UNSE: Ms. Ruchi Pant of UNDP New Delhi India floated a query at UN Solution Exchange India’s Climate Change community to get the responses for National Biodiversity Authority of India NBA. The background note with her questions and summary of responses have been given in the following section.

The Convention on Biological Diversity (CBD) is an international treaty which was a part of the Earth Summit held in Rio-de-Janeiro in 1992. It aims to sustain the rich bio-diversity on Earth with 192 countries as signatories. At the tenth meeting in 2010 of the Conference of the Parties in Nagoya, Japan, an updated Strategic Plan for Biodiversity, including the Aichi Biodiversity Targets, for the 2011-2020 period was adopted. Details are available at: http://www.cbd.int/

The National Biodiversity Authority (NBA) (http://www.nbaindia.org/) was established in 2003 to implement the Biological Diversity Act (2002).  The NBA with its headquarters in Chennai, Tamil Nadu, delivers its mandate at the local level through Biodiversity Management Committees (BMCs). These are responsible for promoting conservation, sustainable use and documentation of biological diversity including preservation of habitats, conservation of land races, folk varieties, cultivars, domesticated stocks, breeds of animals, microorganisms and chronicling of knowledge relating to biological diversity. Since its establishment, NBA has facilitated establishment of around 32,796 BMCs.

NBA is inviting comments and suggestions from all stakeholders to further improve the functioning of BMCs through development of effective guidelines as highlighted in the document above.  Consequently, the Climate Change Community members are requested to provide inputs on the following issues:

1. Suggestions to improve the guidelines including proposed structure, administration and financial management of BMCs.
2. Inputs on support and capacity building required for effective operation of BMCs.
3. Experiences of successful operationalization of formal or informal institutions working on the management of biodiversity at the local level.

Summary of Responses

In conclusion considering the diversity of land, culture, habitats, flora, fauna etc., it is indeed challenging and a daunting task to develop guidelines for every aspect of the functioning of BMCs. Therefore, the flexibility clause needs to be incorporated whereby BMCs are independent to develop their own plans for successful execution of projects as per the local requirements.  In addition it is crucial to recognize BMCs as entities for consideration in decision making related to biodiversity issues or any other development or infrastructure project impacting biodiversity in a region. The challenge is to ensure smooth functioning of BMCs in a culturally and socially diverse country like India.

As NBA has already initiated over 30,000 BMCs in several states it is crucial to learn from existing initiatives. The need to revise earlier BMC regulations and structures needs to be clearly specified.

Suggestions regarding the improvement of the guidelines include the following:

Tenure and Leadership

• The tenure of BMCs need to be rotational, every 3~4 years. A legally binding time frame has to be decided for implementing this initiative.
• BMC leaders may be encouraged to hold posts in local bodies, such as Panchayats. This provides an opportunity to integrate biodiversity concerns into the working principles of the Panchayats.
• Local bodies may designate one member responsible towards the activities of BMCs.

 Adequate Stakeholder Representation

• Though it has been highlighted that local ‘Vaids’ will be part of BMCs, it is crucial to ensure that all stakeholders are given an adequate opportunity to participate in the process.
•  Addressing issues specific to stakeholder groups including collectors of medicinal plants, Non Timber Forest Products (NTFPs), villagers dependant on forests for grazing, firewood collection etc. would enhance their participation.
•  There is a need to create incentives for members of the BMCs to encourage active participation.

 Gender Balance

• 
  It is important to ensure adequate representation of women in the selection of BMCs by clearly mentioning the percentage number of seats reserved for them.
• Women have been the repository of traditional ecological knowledge, particularly with respect to biodiversity and its uses. Women could be assigned specific responsibilities in BMCs related to traditional knowledge.
• Steps are required to foster a congenial atmosphere that facilitates participation of women in activities of BMCs.

Guidance Regarding People’s Biodiversity Registers’ (PBRs)

• To prepare effective PBRs a digitally searchable data base of identified species can be made available to BMCs. Common Service Centres (CSCs) to prepare Digital PBRs referring the Digital Species Data Base needs to be established. Remote Expert Support of Taxonomists is essential for the sustenance of BMCs.
•  Utilizing PBRs and other documents of BMCs for the planning in the Gram Unnayan Samitis (GUSs) is crucial. BMCs and GUSs need to collaborate with each other.
•  Simple Tools for assisting the BMCs needs to be developed by State Biodiversity Board (SBBs) like electronic guides for preparation of PBRs.
•  Bio-cultural protocols and model contracts need to be made a part of PBRs.

Education and Capacity Building

• 
  Guidance regarding capacity building of BMCs to address the challenge of biodiversity conservation is required.
•  Intellectual Property Rights (IPRs) related issues are complicated. Therefore a separate training or guidance on IPR issues is essential.
•  Biodiversity education and awareness creation are crucial. Role of BMCs in this activity needs to be specified along with clarity regarding the target groups for such activities.
•  For example, RARE Conservation is implementing a project involving building of local constituency for conservation through social marketing that could support BMCs.
•  Capacity building trainings and Gap assessment needs to be conducted on a regular basis based on which modules and curriculum can be developed. The Village Botanist Course developed by Foundation for Revitalization of Local Health Traditions (FRLHT) could be utilized after some modifications.
•  Mere classroom training is not sufficient and exposure visits may lead to good learning for BMCs. Trainings for BMCs can be arranged in Forest Schools and State Institutes for Rural Development (SIRD).  
•  It is imperative to develop better understanding of roles and responsibilities of BMCs amongst other stakeholders such as panchayat leaders, frontline forest and other development officials.

 Relation to Existing Institutions and Initiatives

• Clarity regarding role  of BMCs in relation to other natural resource management institutions such as Joint Forest Management Committees (JFMCs), Eco Development Committees (EDCs), Watershed Development Committees etc.  needs to be thoroughly documented. 
•  As BMCs and JFMs have similar objectives, incorporating the guiding principles of the two institutions can enhance effectiveness of the government initiatives.
•  For example, Community Conserved Areas are being strengthened and regenerated in Arunachal Pradesh, Madhya Pradesh and Orissa with support from UNDP. Further, the Van Panchayats or village forests in Uttarakhand are managed and monitored by the stakeholders to meet their myriad needs.  It was highlighted that “Sacred Groves” has been effective in conservation of forests.

 Engaging Youth in Biodiversity Conservation Through BMCs

• It is essential to involve the youth, particularly college students in the activities planned by BMCs. For example in Chechuriya Eco-Park in Bankura district of West Bengal local youth have helped in greening the once encroached forest land.
•  Similarly the Ecology and Natural Resource Education (ENRE) project of Development Research Communication and Services Centre (DRCSC) has developed a network of teachers & children that are closely involved in biodiversity conservation.
•  Guidance regarding involvement of National Service Scheme (NSS) and National Cadet Corps (NCC) student volunteers with clear focus on Biodiversity Conservation needs to be developed.  

 Monitoring and Reporting

• It is crucial to report the progress or the outcome of the activities of BMCs. These could be highlighted periodically in the public domain through sustained and concerted awareness campaigns.
•  A dedicated web platform needs to be developed with updates regarding activities of the BMCs.
•  For example, Development Alternatives (DA) is implementing the Community Led Assessment, Awareness, Advocacy & Action Programme for Environment Protection and Carbon Neutrality (CLAP) in Himachal Pradesh. In the context of biodiversity, information is collected on issues such as man-animal conflict, spread of invasive species etc. that needs to be included in BMC activities.

 Emphasizing on Livelihood Opportunities

• The linkages between conservation with livelihood need to be highlighted.  Therefore, it is essential to develop a guidance manual regarding the management of livelihood promotion activities through BMCs. 
• For example, UNDP with the National Biodiversity Authority is setting up BMCs and building their capacities. In Malajkhand, Madhya Pradesh, the BMC is working out a modality for Access and Benefit Sharing. Such successful initiatives need to be replicated throughout the country.
• Further, in Betul and Chhindwara districts of Madhya Pradesh, co-management of forests between local communities and the forest department has led to improved
  protection and management.

 Financing for BMC Activities

• BMCs could pass resolutions along with the estimated expenditure for biodiversity conservation measures well before preparing budget estimates of the Panchayat. The recommended proposals could be presented to the Zilla Parishad for consideration and funding.
•  Revenue generation options for BMCs need to be elucidated and alternatives to finance activities of BMCs in absence of revenue generation needs to be emphasized.  

Including Traditional Knowledge:

• Mandatory documentation by the BMCs of local, traditional approaches of conserving natural heritage or the age old conservative practices followed by the local community is essential.
•  As the IPRs related to traditional knowledge belongs primarily to members of the community collectively, BMCs can manage issues related to its utilization and dissemination.
•  BMCs need to be involved in ensuring that the biological resources and the associated knowledge is treated as inseparable and their sustainable utilization is achieved.

 Collaboration Between BMCs

• There is a need to develop guidance manuals to facilitate collaboration between different BMCs with defined roles and responsibilities of each BMC.
•  Members from BMCs in the vicinity may be nominated as observers for other BMCs.
• Documentation, interaction and exchange of information between BMCs and Pachayats at regular intervals would help in enhancing effectiveness and facilitate faster implementation of the relevant programmes.

 Involvement of Stakeholders

• For example, NGOs could be involved in BMCs for working with communities at the grass-root level. Further, Research institutions could also be involved in the activities of BMCs, particularly in development of Biodiversity Data Base.
• The data sharing mechanism for effective implementation of initiatives proposed by BMCs must include:
  • Van Panchayats,
  • State Biodiversity Boards,
  • Bhesaj Sanghs ( Cooperatives dealing in Medicinal Plants)
  • State Medicinal Plants Board (SMPB),
  • National Afforestation and Eco-Development Board (NAEB),
  • Wetlands Regulatory Authority
  • Others as per the needs of the respective BMCs.

 Source: UN Solution Exchange India