Uttarakhand - Department of Land Resources

fulfilling requirement of fodder, fuel wood, minor forest produce. The area of Shivalik
had low productive potential and was ravaged by vagaries of erosion of soil and loss of
land due to stream, forest fire, bank erosion flash floods.
The project design followed the Shivalik watershed development strategy prepared for
the state and subsequently establishing the Watershed Management Directorate
(WMD) as the nodal agency in the state for planning and monitoring all watershed
projects and project implementation agency had borne results not only in the Shivaliks,
but also in other watershed projects in the state.
Prior to IWDP the WMD had implemented four externally aided watershed projects and
was in the penultimate year of the fifth watershed project namely, Doon Valley Project
financed by the European Union. The project design, the project appraisal documents
and the safe guard policy of the Shivalik project were qualitatively and conceptually a
large improvement. The WMD and also the Government of Uttaranchal benefited from
the well structured project design and implementation arrangements.
The PDOs, were also in line with the state‟s strategy aimed at supporting rural
development through generation of self-employment, (e.g. entrepreneurship, credit
linkages, cost sharing in development initiatives) and institutional reforms (e.g.
beneficiary participation, demand-driven funds, re-orientation of public sector functions).
This were also consistent with national strategy for hill area development and also was
framed to fulfill the Country Assistance Strategy (CAS) goal of attaining sustainable
development of agriculture, water and rural areas as key to poverty alleviation. Further
the project also handled the complexity in the targeted areas due to geographical
spread, altitude, slope, aspect, soil, climate and land use which constitute serious
inherent risks as well as anthropogenic differences between Garhwal and Kumaon Hills.
Revised Objective: The original development objective remained the core. But in view
of the sector related Country Assistance Strategy (CAS), hierarchy of objectives in PAD,
observations of Mid-Term Review Mission, the development and associated objectives
given in the Project Implementation Plan (PIP), and the objectives set for M&E
Consultants, the objectives got transformed with greater focus as under:
90