Participatory environmental management contradiction of process, project and bureaucracy in the Himalayan foothills.
By: Shepherd, Andrew.
Material type:
ArticlePublisher: 1995Description: p.465-79.Subject(s): Environmental law - India - Uttar Pradesh | Environmental policy - India - Uttal Pradesh | Environmental planning policy
In:
Public Administration and DevelopmentSummary: "Using comparative Asian experience of organizational change, this article analyses the experience of an Indian organization responsible for environmental management in the Himalayan foothills of Uttar Pradesh (UP) in moving from a standard Indian public sector approach to rural development and environmental management, to a new participatory approach. Successive World Bank funded watershed management projects in the Himalayan foothills were widely held not to have achieved and sustained their full potential in the past, largely due to an absence of effective local management of assets after the projects' end. On the other hand communities and groups have shown on a small scale a capacity to manage resources in a sustainable way. The Government of Uttar Pradesh's (UP) European Union (EU) funded Doon Valley Project has been through a first phase in which a participatory method of village level planning has been initiated. The article addresses the required changes and constraints involved in this first step of transformation. These include issues to do with organizational structure and procedures, training, gender and other social issues, and the dynamics of organizational change. The implications of a participatory approach are far reaching. The `off the shelf' schemes that Government has offered to individuals, groups and communities in all watershed management as well as other rural development programmes are challenged both by the specificities of the Himalayan environment, and by the adoption of a genuinely participatory approach. Allowing people to decide how they will manage their hillsides requires an ability to facilitate that process. Facilitators need to have the flexibility and creativity to offer a variety of technical and managerial possibilities such that individuals, groups and communities can choose what suits them best. Constraints derive partly from the Government's set procedures and schemes in rural development, and from its advocacy of particular well worn technology packages. Constraints also derive from the way in which the whole project has been handled by Government and the Commission of the European Union from the beginning, and from the way in which technical assistance has been organized. It is important that governments and donors learn from such experiences so that future participatory environmental management work can have a greater chance of success"
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Articles
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Indian Institute of Public Administration | Volume no: 15, Issue no: 5 | Available | AR30371 |
"Using comparative Asian experience of organizational change, this article analyses the experience of an Indian organization responsible for environmental management in the Himalayan foothills of Uttar Pradesh (UP) in moving from a standard Indian public sector approach to rural development and environmental management, to a new participatory approach. Successive World Bank funded watershed management projects in the Himalayan foothills were widely held not to have achieved and sustained their full potential in the past, largely due to an absence of effective local management of assets after the projects' end. On the other hand communities and groups have shown on a small scale a capacity to manage resources in a sustainable way. The Government of Uttar Pradesh's (UP) European Union (EU) funded Doon Valley Project has been through a first phase in which a participatory method of village level planning has been initiated. The article addresses the required changes and constraints involved in this first step of transformation. These include issues to do with organizational structure and procedures, training, gender and other social issues, and the dynamics of organizational change. The implications of a participatory approach are far reaching. The `off the shelf' schemes that Government has offered to individuals, groups and communities in all watershed management as well as other rural development programmes are challenged both by the specificities of the Himalayan environment, and by the adoption of a genuinely participatory approach. Allowing people to decide how they will manage their hillsides requires an ability to facilitate that process. Facilitators need to have the flexibility and creativity to offer a variety of technical and managerial possibilities such that individuals, groups and communities can choose what suits them best. Constraints derive partly from the Government's set procedures and schemes in rural development, and from its advocacy of particular well worn technology packages. Constraints also derive from the way in which the whole project has been handled by Government and the Commission of the European Union from the beginning, and from the way in which technical assistance has been organized. It is important that governments and donors learn from such experiences so that future participatory environmental management work can have a greater chance of success"
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