Owned by a Managed by a forests, whose main congregation Church. particular purpose is for members of a Church Council cremation and burial church. of dead bodies. These forests are usually gifted by private individuals or clans to the church or at times bought by the Church. 73 Sl. Type of forests in Meghalaya Benefit Ownership Management No. Sharing 7. Law Forests belonging to Used by Managed by RiSumar the individual, clan members of the maternal or joint clan which the proprietary uncles or are either owned or clans and may brothers of the inherited by any of be used by clans. the individuals, clan members of or joint clan. the village community with permission from that clan. 8. Champe. A These are May be used Owned by Managed by regeneration forests and strict rules the female the Nokma’s found in Garo Hills. to be adhered Nokma husband. These forests are to. managed by the Nokma and felling of trees are not allowed in such forests. 9. Wa. Grin These are bamboo Used by all Owned by Managed by reserves found in the female the Nokma’s Garo Hills and are Nokma husband. managed by the Nokma. The villagers have full access to the bamboo reserves and collect the bamboos for their needs. With the establishment of state control over some forest lands, new classes of forests have emerged. This has brought large tract of forests land under state control through a system of reservation. Government forests under district councils categorised as per the United Khasi- Jaintia Hills Autonomous District (Management and Control of Forest) Act, 1958 are as follows: Table 43Government Forests under ADCs Sl. Government Forests Under District Benefit Ownership Management No. Councils sharing 1. Un-classed Private forests over Used by all District District State which local self- Council Council Forests government have some control. They are mostly on hill slopes and are used by local inhabitants 74 Sl. Government Forests Under District Benefit Ownership Management No. Councils sharing for jhum cultivation 4. Protected Declared by the District Used by all District District forests Council for the growth under rules Council Council of trees for the benefit of of the local inhabitants. ADC 5. Green Forests declared to an Access to District District blocks individual family or clan NTFPs Council Council or joint clans and grow only. on Raid lands and are protected for aesthetic beauty and water supply to urban areas. 6. Reserve Declared by the Access to District District forests- executive committees of NTFPs Council Council the District Councils. only. The felling of trees or cutting of branches is prohibited. Mapping of Practices of Benefit Sharing, Ownership, Management – Water Although there are laws governing its use, Meghalaya does not have any specific law defining ownership and rights over water sources. The rights are derived from customary beliefs and practices which in turn are supported by several legislations. Rights over water in rivers and lakes are exercised by the community/clan and individuals according to the customary laws and beliefs, a bit of which is coming from the land tenure system14. Water related matters have always been considered part of the associated land use interests and are managed by the village dorbar. Traditionally, the user of land has similar rights for the use of water on that land. Further, streams, rivers, etc. under customary law are considered to be common property. In Garo Hills, most of the people practice jhum cultivation and therefore legislation exists to control deforestation near a water source or a catchment area. No such legislation exists in the Khasi and Jaintia Hills Autonomous District Council. Therefore, the State Government follows the Meghalaya Protection of Catchment Areas Act, 1990 for the protection of catchment areas with a view of preserving water sources and to make provisions for matters connected therewith15. 14 Accessed from http://megwaterresources.gov.in/pdf/Meghalaya_Water_Act_2011_draft.pdf 15 The Garo Hills District (Jhum) Regulation, 1954 (Regulation II of 1954) 75 Existing Institutions, Strengths and Weaknesses to Manage Social Development Aspects Meghalaya Basin Development Authority The MBDA16 was formed in 2012 with the aim to preserve the state’s natural resources, give voice to the economically vulnerable and to help them attain a sustainable livelihood. Some of its aims are to: 1. Sustainably develop river basin resources which shall ultimately lead to promoting the sustainable livelihood and employment for residents of river basins. 2. To increase sustainable income generation cultivation systems and establish micro/small scale/medium scale bio-industrial units. 3. Enable people’s participation to select livelihood activities. 4. To address the needs and priorities of women and increase their participation in local institution and decision making process. The MBDA functions through Framework programs and one of its central framework is knowledge management which seeks to promote a union of traditional knowledge and science. The MBDA also tries to fill in critical gaps which exist between the functioning of different government departments and addresses issues regarding sustainable natural resources use by strengthening the capacity of the concerned stakeholders particularly, the farmers and other entrepreneurs who are directly depending on the natural resources for earning their livelihoods. The MBDA tries to bring in convergence of these government departments’ schemes and thus provide integrated services. This is done through institutes such as the Meghalaya Institute of Entrepreneurship (MIE), the Meghalaya Institute of Governance (MIG) and Meghalaya Institute of Natural Resources (MINR). The attempt by the MBDA to bring together all government schemes and development projects under one head is its greatest asset. The ability to converge these schemes to ensure that there is no duplicity of work makes it efficient. Its structure and the various organisations under it would make the implementation of the CLLMP easier. Autonomous District Councils As mentioned earlier, ADCs were established under the Sixth Schedule of the Constitution of India (Articles 244(2) and 275(1)) with a view to preserve and protect tribal institutions. It is a system of local administration to give greater autonomy to tribal societies, to preserve and safeguard tribal groups’ traditional practice and to act as a conduit between the formal state government and the informal grassroots tribal institutions. Moreover, the powers for the regulation and management of natural resources have been conferred on the Councils. Despite the fact that the District Councils manage and control the land, water and forest, the management of these resources is a weak link of the Councils. Due to their decisive role in local governance, the project aims to build their capacity in sustainable management and safeguarding of state’s natural resources. The project will offer technical assistance, skill- development and financial resources to the ADCs, with the aim to empower them. 16 MBDA is Society Registered under Meghalaya Societies Registration Act 1983. It is a policy supporting, supervisory and regulatory body that channelizes funds and support implementation of Externally Aided Projects (EAPs) and other developmental initiatives of the Government of Meghalaya. EAPs are implemented by Meghalaya Basin Management Agency (MBMA) which is a Section 8 company registered under Indian Companies Act, 2013. MBDA and MBMA work at arm length as former is the supervisory body and latter is an project implementing body. 76 There are, at present, three ADCs in the state of Meghalaya, Khasi, Jaintia and Garo Hills Autonomous District Councils. They are constitutional bodies and all laws, rules and regulations made by them are enforceable. The ADC has the right to constitute village councils or courts for the trial of suits and cases between the parties all of whom belong to Scheduled Tribes within their own jurisdiction and may appoint suitable persons to be members of such village councils or presiding officers of such courts, and may also appoint such officers as may be necessary for the administration of the laws of the Sixth Schedule. They may also act as courts of appeal from the decisions made by village councils. As per paragraph 8 of the Sixth Schedule, the ADC also has the power to assess and collect revenue in respect of all lands within the district except those lands which are in the areas under the authority of regional councils, if any, in accordance with the standard followed by the State government. It also has the power to levy and collect taxes on lands and buildings, and tolls from persons, falling within their jurisdiction. The ADCs also has the power to make laws on matters such as inheritance of property, marriage and divorce as well as on social custom. Notwithstanding the power and authority extended to the ADCs by the Constitution, in the matters as mentioned earlier, they are however, bounded by paragraph 12(A) of the Schedule. This paragraph gives onus to the State laws over that of the laws made by the ADC. It states that if any law made by the ADC is repugnant to any provision of a law made by the State Legislature, then the formers’ will be void and the State law will prevail. Grassroots Institutions The third centre of authority is the grassroots tribal institutions and practices. In the Khasi and Jaintia Hills, these are powers that rest at the village level’s elected members to govern the village. The members mainly belong to the ruling clan called Ki Bakhraw. The elected members organise themselves into a village council or Dorbar Shnong that is headed by a Chief. The council has significant power and legitimacy rooted in the un-codified customary laws and practices. The primary function of the Dorbar Shnong is to undertake development works and to manage local assets. It also functions as a court trying petty cases such as land disputes. The decisions of the Dorbar are considered legitimate and are usually adhered to. Figure 4 Initiative of CORP (Confederation of RiBhoi People) In the Garo Hills, there is the in Marngar Village, RiBhoi District institution of the Nokma. The Nokma holds a-king (clan) land in the village as head of the motherhood. As head, the Nokma is to preserve the customs but the real owner of the a-king land is in his wife’s’ name. The administration of the village is carried out through by the Nokma. In the Garo Hills there are 70 village courts with a laskar. If there is no lascar a member of the village council nominated by the District Council. The lascar of the village is the ex-officio president of the Village Court. The President and Vice-President is elected by the members of the council from amongst themselves by a majority of votes. The Nokmas and the laskar try all cases connected to customary laws. The community led project will provide training and capacity building to all the traditional institutions and stakeholders 77 based on traditional laws and the existing government Acts for the protection and management of land, water and forest. Village Employment Councils In absence of a Panchayati Raj Institution (PRI) or local councils/authorities, Meghalaya had to explore its own institutional arrangement resembling the PRI for the implementation of Mahatma Gandhi National Rural Employment Guarantee Act, 2005 (NREGA). With the support of traditional institutions, Village Employment Council (VEC) and Area Employment Councils had been formed for planning, monitoring and implementation of the Act at the village level. Each VEC is vested with powers and functions of the Gram Sabha and a Community Coordinator, who is responsible for identification and supervision of such work. The VEC is considered to be inclusive, transparent and accountable than the traditional institutions. VEC mandates 1/3rd representation of women in its executive body. Further, in terms of decision making, it seeks participation from all strata of the community. VEC as part of the Audit of Scheme Rules, 2011 were responsible for conducting bi-annual social audits. Following the amendments to the state scheme, the role of conducting the social audit has now been assigned to the AEC. However, due to inexperience and absence of capable persons, instead of the AEC, Non- Government Organisations are engaged as Social Audit facilitators. Under this project, VEC will be one of the principal authority for planning and implementation of the development NRM plans. The project will focus on building their capacity for management of social risks and impacts pertaining to natural resources viz. land, forest and water resources, to the extent possible. 78 Chapter 4: Stakeholder Assessment Key Stakeholders The stakeholder consultation process considered a number of stakeholders engaged at various levels. The purpose was to ascertain their relevance and roles in the context of the CLLMP project, from project preparation through implementation. Table 44 Key Stakeholders Level Key Stakeholders Importance in CLLMP Meghalaya Basin A section 8 company (erstwhile Section 25 Management Agency company) which has the primary responsibility of (MBMA) implementing the CLLMP. MBDA is Society Registered under Meghalaya Meghalaya Basin Societies Registration Act 1983. It is a policy Development Authority supporting, supervisory and regulatory body that (MBDA) channelizes funds and support implementation of EAPs including CLLMP. State level Soil and Water Provide Technical support of Project Implementing Conservation Department Unit (PIU) and Project Implementing Agency (SWCD) (PIA) Provide Environmental clearance for any State Forest Department infrastructural development, if any. Line departments: Agriculture, Horticulture, Convergence with North Eastern Council (NEC) Animal Husbandry, and State Department’s for an inclusive and Forest, effective project implementation. Soil & Water 79 Level Key Stakeholders Importance in CLLMP Conservation, Sericulture, Water Resource, Industries Autonomous District Coordination and involvement of traditional Council for Khasi Hills, institutions for project implementation and conflict Jaintia Hills and management. Garo Hills Organisational Institution: Avenues, Shillong, Meghalaya Water Foundation, Informed Act as watchdog for project implementation and Conscious and disseminating information on the project. Responsible Existence (ICARE), North East Network (NEN) etc. Media Helps to coordinate information dissemination. Coordination with line departments for project Deputy Commissioner implementation. District Basin District Collection and submission of Community Plan at Development Units level the State Level (DBDU) Acquisition of land from private owners if Revenue Branch required. Block Enterprise Facilitation Field level interaction, consultation and capacity Level Centre building of the community members. Village council, Village Dissemination of information on the project Executive Committee, implementation, acquisition of land falling under village employment community or village land. council, etc Formal and Informal groups: Seng Longkmie, Seng Samla, Daloi/ For consultation and involvement in project Sordar/ Syiem, implementation Village community groups, level elders, Self Help Group etc Preparation, implementation and monitoring of the Community landscape management plan. Vulnerable group: Women, unemployed Inclusion in planning, implementation, and youth, school dropout, monitoring of project process to bring equality. aged, Differently abled etc Details of Consultations (Field Level and Workshops) A State level workshop and group discussions at the village level were conducted to gather views and opinions of stakeholders relating to the social impact of the project. The 80 information received thereby were collated and compiled. The following social and environmental issues and impacts were found during the discussion: State Level Workshop A workshop on Conceptualization of the CLLMP was held on 15th February 2016, in Shillong. Stakeholders who participated in the workshop included the representatives of World Bank, Meghalaya Basin Development Authority, Line Departments of the Government of Meghalaya, NGO’s, Media representatives and Community Leaders and Members. At the workshop the implementing agency and the participants/stakeholders discussed details about the project. It was highlighted that one of the key concepts of CLLMP is that it is “demand driven� and puts people at the fore front. The workshop helped define a roadmap for the project. It was also discussed that the project would be designed to work within the existing eco systems and around the needs of the local communities. Village level Consultation. Village level consultation were done to understand the existing issues in the village, steps taken by the community to mitigate existing issues and the social impacts likely to come up from the project implementation. The consultation has been done in the presence of community members, village council heads and members of Block Development Unit. The selection of study areas (twenty-seven villages) were based on the criteria listed below:  Agriculture land  Non- Cultivable barren land  Change in forest cover  Change in forest activities  Water quality  Type of Water source Figure 5 PRA Exercise in Mihmyntdu Village, West Jaintia Hills District Table 45 Summary of Consultation with Primary Villages Key Issues Discussed Discussion 81 East Khasi Hills District - Umtyngngar Village, Kut Village, Mwlyndiar, Umphyrn, Umphyrnai  Degradation of water  Water from upstream WahUmtyngngar has been degraded quality due to activities like sand mining and car washing stands.  Decline in forest cover There has been decline in forest cover and about 90 per  Difficulties in collection of cent of all forest cover in the village currently belong to potable water private individuals/and clans  Community level Natural  The village durbar has set up a new community forest in Resource Management 2010. This is managed by a separate body who decides and  Increasing private land allocates use and access of this forest. ownership  Water sources like streams, rivers, ponds and community wells are present in the village, however manual collection of drinking water from far away sources are considered time consuming and problematic by the community.  Only village with demarcated boundaries and proper maps showing community forest. Benefit sharing is prevalent.  Effective village natural resource management.  Community practices planting of trees near and around the drinking water source.  Ownership of land is not private but owned by the Raid which includes the Law Adong, Law Shnong and Ri Raid. The Management is done by the Community which falls under the Raid.  Firewood and wild vegetables are extracted from the Community forests and Timber from the Reserved Forests.  Deforestation is a key issue with no proper measure for conservation.  Increasing share of land has been transferred to private individuals. Access and usage is dependent on individual ownership South West Khasi Hills – Nongkdait, Photjaud  Community ownership  The Agriculture land is owned by the community.  Management issues of  There is presence of Scared Forest which is managed by Sacred Forest the community. However, the area of forest cover is not  Conservation issues measured. pertaining to forest  The Community forest make for the major share of the natural resource with 49% and Reserve forest 9.2%.  Firewood are extracted from both community and Reserve Forest.  It was found that there were 6 Sacred Forests in the village which presently is non-existent. West Khasi Hills District – Sohmylleng Village, Tiebah 82  Decline in forest cover  Change in Forest Cover due to burning of charcoal  Management of All the land belonging to the village is community land. Community Land The usage of this land depends on the need and requirement  Private ownership of forest of the individuals who verbally inform the headman about land the usage without any legal documents of ownership over  Reliance on Community the land. Forest  Restriction on collection of timber from the community  Conservation issues forest pertaining to forest  There is presence of privately owned forests which are however not measured.  There are no restrictions on collection of timber, firewood, charcoal, herbs and mushrooms. East Garo Hills District – RongjengSongma  Management of village  Management of the Village forest reserve has been an issue Forest Reserve as they have limited resources in doing so. With cases of timber smuggling occurring at times.  Cyclone is a natural calamity in the region destroying young trees and crops. West Garo Hills District – Chandigre Village, Upper Nolbari  Degradation in water  There has been degradation on the quantity of water flow quality by close to 50% in the stream. The reason of which has not  Ownership and been identified as yet. There is fear that the stream will management of forest area degrade further and the community members will not get access to the benefits of the stream like drinking water, fishing, etc.  The Village community cleans the stream twice every year.  The forest area is owned and managed by a Corporation.  Access to the forest is prohibited by Govt.  There is no collective responsibility in managing the water resources which has led to degradation in water availability. South West Garo Hills District – Tarapara Village, Simlakona  Lack of community land  The village was found not to have community land. The and increasing private individuals have ownership of land and thereby access, ownership management and benefit sharing were all limited to  Conservation issues individual ownership. pertaining to forest  However, it was found that the village was solely dependent on the stream for drinking water and other purposes  Ownership of land is mainly private. Access use and management is also done privately and there is no collective responsibility.  Timber, firewood, charcoal, herbs and mushrooms are extracted from individual forests as there are no community forest to collect firewood and timber.  No mitigation measures are taken in terms of conservation. South Garo Hills – Arapara 83  Decline in forest cover  Forest is mainly owned by the community. The forest  Decline in land cover however is very less, though there is no formal productivity enumeration.  The productivity of Agriculture land is low.  The community is keen on tree plantation for afforestation and have also planned to undertake horticulture activities. West Jaintia Hills District – Nongtalang Mission Village, Sabahmuswang, Moosakhia, Mihmyntdu Village  Decline in forest cover  Decrease in forest cover mainly due to limestone mining  Degradation of air quality activities.  Ownership, quality control  Degrading Air quality from mining and vehicle pollution. and management of water  Reduction in the number of rituals and rites conducted in resources the Sacred forests (Phlongs) just outside the village.  The village has drinking water supply from one spring that is located 300 mts away from it. It is in the private forests. To protect their access to this water the community had litigated over the rights. Recently the encroachment of the limestone mine near this spring water led the village to threaten the miners to halt their activity or else they would take their case to the NGT.  The water from the Springs is enough to supply the entire village the whole year through.  The Springs are mainly owned and managed by the Community. The access and use is for all the members of the village.  There is a large amount of Agricultural land that is managed by the community.  No forest degradation. Reserved forest managed by the community. However, there are no restrictions on usage of forest produce.  Community management for preserving community forest and land has been taken up by village Durbar through programs.  Low productivity of Land  PHE water supply pipeline is not available in the village, people have faced water scarcity in the village, since the entire population of the village depends on community well which are dug up from the ground water.  A new community well has been dug up away from the residential area East Jaintia Hills District – Mukhaialong Village, Bataw, Pdengshkap, Saphai 84  Declining share of  The village has no more community land. All the land community land belongs to the individuals. Management and benefit and community forest sharing is with the owners only.  Decline in water quality  The private forest covers major part of the natural resource with 39%. While community forest makes for 34% of the and availability (for mining and other reasons) area.  Decline in forest cover  Management of the forest is dependent on its ownership.  Management  There has been decrease in the water level in the streams of community land and also in its quality.  There has been a considerable decrease in the forest cover.  Afforestation efforts however have been taken up by the village and Joint Forest Management Committee (JFMC).  The village has given 300 acres of community land to Forest Department to grow trees.  The village has a unique and recent origin. The village was found by one man who had chased away, grabbed and litigated against the Karbi community who were settlers on that land. The village land was then under a single ownership, to which people from surrounding villages could undertake agricultural activities. It is only in the recent times that the village land is now being owned by different individuals.  The village is next to the Kopiliriver and has a Dam which has led to submergence of large areas of land and forest cover.  Mining activities in Assam and surrounding areas have led to degradation of water quality which cannot be used for drinking or agriculture purpose RiBhoi District - Marngar- Nongagang Village, Mawlyndep, Maweitnar, Nongkhrah, PahamMardoloi 85  Declining water quality  Water quantity in the stream and as well as in the springs  Decline in forest cover have degraded considerably.  Issues with forest  Reduced forest cover conservation  The Syiemship had given a part of the sacred forest to the  Management and Catholic Church without consultation. ownership of Sacred forest  Extraction of timber.  Issues of forest  The village is thinking that one way to protect these conservation cultural symbols is to sell the area around it to individuals  Increase in private who can advertise it as a tourist attraction. ownership of land  Encroachment of people in the forest area has led to loss of  forest cover.  There is a considerable area of wasteland in the village the size of which is however not measured.  Community owns the water bodies/ponds which can be accessed by all members of the village.  Firewood is extracted from the community and private forests and herbs are extracted from the community forests.  There is more community land than private land, and people are free to farm on any of the community land.  There are two sacred forests in the village the size of which are not measured.  They have restrictions on mining activities in the community lands.  Tree felling is restricted in the community forest.  The community forest has cultural value to the village and the rights and rituals are performed annually.  Of the total land in the village 70% of it is private agricultural land.  It has 8 acres of community forest and 5 households are owners of some private forests.  The community allocates land only to the members of the village.  The members of the village can use the forest products only to a limited extent of their need.  The scared forest is cleaned annually by the village community and also a check is made to ensure no encroachment has taken place.  The community places a fine to maintain community and sacred forest.  Restrictions have also been placed to fishing activities in the steams The key consultations in respect to their implications for the Social Assessment by project component are summarized below: Project Component Implications from Consultations Component 1: Strengthening With persistent concerns over degradation of soil Knowledge and Capacity for productivity, water quality and forest cover, the Improved Natural Resource communities across regions will gain from 86 Management. capacity development initiatives pertaining to natural resource conservation. Component 2: Community-led It is evident that the communities are keen on landscape planning and conserving natural resources and are willing to be implementation actively involved in the planning and implementation process Component 3. Project Strengthening of institutions through project Implementation and management. intervention will address the communities’ concern pertaining to complex management and ownership issues regarding natural resources. The consultations particularly brought out rising concerns over declining share of common property resources and increase in privately owned natural resources (particularly land) which is giving rise to landlessness and has broader implications for poverty and socio- economic dynamics in the state, for the poor as well as for women. The project’s interventions in terms of legal documentation of ownership patterns, stronger institutions, awareness and capacity building is expected to mitigate the risk to a great extent. Chapter 5: Implementation Arrangements 87 Project Governance The implementation of the project and its various components will be carried out by a number of government departments and institutions, agencies and organisations already present. The arrangement is at three stages, the village, the region and the state. With every component of the project a number of these institutions shall be involved. This will enable the legislation, planning and management of activities effectively and to enable coordination to effectively coordinate with others to fulfil the mandate of CLLMP. Implementing Agencies The Project will be implemented by a Meghalaya Basin Development Agency (MBMA) – A Section 8 Company (erstwhile Section 25 Company) which has the primary responsibility of implanting Externally Aided Projects including CLLMP. The project will be implemented at two levels viz: a) Project Governance Structure 1. State Level Project Steering Committee 2. Project Operations Sub-Committee responsible for approval of operation plans and their execution 3. Project Finance Sub-Committee responsible for sanctioning budget and facilitating fund flow from the Government of Meghalaya Project Governance Structure (State level) At the State level project will be governed by 4. State Level Project Steering Committee 5. Project Operations Sub-Committee responsible for approval of operation plans and their execution 6. Project Finance Sub-Committee responsible for sanctioning budget and facilitating fund flow from the Government of Meghalaya State Programme (CLLM Programme) Steering Committee (PSC) Project Steering Committee within the MBDA is the highest decision making body for the project planning, supervision and management. The composition of PSC will be:  Chairman - Chief Secretary of the Government of Meghalaya  Deputy Chairman - CEO – MBDA  Member- Additional Chief Secretaries of the Government of Meghalaya  Members - Principal Secretaries of Government of Meghalaya  Representatives of Autonomous District Councils  Member Secretary and convener – Project Director The Project Steering Committee will meet at least once in 6 months to:  Approve Annual Work Plan and Budget  Assess physical and financial progress of the project and give directions on corrective measures based on the recommendation of the cell for Monitoring, Evaluation, Learning and Documentation.  Approve Community Implementation Manual, Project Operations Manual and Financial Management Manual 88  Review and recommend policy measure to the Government of Meghalaya to ensure suitable project implementation environment  Assess and make direction for convergence at the State level The day-to-day operations of the State Project Management Unit will be guided by two sub- committees viz.,  Project Finance Sub Committee  Project Operations Sub Committee These committees will meet quarterly to review progress, guide and provide financial and operational oversight for the quarterly operational/financial plans of the project. Project Finance Sub-Committee (State Level) The Project Finance Sub-Committee comprises of  Secretary (Finance)  Secretary (Planning)  1-2 representative of middle level Traditional Institutions  Convener - Project Director Project Financial Sub-Committee will  Ensure that project funds are made available timely and adequately for the project.  Ensure that project funds are disbursed in accordance with the Finance Manual and as per the directives of the Steering Committee. Project Operations Sub-Committee (State Level) This committee is constituted under the chairmanship of Secretary Planning and has membership from line departments and other multi-disciplinary departments Chairman: Secretary Planning Line Departments Multi-disciplinary departments/ Agencies  Chief Engineer, Water Resource  Director Community and Rural Department Development with representative of  Director - Agriculture and Horticulture (SIRD, SRES, E&TC)  Head of Forest Force- Forest ,  Director - Border Areas Development Environment and Climate Change  District Council Department  Director - Fisheries  Registrar of Cooperative Societies and  Director - Tourism Department MD Apex Bank  Director - Soil and Water Conservation  Experts related to project activities  Director - Animal Husbandry and  NGOs and Civil Society Veterinary  Heads of Traditional Institutions from  Director – Sericulture Garo, Khasi and Jaintia Hills  Director- Mining and Geology Department Main functions of Project Operations Committee are to:  Ensure physical progress under the project and qualitative aspects of project implementation. 89  Ensure operational convergence and resource optimisation within various State and Centrally Sponsored Programmes / Schemes.  Ensure availability of technical human resources for the project and programme.  Ensure collaboration with various national and international institutions of repute.  Internalise lessons learned across various projects and programmes in the State District Programme Steering Committee (District Level) Project operations at the district level will be governed by the District Programme Steering Committee. Members of the committee will be  Deputy Commissioner (Chairperson and ED of the Basin Development Unit)  2 representatives of best performing Village Institutions  Syiem/ Lyngdoh/Sordar/Wahadar at Hema level/ Dolois of Elaka / Representative of Garo Autonomous District Council  District officer of Soil, Forest, Water Resource Development and C&RD departments  NGOs and CBOs working in the region  Traditional NRM experts related to project activities This committee will meet once in a quarter to guide, supervise and monitor the progress on the project. Main function of the DPSC will be to approve village NRMPs. Village Level Governance CLLMP activities in each village will be governed by the Gramsabha who will appoint an executing committee to implement the project. The committee will essentially have traditional knowledge holders as resource persons, representation of women and all sections of the society. The executive committee will be supported by Green Volunteers. Project Management Structure The Project will be implemented by a Meghalaya Basin Management Agency (MBMA) – A section 8 company (erstwhile Section 25 company) which has the primary responsibility of implanting Externally Aided Projects including CLLMP. The project management structure consists of: 1. State Project Management Unit headed by a full time Project Director and other technical staff. The SPMU will receive need based professional support from MBDA. 2. District Basin Management Unit (DBMU) managed by District Project Manager (exclusive for the project) under overall supervision of Deputy Commissioner. 3. Block Project Management Unit 4. Village Project Management Unit within executive committee supported by traditional institutions and Green Volunteers 5. Line Department for reclamation and rehabilitation of mine spoiled areas. Line department will implement only component related to reclamation of mined out areas because of technical nature of this intervention. All other components of the project will be implemented and managed by State, District, Block and Village Project Management Units. Staffing 90 Experts related to Knowledge Management, Procurement and Financial Management, Monitoring and Evaluation and GIS and Geo-Spatial application will be appointed from the market and financed through WB assistance and remaining all professional / officials will be deputed from various departments of the Government of Meghalaya. 20% of the time of Government officials and staff deputed for the project at district and block level will be apportioned to the project. The government officials and staff at the State level will be placed full time (100%-time apportionment) with the project. The GIS and Geo-Spatial teams will function under MBDA for IBDLP. Their services will be rendered at the State, District, Block and Village levels. District, Block and Village GIS Coordinators will be appointed to cater to GIS and Geo-spatial applications. District GIS Coordinators, Block GIS Coordinators and Village GIS coordinators for 140 CLLM-Project will be financed through WB. State Project Management Unit 91 Figure 6 State Project Management Unit (SPMU) Structure of SPMU The SPMU will have exclusive core staff viz. 1. One Project Director: The State Project Management Unit will be headed by a Project Director, as IAS/ IFS officer or a professional hired from the market. He will be responsible for overall project management and implementation. 2. Two Dy. Project Directors – one each for Western Regions (Garo Hills) and Eastern Region (Khasi and Jaintia Hills) 3. Five Additional Project Director one each responsible for activities related to Soil. Water, Forest, Community and Rural Development and Administration who will report to the Dy Project Directors. 4. Staff in sections related to Environment Management, Social Safeguard and Management, Monitoring and Evaluation and Knowledge Management will report directly to the Dy. Project Director 5. Sections related to Financial Management, Procurement Management, drivers and maintenance staff will report to the APD administration. 6. Senior level staff (Manager and above) will be deputed from Government of Meghalaya from various departments except for Monitoring and Evaluation, Financial Management, Procurement and Knowledge Management and GIS. 7. All junior level staff (Assistant Manager and below) will be hired from the market Above SPMU staff will be exclusively deployed on long term bases. As far as possible, the staff will not be changed during the execution of the project. Short term Technical Experts, if required, can be hired from the market as Government of Meghalaya contribution. Need based support to SPMU will be provided by 10 divisions of MBDA for activities such as finance and procurement, administration, human resource management, knowledge management, logistics, monitoring and evaluation etc. Such cost will be apportioned to the project. 92 | P a g e Functions of SPMU – Pre and Post Project Sanction Planning and Coordination  Undertake overall planning and implementation of the Project.  Initiate formation of project governance structure  Review and finalize fund flow mechanism and ensure budgetary allocation in the State Budget for the project in consultation with the Project Finance Sub-Committee  Coordinate with other divisions of MBDA for project planning and execution. Identification of resources to be drawn from MBDA  Coordinate with other units responsible for implementing similar projects (e.g. Megha-LAMP).  Coordinate with and provide continuous feedback to Operational and Finance Sub- Committees and the State Level Steering Committee.  Review various policies, laws and regulation relevant to the project (refer environmental and social assessment report)  The Social Expert at this phase would have to ensure that there is active participation of all sections of the community, including women, economically vulnerable groups, landless families, youth and others. Policy and Advocacy  Organize workshops, seminars and events for policy advocacy and awareness generation.  Ensure that Project lessons and experiences are mainstreamed in the overall planning and development of the State  Ensure regular exchange of information with other State departments and PMUs of similar projects and generate awareness on the importance of elements of landscape management for dependent communities.  Collaborate with national and international agencies for knowledge sharing and from improving efficiency and effectiveness of the project  The Social Expert at this phase to see that social issues are addressed in the planning and advocacy. Project execution  Plan and establish SPMU, DPMU, BPMU and appoint staff required for project execution  Prepare guidelines and technical manual for project activities such as land management, water management, farm forestry, green energy, management of shifting cultivation areas and rehabilitation of mined-out areas, risk management etc.  Prepare Community Implementation Manual i.e. guideline for community consultation and preparation of Integrated Village Development Plans (micro-plans) with emphasis on Landscape management in consultation with the traditional institutions.  Prepare draft MoU between traditional communities and MBDA/MBMA.  At this phase the Social Expert would see that the socio-political-economic-cultural- spiritual sentiments are addressed and to check risks that may arise from them. If such risks appear then the Social Expert would have to design procedures to mitigate these risks. 93 | P a g e Management and Administration of Project  Appoint and administer Project Management Staff, at State, District, Block and Village level (village facilitators)  Establish Management Information Systems.  Plan infrastructural and institutional support to district, block and village level units and conduct procurement Institutional Development; Development of Human Capital; Training and Capacity Building  Map rural traditional institutions and other stakeholders  Plan and identify resources and resource institutions within and outside MBDA for training and capacity building and prepare training material.  Conduct assessment of training and capacity building needs of various stakeholders of the Project  Sigh MoU with the training institutions and prepare training calendar  Conduct workshop for analysis and better understanding of Log-Frame, project objectives and expectations, roles and responsibilities of various stakeholders.  Organize training and capacity building programmes for skill up-gradation  Prepare and implement plans for development and strengthening of traditional institutions  The Social Expert would ensure that social issues are addressed as according to the SMF. The Expert will see that capacity of all groups of the community is enhanced. Monitoring and Evaluation  Appoint a panel of technical experts for guidance and review of project  Plan and conduct monitoring and evaluation of the Project and take corrective measure to achieve objectives. Conduct M&E functions such as baseline survey, independent mid-term and end term project evaluation and impact assessment etc. (please see section on M&E see details)  Develop and implement web-enabled interactive MIS for concurrent monitoring and supervision  The Social Expert should anticipate social risks, plan for the reduction of these risks and mitigate them. Knowledge management, innovation and communications  Plan and establish State Centre for Knowledge Management, Innovations and Communication  Information sharing and networking with external national and international agencies District Project Management Units DPMU Structure (CLLMP) DPMU will function under the direct supervision of respective Deputy Commissioner (for convergence, administrative support and accompanying measures). Day-today operation and administration of the Project at district level will be conducted by two District Project Managers viz., DPM (operations) and DPM (administration). 94 | P a g e The DPMU will be housed in the District Basin Management Unit to provide one point of contact for MBDA stakeholder and ensure convergence and avoid duplication of efforts. In order to ensure focused project planning and implementation the DPMU will have exclusive core staff for CLLMP. The exclusive core Staff will consist of:  District Commissioner  District Project Manager (2)  DPM (operations) will be supported by a Manager and DPM (administration) will be supported by an Assistant Manager  7 Assistant Managers  3 Programme Associates  2 Drivers and 2 maintenance staff Figure 7 District Project Management Unit Functions of DPMU District level Planning and Coordination  District level planning of the project and provision for implementation support  Coordinate with MBMA State Unit and actively participate in State and Regional level initiatives  Provide continuous feedback to MBMA State unit, district administration, academia, NGOs and private sector for convergence and generating awareness of the Project  Ensure that project lessons and experiences are mainstreamed in the overall planning and development of the district.  The Social Expert at this phase would have to ensure that there is active participation of all sections of the community, including women, economically vulnerable groups, landless families, youth and others. The Social Expert at this phase see that social issues are addressed in the planning and advocacy 95 | P a g e Implementation and management of project components  Approve various CNRM Plans submitted by block units  At this phase, the Social Expert would see that the socio-political-economic-cultural- spiritual sentiments are addressed and to check risks that may arise from them. If such risks appear then the Social Expert would have to design procedures to mitigate these risks. Training and Capacity Building  Conduct assessment of training and capacity building needs of various stakeholders of the Project and facilitate such training and capacity building activities at the district, block and village level in coordination with resource institutes (e.g. SIRD)  The Social Expert would be responsible to plan out training and capacity building programmes to include all sections of the community and to specifically target minority or vulnerable groups. Monitoring, Evaluation Learning and Documentation  Plan and conduct monitoring and evaluation of the Project in the division and take corrective measure to achieve objectives.  The Social Expert should anticipate social risks, plan for the reduction of these risks and mitigate them Promoting innovation in landscape management  Coordinate with MBDA centres including for Knowledge Management and Communication and implement their action plans BPMU Structure (CLLMP) BPMU will be the functional arm of the Project that will connect to the villages and the community. It will function under the direct supervision of respective BDO (Block Development Officers). Each concerned Block Development Officer will ensure deployment of all resource of the Government needed for project planning and implementation. Responsibility of the block offices will be as under:  A cluster facilitation team of technical demonstrators will be constituted to support village project management units. These facilitators will be from Department of Soil and Water Conservation, Water Resource Department, Forest Department and C&RD Department etc.  Maintain a registry of Traditional Knowledge Holders and Innovators by Enterprise Facilitation Centres of MBDA.  Enterprise Resource Persons of EFCs (Enterprise Facilitation Centres) will support the village management unit in planning for development of enterprises in each of the project village.  Allocate short term technical experts from the pool of experts maintained by district management unit of MBDA. These technical experts will assist the village executing agencies in CNRM plan preparation, supervision and implementation. Village Project Management Unit The village level project management unit will be the Project Executive / Implementation Committee of the Village Council (Gramsabha). The committee will be supported by the project through village facilitators. Each village will have 8 village facilitators working in 96 | P a g e the field of forest, water, soil, accounts, knowledge management, GIS, environmental safeguards and social safeguards village facilitators will have following functions:  To work as project frontline functionaries in social mobilization and awareness generation on project objectives, principles of participation, fund flow, social and environmental safeguards etc.  To educate and sensitize the peoples’ groups on various socio-economic aspects of the project.  To assist in amicable resolution of disputes/conflicts, if any, through involvement of traditional heads and institutional framework.  To assist and facilitate the preparation and approval of the CNRM plans of the village and their regular review, especially from a social development perspective.  To assist DPMU/PBPMU in identification of type of support required by village and technologies needed for achieving the objectives of the Project.  To assist in preparation of various records, information, reports, studies, case studies, success stories etc.  To facilitate social audit and regular self-monitoring and evaluation of the Project activities at village level. Figure 8 Village Project Management Unit 97 | P a g e Chapter 6: Anticipated Impacts/Risks and Mitigation Strategy Anticipated Social Benefits, Risks, and Mitigation Strategies The CLLMP project aims to strengthen community-led natural resources management in selected landscapes in the state of Meghalaya. Through desk reviews, primary surveys and field level consultations the Social Assessment has identified certain likely impacts that can be caused by the project interventions, as shown in the table below. 98 | P a g e Table 46 Anticipated Impacts from CLLMP Project Activities under project Component Anticipated Social Impacts Anticipated Social Risks Mitigation Measures Component Component 1: Strengthening Knowledge and Capacity for Improved Natural Resource Management 99 | P a g e Project Activities under project Component Anticipated Social Impacts Anticipated Social Risks Mitigation Measures Component i. Participatory documentation and exchange  This component will function as a knowledge  Selection of villages where natural  Selection of villages where natural of traditional knowledge repository. Traditional knowledge in various resource management has already resource management has not yet ii. Community consultation at the State level resource management strategies practiced in been done. been done. and Regional level through seminars and different villages may be documented. A best  Conflict between the different  Clarity of roles and responsibility workshops. practice study may be conducted on the same government departments and for each land use department iii. Identification of opportunities for promoting and practices which are indigenous to the agencies over jurisdiction especially through effective convergence unique NRM practices (e.g. Living Root village may be replicated in other villages. in terms of natural resources.  The conflict over authority between Bridges, bamboo-based drip irrigation etc.)  Enable the institution to map out resources  Conflict may arise between the TIs-ADCs-Govt. departments in Meghalaya; learning from IVDPs and and develop a systematic knowledge base. traditional institutions-ADC- may have to be litigated upon. In resource maps developed through PRA  Through this project sacred groves may be government departments over the such case support should be given under other projects and community driven mapped out entirely on the state. extent of various to the less informed and less initiatives;  Upscale spring shed documentation. community/private/reserved forests. powerful TIs. iv. Review of existing institutions for their  Land categories as defined through the  Multiple claims to ownership may  Creation of new approach to tackle potential contribution to landscape traditional land tenure system may be arise during the course of mapping. these new variables. management and in development of plans properly demarcated. Community land of  Conflict resolution measures must for convergence of various schemes and whatever sub category, may be located and its be in place to see that not too many resource at the disposal of these institutions. access/use/preservation/reclamation may be disagreements arise during the v. Development of KM strategy designed so to enable vulnerable families to course of the project. vi. Development of e-platform for dynamic gain access.  It is advisable to involve the ADC sharing of landscape related knowledge with  Enable, in part to document the folklores/tales as part of the conflict resolution Sub-Component 1A: Knowledge and Learning the community of the landscape of the people which may be system in natural resources. As the vii. Development of website for CLEM lost. This will also cultivate the identity of ADCs have a separate judicial Programme indigenous people. system, Lok Adalats may be viii. Conducting base line survey and research by  Enhance ability to document and establish employed from time to time to external consultants for: never before accepted vulnerable variables expedite the process. - Research on gaps in community such as “landlessness�. conservation practices and knowledge as  Sensitize government departments and other identified during community consultation agencies. workshop  As the state has very little documentation of - Drivers of deforestation and natural indigenous knowledge and practices, etc. the resource degradation - Demand supply of wood, fuel wood and CLLMP has the potential to further carry out studies on these and act as a reference point charcoal for researchers and add to academia. - Rehabilitation of population displaced due of mines  Facilitate knowledge-led; demand-driven ix. A media lab will be established to capture interventions. grassroots innovations where innovators  Ability to propagate indigenous innovations. from the State will be invited to present  Increase in livelihoods using these their concepts and products. innovations x. Most potential innovative ideas will be provided further grants to seek IPR, popularise and if possible commercialise their innovation. The grant will cover cost 100 | P a g e of applied research, testing, application and replication. xi. Undertaking project related publications, videos, radio programmes, case studies, information kits etc in English and local Project Activities under project Component Anticipated Social Impacts Anticipated Social Risks Mitigation Measures Component i. Awareness workshop for various  Enable communities and traditional  Lack of interest in the project due to  Periodic monitoring and interaction stakeholders about the project including its institutions to develop skills pertaining to lack of proper information on the with stakeholders through log Frame; resource mapping, vulnerability analysis, project and lack of community trust interaction meetings, training and ii. Capacity building of traditional institutions integrated village development planning, on the government department capacity building should be done and other stakeholders on development of project governance and conflict resolution,  Redundant training given preferably at quarterly or half NRM plans including PRA tools, resource spring-shed development, restoration of  Non usage of training undergone yearly intervals to build trust Sub-Component 1B: Training and Capacity Building mapping, vulnerability analysis, integrated mined areas, soil productivity enhancement. among the community. village development planning, climate change  Custom made training according to IPDP  Refresher courses offered and its impact, water security planning and  Increase of soft skills for women and youth periodically management, land conservation and especially. management planning, forest management planning, project governance and conflict resolution, spring-shed development, restoration of mined areas, soil productivity enhancement, fire protection and disaster risk management, knowledge management tools, village level maintenance of books of accounts, iii. Project governance and conflict resolution iv. Use of GIS and geospatial technology in planning v. Environmental and social safeguards in project, vi. Soft skills and leadership development program for youth and women on institutional dev. (communication and personality) development, community ownership and collective action, motivation and positive attitude for achieving goals, development of civic sense in youth etc. i. Conducting national and international exposure visits for stakeholders 101 | P a g e Project Activities under project Component Anticipated Social Impacts Anticipated Social Risks Mitigation Measures Component i. MIS structure to track implementation  The MIS shall be used to facilitate informed  Repetition with other MIS platforms  Have stakeholder specific modules progress and other aspects of the project at Management Information decision making at all levels. already around. System as Tool for KM  Help stakeholders at all levels to understand Sub-Component 1C: select intervals. ii. MIS system will help VEC members, their roles. villagers, traditional leaders, farmers, Government officials, project team members, facilitating NGOs to understand their roles and responsibilities to manage their natural resources more efficiently and sustainably. Various stakeholder specific modules can be developed to capture one time or dynamic information Component 2: Community-led Landscape Planning and Implementation  Generation of resource maps, vulnerability  Non participation of women and  Leadership development programs Sub-component 2A: Preparation of Community Natural i. All investments under the project will be undertaken through preparation of specific and poverty mapping and making productive youth in decision making and in for women and youth for building Community NRM Plans. use of these maps by the community, and designing the Community NRM their soft skills, enhance motivation ii. Participatory approach to village planning other state government departments. plans. and positive attitude for greater with assistance from project facilitating  As it is a bottom-up participatory planning  The ones with ownership of resources participation in decision making Resource Management Plans teams (subject matter demonstrators) at processes there will be active involvement by might not actively engage in the process. block level; technical experts nominated all stakeholders. project as it would mean the loss of  Designing a communication plan from the district offices; and village  Ability to make vulnerability maps along land with no monetary compensation. that is attractive to women and facilitators (also called as green volunteers) with a priority ranking of hazards from a youth. at the village level. livelihood perspective.  Participation must include all level iii. Vulnerability mapping, assessment of  Effective convergence with line departments of stakeholders irrespective of socio hazards on resources and livelihood sectors. especially while disbursing grants/ schemes economic profile. iv. Assessment of solutions/opportunities as already in existence. This maybe done perceived by the people. keeping in mind screening guidelines for v. Recording of skills and knowledge available social impacts under CLLMP. with the people to deliver solutions and use opportunities. vi. Development of plan and identification of investments. vii. Stakeholder consultation and decision on implementation mechanism. 102 | P a g e Project Activities under project Component Anticipated Social Impacts Anticipated Social Risks Mitigation Measures Component Land Management Plan  Increase in available productive land which  Non-sustainability of project  Ensured in project exit mechanism i. Rehabilitation and reclamation of degraded can be accessed by vulnerable families. interventions particularly in case of and effective monitoring on landscapes.  Increase in soil health, promotion of non-arable lands viz., wastelands, improvement of non-arable land ii. Soil health improvement and productivity sustainable farming would lead to increase in pastures etc. before and after the needs to be carried out even after enhancement measures productivity which may lead to increase in project selection. the completion of the project. iii. Promotion of Sustainable NRM, Climate self-consumption as well as livelihood.  Lack of involvement and participation  Ensuring technical expertise from Sub-Component 2B: Project Investments Resilient Farming practices and food  Use of organic fertilizers may help in of technical expertise on selection of line department and local security reducing pollution. priorities area community to ensure smooth iv. Convergence with other schemes for  Better nutrition standards  Loss of agro-biodiversity due to selection of priorities area livelihood and income generation activities  Better food intake which would include the change in cropping pattern and  Improve and promote the growth of / enterprises financed through banks and consumption of diverse food groups through introduction of HYV and exotic indigenous crop varieties keeping in State and Central Sponsored Schemes – proper planning. For e.g., women can be germplasm may affect the livelihood mind local environment and its (e.g. apiculture, sericulture, eco-tourism) instructed to have a diet higher in iron and of the people. suitability for the crop. v. Introduction of diversified sources of food folic acid.  Change in land use  Consultation with the village such as kitchen gardens with back yard  Better storage facilities may reduce decrease  Encroachment into sacred groves or council or clan members will be poultry and fish farms as integrated in food availability and stave off malnutrition degradation of sacred water bodies. done to avoid encroachment or farming systems (Animal Husbandry, especially in women and children.  Land tenure system may be altered. conflict in area which are fisheries, vegetable etc.)  Prevention of soil erosion through considered religious or spiritual by vi. Preparation of house hold food and the local people. afforestation nutritional budgets Anganwadi data on nutrition is collected and monitored vii. Introduction of health cards for nutritional related ailments viii. Establishment of fodder bank that is run commercially ix. Creation of post-harvest storage facilities to reduce wastages and add value 103 | P a g e Project Activities under project Component Anticipated Social Impacts Anticipated Social Risks Mitigation Measures Component Water Management Plan.  Water which has till now been a CPR that has  Monopolization of water market by  Ensure proper MoU with water user i. Participatory water budgeting and been abused by the community would have certain individuals groups. introduction of group water distribution standard laws as to how it is used and  Misunderstanding between villages as  Ensure proper and uniform systems with common facilities and maintained. to use, access and ownership of water guidelines over use and access of equipment  Water management groups may come up to sources. water sources. ii. Inventorisation of springs maintain water sources.  Misunderstanding between different iii. Development and implementation spring shed  Increase livelihood of individuals with the water user groups development plans increase in the number of aquaculture iv. Capacity building for creating a cadre of para- activities increasing. hydrogeologists, officials and user bodies for  preparation of village water security plan so that dependent communities enhance their knowledge base on ecosystem resilience and diversification of their livelihood to become self-reliant in development and implementation of spring-shed development and water management plans. Agro and Community Forestry  Increase in access to NTFPs which may add  Ideas and innovation may not suit the  Effective scrutiny of ideas and i. This will cover only agro-forestry and food to the household’s productivity overall sentiments of the people interventions sent by indigenous forestry activities in farm land and on  Increase in access to herbs and medicinal communities, degraded lands. plants which may help the sustenance of traditional medical treatments.  Increase in access to timber for vulnerable families.  Growth of new institutions to oversee community forestry which can occur at all stakeholder levels. Optimisation of Shifting Cultivation  Rehabilitation and stabilization of degraded  People engaged in jhum may not want  Promotion of sustainable natural ii. Through various and soil, water and soil and increase in fertility. an alternative cultivation practice. resource management. vegetation management activities discussed  Alternate land use system to benefit the  Shifting cultivation also affects water  Convergence with other schemes above. village and community at large. sources. for livelihood and income  Conservation of soil and water. generation activities.  Other sustainable livelihood activities to cater  Identification of vulnerable water to the income of the people. sheds around jhum areas.  Alternate cultivation practices are more sustainable and economically beneficial. 104 | P a g e Project Activities under project Component Anticipated Social Impacts Anticipated Social Risks Mitigation Measures Component Rehabilitation of Mine spoilt area  Reclamation of land  Lack of technical inputs.  Tailor made awareness campaigns, iii. Engagement of Short Term Technical  Introduction of new alternate livelihood  This component will take a lot of time trainings and livelihood Experts practices which do not require to many and may not show results development opportunities inputs. immediately.  Reclamation of water sources.  These areas have many health impacts  Help health and nutrition of the people as well as high drug usage.  Give laborers who have lost livelihoods from the NGT ban a new income opportunity Component 3: Project Governance and Management Establishing of project implementation unit Component 3 will strengthen the key institution  Inadequate capacity of PMU/ PIU  Ensure effective training and (PIU) for project implementation at the state, district for execution of project capacity building for staffs under and block and community level and enhance  Lack of effective convergence PMU, PIU, consultant, field Project Implementation and technical capacity to facilitate the community to with PMU and line department; coordinator, volunteer for effective manage the project. between line departments execution of project periodically  management Lack of review committee to quarterly or half yearly. ensure effective M&E  Convergence with clear roles and responsibilities of each line departments, or organization, training and workshop from PMU/ PIU and line department, line department with other line department.  Formation of review committee where necessary 105 | P a g e Chapter 7: Social Management Framework Rationale and Objective Based on the assessment of social impacts and risks, field visits and stakeholder consultations, a social management framework (SMF) has been prepared to guide the detailed social assessment, screening and preparation of plans and strategies as appropriate for the proposed project interventions. Purpose The purpose of the SMF is to –  Develop a framework in line with provisions of relevant customs, Acts and Rules and other projects being implemented through funding from other international donor agencies  Bring together and build upon previous experiences, stakeholder interactions and good practices  Enhance institutional capacity at state, district, village and community level to ensure effective implementation of the SMF  Establish mechanisms and processes for grievance redressal and monitoring and evaluation Principles The broad principles that form the basis of the SMF are –  Understanding the complexity of natural resource ownership and management practices (informal and formal) in the state and avoid any compulsory acquisition of private land by exploring all viable project designs and by adopting a screening approach  Share information, consult and engage project beneficiaries in identifying social issues likely to arise during project implementation  Take due precautions to minimize disturbance to sensitive locations or locations having cultural significance  Ascertain broad community support based on free, prior and informed consultation with all communities, particularly all vulnerable communities, women etc.  Ensure that the project does not involve any kind of activities involving child labor  Ensure equal opportunities and wage to female workers as per applicable acts Screening for Adverse Impacts Natural resource (particularly land) ownership and management in Meghalaya is complex – in the presence of customary norms and formal laws. The project intervention will be particularly mindful of such land ownership issues, particularly the nuances of community and private ownership issues. Screening of land sites identified for project interventions: All land for planned interventions would be undertaken on:  Existing land available with the implementing agency;  Government land accessed through department transfer  Land taken on lease under relevant legal provisions or  Through voluntary land donation by beneficiaries or taken through lease deed, private market  Purchase agreement or MOU with relevant institutions (like ADCs, Syiems/Nokmas) for community demand driven interventions No private land acquisition will be undertaken under any project component. Each existing and identified site for any project intervention would be screened and the screening exercise would cover the following –  Impacts on: Land, Shelter, fixed assets, crops, trees, businesses or enterprises due to land acquisition and lead to loss of income sources and means of livelihoods, access to natural resources, communal facilities and services  Estimate on affected persons  Nature/Type of affected persons (Poor, female-heads of households, or vulnerable, Encroachers and/or squatters)  Nature/Type of Common Resource Only sites without any encumbrances i.e. without encroachments or unauthorized occupation would be selected to site or undertake project infrastructure/interventions. If for any project intervention, there is no existing land, then land would be either taken on lease, or as a gift (as per formats provided by Department of Revenue, GoM) or on voluntary donation basis. Voluntary donation of land would be undertaken as per the following principles:  That all donors would compulsorily become beneficiaries i.e. no individual or individuals would end up landless and therefore unable to benefit from the demand driven scheme  Such donors are adequately compensated for land given either in cash (at market rates) by purchasing body or given alternate land by contribution from other members The process of taking such land would involve:  Identification of demand from the community followed by assessment of suitability of land as per design  Drawing up of a MOU or agreement with the concerned parties  Such land taken on voluntary donation basis would be duly registered to avoid future complications More details on consultations with communities, documentation, verification requirements would be included in Community Operations Manual. Indigenous People’s Development Plan As per World Bank’s O.P/B.P 4.10, projects with significant share of beneficiaries belonging to the Scheduled Tribe communities are expected to prepare a comprehensive Indigenous People’s Development Plan (IPDP). The principal objectives of TDF/IPDF are to:  Avoid or to minimize to the extent possible, any kind of adverse impact on the tribal community  and to suggest appropriate mitigation measures; 107  Ensure that the project engages in free, prior and informed consultation with tribal people in  the entire process of planning, implementation and monitoring of project;  Identify the views of tribal people regarding the proposed project and ascertain broad  community support for the project;  Ensure that project benefits are accessible to the tribal communities living in the project area In case of Meghalaya, 86% of the state’s population belong to ST communities, whereby all planned projects intervention will be benefitting the ST communities and there is no scope of exclusion. Therefore, the Social Management Framework is also an Indigenous People’s Development Plan. The project in addition will have the following key features to eliminate any scope of exclusion: Awareness generation Activities and Informed Consultations: It would involve conducting of FPICs, with tribal communities to generate awareness on the project and assess interest and demand for any project interventions. For this purpose, suitable culturally compatible IEC materials would be prepared/used. These would be undertaken at all stages of the project i.e. while preparing and later implementing TDP to effectively reach out to the communities. During these FPICs, broad community support to the proposed interventions will be documented. Representation: Adequate representation for women and tribals would be ensured in any of institutions formed under the project. Also such representation would be ensured in any training, exposure visits, etc. Training and exposure visits: Customized training modules would be prepared and imparted n a culturally appropriate manner. Besides exposure visits would be suitably identified and organized. All agencies engaged in the project would be oriented on tribal development and social safeguards issues, prior to commencing work. Gender Strategy The World Bank defines Social Inclusion as the process of improving the terms for individuals and groups to take active part in society while also having the space to make informed choices. It is to be noted that poverty is not the only indicator that excludes or deprives a person or group from equal access to resources, services and information. Various other indicators such as ethnicity, clan, gender, religion, place of residence, age and others play a very important role in disabling or excluding people from a range of processes and opportunities. CLLMP aims to strengthen the capacities and knowledge of men, women and youths residing in rural Meghalaya. It also aims to ensure that all groups of people in the community are actively involved in the planning, management and monitoring of various initiatives undertaken within this project. In also working closely with Megh-LAMP, both the projects will also ensure that poor men and women have a voice in decisions and choices which affect their lives and that they enjoy equitable and equal access to available resources, markets, services and a fair representation in political, social and physical spaces. 108 The gender strategy for the project attempts to monitor and evaluate the work processes and progress undertaken by the Human Resource Development Division and in doing so the team will strengthen and add value by incorporating and integrating Gender sensitive and Social Inclusive perspectives and ideas through equitable innovations and activities under the project. The gender strategy for the project will have a checklist in all components/ subcomponents or activities of the project. CLLMP is a joint project of World Bank and Govt. of Meghalaya, functioning within the State Government’s flagship Integrated Basin Development and Livelihoods Programme (IBDLP). The CLLMP project will cover all the 11 districts of the state and will be closely linked with the Meghalaya Livelihoods and Access to Markets Project (Megh-LAMP) for existing institutional arrangements and outreach activities and also for value chain creation and access to markets. The strategy will ensure that there will be participation and inclusion of women in the entire project. It aims to bring about awareness and sensitization of gender issues, enhance the capacity of female stakeholders and ensure that they are safe, have access to water and sanitation, health facilities and income opportunities. 109 Table 47 Gender Action Plan CLLMP Sub Objective Actions required Indicators Monitoring Time frame Responsible Component Component mechanism Agency Component Sub- Awareness 1. Decision making Assess the number NGOs, 1: Component Generation roles and rights. of women linked to CBOs, line Strengtheni 1A: 2. Awareness campaign existing govt departments, ng Knowledge on project components .programmes and MBDA Knowledge Centres and and its benefits. schemes meant for and Communicat development and Capacity for ions empowerment. Improved Sub- Natural Component Gender Sensitization/ advocacy Resource 1B: sensitizatio programmes for Number of linkages Review and Social Managemen Training n and stakeholders. achieved with line facilitate the welfare, t and disseminat departments, beneficiarie Meghalaya capacity ion of universities and s to avail the State building informatio educational schemes/ Commission Sub- n at the institutions, NGOs. programmes for Women, Component communit Community. of the Govt. MBDA 1C: Project y level Knowledge Enhance 1. Capacity building for ADCs, Managemen capacity CBOs, Nokmas, local MATI, SIRD, t Support building headman and NGOs. MBDA, and 2. District level training NGOs participati and capacity building on in local for gender related governanc issues. e. Skill 1.Promotion of SHGs Involving C&RD, MATI, SIRD, CLLMP Sub Objective Actions required Indicators Monitoring Time frame Responsible Component Component mechanism Agency developme through awareness, SIRD, commerce MBDA, nt for training, up-gradation and industries, NGOs, C& economic of skills, linkages wit banking sector and RD empowerm micro credit and financial institutions, ent of banking sector social welfare, women/SH 2. Identify schemes/ NGOs Gs through programs that promotes convergen skill development ce of leading to economic schemes empowerment. and programs having focus on formation and promotion of SHGs. Preparation (i) Documenting and Sub- the best traditional implementa Component knowledge and tion of 2A: practices undertaken Community Preparation by men and women in Landscape of land management Plans Community systems. Natural (ii) Looking at the Resource division of labour of Managemen men and women in 111 CLLMP Sub Objective Actions required Indicators Monitoring Time frame Responsible Component Component mechanism Agency t Plans various value chains and developing various Sub- technologies to address Component issues of women 2B: Project drudgery that may or Investments may not exist. (iii) Upgrading the capacities of the existing registered partners (men, women and youths) under IBDLP on specific value chains. (iv) Ensuring that community mobilization for landscape level planning, implementation of plans and management of resources is gender inclusive. (v) Ensuring that participatory learning and monitoring is gender inclusive Access to 1. Creating awareness ASHA, Health on rural finance, health, AnganwadHe 112 CLLMP Sub Objective Actions required Indicators Monitoring Time frame Responsible Component Component mechanism Agency Facilities sanitation, education althdepartme and Safe and drinking water. nts, SWRC, Drinking 2. Improving PDS MBDA, line Water functioning. departments Component Employme 1. Skill development KVIC, 3. Project nt training and access to Commerce & Governance Opportunit rural finance, Industries, and ies. knowledge services and MBDA, manageme information via EFCs Science & nt 2.Training on Tech. Dept. enterprise and business 3. Train/Engage them as Community Resource Persons 4. Income generating activities and livelihood activities in clusters 113 Labor Standard Plan Economic backwardness is the leading problem of the state as majority of the population is below the poverty line. Although the state is rich in mineral resources, the industrial linkages are virtually absent and government is the major source of employment in the organised sector. Activities like animal husbandry, fishery, poultry and horticulture have not been targeted as a major source of employment in the state. Therefore, agriculture forms the only option for the people to seek gainful employment. This too is influenced by factors such as shifting agriculture, poor productivity, land tenure system and traditional methods of cultivation. All these factors have resulted in poor land and labour productivity. As per the statistics, Meghalaya has the lowest unemployment rate among all the states in the North-east. The unemployment rate of Meghalaya in both rural and urban sector for both males and females is much lower compared to other north eastern states. The unemployment rate among the female is higher than that of the males in both the rural as well as the urban sector. With the growing number of educated people in the labour force, there is a need to increase the employment opportunities in the state so that the human capital can be utilised. This can be possible by increasing the growth rate of the economy, which will in turn increase the employment opportunities of the state. With no alternative income source, the economic downfall caused a major migration of the people from rural areas of Meghalaya to urban areas in search of employment. Many young children and women left their homes to join the labour force, often as domestic help, rendering them vulnerable to exploitation. The primary survey revealed that there is unequal distribution of wages between men and women. Men gets higher pay compared to women. Further, Unemployment rate among the female is higher than that of the males in both the rural as well as the urban sector. As per the findings, there was no case of child labour. Key aspects of the Labor Standard Strategy Since it is a community project involving mainly the information dissemination and documentation, we do not see the need of involving contract labourers in the project. However, whenever local communities are engaged in any activities that garner wage employment for the project, the project will be duly compliant with the policies of equal wage and employment benefits for its male and female employees at all levels of employment. The project will also ensure no child labour is engaged in any capacity for any project related activities. The project will be compliant with all relevant Labour Acts and Policies (State and National level):  Building and Other Construction Workers (Regulation of Employment and conditions of Service) Act of 1996 – which regulates the employment and conditions of service of building and other construction workers and to provide for their safety, health and welfare measure and for other matter connected therewith or incidental. As project 114 financed activities will involve labour in construction and development of infrastructure for the project this policy is applicable and should be followed.  Payment of Wages Act, 1936: it requires that employees receive wages on time and without any unauthorised deductions.  The Minimum Wages Act, 1948: it provides for fixing minimum rates of wages in certain employments.  National Rural Employment Guarantee Act, 2005: it aims to enhance livelihood security in rural areas by providing at least 100 days of wage employment in a financial year to every household whose adult members volunteer to do unskilled manual work.  Child labour (prohibition and regulation), Act, 1986: to prohibit the engagement of children in certain employments and to regulate the conditions of work of children in certain other employments. It is also understood that the influx of workers can lead to adverse social and environmental impacts on local communities, especially if the communities are rural, remote or small. Such adverse impacts may include increased demand for goods and services that can lead to price hikes and crowding out of local consumers, increased volume of traffic and higher risk of accidents, increased demands on the ecosystem and natural resources, social conflicts within and between communities, increased risk of spread of communicable diseases, and increased rates of illicit behaviour and crime. In order to minimize the anticipated adverse impacts in this regard, the project interventions would require screening for assessing whether the project may have impacts on local communities due to labour influx, as well as to help understand the significance and likelihood of such impacts. This includes the relevant aspects of the project and the environment in which it is developed, and may include relevant technical, legal, procurement, social and environmental specialists. The screening should be undertaken by the SPMU in close association with the DPMUs and BPMUs. Engagement of community is also key in this regard and this can be achieved by information disclosure and community involvement in all aspects of the project, collection of regular and timely feedback from the community on the project’s social and environmental performance for timely risk management and an effective grievance redress mechanism. Adequate community engagement is also expected to reduce possibilities of any social conflict. Wherever labour camps will be set up, it will be ensured that the contract labourers are properly documented for, the camps have suitable living conditions with safe drinking water, sanitary toilet facilities (earmarked separately for men and women), provision of LPG gas for cooking etc. Contractors’ agreements will have specific clause to ensure child labour and forced labour and banned at project sites, wages are provided as per legal guidelines, labour camp conditions meet adequate quality norms and every contractual employee have proper work related documentation. The contract should also include clauses regarding reduction of waste general 115 and safe disposal of waste at camp sites; ensure that workers’ camps and associated facilities are connected to septic tank or other wastewater systems which are appropriate and of sufficient capacity for the number of workers and local conditions; avoid contamination of freshwater resources; place workers’ camps away from environmentally sensitive areas to avoid impacts on the local wildlife; route new access routes for workers’ camps to avoid/minimize environmentally sensitive areas; avoid deforestation around camps; provide adequate training to workers on health and safety standards and ensure that children and minors are not employed directly or indirectly on the project Social Management Plan The following table provides the overall Social Management Plan for the project. Table 48 Social Management Plan Activity Social Management Action Responsible Agency Pre-planning phase Baseline Surveys  Gathering data based on primary surveys to assess SPMU possible social impacts and design possible mitigation strategies Selection of  The selection of CBOs, NGOs and other organisations SPMU Organisations of that work on similar projects to assist CLLMP in its national or social management aspects and for social mitigations. international importance. Designing feedback  SPMU to custom design mechanisms to disseminate and SPMU strategies such as get information from the community GRM Awareness program  Holding consultation between all stakeholders providing SPMU through public free, prior information about the proposed project; its consultations aims, objectives, the possible list of project interventions, etc. Establishing of  Strengthen the key institution for project implementation SPMU project at the state, district and block and community level and implementation unit enhance technical capacity to facilitate the community to (PIU) manage the project. Planning phase Capacity building  Preparing a training needs assessment for the project. SPMU  Training of members of SPMU, DPMU, BPMU, government line departments, members of the ADC, TIs, village heads in proper project planning, budgeting.  Strengthening TIs. This is especially important in strengthening institutions directly involved in natural resource management. 116 Activity Social Management Action Responsible Agency  Capacity and leadership development plans for women and youth for greater involvement in decision making process. Communication  Awareness camps/meetings to disseminate information SPMU Strategy on landscape management. Advertisement and publicity through electronic & print media.  Mobilisation of green volunteers, youth and women under IVDPs.  Ensure all vulnerable sections of the community to take active participation in the same.  Ensure proper feedback even at this phase of project implementation Documentation  Participatory documentation and exchange of traditional SPMU, knowledge of ecosystems. This would involve active DPMU participation of all sections of society, government departments and other institutions involved in natural resource management.  It will enable the PIA to map out areas of cultural/social importance that may get lost and document folktales/lores about the landscape around the community. Establishment of  Supporting the MBDA to establish a Centre of SPMU Centre of Excellence Excellence for Traditional Knowledge and Grassroots for Traditional Innovations Knowledge. Preparation of  The Community NRM Plan as prepared by the identified SPMU, Community NRM should be ready along with social indicators and budget. DPMU Plan  During the preparation of this plan it is necessary that all strata of the community be involved.  Each VEC at the village level shall prepare 5 year CNRMPs in consultation with Block Demonstrators and DPMU experts  Based on the five-year perspective plans each village, block, district will be given an annual budget based on the concerned VPMU, BPMU, DPMU Screening of social  Social Expert at SPMU and DPMU should screen the SPMU, issues Community NRM Plan and ensure that social issues are DPMU kept in mind and addressed. Submission of NRM  CNRM plan is accepted by the Gram Sabha and BPMU Community Plan submitted to BPMU with detailed action plan and budget. 117 Activity Social Management Action Responsible Agency Screening of NRM  Community NRM Plan is reviewed by BPMU and sent to BPMU & Community Plan DPMU if there are no changes to be made. Social Expert DPMU at DPMU will be involved. Final Submission of  CNRMPs should be endorsed by the head of traditional SPMU & Community NRM institutions at the village level. DPMU Plan  After review and changes Community NRM Plan is forwarded from DPMU to SPMU. Social Expert at SPMU to be involved. Award of  Community Plan accepted and approved to be intimated SPMU, Community Plan to villages and budget allocation to be done. DPMU Conflict Resolution  Strengthening of traditional institution by putting systems VPMU Mechanism and processes in place Implementation phase Selection of Project Selection of project intervention from the menu of project SPMU Intervention interventions: Land management plan Water management plan Agro and Community forestry Optimisation of shifting cultivation Rehabilitation of mined spoiled areas. Review of Social The Social Expert at the SPMU and DPMU should ensure SPMU & Framework and review that the social framework is reviewed and DPMU followed. Award of The PIU selects and nominates scholars to receive awards for SPMU Scholarship action research Public Consultation Consultation with all stakeholders to review the progress of BPMU & CLLMP and to see that its objectives are reached. DPMU Technical and Social Identifying suitable O & M operators to monitor the works. DPMU Audit to check Conduct Social Audit with participation of community objectives of CLLMP are in place Operations & maintenance phase Continuous Awareness camps/meetings to disseminate information on DPMU, IEC/BCC activities water/hygiene/sanitation/ environmental sanitation. BPMU with monitoring at Advertisement and publicity through electronic & print household and media. community level. 118 Activity Social Management Action Responsible Agency Stakeholder Conduct Social Audit with participation of community DPMU, Consultation BPMU Social Screening To be conducted by Social Experts at both SPMU and DPMU SPMU DPMU to ensure social issues have been addressed, risks have been mitigated and all sections of society have been included and participated in it. Institutional Review Review of the Community NRM Plan by TIs and grassroots TIs, DPMU, institutions to be facilitated by the BPMU and DPMU. BPMU This institutional review shall also check and see if the capacity of the ADCs and TIs have grown. Gradual withdrawal Organise meetings at villages to inform of the gradual DPMU, of SPMU, DPMU withdrawal BPMU and BPMU Others Grievance Redressal Issue notification for constituting 'Grievance SPMU Mechanism Redressal/Amity Committee' at DPMU level DPMU BPMU VPMU 119 Chapter 8: Communication and Consultation Plan Communication Framework for Participatory Planning and Implementation The communication plan will define the approach the project will use to communicate with the communities. As the state is a tribal majority state, the OP 4.10 of the World Bank which relates to Indigenous Peoples will be put in place right from the onset of the project. The communication plan will be discussed in operational phases. It is envisaged that the community will be engaged at the very early stage of project planning including the resource mapping, social data collection, land use and management planning, project design and monitoring. Hence, a proper communication plan would enable the PIU and PIA to disseminate information to all stakeholders. Under CLLMP the communication plan includes the following salient features17.  Identifying targets groups and planning communication as and when required. This is possible at the first level of the project during the baseline survey, public consultations and further. This would enable the PIA and PMU to see that information is disseminated to the proper strata of stakeholder.  Combining verbal and non-verbal modes of communication in preparing pamphlets, posters, and educative picture books for different types of stakeholders. After, the project is in function, the PIA would enable that prior information is given to all as well as updated information at every time interval.  Printing and disseminating knowledge, information, and educational materials through BPMUs, SPMUs and DPMUs to communities. This shall be done by the KSD of MBDA who will formulate and receive information and analyse the data coming from the field.  Organising various activities at the State, District, Block and Community & Institutional level to raise awareness on issues related to CLLMP.  Using telecommunication services to disseminate new information to the stakeholders.  Appointment of a PRO at SPMU and BPMU levels.  Receiving feedback from stake holders and reviewing progress of CLLMP annually. Communication Plan The communication plan would firstly explain the objective of CLLMP which is community led eco-system management. The objective of this communication strategy would be to:  Disseminate information firstly on the presence of such a program in the state. This would be done by the BPMUs and various other CSOs involved in the project at the grassroots level. 17 . Keeping in mind that most of the villages that were surveyed have mobile services, even if in some villages the mobile service is patchy, one of the methods to communicate could be through telecommunication. 120  Through baseline surveys, identification of the stakeholders at every level would be possible and as such communications plan format would be designed in such a way to address different stakeholders, differently.  The communication plan would describe in detail the information that will form the communication.  The communication plan would define the formats for information dissemination, whether through print media or others.  The dissemination of information and the formulation and design of the formats for this information dissemination would be done by the MBDA’s Centres of Excellence. The Centre would be responsible for appointing a Communication Expert at the SPMU, and the DPMU.  The dissemination of information through this communication plan would include a timeline for implementation for different project phases.  The communication plan would be annually revised using feedback received from consultations. This information apart from being annual would also be designed project phase wise.  Pamphlets and flyers in the vernacular would be handed out at every annual quarter and annual reports also brought out to ensure the smooth functioning of the project. Consultation Plan Deliberation and consultation throughout the project would enable all the stakeholders to actively take part in every project phase. It would also ensure transparency between the stakeholders, with regards to accounts, and even as to tell stakeholders whom they should approach to have their grievance redressed. Communication between the PIU/PIA with the people at the village community would be through consultations with them which should be held at every project phase to ensure that there is no gap in information dissemination. The consultation strategy would be complimentary to the communications strategy. The main objectives/feature of the consultation strategy are:  It is to be an annual feedback mechanism.  The Centre would be responsible for this feedback too.  The Centre would design feedback mechanism through surveys and other strategies at every level of CLLMP  This information would be assessed to address lags in CLLMP in every village. Communication and Consultation Plan at SPMU The Centre of MBDA is to take lead in formulating a Communication and Consultation Plan throughout the state. The Centre is to design information in the forms of brochures, telecommunication, media programmes (radio, tv, newspaper) and formulating a communications strategy which expresses the goals and methods of CLLMP’s outreach activities. This would be directed towards the stakeholders identified during baseline surveys. This would serve as a guide for any media and public relations activities for all levels under CLLMP. The Centre too would be responsible for designing a feedback mechanism in the form of surveys or other methods to receive inputs from various stakeholders. This would enable the 121 Centre to analyse ways and means to better improve communication strategies and to document the shortcomings of the project. The data received would be so categorised and sent to the various concerned departments. The Centre too would appoint a communication expert at the SPMU, DPMU and the BPMU to be responsible for the communications and consultation plans. Communication Plan at the DPMU The DPMU would have a communication expert assigned by the Centre. The Expert would be assigned to the DPMU would be responsible for the dissemination of information formulated by the KSD at the SPMU to the grassroot stakeholders as well as CSOs. The Expert at this level would segregate information received from the BPMU according to different sectors/headings. Communication Plan at the BPMU The BPMU is the first point of interaction between the village and the PMU. The BMPU would also assists the villages to formulate a village plan of their own as well as mission document. The BPMU too would be responsible for taking feedback from the grassroots stakeholders and handing it over the SPMU for analysis. The following is a detailed Communication and Consultation Plan together in tabular format. Table 49 Communication and Consultation Plan of CLLMP Key Communication Communication Strategy Responsible Timeframe Stakeholders Needs Agency Phase: Pre Planning Village Awareness  Creating space for free DPMU Community, Raising and prior information Village dissemination about Council, what the project entails ADC  Hold consultations with stakeholders in high priority degraded watersheds. Government Awareness  Information MBDA – Agencies Raising dissemination about the Centre of project entails and their Excellence expected roles in it.  Formulation and design of communication strategies and content to be disseminated to different stakeholders.  Hold consultations NGOs and Awareness  Information MBDA - 122 Key Communication Communication Strategy Responsible Timeframe Stakeholders Needs Agency CBOs Raising dissemination to CSOs Centre of about the project entails Excellence and their expected roles in it.  Hold consultations Phase: Planning Village Participatory  Assist village MBDA- Community, Documentation communities to frame MINR, Village and Mission their own MIG, Centre Council, Framing Vision/Mission of ADC Document. Excellence  Documentation & DMPU knowledge exchange though consultations across all districts of the state  Statewide community communications initiatives to ensure exchange of knowledge with community members particularly in rural areas.  Community led resource mapping  Feedback mechanism NGOs and Participatory  Documentation & NGOs & CBOs Documentation knowledge exchange CBOs and Exchange of focused community Traditional workshops across all Knowledge districts of the state Ecosystems.  Preparing flyers, booklets, in vernacular languages  Assist village communities to frame their own Vision/Mission Document. MBDA Communication  Design yearly MBDA - and Consultation communication plan Centre of Strategy Excellence  Assign PRO at SPMU 123 Key Communication Communication Strategy Responsible Timeframe Stakeholders Needs Agency and BPMU  Create a telecommunication mechanism for a two- way exchange of information.  Distribute pamphlets/print media to BPMU/CSO/Govt. Depts./others  Phase wise reporting and documenting of project and release of reports. Feedback  Design feedback SPMU mechanism on CLLMP at all villages  Review of feedback received. Analysis of the same. Phase: Implementation Village  Disseminate brochures Community, and print media given Village by BPMU Council, ADC Government Participatory  Setup of e-platforms for NIC, DIPR Agencies Documentation knowledge sharing and Exchange of across stakeholders Traditional Knowledge Ecosystems. NGOs and  Dissemination of CBOs brochures and print media given by SPMU/BMPU MBDA Communication  Phase wise reporting Plan and documenting of project and release of reports. 124 Key Communication Communication Strategy Responsible Timeframe Stakeholders Needs Agency  Design yearly/phase wise communication plan.  Distribute pamphlets/print media to BPMU/CSO/Govt. Depts./others Feedback  Review of feedback SPMU and received from previous DPMU years/phase. Analysis of the same  Receive feedback Phase: Operations and Maintenance Village Public Hearing At the end of the BPMU and Community, & Monitoring operations and VPMU Village and Evaluation maintenance a public Council, consultation should be held ADC to ensure that the Government Vision/Mission of the Agencies community has been NGOs and reached and if it has failed CBOs to sit with the community to analyse the possible reasons for this. During this phase the M&E of CLLMP may be integrated with the feedback mechanism of the Consultation Plan. 125 Chapter 9: Social Accountability Mechanisms Introduction Social accountability implies the engagement of civic organisations to express demand for public services, and exact accountability from local service providers to improve service delivery. Social accountability ensures safeguards for people and their overall wellbeing while seeing that it is transparent. Social accountability will be established for all sub projects. Under the CLLMP, a Social Accountability Framework would need to be instituted. Along with this, an institute or organisation would be notified to ensure this. Under this body, the Grievance Redress Mechanism would also fall into place. The body to see to this would include non-state actors and NGOs who have effective demands for good governance. Citizens’ Feedback Mechanism for Stakeholders Citizen feedback mechanism in the project would include grievance redress procedures which has been mentioned in Chapter 10. As seen from primary field surveys, the first level of authority people approach is the village headman, as such in the citizen feedback, the headman would be of utmost important in this project. The next stage of citizen feedback would be at the BPMU, the DPMU and the SPMU. These bodies could facilitate meetings to increase feedback, discussion and personal contact between CLLMP personnel at DPMU and SPMU and community members. Then other indicators of the success of the CLLMP would be through indicators or data collected at different project phases through citizen report cards and score cards to acquire feedback on performance and citizen’s recommendation for improvement. Social Audit Manual for Beneficiaries The key approaches to be adopted so as to ensure social accountability would be a combination of participatory processes guiding social audit, citizen score card and report card to acquire feedback on performance and record citizens’ recommendations for improvement. The social audit unit as formed at the CLLMP is as follows: 126 Figure 9 Social Audit in the CLLMP Social Audit Unit (SPMU) Accountability Social Audit Forum (DPMU) Post Social Audit Phase Social Audit Forum (BPMU) Social Audit Phase Social Audit Committee (VEC) Preparatory Phase At the village level At the village level, the community will be responsible for forming a Social Audit Committee (SAC). Social Audit Committee needs to be representative of the community and should have representation from SHGs, elected representatives, individual beneficiaries, community members directly or indirectly impacted by the project, women, youth and vulnerable communities. The members of the Executive Committee (EC) of the VEC will not be eligible for becoming a member of SAC and there will be minimum one third representations by women in the SAC. The roles and responsibilities of SAC will be further outlined in the Social Audit Manual. At the BMPU level The BMPU, who will be responsible for the Social Audit Phase, will call for a Social Audit Forum which shall be convened once in every six months. The social audit will be presided over by a person selected at the BPMU who is not a member of any VEC. The information will be read out publicly and people shall be given an opportunity to seek and obtain information from public officials. The BPMU will make a prior announcement of the social audit to all Social Audit Committees formed at every project intervention area, so that the respective Social Audit Committee may prepare all relevant documents for review. The Social Audit Forum shall verify all project interventions at every village. All issues will be recorded in writing and evidence should be gathered for all issues raised. 127 The BPMU is responsible for bringing out an action report and the action report previous to the social audit shall be read out at the beginning. Social audit will include the transparency checklist. The social audit shall be open to public participation. Any outside individual person/group/NGO shall be allowed to attend as observers without intervening in the proceedings of the Social Audit. The social specialist at the BMPU will be responsible for timely Social Audits and follow up action at the BPMU. At the DPMU level The DPMU will be responsible for the Post Social Audit Phase. All Action Taken Reports shall be filed within a month of convening the Social Audit. All findings which contravene to the project will be treated as complaints. At this stage, the Government Auditor shall take cognizance of any complaint regarding financial irregularities or misappropriations raised through the Social Audit before certifying the accounts. The District Project Manager/ Social Coordinator shall ensure that the Social Audits are convened regularly and prompt action is taken, if necessary. At the SPMU level The SPMU will establish a body to undertake an independent audit of all project interventions. This body shall frame a social audit calendar for every year and a copy of the calendar shall be sent to all districts to make necessary arrangements. The SPMU will convene a meeting of representatives from the VEC, BPMU and DPMU to jointly review Social Audits found with discrepancies. The SPMU shall forward all Social Audit Reports to the State Auditor for further review. The following table is the overall Social Accountability Mechanism: Table 50 Social Accountability Mechanism Project Activity Time Responsible Phase Line agency  Framing of Social Accountability Framework MBDA Pre Planning  Appointment of personnel/organization to ensure MBDA- social accountability. KSD  Disclosure of information to maintain a high level of transparency through public awareness programs  Set up Grievance Redress Cell with an Ombudsman 128  Public meetings to increase feedback, discussion of MBDA sub-projects and at every level of implementation &Organizati agency on chosen  Empanelment of organization to look after social (e.g. audit at the SPMU. MSSAT)  Create report and list out issues and ways and means to handle it.  Circulate report to SPMU, DPMU, BPMU, Village Head, ADC, TIs, Govt. Line Departments and other agencies and institutions involved in the project. Planning  Conversely take feedback from SPMU, DPMU, BMPU, ADC, TIs, and Govt. Line Depts. to circulate it amongst themselves.  Public meeting to be held at every block to increase MBDA & feedback, discussion of sub-projects. Organisation  Social audit calendar by the SPMU chosen (e.g.  Arranging for Social Audits every six months at MSSAT) every project village.  Handing out Citizen score cards and report cards to acquire feedback  Create report and list out issues and ways and means to handle it.  Circulate report to SPMU, DPMU, BPMU, and Implementation Village Head, ADC, TIs, Govt. Line Departments and other agencies and institutions in involved in the project.  Conversely take feedback from SPMU, DPMU, BMPU, ADC, TIs, and Govt. Line Depts. and circulate it amongst them.  Public meeting to be held at every block to increase MBDA & feedback, discussion of sub-projects. Organisation  Social audit by the SPMU Social Audit organization. chosen (e.g.  Handing out Citizen score cards and report cards to MSSAT) acquire feedback Monitoring and Evaluation  Create report and list out issues and ways and means to handle it.  Circulate report to SPMU, DPMU, BPMU, Village Head, ADC, TIs, Govt. Line Departments and other agencies and institutions involved in the project.  Conversely take feedback from SPMU, DPMU, BMPU, ADC, TIs, and Govt. Line Depts. And circulate it amongst them. Review of CLLMP with citizens 129 Chapter 10: Grievance Redress Mechanism Mechanisms for Grievance Redress for CLLMP would be established at four levels: Village level The Village Project Management Unit (VPMU) will be the first port of call for handling grievances at the Village level which will be supported by a traditional approach. Any person with a grievance can approach the VPMU-along with an application written to the headman. The committee set up for this purpose would be headed by a village headman or an appointed individual. The committee would be responsible for maintaining a register to record the number of grievances received, details of the discussion held, and the minutes of the meeting. They would also share a copy of the grievance status with the District Project Management Unit .It is mandatory for the approached authority to share the documents with DPMU, independent of the grievance status. Block level If the appellant is not satisfied with the resolution provided at the VPMU, he/she would approach the next level which is the Block Project Management Unit (BPMU). The BPMUwill provide resolution through appropriate liaising with relevant departments’ viz. horticulture, agriculture, irrigation etc. At this Unit, the GRO will function at the level of a Programme Associate. GRO will receive all complaints either through the headman or may independently receive complaints. The committee would maintain a register to record the number of grievances received along with details of the discussions and meetings held. District level If the affected person is not satisfied with the resolution provided at the above two levels, he/she would approach the District Project Management Unit. At this unit, GRO would function at the level of an Assistant Manager and it would receive all complaints and grievances through the Programme Associates. This Unit would be headed by the DC/ DM. If the above three levels fail to satisfy the appellant with the grievance resolution, then DC/DM would decide whether to send the issue/grievance to the State level or the Court of Law. State level State Project Management Unit If the complaint cannot be resolved at the district level, it would be referred to the State Project Management Unit headed by an Ombudsman to handle the grievances. This Ombudsman would head the Grievance Redress Cell of CLLMP. At this Unit, GRO would function at the level of Manager and will receive all the complaints through the Assistant Managers. 130 Court of Law This would include the District Commissioner and Legal courts. If the issue cannot be addressed or is outside the purview of the GRC, then it may be taken by the Office of the District Commissioner or a Legal Court. The NGOs/CBOs They would assist village communities in framing their own Vision/Mission document and provide them with training on the institutional set up of CLLMP. If needed, they would also facilitate their access to the grievance redressal mechanisms put in place during the planning phase of the project. Figure 10 Complaint handling mechanisms Grievance management through Electronic Mode A simplified mobile based technology feedback system can be used at community level to capture and feed data into the Management Information System of the PMU. A toll-free Helpline number will also be established to make the mechanism widely accessible and gender friendly. World Bank Grievance Redressal System Communities and individuals who believe that they are adversely affected by a World Bank (WB) supported project may submit complaints to existing project-level grievance redress mechanisms or the WB’s Grievance Redress Service (GRS). The GRS ensures that complaints received are promptly reviewed in order to address project-related concerns. Project affected communities and individuals may submit their complaint to the WB’s independent Inspection Panel which determines whether harm occurred, or could occur, as a result of WB non- compliance with its policies and procedures. Complaints may be submitted at any time after concerns have been brought directly to the World Bank's attention, and Bank Management has 131 been given an opportunity to respond. For information on how to submit complaints to the World Bank’s corporate Grievance Redress Service (GRS), please visit http://www.worldbank.org/GRS. For information on how to submit complaints to the World Bank Inspection Panel, please visit www.inspectionpanel.org. Revision/Modification of SMF Over the course of its implementation, there will be likely changes in the operating environment of the project with experiences gathered in application of this SMF during implementation, besides changes in external factors such as the legal and regulatory environment (country/state). The SMF is intended to be a “live document� enabling revision, when and where necessary. Unexpected situations and/or changes in the project or sub- component design would therefore be assessed and appropriate management measures will be incorporated by updating the SMF to meet the requirements of applicable legislations and Bank safeguards policies. Such updating of provisions and procedures would be undertaken, as appropriate in consultation with all implementing agencies and the World Bank. Any changes to the SMF will required to be cleared by the World Bank. 132 Chapter 11: Monitoring and Evaluation System Social Monitoring Plan Monitoring and evaluation of the CLLMP project is significant for achieving the project development objective (PDO) within the stipulated time period. For the social component of the project, social monitoring plan needs to be developed to address the baseline data and impacts predicted from the social assessment. The concerned field monitoring staff at the village level and officials under M&E team should monitor impact on natural resources under the project area, as well as monitor and coordinate with line department for timely implementation of various activities. The social monitoring plan should be integrated with the design, operation and maintenance phase of the project on a timely basis. Project Management Unit: For effective monitoring and evaluation, the Project Management Unit has set up activities for Monitoring & Evaluation (M&E) team under the project at the community and state level, which includes participatory monitoring and learning. The PMU will be responsible to ensure that funds are available for conducting monitoring activities and monitoring report are submitted to the World Bank. The PMU M&E will: i. Develop strategy for M&E for the implementing agencies at the state, district, block and village level. ii. Conduct baseline, mid-term and end-term assessment of project activities, Need Based Assessment, KAP Studies as and when needed. iii. Preparing Plan of Action (POA) for institutions within the estimated timeline to keep a check on the performance of each implementing agency. iv. Prepare and present Annual Progress Report and Annual Outcome Surveys to the World Bank and the State Government. v. Maintain the MIS (Management Information System) for concurrent monitoring and course correction vi. Ensure effective communication and information sharing at all level. vii. Carry out in-house M&E, as well as seek assistance of external (third party) agencies -for integrating evaluation reports and monitoring inputs. viii. Recruit specialized consultant on short term basic for designing of MIS, technical evaluation of technology, system delivery mechanism, and advice in selection of external agencies / vendors. In order to ensure proper monitoring and evaluation, a specialised team comprising of staff from different departments or external agency will be formed, headed by the MBDA. A plan for capacity development of team members would also be formulated and operationalized. The structure of the proposed M&E team is given below. 133 Figure 11 M&E structure at HO CEO (MBDA) Project Director (M&E) - 1 Monitoring Evaluation Manager Manager (Data and MIS)- 1 (Eva.)- 1 Program Program Program Associate- Associate- Associate- 1 1 1 Application analyst – 2 Analyst- 2 District Field Monitors (11) M&E cell will be instituted directly under the office of Project Director. As depicted in the above figure, the two primary functions of the team have been proposed as separate sub-units. Though majority of the tasks for these sub-units will be specific to their functions, they will not be limited to these specified tasks.  The Monitoring sub-unit would undertake tasks which would entail regular tracking of physical and financial progress of the programme, primarily through MIS.  The Evaluation sub-unit would be undertaking tracking progress of the programme at regular time intervals and also as per the compliances of funding agencies. Their tasks would comprise surveys, impact studies (through external agencies), case studies / success stories, etc. Field Monitoring Staff: Field Monitoring staff will be responsible for field data collection and supervision, at the district, block and village level during the course of the project to ensure it’s in line with the social guidelines provided under the Social Management Framework. The staff will be based in district offices and equipped with motorcycles and data-enabled mobile phones. There would be a provision to hire additional expertise on a short term basis. The Field Monitoring staff will provide monthly report to the PMU after visiting each district. Adoption of Information Technology for M&E 134 It is proposed that Information Technology (IT) be extensively used in M&E, especially at community level for systematic collection of data, processing, analysis and transfer of information with respect to progress made, as well as quick decision making and timely corrective measures. With efficient IT the information can be frequently updated with less effort, avoiding information loss and unnecessary duplication of efforts for data collection. Important IT aspects and their usage are presented in Table below: Table 51Adoption of Information Technology for M&E Aspects of IT Usage Appropriate Computerisation at For faster processing and analysis of data SPMU and DPMU and EFC level Developing Communication Network For faster and safer data collection and with field offices with GPS devices communication Global Positioning System (GPS) as For location specific data collection and means and mechanism of field survey resource/ assets monitoring Effective usage of Geographical For preparation of resource maps in real Information System (GIS) world coordinates for effective planning, monitoring/evaluation and decision making Institutionalisation of efficient For regular recording and reporting of project Management Information System progress with respect to individual (MIS) and integration with GIS components /sub-components and timely analysis and decision making/corrective measures. NESAC has Bhuvan applications on which live data record and tracking can be done for relevant project activities. Similarly, facilities of Climate Change Cell of MBDA can be used for GIS applications Periodic collection of systematic Repository development of field photographs Horizontal Photographs (field as an effective tool for systematic and photographs) of all sub-project authentic database for periodic monitoring interventions and evaluation Establishing reporting formats, requirements and calendar 1 Baseline Study: The Baseline Study would be undertaken before commencement of any project. Based on the values of indicators generated in the Baseline Study, mid-term and end-term assessments would indicate progress of the project. An external agency may be appointed to undertake this study, which will be based on domestic competitive bidding and the selection process followed may be QCBS. 2 Setting Milestones, timelines, targets: Based on the Baseline study and reporting requirements for M&E established, milestones, timelines and targets will be fixed annually. Along with, the periodicity of measurement would also be established. Implementation of Plan and Concurrent Monitoring 135 In this stage, plans will be implemented, concurrent and regular monitoring mechanisms will be established. The M&E team, with assistance from district teams and external agencies, will periodically collect information and undertake its digitisation to monitor progress of the project. Tablet, computers and mobile phones will be used for field data collection which could eliminate the need to data entry, as data will be entered directly into tablets/phones rather than using a paper questionnaire and uploaded directly into a survey database. Launch of MIS: Concurrent monitoring will be undertaken with the help of quantitative information derived from MIS. It may be designed, developed, operationalised and maintained as a web enabled system which will provide continuous progress of the programme and projects on various indicators including project administration indicators like staff recruitment, sanction and release of financial tranches, receipt and expenditure, etc. Based on the design, an external agency would be engaged to develop, deploy, implement, manage and maintain the MIS. In-house output and outcome monitoring This will ensure that the targets and milestones set are achieved in the stipulated timeline. Various types of monitoring systems will be adopted:  Progress monitoring visits by project staff and desk monitoring: This will be undertaken on a regular basis to ascertain achievement of physical targets for project activities and outputs as set out in Annual Work Plans and Budgets and provide course corrections. This activity will be undertaken by the HQ team and will be based on reports generated and MIS.  Self-monitoring by community institutions: Given the focus on sustainability of community institutions, the need for applying a mechanism for continuous (concurrent) tracking of organizational growth and performance of these community institutions is emphasised. Therefore, it is proposed to design and implement a Participatory Monitoring and Evaluation (PME) framework in the inception phase to delineate approaches and pathways towards development of a community-based contextual, evolutionary/adaptive M&E system for the Project. The framework can be developed by the M&E team. The PME could be implemented by village institutions and uploaded in the project MIS using tablets/ mobiles for tracking progress on “real-time� basis. A simplified mobile based technology feedback system can be used at community level to capture and feed data into the Management Information System of the PMU.  Financial Monitoring: A Financial Monitoring and Supervision system shall be installed. For that purpose, a “Financial Monitoring Guideline� shall be prepared during the inception phase of the project. The expenditures will be audited by an in-house concurrent auditor annually with regard to the correctness of the procedures, amounts and documents by a professional Auditing Company and the audit reports shall be sent to World Bank. Reporting MBDA shall report to the WB quarterly and semi-annually on the progress of the project (progress report), including on the fulfilment of implementation agreements and on all developments of all other important general conditions. The content and form of report 136 shall be determined by the WB and agreed in the Separate Agreement. In addition, MBMA shall report on all circumstances that might jeopardise the achievement of the overall objective, the project purpose and the results. The first report of the state of affairs shall be submitted within three months after launch of the project. Subsequent reports must be submitted to the WB not later than 6 weeks after the end of the period under review. At the time of physical completion of the Project, MBMA shall submit a final report on the measures carried out. Evaluation and Course Correction In this stage, a periodic evaluation (half yearly and annual) would be undertaken and corrective measures suggested. 1 Evaluation Based on reports from various studies, monitoring mechanisms and MIS, half yearly and annual progress reports will be compiled and submitted for review. Any issues of concern/red flags and suggestions for course correction will be included in these reports.  Mid-term Assessment Study – this would be undertaken mid way through the project to ascertain the progress achieved and any mid-course corrections which need to be introduced. It would include indicators to measure progress towards log frame goals and objectives.  End-Term Assessment Study – this will be undertaken at the end of the project period (around the time of project completion) and will assess the achievement of the project during the tenure. 2 Planning for following year At the end of the year, a planning exercise for M&E activities in the following year would also be undertaken and proposed. Figure 12 Planning for following year Stakeholders Input Process Output Management •MBDA/MBMA •Capacity Building •Information •Reports •Decision and •DBDUs •Infrastructure analysis •Flags/red flags course correction •PMUs Development •Call centre for •Community review •Risk, perception, •Line Departments •Demand from project idea •Corporate identification of Govt. of Partners/non- generation, communication •Performance Meghalaya partners feedback and appraisal and •Integration with •GPS based photos activity monitoring promotion •Institutions in State Department Govt. of •Social audit for budgeting •Report with Meghalaya •Self review by PRAGATI(Pro- •Partners/ Non- implementing Active Governance partners agencies And Timely •Management by Implementation) •EAPs exception •State Govt/GoI schemes and programmes 137 Chapter 12: Capacity Building Plan As the project is a community led eco-systems management project it is necessary to build the capacity of the stakeholders at the grassroots level. The baseline surveyed shows that only 44 per cent of people are literate; very few of them have received trainings and more so have very little knowledge about eco-system management planning. It is with this finding in mind that the capacity of stakeholders must be built up. Identification of Stakeholders for Capacity Building The capacity building plan would involve different stratum of stakeholders as too different types of capacity building from social auditing to documentation to eco-system management. Capacity Building for project staff is vital in maintaining and sustaining the project life. Capacity building programs would emphasize on knowledge development and skills building. The capacity building would also be given to PIA and PMU staff to ensure project success. Content of Capacity Building The project stakeholders will apply Environmental and Social safeguards mentioned in ESMF in all project activities during planning and implementation phases. Capacity building exercises including orientation, technical, refresher, advance trainings, workshops and exposure visits, focusing on E&SMF safeguard implication and monitoring. These will be organised in accordance with capacity development strategy of the project. The capacity building exercises along with monitoring and learning process would not only help to ensure the environmental and social safeguard application, but also develop awareness and understanding towards environmental solutions by the communities. The capacity building plans would be planned out phase wise, and certain trainings would be uniform to all stakeholders. While other capacity building programs would be tailored to suit vision and mission documents of the different villages. The training programmes will be coordinated and anchored by the Project Management Unit. Capacity Building Across Project Cycle Pre Planning Stage  A capacity building needs assessment would be first carried out to understand the training needs of the stakeholders.  After the identification of the villages under CLLMP uniform trainings would be given to them which would include trainings on social auditing, monitoring and evaluation, documentation, vision and mission document formulation, and others.  Staff of the PIA and PMU too would receive some training that would enable them to serve CLLMP more efficiently. Planning  At this stage, capacity building would be designed as per the vision/mission document of every village. Villages would be clubbed together under their different training needs and livelihood activities or other activities proposed in the vision document. Trainings would be given to these identified stakeholders based on this document.  The PMU would identify and select organisations and institutions that would be able to give this training.  Training of trainers of the PMU staff would be done to enable in-house capacity building and trickle down training to the grassroots level. Implementation Phase  There would be a review of the trainings done.  Based on the reviews, the stakeholders would be given refresher courses or sent for further training to improve their knowledge. Table 52 Capacity building and training plan Stakeholders Type of training Responsible Time agency period Community,  Awareness about the CLEMP MBDA Pre planning MBDA staff,  Capacity building, need assessment of all TIs, ADCs, MBDA staffs Govt. line  Institutional capacity building need departments assessment of ADCs, TI & Govt. lines Dept. Community  Livelihood activities SIRD, ICAR  Skills and development and others.  Landscape  Capacity building on how to write the Community Planning.  Gender sensitization  Environmental awareness programme  Risk assessment exercise for community members Village  Governance KSD, ILRT, Community  Capacity Building SIRD and Member  Finance & Budgeting others.  Gender Budgeting  Capacity on how to frame community plan  Capacity on how to write DPRs  Capacity on how to frame Business Plan. Headman,  Landscape Management KSD Syiem, Daloi,  Capacity on how to frame community ADCs plan  Capacity on how to write DPRs  Capacity on how to frame Business Plan.  Gender Budgeting  Other capacity building ADC  Landscape Management KSD  Training on Governance  Gender Budgeting Planning  Others capacity building. Line  Landscape Management KSD Department  Others capacity building. 139 Stakeholders Type of training Responsible Time agency period MBDA Staff  Capacity Building KSD  Revision & Review if additional training Implementation is required. Capacity Building and Training Plan Training and development of employee is an essential part for effective and timely project implementation. Training and capacity building should be done at all institutional levels for implementing the provision under the social safeguards. The training program for various stakeholders will include orientation on project, refresher training, and creating awareness on the SMF of the project and will also include exposure visit, mentoring etc. The training program and capacity building will be coordinated and anchored by the PMU. Table 531 Capacity building and training plan for social safeguards Stakeholders/ Content Training type Time period target Groups PMU, PIU, DBDU,  Orientation training on SMF Lecture and Before project Green Volunteers  Staff development program presentations implementation and yearly. State level – Social  Orientation and sensitization On field demonstration, Yearly Specialist, PMU, on the social impact and its case studies and best PIU Line mitigation measure; training of practices department, NGO, trainers other interest  Training on SMF data Lectures and person of the collection, social guidelines, presentation project. monitoring and reporting, institutional arrangement and Exposure visits implementing agencies for SMF District level-  Social issues and mitigation Refresher training for Yearly -One for each PIU, MINR, MIG,  Training on SMF data each district where district service provider collection, social guidelines, project has investment and other person of monitoring and reporting, interest. institutional arrangement and Deputy implementing agencies SMF Commissioner,  Awareness, training and DBDU monitoring under the project Representatives of component villages, TIs, ADCs, line departments Block Level-  Social issues and mitigation Refresher training for Yearly - One for each BDO, PIUs, service  Training on SMF data each district where district provider collection, Social guidelines, project has investment Representatives of monitoring and reporting, villages, TIs, institutional arrangement and ADCs, line implementing agencies SMF departments 140  Awareness, training and monitoring under the project component Village level-  Social issues and mitigation On field demonstration, Yearly Representatives of  Training on SMF data case studies and best villages, collection, Social guidelines, practices community monitoring and reporting, members, NGOs, institutional arrangement and Lectures and TIs, and green implementing agencies SMF presentation volunteer  Awareness, training and monitoring under the project Exposure visits component  Facilitate for village level Workshop comprehensive plan  Developing a community plan 141 Chapter 13: Budget The Project’s social safeguards-related activities are listed below, along with their budgetary allocations over the estimated 5- year project life span. Table 54 CLLMP Budget Sub-Activities Fin Imp Remarks Staff hiring Apportioned from Social Safeguards Manager (SPMU) + PA 29.84 Lakhs + relevant 13.26 Lakhs departments of Social Safeguards Coordinator (DPMU) 43.76 Lakhs GoM Social Expert- Block level 238.1 Lakhs Social Expert- Village level (140) - Administrative Expenses per Unit (total for SPMU, DPMU and BPMU) 167.58 Lakhs (per unit) Training  Awareness Workshops with Traditional Heads (Syiemships/ Dolloiships/ Nokmas/ Village Councils 43.94 Lakhs etc)  Community training and Capacity Building on - 1. Environmental and Social Safeguards and Social 60.26 Lakhs Audit 2. Project governance and conflict resolution (3 days) 180.78 Lakhs 3. Use of GIS and Geo Spatial Territorial Base Map 60.26 Lakhs 4. Training on KM tool for the Community 60.26 Lakhs Guidance and Tools 2.00 Lakhs Development of KM Strategy Document Baseline Study and Research- eg. Rehabilitation of 10 Lakhs Population displaced due to mining Communication, Publications and Training Material 201.38 Lakhs Radio/ TV discussions/ adverts Exposure Visits International visits 200 Lakhs National visits 250 Lakhs Monitoring and Evaluation Due diligence and verification/ MIS 607.75 Lakhs M&E 165.90 Lakhs Mobile app for tracking on real time basis of the “process� pre-planning, planning and implementation Toll-free Helpline number to track grievances 142 Annexure 1: Attendance Sheet Chandigre (Day 1) Annexure 2: Attendance Sheet Chandigre (Day 2) Annexure 3: Attendance Sheet Kut Annexure 4: Attendance Sheet MarngarNongagang Annexure 5: Attendance Sheet Mawlyndep Annexure 6: Attendance Sheet Mihmyntdu Annexure 7: Attendance Sheet Mokhaialong Annexure 8: Attendance Sheet Nongkhrah Annexure 9: Attendance Sheet Nongtalang Mission Annexure 10:Attendance Sheet RongjengSangma Annexure 11: Attendance Sheet Sohmylleng Annexure 12: Attendance Sheet Tarapara Annexure 13: Attendance Sheet Pdengshkap Annexure 14: Attendance Sheet Umtyngngar Annexure 15: Regional Consultations at Garo, Jaintia, Khasi and Ri-Bhoi Region REPORT ON COMMUNITY CONSULTATIVE WORKSHOP ON THE COMMUNITY LED LANDSCAPE MANAGEMENT PROJECT Garo, Jaintia, Khasi and Ri-Bhoi Region 28th-30th March, 2017 COMMUNITY CONSULTATIVE WORKSHOP ON THE COMMUNITY LED LANDSCAPE MANAGEMENT PROJECT INTRODUCTION th The State Project Management Unit of MBDA organised a public consultation workshop from the 28 th th to 30 March, 2017. For Garo Hills, the Public Consultation was held on the 28 March, 2017 at SMELC Building, Dakopgre, Tura, for Jaintia Hills the Public Consultation was held at the Committee th Room, DC Office, Jowai on the 29 March 2017 and at the Meghalaya Agriculture Management and th Extension Training Institute (MAMETI), Upper Shillong on the 30 March, 2017for the Khasi and Ri Bhoi regions. This was conducted as part of the public consultation process on the World Bank funded Community Led Landscape Management Project. The objective of the consultation was to discuss public-private community participation, natural resource management, preparation of Integrated Village Development Plan (IVDP), discussion on Environmental and Social Management Framework (ESMF), convergence with existing projects and to put forth the key concerns and findings. PROCEEDINGS Presentations were made introducing the CLLMP. During the Jaintia, Khasi and Ri Bhoi consultations presentations were made by Shri. L. Shabong, OSD, MINR who stated that the state is rich in natural resources but it is ironic that poverty is still high. He explain that this could be because of the top down approach that generally overlook community consultation and collaborative planning. The CLLMP project however will allow communities to design the interventions themselves. There are many studies conducted that have revealed alarming trends. For example the springs mapping initiative has revealed that a large number of the state's springs have dried up. Further, findings indicate that many of these water sources, particularly in the coal mining belt, are also acidic and not ideal for life. Indiscriminate use of natural resources is usually the primary cause. The there is also the effects of climate change which is putting pressure on our natural resources. Shri. Shabong stated that CLLMP is the First World Bank funded project. He brief participants on the aims and objectives of the project and highlighted the points to be discussed at the workshop. He explained that community participation is crucial because the communities possess vast indigenous knowledge on natural resources which is otherwise not available with anyone else. During his presentation he stressed that there is a need for resource mapping, stating that each village should have a village map which will help with proper planning of resource utilization and of developmental activities at the village. He added this is important for the villages to be selected for implementation of the project. He added that the project is for 5 years. However, activities will continue even after this, through other programmes and schemes of the government. Shri. Shabong explained that the project will involve three phases which includes - o Phase 1 - Community Mobilization o Phase 2 - Capacity Building o Phase 3 - Project Implementation It was further stated that every village should prepare a Community Implementation Manual (CIM) under CLLMP which will act as a guideline for implementation. Further, decisions on activities and implementation will be made by the village itself through the Dorbar. However, experts will be engaged to support planning and implementation. Presentation on Social Management Framework by Smt. Naphisha Kharkongor Smt. Naphisha Kharkongor explained that for implementation of CLLMP, it is important to have a Social Management Framework which will serve as a guideline for implementation of the project and to prevent unwanted outcomes. She explained that as part of social assessment, various parameters are assessed including governance, inclusion, gender, etc. which covers all components such as land ownership and land, forest resources management etc. She also briefed participants on the steps involved in Social Management Plan including the various stages of screening - Block Project Management Unit (BPMU), District Project Management Unit (DPMU) and finally State Project Management Unit (SPMU). Finally, she added that there will be a grievance redressal mechanism which implementing communities can get their project related grievances address Presentation on Environment Framework by Smt. Beautiqueen Shylla Smt. Shylla briefed on the various stages involved in developing an Environmental Framework which is required to ensure activities planned do not have adversenegative environmental impact. She highlighted the types of activities that could have negative impact on the environment that would not be supported under the project and she also explained about the types of activities that conforms to the Environment Framework, or that have historical and cultural significance, that could be taken up under the project. She added however, that activities planned should also be as per national and state laws and regulations. She finally added that guidelines on various sectors are available to help with implementation of the project within the Social and Environmental Frameworks. Following which the floor was opened to the participants. The following are the opinions and inputs by different stakeholders during all three consultations. 28th March, 2017 – Garo Region The workshop was chaired by Shri V.V. Hembrom, DPM, IBDLP, BDU, West Garo Hills, wherein he welcomed all the Officers from line departments, Nokmas, BDOs and allthe IBDLPstaff.In his speech, he briefed about community led landscape management project its importance, objectives,funding,targets,approach,components,action plans etc. Shri. Meril N. Sangma, Asst. Director of Agriculture (PP), Tura stressed on preserving of bio- forest in Garo Hills regions and encouraged the protection of protect flora and fauna. He opined that initiative must be taken with Nokmas and VEC for watershed management and to converge other line departments. He mentioned that improving soil fertility was important for indigenous farming. Traditional heads should be involved and work for the community Shri. SK Saha, DSEO West Garo Hills Turasaid that there should be capacity building for different sectors like agriculture and allied agriculture and watershed management should be encouraged in every rural area. Shri. Roger Marak, Superintendent of Fishery Department West Garo Hills was of the opinion that the Fishery Department may help in any gap-funding. He stated that different fish sanctuaries should be set up in different part of Garo Hills to conserve, preserve, and promote indigenous fish of Garo Hills. he also said that the Fishery Department is also trying to give technical support Shri. R.K.Sangma, DFO West Garo Hillssaid that forestry species should be selected wisely and this task must be taken up by the community. There must be efforts to conserve forest and wildlife. Social agreement may be done with the community before starting forestry component. He stressed about the working scheme and working plan in district council that is followed in Khasi Hills Shri. P.R.Marak, PM Industry West Garo Hillsstated that apiculture can be promoted in industry by making honey or by marketing organic honey from Garo Hills. He also offered technical support for bee keeping in Garo Hills regions for income generation. Smt. M.K.Marak, BDO, Gambegreencouraged VECs and Nokmas to work on Community Led Landscape Management Project for development of Garo Hills region to work and cooperate with the community in village Smt. R.D.Shira Rongram BDO Rongramsaid that more awareness programme must be promoted in Rongram Block specially VECs, Nokmas for community development. She said that Rongram Block there is a need to brief about the concepts objectives to kick start the project by giving training and awareness programme. She also said that the VEC was demanding community nursery and fish sanctuary for better livelihood of the village. Smt. Rezia A Sangma Nodal Officer, West Garo Hills  Soil testing is to be done before implementing any cultivation  Proper selection of crops that is to be grown in a particular region  Proper implementation and management is required Shri. Kangku N Sangma, Fishery Officer William Nagar  He will cooperate and give technical support towards Aquaculture Mission  He stress about different type of water where different species of fishes can be reared Shri. Donny N. Marak HDO, East Garo Hills  He can give technical support from department like bamboo, agar plantation in district level, village level for livelihood Smt. M.M.Sangma Range Officer Sub-Divisio, East Garo Hillssuggested that water retaining species in catchment area like planting bamboos for sustainability and livelihood promotion might be used. Also, traditional heads should take active participation and make people aware about the loss of bio-diversity and the potential of forestry species that can be marketed outside the states Nokmas and other participants’ views and suggestions  Needs to preserve watershed management in community  Seasonal forest species to be planted in rural areas  Specification of seasonal plants for plantation  Protecting flora and fauna in reserve forest  Balance ecosystem in Garo Hills region  Need training and awareness on different sectors like improving jhum cultivation and different crop growing techniques, technology transfer etc.  Marketing to catch a better price for sustain livelihood  Whosoever is found disturbing nature will be taken to penalty with sum amounts of 25,000 Shri. Nitul Das DPM IBDLP East Garo Hills stressed about traditional culture which is normally practice by old age whereas the youths are not giving importance to a traditional farming system where they need instant cash. He said that these projects will create immense help for non-farm activities to tap the natural resources of Garo Hills and research art and culture. He suggested that the IVDP need to be revolutionized and explained to the Gram Sevak Shri. Pravin Bakshi Deputy Commissioner, West Garo Hillssaid that a Project Management office is to be established in Tura and different work force for regional office should be taken up. A blueprint for village and planning should be adopted. Different medicinal plants in Garo Hills should be focus studied and target for the Big-Multi National Allied Markets which deals with ayurvedic organic herbal products. Also. Eco-resorts and eco-tourism should be promoted with the ethnic food and traditional practices Vote of thanks by Shri V.V.Hembrom DPM IBDLP, West Garo Hills He appreciated participation of BDOs, Line Departments, Nokmas, VECs, Gram Sevaks, IBDLP Team and participants from all the districts of Garo Hills 29th March, 2017 – Jaintia Region This workshop saw the participation of members from theWorld Bank, officials from different line departments, headmen from East Jaintia and West Jaintia hills, NGO partners and staffs of IBDLP. The programme started with a welcome address given by Shri. B.J Kharshandi Nodal Officer, BDU West Jaintia hills district. While welcoming the participants to the workshop he also briefed them about the aims and objectives of the Community Led Landscape Management project. Shri. Aiban Swer, OSD, MIGhighlighted the people present about the purpose of the gathering where he said that this workshop is to make people aware about the CLLMP Project. He said that this is a project where the community will take active participation in implementing the project in their villages and it is only through their active participation that the project will be successful. Further, he also said that the aim was to implementtheproject based upon the nature of the landscape. A team has been formed at the apex which will be headed by CEO, MBDA Shri. RM Mihsra, Chairman Shri. S. Ashutosh, Project Director Shri. Sahai under whom five additional project officers has been put in place. Whereas in the district there are the Deputy Commissioners who will look after this project. Shri J. Pohsngap, IFS, District Officer Forest Dept., West Jaintia Hillssaid that Meghalaya has already received a number of projects but there is always a confusion that one project is similar with another which creates confusion not only amongst the government officials but even amongst the people. Therefore he requested that if a proper report or write-up so that people will be aware and know about it in the first hand. He stated that all projects that the government conceptualise are good but one should first know about it. Ivan Marbaniang, ADPM West Jaintia Hills suggested that radio programmes may could be used to inform people about the project as people have better access to radio communication than to any other means of communication. Shri. L. Laloo, District Agriculture Officer, West Jaintia hills said that proper land records should be put in place before implementing the project. He asked whether this project would be implemented in all the areas or only in selected areas. He suggested that there should also be criteria to implement the project in such a way to avoid land dispute among the community members. Response by Shri. L. Shabongclarified that according to the World Bank, areas will be selected on specific criteria base upon highly degraded land. Shri. J. Pohsngap, IFS, District Officer Forest Dept, West Jaintia Hillsasked whether the project would start on a bottom-ups’ approach? He suggestedcapacity building from the grass roots as it would be difficult to implement the project if the villagers do not understand about it. Response by Shri.L. Shabong stated that if the villagers are ready with the plan then they will be qualified to get the projects implemented Shri NidayooPapang,Rangbah Shnong KhliehMushut asked if the World Bank could work on its own, does it need the MNREGA. He asked the team present to visit his village and give suggestions as to what can be implemented in his village. Response byShri.L. Shabongstated that the World Bank has five specific criteria. Besides World Bank we have different other government schemes that look into the NRM issues. World bank target in phase wise manner, The fund that we get from World Bank is for those areas which are highly degraded. It is mandatory that for every central scheme a portion of it must always be implemented on Natural resource management. Suggestion of Shri. B KharshandiNodal Officer, BDU West Jaintia Hillssaid that the project is related to our environment, this is under the theme giving back to nature. The mining of limestone is a major activity andit spoils the water body at Amtapoh, Amlarem Block and its nearby areas (Nongtalang, and other areas).If Basin could come up with a framework that could help rejuvenate the villages that are destroyed through limestone mining. In terms of issues regarding water, rain water harvesting is very important. If through this project we could incentivise people who could use rain water and use water storage tanks. If we could make people understand about Water resource management. Having an IVDP is a good for the village. Therefore if Basin could help the other villages also to prepare IVDP. Major Challenges with NRM is also waste management. If villages prepare the IVDP it should also include solid and liquid waste management and asked if this project could address waste management. Response byShri.L.Shabongsaid that a dialogue with World Bank has been carried forward on how to deal with Waste management. First action research was done at Raj Bhavanby MINR and the second will be in wards lake MINR.The results that came out of the action research could be replicated in dealing with grey water by not using chemicals instead by using bacteria. The same thing could be done in Mukhaialong, East Jaintia to treat acid water cause by limestone mining. Shri NidayooPapang,Rangbah Shnong KhliehMushut asked if the WB would only help those highly degraded areas. He state that his village supplies water to surrounding areas, however, there is possibility that in the future conflicts may arise. In one area of his village, a river which flows through it has become acidic due to mining activities and asked if through this project help could be provided to de-acidify the streams. Response byShri.L.Shabongsaid that the problem is prevalent in villages that conduct mining. Through action research on reclamation of coal area mining areas acid water could be treated by using limestone, therefore research is going on to find out the exact quantity on how much limestone is required to mix with the acid water to neutralise it. He stressed that the adoption of cheap technology which is local and community led is necessary. Shri. WomChyrmang, Rangbah Shnong Jalaphetsaid that his village faces a lot of problems because of coal mining. He said, that an awareness campaign on the harms from coal mining was needed in the village to make people understand about its effect. The reckless felling of trees is also another problem, therefore the village is trying to preserve the forest. Apart from this, there is scarcity of water which affects the agriculture. The use of plastic is another menace. If dustbin could be kept in the village in order that people will se them to throw the plastic. Shri. PrabhaDiengdoh, Manager BDU EJHasked whether these projects will look into community land or individual land. Response byShri.L.Shabongsaid that the CLLMP project is for the community, therefore plan should come out from the village. In response to Shri Prabha Diengdoh’s question, he replied that those who have individual land can form a committee so that their problems can be look into. Shri. DawanLyngdoh, RangbahShnong Namdongsaid that in the past his village had lots of water and land and had springs which were enough to supply water to everyone. However in the last couple of years due to reckless felling of trees, burning timber for charcoal and broom-grass plantation water supply in the village has gone down. He requested the World Bank team to visit the Namdong area. Initiatives has been taken to protect the trees in the area. Shri. J. Pohsngap, IFS, District Officer Forest Dept, West Jaintia Hillssaid that we should not think that the government will come and give us grant, we should take the initiative starting from your own self and do not wait only for the government grants.If we go and spread awareness about this project we should make it clear that it is not a grant. Shri. Ivan Marbaniang, ADPM West Jaintia Hills urged upon the people to give back to nature. IVDP is a gateway where we will be able to do several activities through it. After doing the IVDP then only we will be able to carry forward the project. This project is to lead by the community, if the community would not take the initiative Vote of Thanks: Shri. Ivan Marbaniang thank everyone who are present at the occasion and hope that with such a gathering, the community members will get to understand about the World Bank Funded Project “CLLMP� that will be rolled out in different villages. 30th March, 2017 – Khasi and Ri Bhoi Regions Shri. S. Sahai, IFS, Dy. CEO MBDA opened the consultation workshop by welcoming all participants who were present at the occasion stating that this workshop will help further strengthen the design of the programme. Edward Syiemlieh, Headman, Umshorshor Village, Ri-Bhoi District A key challenge faced by village is the lack of roads. But as per the Environment management framework, construction of roads has negative application. It will be difficult to bring development if roads are not supported. He suggested that roads should be supported as long as cutting should be judiciously. Or Maybe roads can be made where less forest are there to avoid destruction of forest resources Response by Shri. Shabongclarified that road construction was just cited as an example during the presentation but that it is not a component under the CLLMP project. Thomas Roy Malai, Bosco Integrated Development Society, Ri-Bhoi Shri. Malai pointed that in his experience from past projects, if development is to be sustainable, there has to be community participation. Departmental approach to implementation, which is often a top-down approach, often results in projects failing after the department has exited because there is no community ownership to sustain it. In CLLMP, the focus is on "Community Led" interventions can finally lead to sustainability. Further, as part of the project, the villages will be prepared and built up to ensure success. This project will provide a good platform to rejuvenate lost natural resources which will play a major role in sustainable development of the state. Shri. Malai stated that it is not uncommon for development works to affect nature in one way ot another. However, these effects can be minimised through proper and collaborative planning. He cited the example of a village he is aware of where in one year, many trees had been planted under an afforestation programme and in the following year, the same trees were cut down for construction of a road. He also stated that environmental rejuvenation is important. Tree plantation is one of the activities that can help achieve this. Many tree plantation drives are organised by various government departments but unfortunately due to lack of maintenance, most of the trees to do reach maturity. The survival rate of these trees are so low that it is questionable whether this activity should continue or if it has become just a waste of public money since no effort is taken to sustain them. Finally, he stated that if burning of forest is controlled, there would not be a need for afforestation. The forests will rejuvenate automatically Peter Shemphang Rynniaw,Nongrynniaw Village, West Khasi Hills District Shri. Rynniaw stated that he has seen past projects of IFAD and IWMP, particularly those involving tree plantation and spring conservation activities. In most cases, he explained, trees planted on private land were often cut down by the owners after a few years only to be sold off for commercial value or to free up land. In such cases, the village cannot do anything to stop the deforestation as the land is not owned by the community. He suggested that if the government could frame relevant rules and regulations to prevent indiscriminate felling of trees, such deforestation can be arrested. Response by Shri. ShabongThere is a need to focus more on Community Policing to prevent such activities. However, where this is not sufficient, the government may intervene. He added that the Meghalaya State Water Policy is being drafted and once passed, it will regulate environmental destruction that can affect water sources in the state. The Draft has already been circulated with all Traditional Institutions and agencies for feedback. Shri. Biestar Sylliang, Chairman Watershed Committee, Umkaduh Village, Ri-Bhoi Shri. Sylliang highlighted the challenges faced by the community due to indiscriminate burning of forests. To combat this, tree plantation drives are conducted every year. However, due to lack of maintenance, such plantations eventually fail. Just as the government has supported the preservation of Mawphlang forest, a similar approach could be adopted for other villages. Since most of the felling are due to poverty and need for income, an incentive mechanism similar to that of Mawphlang village will help solve that issue. He shared his experience with the Integrated Forestry Project where foreign sapplings were brought to his village. To make room for these new saplings, a patch of forest was cleared of all indigenous tree species. However, eventually, due to incompatibility, these new species failed to grow. As a result the village lost both the new species planted as well as the original trees that once stood there. Shri. Sylliang also highlighted some good practices adopted by his village. Through MGNREGA scheme, the village has been able to conserve their water sources and now, on top of the PHE supplied water, they also have the natural sources available to them. In border areas where rivers run, the village purchased land, with 50 metres on either side, in which not felling of trees is allowed. This, he explained, helps to protect the water sources. The villages has also purchased several patches of forests in their village so that they can be protected by the village itself. Response by Shri. ShabongThe villages can explore ways to give payments for environmental services so as to incentivise forest owners and users to ensure environmental protection and conservation. Vote of Thanks The vote of thanks was given by Shri. Wankit K. Swer, Senior Manager, MBDA.