Implementation of the National Action Plan on … of the National Action Plan on Climate Change...
Transcript of Implementation of the National Action Plan on … of the National Action Plan on Climate Change...
L E A D
Implementation of the National Action
Plan on Climate Change (NAPCC) -
Progress & Evaluation
Shakti Sustainable Energy Foundation works to strengthen the energy security of India by aiding the design and
implementation of policies that support energy efficiency and renewable energy.
Disclaimer: The views/analysis expressed in this report/document do not necessarily reflect the views of
Shakti Sustainable Energy Foundation. The Foundation also does not guarantee the accuracy of any data
included in this publication nor does it accept any responsibility for the consequences of its use.
For private circulation only
2nd Floor, Buhari Towers, No.4, Moores Road, Chennai – 600 006Phone: +91 (44) 4010 1308, 4010 1331 | Website: http://ifmrlead.org/
L E A D
Implementation of the National Action
Plan on Climate Change (NAPCC) -
Progress & Evaluation
June 2015
Authors:
Vivek Venkataramani and V. Shivaranjani are Researchers in the Environment and Climate Change Programme at the Centre for Development Finance (CDF), IFMR LEAD.
Kadambari Anantram is an independent consultant with this programme for this Study.
The research contributions provided by Ms. Sabnam Gafoor (Research Associate) and Dr. Isaac Manuel (Senior Research Associate) of IFMR LEAD are duly appreciated.
Cover Images:?FreeImages.com (created by dfu and Miguel Saavedra)?http://www.wallpaper4k.com/wallpaper/hi_tech/wplp68tb.html#?http://civilsolution.wordpress.com/2012/12/10/the-5-biggest-dams-in-india/?FreeDigitalPhotos.net (created by cuteimage)?Vivek Venkataramani
The study report can be accessed at http://ifmrlead.org/napcc-progress-and-evaluation/
ii
We are deeply indebted to the officials from various Ministries and Departments of the Central
government and experts for speaking with us at length to share their experiences and invaluable
insights. The support and cooperation extended by the Ministries and Mission directorates,
contacted for the fulfilment of our information requirements and guidance, is gratefully appreciated.
We express our gratitude to Mr. Kunal Sharma, Senior Program Manager and Ms. Sriya Mohanti,
Program Associate, of Shakti Sustainable Energy Foundation for supporting us during the study and
the final stakeholder workshop.
We also express our heartfelt appreciation to Dr. Arivudai Nambi. A, Strategy Head, Vulnerability and
Adaptation, World Resource Institute and Mr. Toine van Megen, co-founder of Auroville Consulting
for reviewing select sections of the report and providing their valuable feedback.
We would like to thank Ms. Sunanda Rathi, former Research Associate, CDF, IFMR LEAD for her
valuable research inputs on select Missions. We would also like to highlight the persistent efforts by
our consultant Mr. Vijay Srinivas for reaching out to the government officials during the course of this
Study.
We gratefully acknowledge the assistance provided by Ms. Vinaina Suri and Ms. Shreya Das from our
Policy & Outreach Team during the final stakeholder workshop. Finally, we would like to thank our
Senior Research Manager, Dr. Uma Ramachandran and Advisor Dr. V. Rajagopalan (Former Secretary,
MoEF&CC) for their inputs in finalizing the Study report and hosting the final stakeholder workshop.
Acknowledgements
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
Acknowledgements
List of Tables
List of Acronyms
1. Introduction
7.
Contents
Rationale of the Study2.
Framework and Methodology3.
Jawaharlal Nehru National Solar Mission
National Mission for Enhanced Energy Efficiency5.2
National Mission on Sustainable Habitat5.3
National Water Mission
5.1
5.4
National Mission for Sustaining the Himalayan Ecosystem5.5
National Mission for a Green India5.6
National Mission for Sustainable Agriculture5.7
National Mission on Strategic Knowledge for Climate Change5.8
Results and Findings 5.
Recommendations 6.
Conclusion
iii
Key Observations and Policy Concerns in Mission Implementation4.
Bibliography
Annexure: List of Experts
ii
iv
v
1
2
3
5
7
7
13
17
20
23
26
29
32
36
38
39
42
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
Table 5.2:
List of Tables
iv
Progress of the JNNSM for the first quarter of 2015
7
8
18
21
24
27
30
33
Table 5.3:
Table 5.4:
Table 5.5:
Table 5.7:
Table 5.1:
Table 5.6:
Table 5.8:
Barriers to effective implementation of the JNNSM
Tracking the progress of NMSH
Tracking the progress of NWM
Tracking the progress of NMSHE
Tracking the progress of GIM
Tracking the progress of NMSA
Tracking the progress of NMSKCC across key domains
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
AAP Annual Action PlanAD Accelerated DepreciationADB Asian Development BankAEA Accredited Energy AuditorAPERC Andhra Pradesh Electricity Regulatory CommissionATMA Agriculture Technology Management AgencyBB Brahmaputra BoardBEE Bureau of Energy EfficiencyBYL Bachat Lamp YojanaCAMPA Compensatory Afforestation Fund Management and Planning AuthorityCAZRI Central Arid Zone Research InstituteCCC Climate Change CellsCCCR Centre for Climate Change ResearchCDP City Development PlanCDM Clean Development MechanismCERC Central Electricity Regulatory CommissionCFM Community Forest ManagementCGWB Central Ground Water BoardCLCCC City Level Committee on Climate ChangeCPHEEO Central Public Health and Environmental Engineering OrganisationCPWD Central Public Works DepartmentCRIDA Central Research Institute for Dry Land AgricultureCSIR Council for Scientific and Industrial ResearchCSS Centrally Sponsored SchemesCST Concentrated Solar ThermalCWC Central Water CommissionDAAD German Academic Exchange ServiceDAC Department of Agriculture & CooperationDADF Department of Animal Husbandry Dairying & FisheriesDARE Department of Agricultural Research and EducationDBT Department of BiotechnologyDC Designated ConsumerDELP Domestic Electricity Lighting ProgrammeDMC District Mission CommitteeDNI Direct Normal IncidenceDoS Department of SpaceDoST Department of Science and TechnologyDPC District Planning CommitteesDPR Detailed Project ReportDSM Demand Side ManagementEC Energy ConservationECBC Energy Conservation Building CodeEE Energy EfficiencyEEFP Energy Efficiency Financing Platform
List of Acronyms
v
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
EESL Energy Efficiency Services LimitedEFC Expenditure Finance CommitteeEPC Engineering, Procurement and ConstructionESCert Energy Saving CertificateESCO Energy Service CompanyFDA Forest Development AgenciesFEEED Framework for Energy Efficient Economic DevelopmentFI Financial InstitutionFoR Forum of RegulatorsFY Financial YearGBPIHED G.B Pant Institute of Himalayan Environment and DevelopmentGHI Global Horizontal IncidenceGIM Green India MissionGW GigawattHPC High Powered CommitteeHRD Human Resource DevelopmentHRIDAY Heritage City Development and Augmentation YojanaHSBC Hongkong & Shanghai Bank CorporationICAR Indian Council of Agriculture ResearchIEX Indian Energy ExchangeIFCI Industrial Finance Corporation of IndiaIHCAP Indian Himalayas Climate Adaptation ProgrammeIHR Indian Himalayan RegionIISc Indian Institute of ScienceIIT Indian Institute of TechnologyIITM Indian Institute for Tropical MeteorologyIMD Indian Meteorological DepartmentIMG Inter-Ministerial GroupINCCC Indian National Committee on Climate ChangeIREDA Indian Renewable Energy Development AgencyIUT Institute of Urban TransportIWMP Integrated Watershed Management ProgrammeJFMCs Joint Forest Management CommitteesJNNSM Jawaharlal Nehru National Solar MissionJnNURM Jawaharlal Nehru National Urban Renewal MissionJNU Jawaharlal Nehru UniversityKVK Krishi Vigyan KendrasM&E Monitoring and Evaluation MCX Multi-Commodity ExchangeMEA Ministry of External AffairsMIP Mission Implementation PlanMNRE Ministry of New and Renewable EnergyMNREGs Mahatma Gandhi National Rural Employment Guarantee SchemeMoEF&CC Ministry of Environment, Forest & Climate ChangeMoES Ministry of Earth SciencesMoF Ministry of FinanceMoP Ministry of Power
vi
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
MoST Ministry of Science and TechnologyMoUD Ministry of Urban DevelopmentMoWR Ministry of Water ResourcesMRV Monitoring, Reporting & VerificationMTEE Market Transformation for Energy EfficiencyMtoe Million tonnes of oil equivalentMW MegawattNAC National Advisory CommitteeNAEB National Afforestation and Eco-development BoardNAP National Afforestation ProgrammeNAPCC National Action Plan on Climate ChangeINCCA/NATCOM Indian Network for Climate Change Assessment/National CommunicationNBWUE National Bureau of Water Use EfficiencyNCDEX National Commodity and Derivatives ExchangeNCEF National Clean Energy FundNCHG National Centre for Himalayan GlaciologyNEERI National Environmental Engineering Research InstituteNGO Non-Governmental OrganisationNICRA National Initiative on Climate Resilient AgricultureNIH National Institute of HydrologyNIOT National Institute for Ocean TechnologyNISTADS National Institute for Science, Technology & Development StudiesNIT National Institute of TechnologyNMEEE National Mission for Enhanced Energy EfficiencyNMMI National Mission on Micro IrrigationNMSA National Mission for Sustainable AgricultureNMSH National Mission on Sustainable HabitatNMSHE National Mission for Sustaining the Himalayan EcosystemNMSKCC National Mission on Strategic Knowledge for Climate ChangeNPMSH&F National Project on Management of Soil Health & FertilityNPOF National Project on Organic FarmingNRDMS Natural Resources Data Management SystemsNRLM National Rural Livelihoods MissionNSM National Solar MissionNTPC National Thermal Power CorporationNUDM National Urban Development MissionNUTP National Urban Transport PolicyNVVN NTPC Vidyut Vyapar NigamNWM National Water MissionPAT Perform, Achieve & TradePFI Participating Financial InstitutionPHE Public Health EngineeringPIB Press Information BureauPMCCC Prime Minister's Council on Climate ChangePMES Programme Monitoring and Evaluating SystemPMU Programme Management Unit
vii
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
PPA Power Purchase AgreementPRI Panchayati Raj InstitutionPSC Project Sanctioning CommitteePXIL Power Exchange India LimitedR&D Research & DevelopmentRADP Rainfed Area Development ProgrammeRE Renewable EnergyREC Renewable Energy CertificateRKVY Rashtriya Krishi Vikas YojanaRPO Renewable Purchase ObligationS&T Science & TechnologySAP State Agriculture PlanSAPCC State Action Plan on Climate ChangeSAU State Agricultural UniversitiesSCI Smart Cities InitiativeSDA State Designated AgencySDA Swiss Development AgencySEEP Super Efficient Equipment ProgrammeSECI Solar Energy Corporation of IndiaSEC Specified Energy ConsumptionSERC State Electricity Regulatory CommissionSFDA State Forest Development AgenciesSHGs Self Help GroupsSIBDI Small Industries Development Bank of IndiaSLC State Level CommitteeSLUSI Central Sector Scheme of Soil and Land Use Survey of IndiaSME Small and Medium EnterprisesSMSA State Mission for Sustainable AgricultureSPV Solar PhotovoltaicSSTC State Standing Technical CommitteeSTC Standing Technical CommitteeTCPO Town and Country Planning OrganisationTIFAC Technology, Information & Forecasting Assessment CouncilToR Terms of ReferenceTSU Technical Support UnitUERC Uttarakhand Electricity Regulatory CommissionULB Urban Local BodyUPCL Uttarakhand Power Corporation LimitedURDPFI Urban and Regional Development Plans Formulation and ImplementationWII Wildlife Institute of IndiaWRIS Water Resources Information System
viii
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
The percolation of climate policy into India's development planning framework has been motivated by
and given considerable thrust with the Government of India's announcement of the National Action Plan
on Climate Change (NAPCC) in 2008. This has brought the focus on to a sectoral discussion to address
climate adaptation and mitigation concerns in the backdrop of the country's development opportunities
and challenges. The roadmap for this has been provided in the form of eight National Missions, which
identify sector-specific measures to be implemented either in conjunction with or in addition to ongoing
government initiatives in public provisioning and regulation. The National Missions in the NAPCC
mandate are: Jawaharlal Nehru National Solar Mission (JNNSM), National Mission for Enhanced Energy
Efficiency (NMEEE), National Mission on Sustainable Habitat (NMSH), National Water Mission (NWM),
National Mission for Sustaining the Himalayan Ecosystem (NMSHE), National Mission for a Green India
(GIM), National Mission for Sustainable Agriculture (NMSA), and National Mission on Strategic
Knowledge for Climate Change (NMSKCC).
The NAPCC being a significant formulation of India's response to climate change, states that it should
adopt an approach that is “compatible with our [its] role as a responsible member of the international
community, ready to make our [its] contribution to the solution of a global challenge, which impacts on
humanity as a whole.” In view of this, it becomes crucial to examine its status on a periodic basis to project
veritable accomplishments to key stakeholders at the domestic and international platforms. Hence, its
mandate is expected to lead to tangible and notable institutional outcomes that could potentially account
for the country's concerted response to core adaptation and mitigation concerns. While the JNNSM and
NMEEE wholly address mitigation actions, other Missions like the NMSH, GIM and the NMSA do so in part.
NMSKCC is considered to be more of a support Mission to complement all others in their technical
capacity building and knowledge networks. Along with the rest of the Missions, they largely outline
suitable adaptation measures for implementation.
The NAPCC has proposed the implementation of the National Missions to be undertaken in a consultative
manner, actively engaging multi-stakeholder groups which include the Ministry of Finance, the erstwhile
Planning Commission, experts from industry, academia and civil society, in addition to the related
Ministries. It envisages the establishment of “appropriate institutional mechanisms suited for effective
delivery of each individual mission's objectives and include public private partnerships and civil society
action”. It also acknowledges that building public awareness and undertaking appropriate capacity
building activities are essential complements in achieving the goals of the Missions.
While implementation of the National Missions is led by nodal Ministries identified under the NAPCC, the
Prime Minister's Council on Climate Change (PMCCC) is vested with the responsibility of approving
Mission programmes and monitoring their progress.All the eight Missions have been approved by the
PMCCC and are at various stages of implementation. Each Mission has developed specific objectives that th thspan from the latter half of the 11 Plan (until March 2012) to the 12 Plan Period (2012-17). It has been
widely noted that the Mission documents are not uniformly written; however, all of them have detailed
objectives, strategies, plan of action, timelines, and monitoring and evaluation criteria. Each Mission is
expected to report publicly on its annual performance, to facilitate effective monitoring and evaluation.
1
1. Introduction
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
2
2. Rationale of the StudyThe integration of climate policy concerns into an established governance framework, with substantial
effort towards mainstreaming of programmatic resources necessitates a systematic evaluation of both
core and incremental accomplishments. In the context of the NAPCC and the National Missions
established by it, this becomes an important requirement, given the stratified nature of planning and
implementation of government programmes in the country. With varying roles addressed by the Centre,
State and Local governments, and multiple authorities governing development and infrastructure
provisioning aspects, it becomes vital to understand the underlying mechanism that is expected to
facilitate the internalisation of the Mission goals.
The framing of lucid policies and design of effective mechanisms to translate them into action are
important precursors to successful implementation. Given that the Missions aim at mainstreaming 1specific climate change concerns with ongoing schemes/activities , their implementation relies
considerably on regulatory restructuring and realignment of existing institutional mechanisms
(or creation of new ones). The NAPCC mandate has to advance from being a comprehensive national
roadmap to becoming a dynamic vehicle in addressing the aforesaid concerns. In this regard, the Missions
exhibit varying degrees of progress, from the relatively more active ones like the JNNSM and NMEEE to
those in their preparatory phases, like the NMSA, NMSKCC or NMSHE.
Therefore, it becomes crucial to evaluate attainment levels, identify the need for mid-course revisions
and adopt feasible process improvements wherever necessary. These could emerge from a thorough
examination of factors that explain the current status of the Missions and their progress thus far.
Viewed as a whole, the Missions represent a combination of specific, quantifiable milestones as well as
re-orientation efforts that are more qualitative in nature. Hence, there is a need to track developments
and achievements under each Mission for both physical progress as well as the genesis of its enabling
policy framework at depth.
IFMR LEAD had earlier undertaken a design evaluation of the NAPCC in 2012 which mainly focused on
the structure and policy content of the eight Missions. This is a follow-up study to track and evaluate the
progress achieved in implementing them.
Given the above context, this Study attempts at providing pointers to facilitate effective implementation
of the National Missions under the NAPCC, as well as highlight key policy aspects that augur well to
further this national mandate. Specific objectives include:
?To determine the extent to which individual Mission implementation adheres to the Mission
design?To determine the extent to which key institutions have the mandate and resources to implement
the Missions?To identify barriers to effective implementation of the Missions?To identify practices that facilitate successful Mission implementation
1 There are new initiatives/schemes proposed by the Missions and additional focus areas envisioned to be taken up for implementation; however, even these are to be enabled by the broad governance mechanism already in place.
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
1. In the case of Missions like the JNNSM and NMEEE, which have more quantifiable targets,
implementation systems/market mechanisms in place and financial allocations undertaken:
For such Missions, which have also achieved greater progress in terms of their schemes being
implemented, the following framework/combination of frameworks was adopted:
a) The targets as stated in the Mission document were compared with their achievements
b) A component/instrument-level tracking was undertaken to examine the progress
achieved
c) The core functions of policy implementation, namely Finance, Policy Administration,
Monitoring, Reporting, Evaluation & Revision and Compliance & Enforcement as per the
Climate Policy Implementation Tracking Framework were tracked, while comparing the
Mission as proposed in the initial document (Mission as Written) with subsequent
implementation (Mission in Practice).
2. In the context of other Missions which have relatively qualitative targets and are yet to advance to a
stage of active of implementation:
Progress was tracked across the functions of policy implementation as indicated above.
The Study team has attempted at covering two aspects of all Missions:
1. Tracking the Mission's progress2. An in-depth evaluation of the progress made by the Mission with the objective of strengthening
its implementation and effectiveness
Tracking the Mission's progress
Information in this regard was collected through a combination of detailed desk research and structured 2interviews with relevant stakeholders . Desk research involved a keen scrutiny of statutory disclosures
routinely published by Ministries, Departments and other government agencies, like the Outcome
Budgets, Results Framework Documents, Outcome Budgets, Demands for Grants, Annual Reports,
reports of Department related Standing Committees, etc. The broad spectrum of stakeholders included
Central and State Government officials, domain experts, academicians, private sector, etc. The Study team
has also conducted interviews with State level Departmental officials to understand the percolation of
the National Missions into the States.
The Study team has approached the tracking of a Mission's progress in two ways:
3
3. Framework and Methodology
2 A complete list of Ministries, government organisations, affiliate institutions and domain experts reached out to for the purpose of this Study is given in the Annexure.
Although tracking the progress achieved by a Mission and evaluating its implementation are often
visualized to be exclusive activities, the inputs required for both were found to be interspersed with one
another throughout the data collection and information gathering activities undertaken by the Study
team. Hence albeit findings on tracking the Missions' progress and their evaluation are provided in
separate sections, information gathering was a collective task.
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
4
Implementation Evaluation
The objective of the in-depth evaluation of a Mission's implementation is to highlight the barriers that it
could have encountered in achieving its proposed targets. These barriers are analysed in detail in the
context of the core policy implementation functions of Finance, Policy Administration, Monitoring,
Reporting, Evaluation & Revision and Compliance & Enforcement. Although not explicitly reported in
certain Missions (due to the nature of the Mission's instruments and progress), the concluding section
provides an overall snapshot of the progress achieved in the context of these implementation functions.
This section also includes recommendation specific to each Mission, evolved out of the in-depth
evaluation and based on the interviews conducted by the Study team. It seeks to provide insights into the
mechanisms/strategies that could be adopted to enhance the effectiveness of a Mission's
implementation as well as accelerating its progress.
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
5
4. Key Observations and Policy Concerns in Mission ImplementationRevamping ongoing schemes to meet climate objectives could be the most practical route to
mainstreaming climate initiatives to the nation's development agenda
Analyzing this observation with administrative acumen provides a reality check on the issue of
mainstreaming. Given that climate change is an all-ubiquitous phenomenon with interlinkages in every
sector, it may be far too challenging for developing countries like India to design completely unique
climate-oriented schemes. Instead, a more pragmatic approach would be to mainstream climate change
initiatives into the ongoing development goals through existing programmes and infrastructure.
Similar is the case with the National Missions where conventional development schemes, their financing
and implementation mechanisms are being utilized for their execution. Typical examples on
mainstreaming climate change initiatives with conventional programmes are Jawaharlal Nehru National
Urban Renewal Mission (JnNURM) for several of NMSH schemes or GIM's landscape approach for
afforestation through National Afforestation Programme (NAP), Compensatory Afforestation
Management and Planning Authority (CAMPA), etc. and lastly usage of National Knowledge Network
(NKN) as underlying infrastructure for data sharing and collaboration in the NMSKCC.
Missions are essentially dynamic policies constantly undergoing changes
Several components of some Missions have undergone changes and mid-course corrections while
reaching an active stage of implementation. These could be a consequence of active stakeholder
participation even after the initial Mission document was finalized or the requirements of market
mechanisms which necessitate regulatory and policy amendments. Revision of targets in the JNNSM
under grid connected projects to 100GW has been the consequence of regular review process.
Similarly downsizing of overall NMSA budget and key focus areas to prevent overlaps with ongoing
Departmental schemes is another example of stakeholder consultations and optimizing usage of funds.
Some departures from the initially proposed activities are also observed as a consequence of greater
clarity attained in planning only once the Mission begins to receive exclusive budgetary resources.
This indicates that short term/annual planning, facilitated and stipulated by a fund approval process,
encourages the setting of realistic, achievable and monitorable targets/milestones. In the case of the
NWM, the recent approval of the `Implementation of NWM' as a Central Sector Scheme has resulted in
specific deliverables being defined for the approved annual outlay; a similar effect is expected in the
NMSH, for which a separate scheme is soon to be announced and budgeted for.
Need for greater regulatory environment to enforce compliance across Missions
Most Missions provide policy support to implement programmes through operational and convergence
guidelines and other existing norms. However, there is a lack of Mission-specific mandates to ensure
compliance to norms/benchmarks of standard performance. The Bureau of Energy Efficiency (BEE) in
the case of NMEEE has vested powers to enforce regulations as per the Energy Conservation (EC) Act.
This is an exceptional case where stakeholders can be made to adhere to stringent policies. The clarity in
its corresponding regulatory framework has also enabled considerable progress in select aspects of the
NMEEE. In other cases like the NMSH or GIM, implementation is largely supervised through operational
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
6
guidelines which are not necessarily binding on stakeholders. Similar is the situation where Mission
programmes are expected to converge with Centrally Sponsored Schemes (CSS) or Flagship programmes
where compliance and enforcement mostly depends on existing frameworks for such programmes.
Coordinated efforts imperative for effective implementation of Missions
All Missions, by virtue of their vast coverage and scope of work, require paramount levels of coordination,
be it between the Central and State government or State and decentralized bodies or even between
co-implementing agencies at any level. Most Missions acknowledge the need for harmonized
implementation of activities. Some of them envisage mechanisms for the same whilst a few others abstain
from doing so. A representative example of coordinated energies being applied at the Central and State
level is the JNNSM and State Solar Policies. Another Mission demanding extreme coordination between
different nodal agencies is the NMSHE which seeks to implement science-based programmes across the
twelve Himalayan States using six task force institutions. The nature of synchronized efforts that is
required in this case is elaborated in Chapter 5.
Designated agencies with exclusive Mission mandates are scarce
Nodal Ministerial Departments have been assigned the roles of spearheading programmes under most
Missions. In essence, this can be inferred as additional responsibility entrusted to Departmental wings
which are already engaged with routine undertakings. For instance, the small team at the DoST has been
coordinating with two Missions, namely the NMSHE and NMSKCC. Given the strength and core
competency of the DoST, it could be very challenging for the Department to focus efforts on climate
change activities under these Missions.
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
7
5. Results and Findings
Through the implementation of the NAPCC, India attempts to catalyze the balance comme il faut between
her growth objectives and apprehensions over global climate change. The Jawaharlal Nehru National
Solar Mission (JNNSM) under the NAPCC was launched in 2010 with the objective of achieving grid parity
by the year 2022. It aimed at the deployment of 20,000 MW of grid connected and 2,000 MW of off-grid 3solar power during the three phases of its operative period. However, given the progress that has been
achieved thus far in the form of grid-interactive power (3,382.78 MW) and off-grid/captive power
(227.12 MW), the Central Government has raised the target of the JNNSM to 100 GW to be achieved
through grid connected projects, off-grid projects and solar parks by 2022.
At the outset, it appears that India has emerged the latest hub of solar development with a comprehensive
national policy and sound individual State policies. Large capacity allocations under these policies add
credibility to this claim and propel the notion of a successful start. However, moving down the
design-implementation continuum of the policy, several issues emerge and prove to be hurdles in the
successful deployment of the allotted projects. The most conspicuous would be the lack of direct linkage
of the Mission's climate change mitigation objectives and its cumulative installed capacity targets.
However, it is worthwhile to highlight how the Mission initially was propelled by the enabling regulatory
environment and has now catapulted solar power to a position of near economic viability.
In the beginning of 2010, the total installed capacity of solar power in the country was a mere 17.8 MW
which grew to 506.9 MW by March 2012 and to 2.75 GW by July 2014. This whopping leap within a span of
four years can be almost wholly accredited to the launch of the JNNSM.
5.1 Jawaharlal Nehru National Solar Mission
Introduction
Tracking the Mission's Progress
TABLE 5.1: PROGRESS OF THE JNNSM FOR THE FIRST QUARTER OF 2015
Sector Jan - March 2015 Cumulative
(as on 28.2.2015) Target Achievement
Grid Interactive Solar Power(Capacities in MW)
1100 750.77 3382.78
Off-Grid/Captive Power: SPV Systems(Capacities in MW) 60 52.77 227.12
2Solar Water Heating Collectors (million m ) 0.50 0.66 8.76
Sector Achievement
(as on 10.3.2015)Under
MNRE/SECI Through
State Goverments Cumulative
Grid Connected SPV Rooftop Projects(Capacities in MW)
18.299 22.94 41.239
Source: SECI, MNRE and findings from the Study
3 th As recorded by the MNRE as of February 28 , 2015
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
8
Imp
lem
en
tati
on
Ev
alu
ati
on
Th
e b
arri
ers
to e
ffec
tive
im
ple
men
tati
on
of
the
JNN
SM h
ave
bee
n c
ateg
ori
zed
un
der
th
e th
ree
maj
or
app
lica
tio
n s
egm
ents
an
d t
rack
ed a
cro
ss t
he 4
fou
r p
oli
cy
fun
ctio
ns
of
Fin
an
ce,
Po
licy
A
dm
inis
tra
tio
n,
Mo
nit
ori
ng
, R
epo
rtin
g,
Eva
lua
tio
n
&
Rev
isio
n
and
C
om
pli
an
ce
&
En
forc
emen
t.
T
hes
e se
gmen
ts a
re U
tili
ty S
cale
Pro
ject
s, G
rid
Co
nn
ecte
d S
ola
r R
oo
fto
p I
nst
alla
tio
ns
and
Off
-Gri
d/C
apti
ve P
ow
er G
ener
atio
n a
nd
Pro
ject
s re
gist
ered
un
der
the
RE
C M
ech
anis
m.
TA
BL
E 5
.2: B
AR
RIE
RS
TO
EF
FE
CT
IVE
IM
PL
EM
EN
TA
TIO
N O
F T
HE
JN
NS
M
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
4T
he
sam
e te
mp
late
has
bee
n fo
llo
wed
for
the
NM
SH, N
WM
, NM
SHE
, GIM
an
d N
MSA
. 5
N
on
-rec
ou
rse
fin
anci
ng
is a
ty
pe
of
loan
th
at o
ffer
s o
nly
th
e b
alan
ce s
hee
t o
f th
e p
roje
ct t
hat
is b
ein
g fu
nd
ed a
s co
llat
eral
. Th
is m
ean
s th
at t
he
len
din
g b
ank
is n
ot
enti
tled
to
sei
ze t
he
oth
er a
sset
so
f th
e b
orr
ow
er in
cas
e o
f def
ault
on
the
pay
men
ts. P
roje
cts
that
hav
e h
igh
cap
ital
exp
end
itu
res
and
lon
g lo
an p
erio
ds
gen
eral
ly o
pt f
or
this
typ
e o
f fin
ance
.
Co
re P
oli
cy
Fu
nct
ion
sU
tili
ty S
cale
Pro
ject
sG
rid
Co
nn
ect
ed
So
lar
Ro
oft
op
In
sta
lla
tio
ns
an
d O
ff-G
rid
/C
ap
tiv
e P
ow
er
Ge
ne
rati
on
P
roje
cts
reg
iste
red
un
de
r th
e R
EC
Me
cha
nis
m
Fin
an
ce
No
n-A
vail
ab
ilit
y o
f N
on
-Rec
ou
rse
Fin
an
cin
g5
Th
e av
aila
bil
ity
of
no
n-r
eco
urs
e fi
nan
cin
g
for
sola
r p
ow
er
dev
elo
pm
ent
is
alm
ost
n
on
-exi
sten
t in
In
dia
cu
rren
tly
d
esp
ite
infr
astr
uct
ure
p
roje
cts
bei
ng
tech
nic
ally
el
igib
le f
or
the
sam
e. M
ost
dev
elo
per
s in
th
e co
un
try
wo
rk w
ith
eit
her
full
or
lim
ited
re
cou
rse
fun
din
g,
wh
ich
in
crea
ses
thei
r fi
nan
cial
ris
k m
anif
old
.
Off
-Ta
ker
Ris
k
Off
-tak
er r
isk
is
the
dec
isiv
e fa
cto
r fr
om
a
pay
men
t se
curi
ty p
ersp
ecti
ve. A
def
ault
in
p
aym
ent c
an m
ake
the
pro
ject
un
real
izab
le
and
co
nce
ivab
ly j
etti
son
th
e d
evel
op
er's
ab
ilit
y t
o c
on
figu
re t
he
liab
ilit
y. A
t p
rese
nt,
al
mo
st a
ll o
f th
e o
ff-t
aker
an
d p
aym
ent
haz
ard
s ar
e li
nk
ed w
ith
th
e St
ate
sola
r p
oli
ces.
Del
ays
in S
ub
sid
y D
isb
urs
emen
tsT
he
MN
RE
, th
rou
gh i
ts o
rder
No
. 5
/34
/30
13
-1
4/R
T, h
as i
nd
icat
ed a
red
uct
ion
in
th
e su
bsi
dy
fo
r 'G
rid
Co
nn
ecte
d R
oo
fto
p a
nd
Sm
all
Sola
r P
ow
er P
lan
ts P
rogr
amm
e', t
hro
ugh
lim
itin
g b
oth
it
s sc
op
e (b
enef
icia
ries
) an
d a
mo
un
t (f
rom
30
%
to 1
5%
). I
t is
im
po
rtan
t to
no
te t
hat
tim
ely
d
isb
urs
em
en
t o
f su
bsi
die
s is
v
ita
l in
th
is
tran
siti
on
pro
cess
an
d i
f n
ot
del
iver
ed,
cou
ld
sign
ific
antl
y a
ffec
t th
e in
stal
lers
' cas
h f
low
s an
d
wo
rkin
g ca
pit
al e
xpen
ses.
Th
e su
bsi
die
s cr
eate
an
exp
ecta
tio
n a
mo
ngs
t th
e b
enef
icia
ries
wh
ich
if
n
ot
dis
bu
rsed
, co
uld
le
ad
to
a st
agn
ated
m
ark
et a
s o
bse
rved
in th
e p
ast.
It w
ou
ld b
e b
enef
icia
l fo
r th
e se
gmen
t if
th
e M
NR
E
cou
ld
cle
ar
all
a
pp
rov
ed
su
bsi
dy
ap
pli
cati
on
s an
d e
nsu
re t
imel
y d
isb
urs
emen
t o
f fu
ture
ap
pli
cati
on
s.
Alt
ern
ativ
ely,
th
e m
ark
et
can
be
bet
ter
serv
ed b
y h
avin
g re
alis
tic
feed
-in
ta
riff
s in
stea
d o
f cap
ital
su
bsi
die
s.
Po
or
Fin
an
cia
l Sta
tus
of D
ISC
OM
sA
nu
mb
er o
f Sta
te D
ISC
OM
S ar
e se
vere
ly c
ash
st
rap
pe
d
an
d
fin
an
cia
lly
st
rick
en
; th
is
adve
rsel
y a
ffec
ts t
he
stri
ct e
nfo
rcem
ent
of t
he
sola
r R
PO
. H
ence
, th
e li
qu
idit
y o
f D
ISC
OM
S b
eco
mes
a
key
co
nsi
der
atio
n
for
ensu
rin
g R
PO
co
mp
lian
ce.
Th
e St
ate
Uti
liti
es
hav
e d
elay
ed p
aym
ents
eve
n a
t th
e A
vera
ge P
oo
led
P
ow
er C
ost
(A
PP
C)
rate
, w
her
ein
pay
men
ts
wer
e m
ade
afte
r 9
mo
nth
s o
f in
stal
lati
on
of
a so
lar
po
wer
p
lan
t re
gist
ered
u
nd
er
RE
C
mec
han
ism
. T
his
is
sim
ilar
to
th
e si
tuat
ion
fa
ced
by
the
win
d s
ecto
r. D
ou
bts
rem
ain
ab
ou
t th
e v
iab
ilit
y o
f so
lar
ener
gy p
roje
cts
at s
uch
lo
w
pri
ces.
M
ost
P
PAs
un
der
St
ate
sola
r p
oli
cies
are
sig
ned
wit
h t
he
DIS
CO
Ms
and
h
ence
th
e fi
nan
cial
hea
lth
of t
hes
e co
mp
anie
s b
eco
mes
cri
tica
l to
mak
ing
the
PPA
ban
kab
le.
Th
us,
pro
ject
dev
elo
per
s an
tici
pat
e d
iffi
cult
y
in o
bta
inin
g fi
nan
ces
for
thei
r p
roje
cts
in t
he
Stat
e.
Co
re P
oli
cy
Fu
nct
ion
sU
tili
ty S
cale
Pro
ject
sG
rid
Co
nn
ect
ed
So
lar
Ro
oft
op
In
sta
lla
tio
ns
an
d O
ff-G
rid
/C
ap
tiv
e P
ow
er
Ge
ne
rati
on
P
roje
cts
reg
iste
red
un
de
r th
e R
EC
Me
cha
nis
m
Fin
an
ce
Fin
anci
al r
estr
uct
uri
ng
of
the
uti
liti
es o
wn
ed
by
th
e St
ate
Go
vern
men
ts i
s n
eces
sary
fo
r
add
ress
ing
the
liq
uid
ity
sta
tus
of t
he
DIS
CO
M.
Stat
es l
ike
Har
yan
a, R
ajas
than
, T
amil
Nad
u
and
U
ttar
P
rad
esh
h
ave
alre
ady
st
arte
d
add
ress
ing
this
iss
ue
(Kri
thik
a &
M
ahaj
an,
2014
).
Po
licy
Ad
min
istr
ati
on
Cle
ar
Div
isio
n i
n R
ole
s a
nd
Res
po
nsi
bil
itie
s
Th
e
Ce
ntr
al
an
d
Sta
te
Ele
ctri
city
Reg
ula
tory
Co
mm
issi
on
s m
ust
ass
ert
thei
r ro
les
as i
nd
epen
den
t re
gula
tors
wh
o
en
su
re
tha
t a
re
gu
lato
ry
fram
ewo
rk
is
crea
ted
w
her
eby
th
e
Mis
sio
n i
s im
ple
men
ted
in
let
ter
and
spir
it.
It
has
b
een
o
bse
rved
th
at
in
Stat
es w
her
e th
e E
lect
rici
ty R
egu
lato
ry
Co
mm
issi
on
s p
lay
an
act
ive
role
an
d
ensu
re t
he
pro
mo
tio
n o
f re
new
able
s,
the
inve
sto
rs r
esp
on
d a
pp
rop
riat
ely
to
the
po
licy
sig
nal
s. C
om
mo
n f
eed
bac
k
stat
ed t
he
vie
ws
exp
ress
ed b
y S
tate
DIS
CO
Ms
are
oft
en g
iven
a w
eigh
tage
that
re
sult
s in
o
ne-
sid
ed
regu
lato
ry
de
cis
ion
s
th
at
h
am
pe
r
th
e
imp
lem
enta
tio
n o
f th
e so
lar
po
licy
in
the
lon
g te
rm.
Am
big
uit
y in
Ro
ad
ma
p fo
r A
chie
vin
g T
arg
ets
Th
e M
issi
on
sh
ou
ld p
resc
rib
e an
un
amb
igu
ou
s
road
map
for
all o
f its
so
lar
app
lica
tio
n s
egm
ents
(fo
r ex
amp
le;
sola
r m
anu
fact
uri
ng
faci
liti
es,
sola
r p
ark
s,
sola
r th
erm
al
app
lica
tio
ns
etc.
).
As
of
no
w, i
t ca
n b
e se
en t
hat
th
e st
rate
gies
fo
r
rea
liz
ing
th
e
targ
ets
fo
r ro
oft
op
so
lar
inst
alla
tio
ns
are
bei
ng
sub
sum
ed
un
der
th
e
me
asu
res
for
pro
mo
tin
g
gri
d-c
on
ne
cte
d
gro
un
d-m
ou
nte
d s
yste
ms.
Reg
ula
tory
Pri
cin
g R
isk
s
Th
e m
ajo
r ri
sks
face
d b
y th
ese
pro
ject
s ar
e th
e
dif
ficu
ltie
s in
p
rocu
rin
g fi
nan
cin
g fo
r th
e
pro
ject
s th
rou
gh R
EC
ro
ute
, h
igh
min
imu
m
pri
ce o
f R
EC
s an
d r
egu
lato
ry p
rici
ng
risk
s
(reg
ula
tors
co
uld
cau
se s
ud
den
ch
ange
s in
the
RE
C p
rici
ng
stru
ctu
res)
.
No
tin
g
tha
t th
e
ma
jor
rea
son
fo
r th
e
un
enth
usi
asti
c d
eman
d i
s th
e p
rice
of
the
RE
Cs
(th
e so
lar
RE
Cs
had
a f
loo
r p
rice
of
Rs.
9
.3/
un
it
an
d
forb
ea
ran
ce
pri
ce
of
Rs.
13
.4/u
nit
), t
he
Foru
m o
f Reg
ula
tors
(Fo
R)
inv
ite
d
a
co
mp
reh
en
siv
e
stu
dy
a
nd
reco
mm
end
atio
ns
on
th
e R
EC
mar
ket
at
thei
r st
41
mee
tin
g (
.
Mo
st c
erti
fica
tes
are
trad
ed a
t th
e fl
oo
r p
rice
wh
ich
is
m
uch
h
igh
er
than
th
e cu
rren
t
aver
age
leve
lise
d c
ost
of
elec
tric
ity
(L
CO
E)
of
sola
r en
ergy
(in
th
e ra
nge
of
Rs.
7-8
per
un
it
for
uti
lity
sc
ale
sy
ste
ms)
. H
en
ce
it
is
eco
no
mic
al f
or
dev
elo
per
s to
pro
du
ce f
rom
thei
r o
wn
so
lar
po
wer
pla
nts
.
Foru
m o
f R
egu
lato
rs,
20
14
)
9
TA
BL
E 5
.2 (
con
tin
ue
d)
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
Co
re P
oli
cy
Fu
nct
ion
sU
tili
ty S
cale
Pro
ject
sG
rid
Co
nn
ect
ed
So
lar
Ro
oft
op
In
sta
lla
tio
ns
an
d O
ff-G
rid
/C
ap
tiv
e P
ow
er
Ge
ne
rati
on
P
roje
cts
reg
iste
red
un
de
r th
e R
EC
Me
cha
nis
m
Mo
nit
ori
ng
,
Re
po
rtin
g a
nd
Re
vis
ion
La
nd
Acq
uis
itio
n
Fo
r so
lar
po
wer
p
roje
cts
wit
h
sho
rt
con
tro
l p
erio
ds,
a m
ajo
r p
rob
lem
th
at
dev
elo
per
s fa
ce w
ou
ld b
e th
e ac
qu
isit
ion
of
lan
d a
nd
ass
essm
ent
of
the
via
bil
ity
of
the
evac
uat
ion
in
fras
tru
ctu
re. A
cco
rdin
g
to i
nd
ust
ry e
stim
ates
, it
tak
es a
bo
ut
on
e
year
fo
r th
e co
mp
leti
on
of
the
pro
cess
of
lan
d a
cqu
isit
ion
. Th
e lo
ad f
low
stu
dy
can
be
c
on
du
cte
d
(b
y
the
s
ys
tem
stu
die
s w
ing
in
th
e
Tra
nsm
issi
on
Lic
en
se
e/
Dis
trib
uti
on
L
ice
ns
ee
's
Tra
nsm
issi
on
n
etw
ork
) o
nly
o
nce
th
e
lan
d i
s id
enti
fied
. G
iven
th
e p
rep
arat
ory
acti
vit
ies
invo
lved
in
th
e co
mm
issi
on
ing
of
a so
lar
po
wer
pla
nt
and
eva
cuat
ion
syst
em
, a
n
exte
nsi
on
in
th
e
con
tro
l
per
iod
s p
rov
ided
no
w b
y t
he
Mis
sio
n, i
s
anti
cip
ated
.
Sta
keh
old
er E
ng
ag
emen
t
An
oth
er r
evis
ion
in
th
e o
ffin
g, b
ased
on
mo
nit
ori
ng
a
nd
re
po
rtin
g,
is
the
pro
vis
ion
o
f a
fo
rm
al
sp
ac
e
for
sta
ke
ho
lde
r
pa
rti
cip
ati
on
, w
hic
h
ha
s
thu
s
far
b
ee
n
ina
de
qu
ate
.
Eve
n t
ho
ugh
co
nsi
der
able
eff
ort
has
bee
n
tak
en t
o i
nte
grat
e st
akeh
old
er f
eed
bac
k,
the
rati
on
ale
beh
ind
dis
mis
sin
g an
y in
pu
t
pro
vid
ed b
y v
ario
us
stak
eho
lder
s h
as n
ot
bee
n tr
ansp
aren
t.
Sim
pli
fica
tio
n o
f Ad
min
istr
ati
ve H
urd
les
For
the
rece
ntl
y r
enew
ed M
NR
E O
ff–G
rid
an
d
Dec
entr
aliz
ed
Sola
r A
pp
lica
tio
ns
Sch
eme
for
smal
l sc
ale
grid
-co
nn
ecte
d s
ola
r P
V s
yste
ms,
a
dis
tin
ctio
n h
as b
een
mad
e b
etw
een
pro
ject
s o
f 50
kW
an
d b
elo
w a
nd
th
ose
of
hig
her
cap
acit
y. F
or
pro
ject
s o
f 5
0 k
W a
nd
bel
ow
, th
e M
NR
E s
ub
sid
y
wil
l w
ork
in
a “
Pro
gram
me
Mo
de”
wh
ereb
y t
he
no
dal
age
ncy
wil
l p
roce
ss t
he
app
lica
tio
ns
and
dis
bu
rse
the
sub
sid
y t
o t
he
ben
efic
iari
es o
ut
of
bu
lk f
un
din
g tr
ansf
ers
fro
m M
NR
E (
MN
RE
- N
o.
30
/11
/20
12
-20
13
/NSM
, 20
14
). T
he
app
lica
tio
n
pro
cess
is
si
mp
lifi
ed
and
n
o
det
aile
d
pro
ject
rep
ort
is n
eed
ed. F
or
sola
r sy
stem
s o
f m
ore
th
an
50
kW
th
e “P
roje
ct M
od
e” w
ill
app
ly,
wh
ereb
y a
det
aile
d p
roje
ct r
epo
rt h
as t
o b
e se
nt
to M
NR
E a
s
par
t o
f th
e su
bsi
dy
ap
pro
val
for
each
pro
ject
.
Th
is i
s a
goo
d b
egin
nin
g in
mak
ing
the
sub
sid
y
app
lica
tio
n p
roce
ss m
ore
tra
nsp
aren
t an
d l
ess
tim
e co
nsu
min
g.
Rev
isio
n o
f R
EC
Pri
ces
Th
e R
EC
flo
or
and
forb
eara
nce
pri
ces
hav
e
thu
s b
een
mo
dif
ied
to
Rs.
3,5
00
/RE
C a
nd
Rs.
5,8
00
/RE
C r
esp
ecti
vely
(b
ased
on
th
e
FoR
rep
ort
). A
vin
tage
mu
ltip
lier
has
als
o
bee
n i
ntr
od
uce
d f
or
old
pro
ject
s w
hic
h
hav
e al
read
y r
egis
tere
d t
hei
r ce
rtif
icat
es
and
are
yet
to s
ell t
hem
in th
e ex
chan
ges.
Rep
ort
ing
of
RP
O C
om
pli
an
ce o
r L
ack
Th
ereo
f
Th
e St
ate
no
dal
ag
enci
es
(SN
As)
m
ust
reso
lve
to m
ain
tain
co
nsi
sten
t an
d t
imel
y
rep
ort
ing
of
RP
O c
om
pli
ance
to
SE
RC
s.
Th
is
wo
uld
re
qu
ire
con
stan
t in
terf
ace
be
twe
en
th
e
SN
A
an
d
the
o
bli
ga
ted
enti
ties
, an
d t
he
SNA
an
d S
tate
Ele
ctri
city
Reg
ula
tory
Co
mm
issi
on
.
10
TA
BL
E 5
.2 (
con
tin
ue
d)
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
11
TA
BL
E 5
.2 (
con
clu
de
d)
Co
re P
oli
cy
Fu
nct
ion
sU
tili
ty S
cale
Pro
ject
sG
rid
Co
nn
ect
ed
So
lar
Ro
oft
op
In
sta
lla
tio
ns
an
d O
ff-G
rid
/C
ap
tiv
e P
ow
er
Ge
ne
rati
on
P
roje
cts
reg
iste
red
un
de
r th
e R
EC
Me
cha
nis
m
Co
mp
lia
nce
an
d
En
forc
em
en
t
RP
O C
ompl
ian
ce
Th
e P
has
e 1
do
cum
ent
of
the
JNN
SM
focu
sed
on
tw
o p
rim
ary
in
cen
tive
s fo
r
fast
-tra
ckin
g th
e d
eplo
ym
ent
of
sola
r
po
we
r:
fee
d-i
n
tari
ffs
an
d
RP
Os.
Wh
ile
the
feed
-in
-tar
iffs
in
cen
tiv
ized
the
pla
yers
in t
he
sect
or
to s
et u
p s
ola
r
po
wer
pla
nts
, th
e R
PO
bas
ed a
pp
roac
h
has
no
t b
een
cap
ital
ized
to
its
full
est
as
seen
eve
n i
n t
he
case
of
Tam
il N
adu
.
Th
e
rec
en
t a
me
nd
me
nts
in
th
e
Ele
ctri
city
Act
, 20
03
aim
to
str
engt
hen
the
RP
O m
ech
anis
m a
nd
en
suri
ng
its
enfo
rcem
ent.
Th
e
ne
ce
ssit
y
of
en
suri
ng
R
PO
com
pli
ance
by
th
e o
bli
gate
d e
nti
ties
and
its
str
inge
nt
enfo
rcem
ent
by
th
e
auth
ori
ties
is
a
key
p
rio
rity
fo
r th
e
sola
r en
ergy
sec
tor.
Pro
visi
on o
f Net
-Met
erin
g F
acil
ity
Cu
rren
tly
th
e p
rov
isio
n a
nd
en
forc
emen
t o
f th
e
net
-met
erin
g fa
cili
ty f
or
roo
fto
p i
nst
alla
tio
ns
is
un
der
th
e p
urv
iew
of
the
ind
ivid
ual
Sta
te s
ola
r
po
lici
es. I
nst
ead
, it
is s
ugg
este
d t
hat
th
e M
NR
E
issu
e
gu
ide
lin
es
on
th
e
sam
e
to
en
sure
acce
ssib
ilit
y
to
all
elec
tric
ity
p
rosu
mer
s b
y
enfo
rcin
g th
is fa
cili
ty.
En
forc
ing
Pen
alti
es f
or N
on-C
ompl
ian
ce o
f
RP
Os
The
su
stai
nabl
e de
man
d fo
r so
lar
RE
Cs
is
hea
vil
y
con
tin
gen
t o
n
the
enfo
rcem
ent
of
the
RP
O,
ther
eby
p
rom
oti
ng
In
dia
's
rene
wab
le e
nerg
y in
tere
sts
for
the
long
ter
m.
As
sele
ctiv
e en
forc
emen
t of
the
RP
O w
ould
onl
y
wea
ken
the
cred
ibil
ity
of t
he s
olar
RE
C m
arke
t,
it
is
nece
ssar
y th
at
a st
ring
ent
com
plia
nce
stru
ctur
e is
en
forc
ed
thro
ugho
ut
the
coun
try.
Sta
te
reg
ula
tors
co
uld
le
arn
fr
om
th
ese
exam
ple
s o
f pen
aliz
ing
def
ault
ers
to fa
cili
tate
stri
cte
r e
nfo
rce
me
nt
of
RP
O
targ
ets
.
On
ce D
ISC
OM
S st
art
ach
iev
ingt
hei
r ta
rget
s,
the
dem
and
fo
r th
ese
cert
ific
ates
is
exp
ecte
d
to in
crea
se.
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
12
Key Observations
1. Stakeholder support: The market for solar energy has become more sophisticated and players
have come forward to unleash its potential, thereby necessitating improved coordination in
garnering stakeholder action and support.
2. Infrastructural hurdles: Developers face various kinds of infrastructural hurdles during the
course of project development. Acquiring clearances for converting land use to accommodate solar
project development is a major hindrance as developers encounter claims from other parties over
government-allocated land. Difficulties pertaining to obtaining Right-of-Way, power evacuation
facilities and transmission lines to substations are another major issue. Lastly, there is an evident
lack of availability of skilled labor acting as a deterrent to large-scale project development.
3. Issues regarding obtaining finance: The prevailing interest rate in India is around 13% which is
high and dissuades project development, principally because solar power development requires
large upfront capital. Moreover, most Indian banks are reaching their sectoral limits for the
renewable energy sector and there is lack of availability of non-recourse funding.
4. RPO compliance: Uncertainties surrounding the regulatory environment and enforcement
mechanisms tend to reduce investor confidence. Hence the REC mechanism can be fully functional
only if the RPO compliance is duly enforced and the mechanisms for trading are detailed sans
ambiguity.
5. Capacity building for the financial community: Banks and financial institutions need to increase
information sharing through networking and also initiate capacity building activities within the
financial community. The MNRE has taken the first steps forward in terms of creating awareness
and disseminating information. However this needs to be taken forward to ensure that projects
receive adequate and affordable funding.
A long term plan for the execution of the Mission is critical to ensure the progress of the solar sector.
All stakeholders must be made aware of such a roadmap and it must be inclusive of the entire supply
chain. Capacity building of the labor force and mechanisms to obtain sufficient and customized resources
(financial and otherwise) must be clearly outlined as well.
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
The National Mission for Enhanced Energy 6
Efficiency (NMEEE) is designed to ensure that
energy efficiency (EE) is promoted using various
approaches and incentives in the context of
providing increasing energy to meet the demands
of a growing population. Specifically, the Mission
seeks to create, strengthen and sustain the
Rs. 74,000 Crore-market for EE. This is envisaged
by (a) providing a conducive and regulatory
policy regime and (b) fostering innovative and
sustainable business models for the sector.
5.2 National Mission for Enhanced Energy Efficiency
The Mission spells out four initiatives to enhance
EE, in addition to the programmes that are
already being pursued nationally. These include:
1. Perform, Achieve & Trade (PAT), the flagship
initiative, which is a market based
mechanism to enhance cost effectiveness
of improvements in EE in large, energy
intensive industries, by certifying energy
savings, which can then be voluntarily
traded.
2. Market Transformation for Energy
Efficiency (MTEE) , which includes
innovative measures to accelerate
shift to energy efficient appliances in
designated sectors, by making them more
affordable.
13
Introduction
6 Approved by the Union Cabinet in June 2010 and developed by the Ministry of Power (MoP) and the Bureau of Energy Efficiency (BEE)
Salient Features of Mission Progress
a) Frameworks outlining legal, regulatory,
administrative, institutional design and
operations are well defined.
b) The Bureau of Energy Efficiency (BEE) has
exhibited pro-activeness and simplified
processes to facilitate involvement of multiple
stakeholders such as DCs, SDAs, AEAs and
FIs through workshops and trainings.
Moreover, modifications suggested by
stakeholders have been kept in mind and
mid-course changes in scheme design have
been taken.
c) There is clarity in role assignments of various
stakeholders. This is critical, as it sets the stage
for effective compliance, due diligence and an
objective MRV process.
d) Groundwork in the form of detailed baseline
evaluations to feed into the design of both the
PAT and the DELP has ensured robust design.
e) Mechanisms (preparation of compendiums &
case studies, conferences, websites) to share
best case practices between DCs have been
initiated.
f) Resources have been spent to stimulate
interest among FIs and ESCOs regarding
funding EE projects.
g) Both the BYL and DELF have stirred the market
by making energy efficient products cheaper.
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
Energy Efficiency (EE) refers to any process,
technique or equipment that helps to achieve
reduction in energy consumption while
performing an operation, while achieving the
same or better level of output.
3. Energy Efficiency Financing Platform
(EEFP) and Framework for Energy Efficient
Economic Development (FEEED) leverage
fiscal instruments that can help finance
Demand Side Management (DSM)
programmes.
PAT is a market-based mechanism that seeks to
improve energy efficiency in nine energy
intensive large industries and sectors by allowing
voluntary trading of energy savings through
Energy Savings Certificates (henceforth ESCerts).
At the outset, it is important to state that the PAT
is a unique policy instrument in that the overall
objective lies in improving the efficiency of the
production process (i.e. systemic & structural
changes) in order to achieve the ultimate target of 8energy savings . This is different from other
emission reduction directives, which seek to
re d u c e a b s o l u te n u m b e r o f e m i s s i o n
consumption units, which can be oft-affected by
political and commercial factors.
Market Transformation for Energy Efficiency
(MTEE) seeks to accelerate shift to energy
efficient appliances in designated sectors
through innovative measures to make these
products more affordable. In an attempt to
overcome the cost bias to initiate a market
transformation towards preferential adoption of
energy efficient products and technologies, the
MTEE initially proposed implementing national 9energy efficiency CDM roadmap .
14
7Tracking the Mission's Progress
Perform, Achieve & Trade
Market Transformation for Energy
Efficiency
PAT Scheme: Key take-aways
Recommendations
a) Existing legal frameworks including the EC Act
and its subsequent rules and regulations have
collectively ensured a robust framework.
b) This clearly defines stakeholder roles and
responsibilities, coordination and hence a
good edifice for a sound institutional structure
and scheme design has been ensured.
c) Wherever additional training of personnel in
designated agencies is required for effective
discharge of statutory responsibilities, the BEE
through its various programmes has ensured
this and provided support.
d) DCs' commitment to EE and achievement of
PAT targets is crucial. To ensure this, the BEE
has made necessary formats for form filling
and submission simple. Moreover, efforts have
been made to facilitate experience and best
practices sharing among DCs.
e) Empanelment process of AEAs and AEA firms
has been simplified.
f) Check verifications have been put in place to
ensure that DCs do not influence AEA's MRV
process.
g) The BEE has already commenced preparatory
activities for deepening the PAT scheme under
PAT cycle 2. Study on potential for deepening
has been commissioned for Iron & Steel,
Textile, Pulp & Paper and Cement sectors.
a) The BEE could consider placing potential AEAs
in audit projects in other sectors such as SMEs,
to enhance understanding, expertise and
competency of AEAs. Expert agencies are to be
exhorted to take interest in the energy
audit space, and provide internships &
demonstration projects experience for AEAs.
b) The BEE could devise a system to provide early
market signals of EScerts. This can be done
post the MRV process is complete, and before
the actual trading begins. This can promote
better trading.
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
7 Information has been captured up to March 2015 for this purpose.
8 Phase I of the PAT (2011/12 to 2014/15) is likely to save about 6.6 mtoe (million tons of oil equivalent) of energy andthe co-benefit will be a reduction of about 25 mtoe.Considering that the cost of 1 toe is about Rs.10,154 (BEE,January 2015), energy savings will amount to Rs. 6782 crores.PAT Phase II is expected to start in March 2015.
9 The public sector leadership and involvement was to betapped for aggregating projects and programmes of activityfor household lighting, municipal & agriculture demand sidemanagement, Small & Medium Enterprises (SME) sector,commercial buildings sector and distribution transformers.
There is a need for strategic policy and regulatory
frameworks to catalyse investments into EE,
given the huge financial requirements posed by
low carbon strategies, which cannot be sourced
through the public sector alone. In this context,
two initiatives have been envisaged under the
Mission, viz., the Energy Efficiency Financing
Platform (EEEP) and the Framework for Energy 10
Efficiency Economic Development (FEEED) .
Both initiatives specifically seek to (a) address
risks and barriers faced/perceived by FIs and
(b) engage Participating Financial Institutions
(PFIs) and commercial financial institutions and
build their capacity to finance EE projects on a
commercially sustainable basis.
Energy Efficiency Financing Platform (EEFP):
Initiatives under the EEFP have focused on
stimulating FIs to finance energy efficient
projects and to stimulate States to engage with
ESCOs through designated agencies and utilities.
Framework for Energy Efficiency Economic
Development (FEEED): Two initiatives have been
created, viz., the Partial Risk Guarantee Fund for
Energy Efficiency (PRGFEE) and Venture Capital
Fund for Energy Efficiency (VCFEE).
a) Partial Risk Guarantee Fund for Energy
Efficiency (PRGFEE)
PRGFEE is a risk sharing mechanism to
provide commercial banks with a partial
coverage of risk involved in extending loans
for EE projects. Eligible projects for which the
PFI can apply for a guarantee could be credit
facilities extended to ESCOs for EE projects.
Sectors in the mandate of PRGFEE include
government buildings, municipalities, SMEs
and industries. It is to be noted that the PRGFEE
is yet to take off.
10 It is to be noted that under both these initiatives, frameworkshave just been put in place, and a few basic activities to initiatethe instruments have been undertaken. Therefore issues suchas governance & policy, compliance, monitoring and evaluationare yet to be decided.
15
Given the cessation of CDM in 2012, there are
only two programmes which fall under the
MTEE – the Bachat Lamp Yojana (BLY) and the
Super-Efficient Equipment Programme (SEEP).
With the cessation of CDM, BYL stands closed and
Energy Efficiency Services Limited (EESL)
started Light Emitting Diode (LED) sales under
the Domestic Efficient Lighting Programme
(DELP) in 2014. In the future it is proposed to
provide support to the Rural Electrification
Corporation (REC), using the BLY structure.
The BEE will frame technical specification &
monitoring/verification of the energy savings
from the LED bulbs distributed under the Rajiv
Gandhi Grameen Vidyutikaran Yojana (RGGVY) to
BPL households.
MTEE: Key take-aways and
Recommendations
a) Introduction of Standard Offer Programmes
(SOP) is an innovative approach to bring in EE
into DSM.
b) The DELP exhibits clear administrative
s t r u c t u r e , p r o c e s s m o d a l i t i e s a n d
operationalisation framework.
c) The BLY and DELP have transformed the
market for CFL and LED respectively by
lowering prices. Further success of the
programme depends on cost reduction in the
price of LED (to at least if not lowers than
Rs. 100).
d) It is too early to comment on process
modalities, monitoring & compliance issues.
e) The modalities for SEEP are in place, and the
first appliance (ceiling fan) is set to hit the
market soon.
f) Well-conceived mass media awareness &
adoption campaigns in local languages
to be designed.
Building a Sustainable Financial System
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
16
The NMEEE is predicted to help achieve avoided
capacity addition of 19,598 MW, attain fuel
savings of 23 million tons per year and reduce
greenhouse gases by 98.55 million tonnes per
year. It is proposed that this will be attained
through objectives and deliverables across two
components – industry (PAT scheme) and
appliances (DELP and SEEP). Across both these
instruments, several positives emerge, which
have been enumerated earlier.
There is much to look forward to under the
NMEEE – Will PAT cycle I will be a compliance
market? How will the PAT be expanded – will it be
broadened (bring more DCs under the ambit) or
deepened (reducing energy consumption
thresholds)? Will the price of LEDs fall further?
How will the SEEP programme take off? Will the
exhorting of ESCOs and FIs to take up EE projects
be successful? Having evolved through complex
challenges in putting place the framework for
these various instruments, the role of the BEE and
the MoP and the future success of these
programmes will depend on continuously
reviewing and consolidating its intrinsic
mechanisms, and whether or not they can be
adapted to changes in economic and political
scenarios.
b) Venture Capital Fund for Energy Efficiency
(VCFEE)
VCFEE is a fund that provides risk capital to
support EE investments in new technologies,
goods and services. It helps in creating a
volume in EE deal flow by the fund manager
t h ro u g h a dve r t i s i n g a n d s o l i c i t i n g
opportunities in the EE area. ESCOs and
companies that plan to undertake EE projects
in the performance-contracting mode are the
key beneficiaries. The support under VCFEE is
limited to government buildings and
municipalities. It is expected that the VCFEE
will be initiated by April-May 2015.
Key take-aways: EEFP and FEEED
a) Consistent efforts have been taken to stimulate
take-up of EE projects by ESCOs and States by
providing best-case practices; a dossier of
energy efficient projects has been prepared in
this context.
b) Training and engagement with FIs and banks
has resulted in agreements being signed with
several financiers.
c) Efforts are under way to bring more banks
under the fold of the Programme.
d) FEEED - frameworks have been put in place for
both the PRGFEE and VCFEE but full-fledged
activities are yet to take off.
Mission Summary
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
17
The National Mission on Sustainable Habitat
(NMSH) envisages a framework to build urban
resilience to climate change, by integrating
adaptation and mitigation aspects into the
urban planning process. It outlines the need
for addressing system preparedness and
building resilient urban infrastructure through
appropriate capacity building and regulatory
re-alignment. While the Mission does not contain
specific targets, it outlines strategies with
concomitant requirements for technical capacity
building and institutional strengthening.
The implementation strategies of the Mission 11span across six sectors : this heightens the need
for coordination between various government
departments and agencies overseeing ongoing
schemes and formulating sector-specific policies,
to adopt an integrated approach towards the
implementation of the NMSH.
The NMSH, approved in early 2010, is structured
into the following key components:
1. Development of Sustainable Habitat
Standards – guidelines for each sector to
enable mainstreaming of climate change
concerns into urban planning2. Incorporation of Sustainable Habitat
Standards into City Development Plans
(CDPs)3. Complementary Actions – demonstration
projects , outreach, dissemination
and research & development (R&D)
activities for facilitating the aforesaid
mainstreaming4. Capacity Building activities
12A snapshot of the Mission's key dimensions is
briefly described below.
Introduction
Key Observations
a) Mission guidelines drafted: They have been
circulated among the States to be adopted in
their respective urban local planning
processes. Other components of NMSH are yet
to be undertaken on a full-fledged basis.
b) Mainstreaming starts with mandate:
With the JnNURM being succeeded by new
flagship initiatives for urban development and
renewal by the MoUD, the attainment of NMSH
objectives would have to be planned in the
wake of relevant schemes currently under
formulation. Climate change aspects have to be
a part of the original mandate of any flagship
initiative, in order to be measured and
evaluated.
c) Critical role of State Governments:
The Mission is significantly reliant upon State
legislative amendments that are key
prerequisites for achieving substantial
progress in its objectives. While the Ministry of
U r b a n D eve l o p m e n t ( M o U D ) i s t h e
nodal agency and has an advisory role, the
NMSH objectives can be realised only with
active cooperation of the States.
d) C o o r d i n a t i o n i s k e y t o a d d r e s s
multi-sectoral linkages inherent in urban
planning: This necessitates coordination and
policy synchronisation between various
departments overseeing ongoing schemes
and formulating sector-specific policies, to
adopt an integrated approach towards Mission
implementation.
5.3 National Mission on Sustainable Habitat
Tracking the Mission's Progress
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
11 Energy Efficiency, Urban Transport, Water Supply andSewerage, Municipal Solid Waste Management, Urban StormWater Management and Urban Planning
12 Captured up to March 2015
Fin
an
ceP
oli
cy A
dm
inis
tra
tio
n
1.
Th
e to
tal o
utl
ay p
rop
ose
d fo
r N
MSH
was
aro
un
d R
s. 5
4,2
00
Cro
res
wh
ile
the
Tw
elft
h P
lan
Per
iod
all
oca
tio
n is
Rs.
95
0 C
rore
s.1
3
2.
Bu
dge
ts w
ere
rev
ised
do
wn
war
d d
uri
ng
the
init
ial
year
sb
ecau
se m
ost
of
the
NM
SH
acti
vit
ies
wer
e to
be
fin
ance
d th
rou
gh o
ngo
ing
JnN
UR
M s
chem
es.
3.
Eve
n d
uri
ng
thes
e in
itia
l ye
ars,
th
ere
has
no
t b
een
an
y e
xclu
sive
bu
dge
t al
loca
tio
n a
nd
uti
liza
tio
n t
hro
ugh
th
e Jn
NU
RM
to
war
ds
the
Mis
sio
n, g
iven
th
e p
re-d
eter
min
ed m
and
ate
of t
he
on
goin
g sc
hem
es.
4.
Ho
wev
er, o
bse
rvin
g th
e `r
enew
ed in
tere
st &
vis
ion
of
(th
e) n
ew g
over
nm
ent
on
Sa
nit
ati
on
14
an
d E
nvi
ron
men
t p
rote
ctio
n'
, th
e M
oU
D s
tate
d i
n D
ecem
ber
20
14
th
at a
fre
sh
sch
eme
un
der
the
NM
SH w
ou
ld b
e p
rop
ose
d.
5.
Wit
h t
he
JnN
UR
M b
ein
g p
has
ed o
ut,
it
is e
xpec
ted
th
at t
he
road
map
fo
r ab
sorb
ing
the
NM
SH m
and
ate
(an
d c
on
seq
uen
tly,
th
e p
rogr
amm
ing
of
fun
ds)
wil
l b
e cl
arif
ied
th
rou
gh
the
up
com
ing
EF
C a
nd
lau
nch
of
fres
h i
nit
iati
ves
lik
e th
e A
MR
UT,
SC
I an
d H
RID
AY
by
the
Mo
UD
.
15
1.
Th
e M
oU
D is
th
e n
od
al M
inis
try
an
d t
ask
ed w
ith
mo
nit
ori
ng
and
su
pp
ort
ing
the
Stat
e an
d D
istr
ict l
evel
Ap
ex C
oo
rdin
atio
n C
om
mit
tees
.2
.O
ther
tec
hn
ical
div
isio
ns
lik
e th
e C
entr
al P
ub
lic
Wo
rks
Dep
artm
ent
(CP
WD
),
Cen
tral
Pu
bli
c H
ealt
h &
En
vir
on
men
tal E
ngi
nee
rin
g O
rgan
isat
ion
(C
PH
EE
O),
To
wn
an
d C
ou
ntr
y P
lan
nin
g O
rgan
isat
ion
(T
CP
O)
and
th
e In
stit
ute
of
Urb
an
Tra
nsp
ort
(IU
T),
are
key
lin
ks
to th
e M
issi
on
's s
ecto
r-w
ise
agen
da.
3.
Th
e D
irec
tor,
Pu
bli
c H
ealt
h E
ngi
nee
rin
g (P
HE
) D
ivis
ion
(M
oU
D)
is t
he
de
fact
o
Mis
sio
n D
irec
tor,
wit
h te
chn
ical
ass
ista
nce
pro
vid
ed b
y th
e N
MSH
Cel
l, h
ead
ed1
6b
y th
e D
epu
ty A
dv
iso
r (C
PH
EE
O)
.4.
Th
e N
MSH
gu
idel
ines
are
to
be
inco
rpo
rate
d i
nto
th
e u
rban
lo
cal
pla
nn
ing
pro
cess
th
rou
gh t
he
CD
Ps
adh
erin
g to
th
e p
resc
rib
ed s
ecto
ral
no
rms.
Th
is i
s
also
a p
rere
qu
isit
e fo
r o
bta
inin
g p
roje
ct a
pp
rova
l fo
r fu
nd
ing.
5.
Th
e U
rban
an
d R
egio
nal
Dev
elo
pm
ent P
lan
s Fo
rmu
lati
on
an
d Im
ple
men
tati
on
(UR
DP
FI)
(F
inal
UR
DP
FI
Gu
idel
ines
-20
14
) ar
e al
so d
iscu
ssed
as
par
t o
f th
e
NM
SH s
trat
egie
s fo
r th
e U
rban
Pla
nn
ing
sect
or.
Mo
nit
ori
ng
, Re
po
rtin
g, E
va
lua
tio
n &
Re
vis
ion
C
om
pli
an
ce &
En
forc
em
en
t
1.
Th
is is
to b
e u
nd
erta
ken
by
the
PH
E D
ivis
ion
(M
oU
D)
and
the
CP
HE
EO
.
2.
A
web
-en
able
d
Pro
gram
me
Mo
nit
ori
ng
and
E
valu
atin
g Sy
stem
(P
ME
S)
has
b
een
pro
po
sed
fo
r o
nli
ne
mo
nit
ori
ng
and
tr
ack
ing
of
ph
ysic
al
and
fi
nan
cial
p
rogr
ess;
ho
wev
er, t
his
is y
et to
be
imp
lem
ente
d.
17
3.
Inst
itu
tio
nal
ar
ran
gem
ents
ar
e ye
t to
b
e fo
rmal
ised
. G
reat
er
clar
ity
o
n
cen
tral
ly
spo
nso
red
fun
din
g ar
ran
gem
ents
is e
xpec
ted
to fa
cili
tate
this
thro
ugh
an
exc
lusi
ve N
MSH
sch
eme.
Wh
ile
an e
xclu
sive
co
mp
lian
ce a
nd
en
forc
emen
t m
ech
anis
m i
s n
ot
des
crib
ed i
n
18
the
Mis
sio
n,
it i
s ex
pec
ted
th
at t
he
exis
tin
g fr
amew
ork
fo
r re
leva
nt
on
goin
g
sch
emes
wo
uld
be
suit
ably
ad
op
ted
in t
his
co
nte
xt. I
n p
rin
cip
le, a
dh
eren
ce t
o t
he
NM
SH g
uid
elin
es w
ou
ld b
e k
ey to
sec
uri
ng
fun
din
g fo
r p
roje
cts
un
der
the
Mis
sio
n.
Ho
wev
er,
this
asp
ect
can
be
bet
ter
ob
serv
ed o
nce
th
e M
issi
on
im
ple
men
tati
on
gain
s si
gnif
ican
t mo
men
tum
.
18
TA
BL
E 5
.3: T
RA
CK
ING
TH
E P
RO
GR
ES
S O
F N
MS
H
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
13
Bu
dge
t Est
imat
es o
f Rs.
50
Cro
res
(20
11
-12
) an
d R
s. 5
Cro
res
(20
12
-13
) w
ere
do
wn
size
d to
the
Rev
ised
Est
imat
es o
f Rs.
5 C
rore
s an
d R
s. 1
Cro
re, r
esp
ecti
vely
.1
4F
irst
Rep
ort
of t
he
Stan
din
g C
om
mit
tee
on
Urb
an D
evel
op
men
t (2
01
4-1
5)
on
Dem
and
s fo
r G
ran
ts (
20
14
-15
) o
f th
e M
inis
try
of U
rban
Dev
elo
pm
ent,
(p
g 3
0 o
f 87
) ac
cess
ed a
t h
ttp
://1
64
.10
0.4
7.1
34
/lss
com
mit
tee/
Urb
an%
20
Dev
elo
pm
ent/
16
_Urb
an_D
evel
op
men
t_1
.pd
f1
5M
oU
D h
ead
s th
e In
ter-
Min
iste
rial
Gro
up
(IM
G)
and
th
e M
issi
on
Im
ple
men
tati
on
an
d M
on
ito
rin
g G
rou
p, r
esp
on
sib
le f
or
des
ign
ing
po
lici
es f
or
imp
lem
enta
tio
n, m
on
ito
rin
g an
d r
evie
win
g M
issi
on
pro
gres
s.1
6T
he
CP
HE
EO
is
the
tech
nic
al a
dv
iser
to
Mo
UD
fo
r al
l th
e ac
tiv
itie
s re
late
d t
o i
ts c
ore
are
as s
uch
as
wat
er s
up
ply
, sew
erag
e, s
oli
d w
aste
an
d s
torm
wat
er d
rain
age;
th
us
far
its
effo
rts
hav
e b
een
par
t of i
ts r
ou
tin
e su
pp
ort
pro
vid
ed to
the
Mo
UD
, rat
her
than
thro
ugh
an
exc
lusi
ve in
itia
tive
for
the
NM
SH.
17
Th
ese
are
the
Inte
r-M
inis
teri
al G
rou
p, M
issi
on
Imp
lem
enta
tio
n a
nd
Mo
nit
ori
ng
Gro
up
, Mis
sio
n D
irec
tora
te a
nd
Co
ord
inat
ion
Co
mm
itte
es a
t th
e St
ate,
Dis
tric
t an
d C
ity
leve
ls.
18
For
e.g.
(i)
th
e E
ner
gy C
on
serv
atio
n B
uil
din
g C
od
e (E
CB
C),
alr
ead
y m
ade
man
dat
ory
in t
he
CP
WD
's g
ener
al s
pec
ific
atio
ns
for
Ele
ctri
cal W
ork
s in
20
13
; (ii
) th
rou
gh in
tegr
atio
n o
f th
e E
CB
C in
to t
he
Bu
ild
ing
Byl
aws
of
the
Stat
es;
and
(ii
i) t
he
on
goin
g sc
hem
e o
f th
e M
inis
try
of
New
an
d R
enew
able
En
ergy
(M
NR
E)
to p
rom
ote
so
lar
wat
er h
eati
ng
– ad
dre
ss e
ner
gy e
ffic
ien
cy i
n c
om
mer
cial
an
dre
sid
enti
al s
ecto
rs.
19
The NMSH is highly advisory in nature, by
providing guidelines to key actors in the urban
planning space for mainstreaming ongoing
activities. Specifically, the Centre plays an indirect
role in enforcement by making adherence to
NMSH guidelines mandatory for Detailed Project
Reports (DPRs). These guidelines, though, are
still in the form of technical documents – they
need to percolate to the decentralised level to
address the modalities of implementation and
funding. This has to be accompanied by suitable
modification of activities already being overseen
as part of routine departmental responsibilities
for integrating climate change considerations.
A key aspect of the NMSH is the need to shift from
sector-level policies (transport, water supply,
solid waste, etc.), towards city-level and local area
planning – wherein the scale moves from city,
zone, to the ward level. This calls for greater
involvement of technical institutions towards
building local capacity and awareness through
training modules and in sensitising urban
planners within the ULBs and State Governments.
The Mission itself acknowledges instances of
city-level initiatives in building urban resilience
to climate change that are assisted by various
independent, non-government technical
partners. It would be valuable to undertake a
systematic documentation of such efforts, which
are currently dispersed and, in most cases,
undertaken independent of the Mission.
Mission Summary
a) NMSH on a `Mission Mode': Exclusive funding
for new activities and a dedicated team,
focusing on futuristic issues could provide
the Mission additional thrust to its
implementation and clarify financing aspects.
It would also facilitate ease in tracking project
status and overall Mission progress, not to
mention the much needed impetus for
initiating pilots and demonstration projects.
b) NMSH as a platform of policy convergence:
The Mission presents an opportunity to
converge the multiple policy interfaces and
overlapping guidelines. This should be seized
by integrating guidelines from all six sectors
and discussing linkages, rather than
introducing an additional layer of norms.
c) M a p p i n g o f o v e r l a p s / s c o p e f o r
mainstreaming with ongoing schemes:
This has to be undertaken on a priority basis to
facilitate better tracking, monitoring and
financing of relevant activities. It has been
partially done in the case of JnNURM, but has to
be applied for new schemes being announced.
d) Need for greater policy support from the
State Government: States need to revisit
urban planning legislations in order to
incorporate relevant norms on sustainable
habitat in CDPs – these need to be updated at
the nodal Ministry level.
e) Need to address technical, financial
and human resource capacity of ULBs:
ULBs require the capacity to handle the
multi-dimensional integrated nature of the
Mission; hence the need for a clearer roadmap
to engage other government agencies to
address this. They also need to be equipped
with greater financial resources, expected to
come through with their floating better
designed plans: this however points back to
the need for building technical capacity.
f) Need to inventorise decentralised efforts:
Several relevant city-level initiatives towards
building urban resilience to climate change are
being undertaken. While not initiated through
the Mission, they should be well documented
to keep the nodal Ministry informed for
planning and implementation of the Mission
mandate.
Recommendations
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
20
The National Water Mission (NWM) has been
envisaged within the NAPCC, with a broad
mandate that includes monitoring the key
activities of the Ministry of Water Resources
(MoWR), streamlining the focus of key
stakeholders to adopt an integrated approach to
conserving and efficiently managing water
resources, and the specific climate orientation in
this regard is embedded within its relatively
larger agenda.
The Mission outlines five goals across which
major initiatives have been envisioned and
aligned from ongoing schemes pertaining to the
development and management of water
resources in the country:
1. Comprehensive water data base in public
domain and assessment of impact of
climate change on water resource
2. Promotion of citizen and State action for
water conservation, augmentation and
preservation
3. Focused attention to vulnerable areas
including over-exploited areas
4. Increasing water use efficiency by 20%
5. Promotion of basin level integrated water
resources management
The targets provided in the Mission pertain to
review of governing policies and guidelines,
empowering stakeholders towards water use
efficiency, undertaking research studies to assess
climate change impacts on specific water
resources, capacity building and sensitisation
activities. However, these are broad components,
and require further disaggregation into specific
milestones to be attained during the Twelfth Plan
Period.
a) I m p l e m e n t a t i o n o f N W M ' S c h e m e :
This Central Sector scheme under the `Major
and Medium Irrigation' sector has been
approved in 2013 and is expected to bring
greater clarity to the initial progress of the
Mission, which had a very broad initial
Operationalisation Plan.
b) Key developments prior to launch of this
scheme under the NWM:Creation of the Water Resources Information
System (WRIS) in 2010 - addresses the NWM's
goal of placing a comprehensive database on
water resources in the public domain. It is a
collation of data on various water resource
parameters hitherto stored by multiple
agencies and Departments, and could act as a
valuable decision making tool for various
stakeholders.
Revision of the National Water Policy in 2012 -
increases the thrust on conjunctive use of
water resources (both ground and surface
water). While this had been in discussion even
earlier, it has been revised with the renewed
focus brought back by the NAPCC agenda.
c) State schemes and NWM: Several ongoing
schemes implemented by State Governments
have strong inter-linkages with the NWM
mandate. These are to be facilitated by the
Mission, but financing would rest with the
existing budgetary mechanism for State Sector
schemes.
d) State Water Missions under progress:
Once framed and operationalised, they would
determine the extent to which the NWM
mandate is absorbed into State level
implementation.
e) Role of the Mission Secretariat: The NWM
Secretar iat br ings together var ious
stakeholders to discuss, share and brainstorm
ideas to be taken up on a pilot basis. This is
expected to get suitably fed into schemes in the
form of revisions/expansion of scope to
address climate change concerns.
Tracking the Mission's Progress
Introduction
5.4 National Water Mission
Salient Features of Mission Progress
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
Fin
an
c eP
oli
cy A
dm
inis
tra
tio
n
1.
Th
e p
rop
ose
d
ou
tlay
w
as
rev
ised
to
R
s.
69
,39
4
Cro
res
fro
m
Rs.
8
9,1
01
C
rore
s,
con
sid
erin
g th
e p
rio
riti
zed
st
rate
gies
an
d2
0sp
ecif
ic a
reas
of
inte
rven
tio
n p
rop
ose
d.
21
2.
NW
M o
per
ated
wit
h a
to
ken
all
oca
tio
n f
or
20
12
-13
an
d 2
01
3-1
4
un
til
a f o
rmal
ap
pro
val
of
the
Exp
end
itu
r e F
inan
ce C
om
mit
tee
(EF
C)
reco
mm
end
atio
n a
s a
Cen
tral
Sec
tor
sch
eme
in 2
01
3.
3.
Th
e ap
pro
v ed
ou
tlay
fo
r th
e T
wel
fth
Pla
n P
erio
d i
s R
s. 1
96
Cro
res
for
the ̀
Imp
lem
enta
tio
n o
f NW
M' s
chem
e:a.
tow
ard
s es
tab
lish
men
t o
f th
e M
issi
on
Dir
ecto
rate
, ap
pro
val
of
pil
ot
pro
ject
s an
d
con
du
ctin
g w
ork
sho
ps/
rou
nd
ta
ble
s fo
r
dis
cuss
ion
s w
ith
sta
keh
old
ers
b.
Pla
n o
utl
ay o
f R
s. 4
0 C
rore
s h
as b
een
ear
mar
ked
fo
r th
e ye
ar2
22
01
4-1
5 u
nd
er th
is s
chem
e w
ith
six
ke y
del
iver
able
s
1.
Th
e M
oW
R is
the
no
dal
Min
istr
y o
v ers
eein
g th
e M
issi
on
pro
gres
s. It
ho
use
s th
e M
issi
on
Sec
reta
riat
,
hea
ded
by
a M
issi
on
Dir
ecto
r, s
up
po
rted
by
tw
o A
dv
iso
rs f
or
Tec
hn
ical
an
d C
oo
rdin
atio
n &
Mo
nit
ori
ng
asp
ects
of t
he
Mis
sio
n. T
his
has
bee
n s
et u
p; h
ow
e ver
a fu
ll-t
ime
Mis
sio
n D
irec
tor
is y
et
to b
e ap
po
inte
d.
23
2.
Th
e N
atio
nal
Inst
itu
te o
f Hyd
rolo
gy(N
IH)
is th
e n
od
al a
gen
cy w
ith
in th
e M
oW
R to
en
sure
eff
ecti
v e
imp
lem
enta
tio
n o
f th
e M
issi
on
.3
.T
he
Mis
sio
n S
ecre
tari
at a
dv
ises
Sta
tes
on
in
tegr
atin
g m
anag
emen
t ap
pro
ach
es t
o v
ario
us
wat
er
use
s; h
ow
ever
it
r est
s u
po
n t
he
Stat
es t
o f
orm
ula
te S
tat e
an
d D
istr
ict
leve
l p
lan
s an
d c
ho
ose
an
app
r op
riat
e in
stit
uti
on
al s
etu
p.
4.
F ou
r d
edic
ated
Cli
mat
e C
han
ge
Cel
ls c
reat
ed i
n
the
NIH
, C
entr
al W
ater
Co
mm
issi
on
(W
C),
Cen
tral
Gro
un
d W
ater
Bo
ard
(C
GW
B)
and
Bra
hm
apu
tra
Bo
ard
(B
B).
Th
is is
th
e ar
ran
gem
ent
at t
he
Cen
tral
leve
l as
per
the
NW
M m
and
ate.
Mo
nit
ori
ng
, Re
po
rtin
g, E
va
lua
tio
n &
Re
vis
ion
C
om
pli
an
ce &
En
forc
em
en
t
1.
Cen
tral
leve
l: M
issi
on
Sec
reta
riat
an
d C
lim
ate
Ch
ange
Cel
lsSt
ate
lev e
l: D
epar
tmen
t o
f W
ater
Res
ou
rces
– t
his
is
yet
t o g
ain
mo
men
tum
. N
WM
im
ple
men
tati
on
req
uir
es a
cco
mp
any
ing
Stat
e
Wat
er M
issi
on
s an
d c
om
men
sura
te p
lan
nin
g fr
om
Sta
te b
ud
geta
ry
reso
urc
es a
s w
ell.
2.
A fo
rmal
pla
tfo
rm to
co
llat
e p
rogr
ess
of t
he
NW
M s
chem
e as
wel
l as
tho
se N
WM
act
ivit
ies
bu
dge
ted
pri
or
to 2
01
3 f
or
mo
nit
ori
ng
is y
et2
4to
be
est
abli
shed
.
1.
Th
e C
WC
rel
ease
d g
uid
elin
es i
nd
icat
ing
sect
or-
wis
e sc
op
e to
im
pro
ve e
ffic
ien
cy t
hro
ugh
var
iou
s
regu
lato
ry, p
rici
ng,
au
dit
, tec
hn
olo
gica
l up
grad
atio
n a
nd
ou
trea
ch m
easu
res
in N
ove
mb
er 2
01
4.
2.
A N
atio
nal
Bu
reau
of
Wat
er U
se E
ffic
ien
cy (
NB
WU
E)
un
der
th
e E
nv
iro
nm
ent
(Pro
tect
ion
)
Act
, 1
98
6 h
as b
een
pro
po
sed
to
pro
mo
te a
nd
r
egu
late
eff
icie
nt
wat
er u
se a
cro
ss s
ecto
rs.
On
ce
the
Bu
r eau
is
fo
rmal
ised
and
co
nst
itu
ted
w
ith
w
ell-
def
ined
sc
op
e,
the
com
pli
ance
and
en
forc
emen
t asp
ects
can
be
bet
ter
asse
ssed
exc
lusi
vely
thro
ugh
the
Mis
sio
n. T
his
is e
xpec
ted
t o
add
ress
go
al 4
of
the
NW
M o
n i
ncr
easi
ng
wat
er u
se e
ffic
ien
cy b
y 2
0%
. T
his
has
bee
n a
llo
tted
Rs.
50
Cro
res,
ou
t of t
he
Rs.
19
6 C
rore
s sa
nct
ion
ed fo
r th
e T
wel
fth
Pla
n P
erio
d.
21
19
TA
BL
E 5
.4: T
RA
CK
ING
TH
E P
RO
GR
ES
S O
F N
WM
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
19
Info
rmat
ion
in th
is r
egar
d r
efle
cts
dev
elo
pm
ents
up
to M
arch
20
15
20
Th
is is
on
acc
ou
nt o
f th
e cl
ose
lin
kag
e id
enti
fied
bet
wee
n p
rop
ose
d N
WM
act
ivit
ies
and
on
goin
g w
ater
sec
tor
sch
emes
.2
1O
utc
om
e b
ud
gets
an
d A
nn
ual
Rep
ort
s o
f th
e M
oW
R in
dic
ate
nil
uti
liza
tio
n f
or
20
12
-13
an
d R
s. 0
.71
Cro
res
for
20
13
-14
aga
inst
rev
ised
est
imat
es o
f R
s. 0
.25
Cro
res
and
Rs.
2 C
rore
s, r
esp
ecti
vely
un
der
the ̀
Imp
lem
enta
tio
n o
f NW
M' s
chem
e.2
2O
utc
om
e B
ud
get 2
01
4-1
5 o
f th
e M
oW
R 2
3T
he
NIH
ho
use
s th
e se
cret
aria
t o
f th
e In
dia
n N
atio
nal
Co
mm
itte
e o
n C
lim
ate
Ch
ange
(IN
CC
C),
wh
ich
was
fo
rmed
in
20
12
as
the
no
dal
en
tity
to
co
ord
inat
e va
rio
us
rese
arch
in
itia
tive
s u
nd
er t
he
NW
M m
and
ate.
It
is u
nd
er t
he
adm
inis
trat
ive
con
tro
l of
the
Mis
sio
n D
irec
tor,
NW
M a
nd
ove
rsee
s th
e ap
pro
val a
nd
pro
gres
s o
f re
sear
ch s
tud
ies
rela
tin
g to
ass
essm
ent
of
imp
act
of
clim
ate
chan
geo
n w
ater
res
ou
rces
, do
wn
sca
lin
g o
f cli
mat
e ch
ange
mo
del
s an
d r
elev
ant a
dap
tati
on
str
ateg
ies.
24
An
exc
lusi
ve o
nli
ne
po
rtal
to
pre
sen
t co
nso
lid
ated
NW
M d
evel
op
men
ts h
as b
een
pro
po
sed
, bu
t is
yet
to
be
crea
ted
. Cu
rren
tly
NW
M d
etai
ls a
re b
ein
g ga
ther
ed t
hro
ugh
up
dat
es a
nd
sta
nd
ard
dis
clo
sure
s o
n th
e M
oW
R w
ebsi
te, a
s is
the
case
for
rou
tin
e sc
hem
es a
nd
init
iati
ves
sup
po
rted
by
the
bu
dge
tary
res
ou
rces
of t
he
Min
istr
y. 2
5A
vail
able
on
the
Mo
WR
at h
ttp
://w
rmin
.nic
.in/w
rite
read
dat
a/G
uid
elin
es_f
or_
imp
rov
ing_
wat
er_u
se_e
ffic
ien
cy.p
df
22
The NWM has a broad mandate that covers a wide
range of ongoing water sector initiatives.
The Mission acknowledges the importance of
conducting suitable impact assessments and
pilot studies to integrate climate change concerns
within the ambit of water resource development
and management. It duly recognises the need to 2 6augment technical capacity as well as
actively sensitise stakeholders at the grass
root level regarding water use efficiency.
Industry collaborations have also been mooted in
this regard.
Despite the launch of an exclusive NWM scheme
as recently as 2013, it is notable that information
relating to the progress on select goals of the
Mission until then has also been available
through the MoWR's routine and ad-hoc
disclosures. In this regard, it would be of
immense value to systematise dissemination of
NWM-relevant progress in a single platform, as is
already under consideration. Along with the
WRIS, this could serve as an important tool for
strengthening internal decision making as well as
enhancing the alignment of future activities with
ongoing water sector schemes.
Mission Summary
a) Need for concerted efforts towards exclusive
tracking of NWM activities: A greater effort in
tracking and understanding the status of actual
implementation is important for monitoring as
well as revising interim goalposts. This is more
so because NWM-relevant activities have been
budgeted for, even prior to the launch of the
`Implementation of NWM' scheme in 2013.
b) Institutional strengthening: The proposed
mechanism for monitoring and ensuring
compliance to Mission guidelines has to be
suitably established. There is a need to appoint
a full-time Mission Director in this regard, to
maintain and enhance the momentum of
progress achieved thus far. State level
counterparts also have to be vested with
NWM-specific responsibilities in this regard.
c) Need to expedite State level action plans:
States need to respond to the Centre's call to
finalise their State Water Missions, and
consequently form Climate Change Cells (CCC)
at the Departmental level.
d) Systematised dissemination and reporting
of key milestones: It is important to establish
an exclusive platform for reporting Mission
progress, given the extensive scope of water
resource management and multiple user
groups. With the recently announced NWM
scheme, this could supplement the MoWR's
efforts in tracking Mission activities. It would
also facilitate streamline areas of the Mission
that require the engagement of other
Ministries and government agencies.
Recommendations
26 With inputs from institutions like the National Institutes of Technology (NITs), Indian Institutes of Technology (IITs) and the Indian Institute of Science (IISc)
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
5.5 National Mission for Sustaining the Himalayan Ecosystem
23
The National Mission for Sustaining the
Himalayan Ecosystem (NMSHE) is designed to
provide a support system in terms of
environment protection and sustainability
measures through scientific research in the
Indian Himalayan Region (IHR). While the
Mission was launched in June 2010, it received
formal approval from the Union Government only
in February 2014. It was initiated on the premise
of the high degree of vulnerability of local
communities living in this region to impacts of
climate change. It seeks to enhance the
environment of such a vast region which is
diverse in terms of its topography, agro-climatic
zones, development trajectories, etc. The Mission
is all encompassing in terms of the sectors
covered and scientific disciplines involved.
In the context of the Mission's wide ranging
objectives, the Mission outlines a set of targets
that are to be achieved by the end of the Twelfth
Plan period through sub-missions and indicates
associated ballpark cost figures for the same.
Subsequent deliberations after the Mission's
approval finalized six task force institutions
which were the designated coordinators for
implementing its activities. Most of the
institutions in this task force are existing bodies
with predefined objectives and work areas which
overlap with the components of the NMSHE.
Hence they have been assigned the roles of taking
forward specific research and implementation of
activities under the Mission.
Given the Mission's agenda which is mostly to
carry out specific scientific research based
activities spread over the twelve Himalayan
States through six task force institutions, it has
been extremely challenging to track its progress
through this Study. This is further enhanced by
the dispersed set of activities being funded by
several implementing bodies with or without an
intended Mission objective in mind. Hence along
with tracking this Mission across the core
functions of implementation, snapshots of
progress made by each of the task force
institutions has been provided in this section.
Although the details of the institutional progress
have not been elaborated in this chapter, the
detailed Mission brief provides the same.
Background7Tracking the Mission's Progress
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
TA
BL
E 5
.5: T
RA
CK
ING
TH
E P
RO
GR
ES
S O
F N
MS
HE
24
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
Fin
an
ceP
oli
cy A
dm
inis
tra
tio
n
th1
.P
rop
ose
d
bu
dg
et
for
the
M
issi
on
fo
r th
e
12
P
lan
p
eri
od
is
Rs.
1,5
00
Cro
res
(Rs.
55
0 C
rore
s ap
pro
ved
in F
ebru
ary
20
14
).
2.
Th
e si
x ta
sk f
orc
e in
stit
uti
on
s id
enti
fied
to
co
ord
inat
e M
issi
on
act
ivit
ies
are
exp
ecte
d t
o s
ub
mit
a p
lan
hig
hli
ghti
ng
the
pro
gram
mes
for
a 5
-7 y
ear
per
iod
see
kin
g b
ud
geta
ry a
pp
rova
ls fr
om
th
e D
epar
tmen
t o
f Sci
ence
an
d2
7T
ech
no
logy
(D
oST
). B
ased
on
in
terv
iew
s,
it w
as o
bse
rved
th
at a
ll t
he
task
forc
e in
stit
uti
on
s h
ave
bee
n a
pp
rove
d.
3.
Wh
ile
som
e o
f th
e ta
sk fo
rce
inst
itu
tio
ns
lik
e th
e JN
U h
ave
mad
e h
ead
way
into
un
der
tak
ing
cap
acit
y b
uil
din
g in
itia
tive
s an
d s
ign
ing
glac
ial r
esea
rch
con
sort
ium
s, f
ew o
ther
s ar
e ei
ther
in
th
e p
roce
ss o
f se
ekin
g fu
nd
s o
r
bu
ild
ing
cap
acit
y to
un
der
tak
e M
issi
on
act
ivit
ies.
1.
Th
e M
issi
on
Dir
ecto
rate
is
ho
use
d w
ith
in t
he
Do
ST w
ith
a s
mal
l te
am t
o s
pea
rhea
d i
t
act
ivit
ies.
2.
Tas
k f
orc
e in
stit
uti
on
s ar
e to
a p
lay
vit
al r
ole
in
Mis
sio
n a
ctiv
itie
s b
ased
on
th
eir
core
com
pet
enci
es.
Th
ey a
re e
xpec
ted
to
co
mp
lem
ent
each
oth
er a
t th
e ch
ose
n g
eogr
aph
ical
regi
on
(in
form
atio
n f
rom
on
e in
stit
uti
on
is
exp
ecte
d t
o f
eed
in
to a
no
ther
). A
co
mm
on
pla
tfo
rm t
o l
ink
th
e ta
sk f
orc
e h
ead
s/m
emb
ers
has
bee
n s
et u
p t
hro
ugh
an
e-g
rou
p.
Th
e M
inis
try
of
En
vir
on
men
t, F
ore
sts
and
Cli
mat
e C
han
ge (
Mo
EF
&C
C)
and
Min
istr
y o
f E
arth
Scie
nce
s (M
oE
S) a
re e
xpec
ted
to c
on
trib
ute
on
a n
eed
bas
is.
3.
7 o
f 12
Sta
tes
hav
e re
ceiv
ed a
pp
roxi
mat
ely
Rs.
2 C
rore
s (d
iffe
rs a
cro
ss S
tate
s) to
set
up
Cli
mat
e
Ch
ange
Cel
ls (
CC
C)
to fa
cili
tate
tran
sfo
rmat
ion
of N
MSH
E in
to S
tate
leve
l pro
gram
mes
.
Mo
nit
ori
ng
, Re
po
rtin
g, E
va
lua
tio
n &
Re
vis
ion
C
om
pli
an
ce &
En
forc
em
en
t
1.
Th
e M
issi
on
h
ad
pro
po
sed
a
cell
at
th
e C
entr
e an
d
coo
rdin
atin
g
com
mit
tee
to in
clu
de
rep
rese
nta
tive
s o
f th
e ta
sk f
orc
e. I
t is
un
clea
r as
to
wh
eth
er a
form
aliz
ed p
latf
orm
has
bee
n c
reat
ed in
th
is c
on
text
; ho
wev
er
it i
s k
no
wn
th
at t
her
e ar
e p
erio
dic
mee
tin
gs b
etw
een
th
e D
oST
an
d t
he
oth
er a
gen
cies
to d
iscu
ss M
issi
on
act
ivit
ies.
2.
Th
e M
issi
on
had
als
o e
nv
isag
ed c
on
tin
uo
us
mo
nit
ori
ng
and
an
alys
is o
f
ind
icat
ors
o
f en
vir
on
men
tal
chan
ge
in
the
regi
on
. T
his
w
as
to
be
coo
rdin
ated
wit
h o
ther
rel
evan
t M
inis
trie
s. B
ut
give
n t
hat
th
e M
issi
on
is
stil
l at
a n
asce
nt
stag
e o
f im
ple
men
tati
on
, su
ch m
ech
anis
ms
cou
ld n
ot
be
eval
uat
ed a
t th
is s
tage
.
1.
Th
e M
issi
on
do
es n
ot
incl
ud
e an
exc
lusi
ve s
trat
egy
to
en
sure
co
mp
lian
ce t
o m
and
ates
an
d
guid
elin
es w
ith
the
imp
lem
enti
ng
agen
cies
an
d o
ther
sta
keh
old
ers.
2.
Sect
ora
l po
lici
es, l
aw a
nd
act
s ar
e ex
pec
ted
to
pla
y a
ro
le in
th
is c
on
text
. Th
e M
issi
on
co
uld
be
mo
stly
d
epen
den
t o
n
con
ven
tio
nal
re
gula
tory
sy
stem
s fo
r en
suri
ng
com
pli
ance
in
it
s
acti
vit
ies.
Th
e es
tab
lish
men
t o
f C
lim
ate
Ch
ance
Cel
l (C
CC
) is
all
th
e St
ates
mig
ht
be
cru
cial
in
this
reg
ard
.
27
Th
e St
ud
y t
eam
has
dis
cuss
ed im
ple
men
tati
on
pro
gres
s w
ith
th
e D
oST
an
d t
he
task
forc
e in
stit
uti
on
s o
n a
per
iod
ic b
asis
du
rin
g th
e st
ud
y p
erio
d. T
he
end
dat
e ti
ll w
hic
h in
form
atio
n w
as g
ath
ered
in
th
is r
egar
d v
arie
s b
etw
een
th
e d
iffe
ren
t in
stit
uti
on
s d
epen
din
g o
n t
he
exp
ecte
d p
rogr
ess
ind
icat
ed b
y t
hem
. T
he
fun
ds
app
rove
d a
nd
all
oca
ted
als
o a
re a
s p
er i
nte
rvie
ws
con
du
cted
an
d a
re a
pp
roxi
mat
ion
s.
The Mission is yet to reach a stage of full-fledged
implementation in most of its components but
such an evaluation at this juncture highlights key
areas that the nodal Departments need to focus
on beforehand. The Mission is largely being
implemented through its six task force
institutions which have been assigned scientific
but varied roles and components within it.
Each of them has been approved during different
times in the last year with varying budgets
depending on their detailed annual or five year
plans. Each task force institution is expected to
provide a technical and financial progress report
at the end of every financial year after which fresh
funds would be disbursed for future activities.
After receiving budgetary sanctions and
allocations, most of the institutions are at varying
stages of building technical and human resource
capacity to carry out Mission activities. Once the
Mission advances to the stage of actively
implementing its programmes, the task force
institutions would be required to coordinate with
Climate Change Cells of all Himalayan States to
identify plausible overlaps and integration with
proposed State Action Plan on Climate Change
(SAPCC) activities. Discussions to merge
Mission activities with ongoing Departmental
programmes are in the offing.
25
Mission SummaryAll the above mentioned bodies would often be
required to work or supervise implementation
at a common geographical region. They might
also be dependent on each other for relevant
data sharing and communication which again
needs to take place on either a periodic or need
basis.
b) F r e q u e n t c o n s u l t a t i o n b e t w e e n
stakeholders: The NMSHE involves requires
greater coordination and cooperation amongst
State bodies even for its forest management
and environment conservation activities.
Hence more frequent consultations are
recommended between the DoST and other
stakeholders in the IHR.
c) Effective communication and dissemination
platform for Mission activities: Given the
disseminated efforts that need to be invested
towards carrying out activities across the
12 States, continuous M&E of programmatic
design and their impacts and subsequent
speedy interventions to revive dysfunctional
systems is a necessity. Along with such
revisions, an effective and active platform to
communicate such changes to the wide range
of relevant stakeholders needs to be
maintained.
d) Inter-country collaborations: Since the
NMSHE mainly focuses on sustaining the
Himalayan Ecosystem, it is important that
India coordinates with its neighboring
countries like Bhutan, Nepal, Tibet, etc. which
are part of this ecosystem and to be affected
cl imate change. Hence cross-border
collaborations and climate initiatives are to be
expedited as proposed in the Mission
document. CCCs in each of the States could be
provided such mandates after being set up.
e) Exclusive team for Mission implementation:
The DoST, being a department which has been
conventionally undertaking scientific research
and activities, has been assigned the role of
spearheading the NMSHE. Along with this
mandate, the DoST has also been entrusted the
responsibility of housing the NMSKCC apart
from its own Departmental programmes.
Hence it could benefit the implementation of
the NMSHE to assign an exclusive team to
supervise operation of the Mission.
Recommendations
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
a) Utmost coordination between implementing
agencies: The Mission is unique in its vast
geographical scope of activities to be
undertaken, States covered, implementing
agencies involved and communities affected.
It is imperative that the DoST ensures
paramount levels of coordination between
the following agencies:
i. The task force institutions
ii. The task force institutions and the DoST
iii.The CCCs and the task force institutions
iv. The CCCs of the 12 Himalayan States
v. DoST and the Himalayan State Departments
vi. The MoEF&CC and DoST
26
The GIM was envisaged as a comprehensive
participatory Mission for greening India and was
launched in June 2010. The Mission (The National
Mission for a Green India, 2010) adopted
scientific and inclusive methods of implementing
conventional afforestation programmes
using decentralized governance frameworks
necessitating community participation. In its
attempt to break down a policy of such enormous
scope into actionable projects and activities the
Mission had proposed a comprehensive yet
ambitious framework of landscape level
implementation. The Mission document
attempted at compartmentalizing the concept of
greening into streamlined programmes by first
outlining its objectives and targets and
then highlighting its strategies to achieve
them through sub-missions. The way forward for
this Mission would be to convert the
sub-missions into actionable projects either
through ongoing or fresh programmes with a
clear mandate.
The success of this Mission largely depends on
how effectively it achieves the mentioned
decentralized management of forests in the long
run. If not empowered sufficiently with
resources, capacity and authority, both the
governing bodies and community groups could
fail to perform activities to this effect.
In the context of this Mission, it is important to
understand how its design and comprehensive
framework has been enforced given the current
institutions in place and its distinguished
approach to greening, The Mission's progress had
been tracked through information published till
March 2015.
5.6 National Mission for a Green India
Introduction
a) Mainstreaming of Mission activities:
This could be easier since the activities
proposed by the Mission are of similar nature
as conventional departmental schemes (with
certain overlaps) but with a more scientific
and comprehensive design and fresh
implementation outlook.
b) No exclusive financing and institutional
mechanism for Mission activities: In certain
areas where it proposes coordinating with
exclusive forest management agencies, they
are existing bodies consisting of local
communities, SHGs and decentralized
governing agencies.
c) Need for greater coordinated efforts:
The Mission largely depends on convergence
between its activities and ongoing flagship
programmes and Centrally Sponsored Scheme
(CSS). There is no system in place to ensure
coordination between these departments
except for the recent Convergence Guidelines
released by the MoEF&CC.
d) Inadequate Compliance and Enforcement
mechanisms: The Mission does not include
any legal or regulatory framework through
which strict adherence can be ensured and
deviations penalised. Currently, it is dependent
on coordinating agencies like MNREGS, DAC
and CAMPA for their compliance mechanisms.
Key Observations
7Tracking the Mission's Progress
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
27
TA
BL
E 5
.6: T
RA
CK
ING
TH
E P
RO
GR
ES
S O
F G
IM
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
Fin
an
ceP
oli
cy A
dm
inis
tra
tio
n
1.
Pro
po
sed
bu
dge
t fo
r th
e M
issi
on
was
Rs.
46
,00
0/-
Cro
r es
ou
t o
f w
hic
h
thth
Rs.
13
,00
0/-
Cro
res
app
rove
d fo
r th
e 1
2 a
nd
13
Fiv
e Ye
ar P
lan
.
2.
Sou
rces
of
Fu
nd
s in
dic
ated
by
th
e Im
ple
men
tati
on
Gu
idel
ines
are
as
un
der
:
a.B
ud
get
ary
su
pp
ort
fro
m M
oE
F&
CC
: Rs.
2,0
00
Cr o
res
b.
Co
mp
ensa
tor y
Aff
ore
sta
tio
n F
un
d M
an
ag
emen
t &
Pla
nn
ing
Au
tho
rity
(CA
MPA
): R
s. 6
,00
0 C
r ore
s
c.M
GN
RE
GS:
Rs.
4,0
00
Cr o
res
d.
Fin
an
ce C
om
mis
sio
n g
ran
ts: R
s. 6
00
Cr o
res
e.N
ati
on
al A
ffo
rest
ati
on
Pro
gra
mm
e: R
s. 4
00
Cro
res
3.
Til
l 2
01
3-1
4, a
n a
mo
un
t o
f ap
pro
xim
atel
y R
s. 6
3 C
rore
s re
leas
ed t
o t
he
Stat
es to
pre
par
e th
eir
Bri
dge
an
d P
ersp
ecti
ve P
lan
s
4.
For
the
year
20
14
-15
, R
s. 8
0 C
rore
s w
as i
nit
iall
y a
pp
rove
d f
or
fun
din
gP
ersp
ecti
ve P
lan
s su
bm
itte
d b
y 1
1 S
tate
s.
5.
On
goin
g C
SS a
nd
flag
ship
sch
emes
un
der
the
Mo
EF
&C
C c
ou
ld b
e u
sed
as
afi
nan
cin
g ro
ute
for
imp
lem
enti
ng
the
Mis
sio
n a
ctiv
itie
s.
1.
Th
e M
issi
on
was
to b
e sp
earh
ead
ed b
y a
Mis
sio
n D
irec
tor a
te in
the
Nat
ion
al A
ffo
r est
atio
n a
nd
Eco
-dev
elo
pm
ent B
oar
d (
NA
EB
) b
ut c
urr
entl
y in
the
Mo
EF
&C
C.
2.
In F
ebru
ary
20
14
, th
e G
IM w
as a
pp
rove
d b
y t
he
Cab
inet
Co
mm
itte
e o
n E
con
om
ic A
ffai
rs a
s a
CSS
.
3.
Stat
e le
vel:
Sta
te F
ore
st D
evel
op
men
t A
gen
cy (
SFD
A)
in t
he
Fore
st D
epar
tmen
t t o
be
anex
clu
sive
bo
dy
for
GIM
act
ivit
ies,
no
su
ch a
rran
gem
ents
mad
e ye
t.
Dis
tric
t le
vel:
Mis
sio
n a
ctiv
itie
s to
be
coo
rdin
ated
th
rou
gh t
he
exis
tin
g D
istr
ict
Pla
nn
ing
Co
mm
itte
es (
DP
Cs)
an
d F
ore
st D
evel
op
men
t Age
nci
es (
FD
A).
Vil
lage
lev
el:
Gra
m S
abh
as,
JFM
Cs,
Co
mm
un
ity
Fo
rest
Man
agem
ent
(CF
M)
gro
up
s, V
anP
anch
ayat
s, V
illa
ge C
ou
nci
l etc
., to
pla
y v
ital
ro
les
in im
ple
men
tati
on
4.
Tw
o s
ets
of g
uid
elin
es w
ere
r ele
ased
in th
is c
on
text
.
a.Im
ple
men
tati
on
Gu
idel
ine
in N
ovem
ber
20
14
to
gu
ide
t he
pr e
pa
rati
on
of
the
Per
spec
tive
Pla
ns.
b.
Co
nve
rgen
ce G
uid
elin
es i
n M
arc
h 2
01
5 a
im t
o f
aci
lita
te c
on
verg
ence
bet
wee
n M
ah
atm
aG
an
dh
i Na
tio
na
l Ru
ral E
mp
loym
ent G
ua
ran
tee
Sch
eme
(MN
RE
Gs)
an
d th
e G
IM.
5.
Exc
lusi
ve
guid
elin
es
to
ease
o
ut
the
r egu
lato
ry
regi
me
for
har
vest
ing
and
tr
ansi
t o
fag
ro-f
ore
stry
sp
ecie
s is
exp
ecte
d t o
be
rele
ased
by
the
Mo
EF
&C
C.
Mo
nit
ori
ng
, Re
po
rtin
g, E
va
lua
tio
n &
Re
vis
ion
C
om
pli
an
ce &
En
for c
em
en
t
1.
Th
e M
issi
on
pro
po
sed
a fo
ur
leve
l M&
E fr
amew
ork
at
dif
fer e
nt
lan
dsc
ape
leve
ls. I
t in
volv
ed b
oth
in
tern
al a
nd
ext
ern
al a
gen
cy a
sses
smen
ts. A
s th
eM
issi
on
is
yet
to r
each
a s
tage
of
full
-fle
dge
d i
mp
lem
enta
tio
n,
it i
s to
oea
rly
to a
sses
s th
is fr
amew
ork
.
2.
Th
e Im
ple
men
tati
on
G
uid
elin
es
incl
ud
es
a P
erfo
rman
ce
Mo
nit
ori
ng
Fra
mew
ork
(P
MF
) te
mp
late
that
it r
equ
ires
all
the
imp
lem
enti
ng
agen
cies
to a
do
pt w
hil
e tr
ack
ing
the
pro
gres
s o
f th
e M
issi
on
act
ivit
ies.
Exi
stin
g r e
gula
tory
mec
han
ism
s ar
e ex
pec
ted
to fa
cili
tate
en
forc
emen
t w.r
.t. t
o th
is M
issi
on
:
a.D
epar
tmen
t o
f A
gric
ult
ure
an
d C
oo
per
atio
n (
DA
C)
has
dev
elo
ped
a c
om
pre
hen
sive
agri
cult
ure
po
licy
(N
atio
nal
Agr
ofo
rest
ry P
oli
cy,
20
14
) w
hic
h i
s ex
pec
ted
to
eas
e th
eu
pta
ke
of a
go-f
or e
stry
pr a
ctic
es a
mo
ngs
t Sta
tes.
b.
Th
e gu
idel
ines
(T
he
Gu
idel
ines
on
Sta
te C
om
pen
sato
ry A
ffo
rest
atio
n F
un
d M
anag
emen
tan
d P
lan
nin
g A
uth
ori
ty (
Stat
e C
AM
PA),
20
09
) is
sues
in th
e co
nte
xt o
f CA
MPA
are
exp
ecte
dto
pla
y a
vit
al r
ole
in s
up
erv
isin
g th
e d
istr
ibu
tio
n o
f fu
nd
s.
The Mission, through its initial document,
proposed a comprehensive set of targets,
strategies to achieve them and the financial
requirements for the same. The proposed
advisory committees actively assembled in
2011-12 to design and agreed upon acceptable
frameworks for identifying landscapes for
Mission implementation. The major outcome of
these meetings was to promote the States to
prepare their Bridge (One year) and Perspective
(Five/Ten Year) Plans and identify funding
sources for the same.
The next chronological step to implementation
was to release Implementation Guidelines
for States to follow while preparing their
Perspective Plans. While the States, since 2012,
simultaneously worked on preparing these plans
to indicate their landscapes and strategies to take
the GIM forward, the Implementation Guidelines
were released as late as November 2014.
During the consultations that ensued the release
of these guidelines, the States were required to
rework on their plans to adhere to them. This was
a task being repeated due to the delayed release
in the Implementation Guidelines.
Going forward, financing the chosen programmes
as well as projects at different landscapes as part
of the Perspective plans would be key in
deciding the progress achieved by the Mission.
Additionally, empowering decentralized bodies
with adequate capacity and regulatory powers
would enhance the Mission's achievements.
28
Mission Summary
a) D i s t i n c t i o n b e t w e e n M i s s i o n a n d
Departmental Schemes: There is a need to
maintain a distinction between ongoing
schemes and additionally funded schemes
specifically to benefit India's stance and
financing options in the context of
international climate negotiations. This would
highlight better, the efforts being dedicated
towards climate mitigation and adaptation by
the government.
b) Specialized capacity building: The thrust on
specific skill and capacity building across State
and village level bodies needs to be further
reinforced since the Mission heavily depends
on decentralized governance.
c) Need for coordinated efforts: Even though
coordinating agencies and programmes like
CAMPA, DAC and MNREGS have their own
mechanism and guidelines in place, synergy
between the Mission and such programmes
cannot be overlooked. Convergence guidelines
recently issued need to be applied with utmost
efficiency and in a transparent manner.
d) Climate Orientation: Although the traditional
knowledge and capacity of local governing
bodies in implementing existing schemes
cannot be undermined, renewed orientation
towards forest management with the objective
of mitigating and adapting to climate change
could make the Mission more impactful.
e) System of incentivizing governance and
ownership: A robust system of incentivizing
decentralized governance could further
i n c r e a s e t h e e f f i c a c y o f M i s s i o n' s
implementation. Hence the uptake of this
additional layer of Mission activities could be
further enhanced through appropriate
incentives. Mechanisms like the Payment for
Eco-system Services (PES) could be explored
for their relevance in certain areas to further
enhance community participation.
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
Recommendations
5.7 National Mission for Sustainable Agriculture
29
The National Mission for Sustainable Agriculture
(NMSA) seeks to devise appropriate adaptation
and mitigation strategies in the agriculture sector
in the context of risks associated with climate
change. These are towards achieving the larger
milestones of ensuring food security, equitable
access to food resources, enhancing livelihood
opportunities, improved farm practices using
new technology and contributing to economic
stability at the national level. The Mission
additionally classifies its strategies into
functional components viz. Research and
Development, Technology and Practices,
Infrastructure and Capacity Building to cross
analyze their technical capacity and financial 28requirements. The NMSA was accorded 'in
principle' approval by Prime Minister's Council
on Climate Change (PMCCC) in September 2010.
The Department of Agriculture & Cooperation
(DAC), the designated nodal agency for this
Mission, planned to implement the Mission
strategies by mainstreaming its ongoing
programmes with those of the NMSA. Along with
the Mission, the department also identified 17
goals, annual deliverables and stepwise time
frames to implement these in a separate
release(Climate Change Resources, 2010).
The NMSA is an apt example of mid-course
corrections being carried out wherein
programmes initially identified were refurbished
to be subsumed under DAC programmes, paving
way for exclusive and freshly developed
interventions under the Mission.
In 2014, a complete set of Operational Guidelines
(DAC, 2014) for NMSA implementation were
released, highlighting exclusive interventions
which would not be covered through other
programmes of the DAC. Consequently, the
revamped programmes of the DAC, like the
Rainfed Area Development Programme (RADP),
National Mission on Micro Irrigation (NMMI),
National Project on Organic Farming (NPOF),
National Project on Management of Soil Health &
Fertility (NPMSH&F) and the Central Sector
Scheme of Soil and Land Use Survey of India
(SLUSI), were subsumed to form the revised
programmatic interventions under the NMSA in
2014. These programmes were further stalled
from operation and their funds earmarked for the
new dimensions under NMSA.
Currently, the revamped NMSA, as an exclusive
programmatic Mission intervention, addresses 29only 4 dimensions with 5 deliverables .
The Mission, through its Operational Guidelines,
identified four interventions namely Rainfed
Area Development (RAD), On Farm Water
Management (OFWM), Soil Health Management
(SHM) and lastly Climate Change and Sustainable
Agriculture: Monitoring, Modeling and
Networking (CCSAMMN). These interventions
came into effect only from the year 2014.
Introduction
28 National Mission For Sustainable Agriculture - Strategies forMeeting the Challenges of Climate Change, Department ofAgriculture and Cooperation, Ministry of Agriculture, New Delhi, August 2010.
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
29 These 5 dimensions have been quoted based on a presentationmade by the DAC to indicate progress achieved by the Mission.
Tra
ckin
g t
he
Mis
sio
n's
Pro
gre
ss
30
30
Th
e va
rio
us
dim
ensi
on
s o
f p
rogr
ess
du
rin
g th
e co
urs
e o
f im
ple
men
tin
g th
e N
MSA
hav
e b
een
tra
cked
du
rin
g th
is S
tud
y a
nd
are
hig
hli
ghte
d
in t
his
sec
tio
n.
TA
BL
E 5
.7: T
RA
CK
ING
TH
E P
RO
GR
ES
S O
F N
MSA
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
30
Th
e M
issi
on
has
bee
n tr
ack
ed th
rou
gh v
ario
us
sou
rces
till
Jan
uar
y 2
01
5, h
ence
dev
elo
pm
ents
till
this
per
iod
alo
ne
are
refl
ecte
d in
this
ch
apte
r.
Fin
an
ceP
oli
cy A
dm
inis
tra
tio
n
1.
Init
ial b
ud
get p
rop
ose
d R
s. 1
,08
,00
0 C
rore
s2
.B
ud
get
rev
ised
to
R
s.
12
,56
4
Cro
res
afte
r N
MSA
w
as
rest
ruct
ure
d
(Rs.
13
,05
4 C
rore
s ap
pro
ved
)
1.
Stat
es
adv
ised
to
d
raft
A
nn
ual
A
ctio
n
Pla
ns
(AA
Ps)
an
d
5-7
ye
ar
Mis
sio
n
Imp
lem
enta
tio
n P
lan
s (M
IPs)
2.
Pri
or
to f
inal
izin
g M
IPs
a fe
w S
tate
s h
ave
fin
aliz
ed A
AP
s an
d a
re i
n t
he
pro
cess
of
seek
ing
app
rova
l fro
m D
AC
3
.L
earn
ing
fro
m N
ICR
A to
be
pro
vid
ed a
s in
pu
ts in
to N
MSA
, yet
to b
e d
ocu
men
ted
4.
Op
erat
ion
al G
uid
elin
es r
elea
sed
in 2
01
4 e
lab
ora
tin
g o
n im
ple
men
tati
on
fram
ewo
rk5
.M
issi
on
hea
vil
y d
epen
den
t on
co
nve
rgen
ce w
ith
on
goin
g fl
agsh
ip p
rogr
amm
es
Mo
nit
ori
ng
, Re
po
rtin
g, E
va
lua
tio
n &
Re
vis
ion
C
om
pli
an
ce &
En
forc
em
en
t
1.
Th
ree
tier
M
&E
fr
amew
ork
en
vis
aged
at
N
atio
nal
, St
ate
and
Dis
tric
t lev
els
2.
Cen
tre
and
Sta
te le
vel b
od
ies
hav
e b
een
est
abli
shed
wh
ile
Dis
tric
t
leve
l o
nes
are
yet
to
be
form
aliz
ed.
Fir
st S
tan
din
g T
ech
nic
al
Co
mm
itte
e (S
TC
) re
vie
w m
eeti
ng
hel
d in
Jan
uar
y 2
01
53
.M
issi
on
to a
lso
ad
op
t exi
stin
g m
ech
anis
ms
of D
AC
pro
gram
mes
Mis
sio
n d
oes
no
t p
rop
ose
exc
lusi
ve c
om
pli
ance
mec
han
ism
, ex
pec
ted
to
uti
lize
th
e sa
me
fro
m D
AC
pro
gram
mes
Although Mission implementation was delayed till
2014, there was a significant revamping of the
Mission by mainstreaming the ongoing agriculture
development programmes of DAC with its strategies
through a process of restructuring and convergence.
Currently, the NMSA comprises of exclusive
interventions to cover both adaptation and
mitigation of climate change impacts. The challenge
hereafter is to draw a roadmap for effective tracking
of the Mission activities which might mostly depend
on the DAC for its finances and institutional
framework. Nevertheless, strengthening the present
implementation process with proper coordination
between relevant stakeholders will enhance the
effectiveness of the NMSA. In the attempt to adopt a
decentralized design of accelerating implementation
of Mission activities, subtle overlaps between plans
prepared by different tiers of the government need to
be avoided.
Going forward, the Mission's progress largely
depends on designating roles and responsibilities to
different coordinating institutions as identified in the
Operational Guidelines and ensuring coordination
between such institutions within the different tiers of
governance. This would eliminate any overlap
between the sector and NMSA specific interventions
as well clarify their implementation framework.
31
Mission SummaryAAP and MIP. Considering that the Operational
Guidelines also promote integration of SAPCC
initiatives with those of the AAP, Climate
Change Cells (CCC) in the States would require
to work together with the nodal agencies for
the NMSA to achieve them. The need for
different tiers of governments with separate
mandates to work together reiterates the
requirement for greater coordination between
them to implement this Mission.
c) Chronology of implementation: As the
village and District level agricultural plans
need to be integrated first into the AAPs and
ultimately into the MIPs, it is important
to prioritize on developing the most
decentralized plan first and thereafter
consolidating them into higher level plans.
Any deviation in this chronology would only
reduce the robustness of such plans and could
result in overlaps between interventions.
d) Incorporating NICRA lessons into NMSA:
A detailed assessment report to include the
findings and lessons from NICRA could be
documented and thereafter integrated with
the NMSA to enhance its effectiveness and
reduce overlaps between the two programmes.
Common feedback suggested that such a
report could also discuss the enabling factors
and barriers in terms of adaptation
technologies, institutional set up, financial
sources, etc. to be provided as inputs to the
States for their AAPs and MIPs.
e) Outlining roles and responsibilities:
The NMSA could provide a mandate for all
coordinating institutions to prepare DPRs
like in the case of NMSHE, outlining their
plans and strategies for a stipulated period.
Currently, a l though the Operat ional
Guidelines clearly identify institutions for
implementation, their roles are yet to be
highlighted.
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
Recommendations
a) Convergence with ongoing programmes:
Mission interventions heavily depend on the
ongoing flagship schemes and CSS like the
IWMP, MNREGS, RKVY, etc. for their
implementation. Hence commensurate efforts
towards facilitating effective convergence
between Mission interventions and DAC
programmes need to be ensured. This would
further ease monitoring progress achieved by
the Mission.
b) Coordination between different nodal
agencies: The District and State level nodal
bodies require great levels of synchronization
since the former's plans are expected to feed
into the latter for further consolidation into the
Implementation: Various partner Ministries and Departments, most important being the Ministry of Earth
Sciences (MoES), Ministry of Science & Technology (MST) and MoEF&CC; others include the CSIR, DBT and
DoST. Most timelines are between September 2010 and 2011.
Monitoring: MoEF&CC (international oversight); MST & MoES (technology oversight) and Principal Scientific
Advisor (S&T oversight)
Approval mechanism: Committee of Secretaries (CoS) comprising members of MoES, various arms of
Ministry of Science & Technology (MST), MoEF&CC, DOS and MEA. Please note that there is no fixed timeline for
COS meetings and this is done on a need-basis.
Coordination cell: Comprises of a nodal officer each in MST, MoEF&CC and MoES. The cell reports to the
oversight mechanism, COS and Prime Minister's Office (PMO).
Financing:
1. Within partner Ministries/Departments (estimated to be above Rs. 2,500 Crores within the MST and
MoES)2. Separate allocations to support research and analysis in areas associated with technology related
activities in the R&D sector: It is proposed that Rs. 150 Crores would be required for thethimplementation of the Mission for the remainder of the 11 Plan Period. An additional special
provision has been made for Rs. 150 Crores within the allocated fund of Rs. 11,028 Crores for the DoSTthfor the 12 Plan Period. Special allocations of Rs. 2,500 Crores are planned for this period to build
capacity for various Missions/sub-Missions.
There are several ongoing activities in partner
Ministries/departments which fall under
keydomains as mentioned, which indirectly
provide support to the NMSKCC. Therefore for the
purposes of this Study, progress up to March 2015
is tracked under each of these thematic areas, and
not in terms of individual actions being
undertaken by partner ministries and agencies.
That is, no specific mention is made of the
Ministry, department or agency under whose
aegis the initiative is being undertaken.
5.8 National Mission on Strategic Knowledge for Climate Change
32
The National Mission on Strategic Knowledge for
Climate Change (NMSKCC) was envisaged as a
support Mission for generating and providing
strategic knowledge that feeds into the other
seven Missions under the NAPCC. There is
increasing cognisance of the lacunae in and
impediments that limit the ability of a national
knowledge system to deliver the required
outcomes for effective response. Keeping these in
mind, the Mission objectives fall broadly within
the following domains: knowledge generation &
networks, institutional networks, S&T
innovation, institutional capacity & human
resource investment and cross-pollination across
Missions.
Introduction
Mission Overview
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
Kn
ow
led
ge
Ge
ne
rati
on
Ne
two
rks
Inst
itu
tio
na
l N
etw
ork
s
1.
Cre
ati
on
of
Reg
ion
al
Cli
ma
te M
od
els
(RC
Ms)
– d
evel
op
men
t o
f 4
-6 R
CM
s
pro
po
sed
ove
r 2
01
3-2
01
7;
3 o
f th
ese
hav
e b
een
co
mp
lete
d.
INC
CA
has
rele
ased
“C
lim
ate
Ch
ange
an
d
Ind
ia:
A
4X
4
asse
ssm
ent”
to
ad
dre
ss
con
cern
s re
gard
ing
the
effe
cts
of c
lim
ate
chan
ge o
n n
atu
ral r
eso
urc
es a
nd
live
lih
oo
ds.
31
2.
Sub
mis
sio
n o
f tec
hn
ica
l rep
ort
s -
par
t o
f im
ple
men
tati
on
of s
ub
-Mis
sio
ns
,
bet
wee
n 1
0 t
o 1
2 r
epo
rts
to b
e p
rep
ared
ove
r 2
01
3-2
01
7,
wit
h a
nn
ual
fre
qu
en
cy.
Re
lev
an
t M
inis
trie
s a
nd
D
ep
art
me
nts
h
ave
p
ub
lish
ed
17
tech
nic
al r
epo
rts
so fa
r.3
23
.O
bse
rva
tio
na
l sy
stem
s &
mo
del
s -
3 i
nit
iati
ves
led
by
th
e M
oE
S fo
r
mea
suri
ng
and
mo
nit
ori
ng
key
cli
mat
e/b
ioge
och
emic
al v
aria
ble
s
4.
Sect
ora
l im
pa
cts
of
clim
ate
ch
an
ge
- A
gro
-met
ero
logy
in
itia
tive
of
the
Mo
ES
in c
on
jun
ctio
n w
ith
th
e IM
D a
nd
agr
icu
ltu
ral
un
iver
siti
es a
re
pro
vid
ing
wea
ther
ad
vis
ory
ser
vic
es t
o f
arm
ers
bef
ore
var
iou
s st
ages
of
farm
ing.
5.
Est
ab
lish
ing
kn
owle
dg
e n
etw
ork
s3
3
a.N
etw
ork
s id
enti
fied
in
sel
ect
area
sto
be
anch
ore
d b
y a
co
mp
eten
t
lead
in
stit
uti
on
. N
etw
ork
s o
n c
lim
ate
chan
ge i
mp
acts
on
hea
lth
&
lon
g-te
rm c
han
ge i
n w
eath
er h
ave
bee
n p
rep
ared
wh
ile
tho
se o
n
coas
tal v
uln
erab
ilit
y a
nd
aer
oso
ls to
be
do
ne
by
mid
dle
of 2
01
5.
b.
Tw
o r
epo
rts
on
cli
mat
e ch
ange
im
pac
t o
n a
gric
ult
ure
, oce
an s
yste
ms
and
cli
mat
e m
od
elin
g ar
e b
ein
g p
rep
ared
.
1.
Net
wo
rks
bet
wee
n k
now
led
ge
inst
itu
tio
ns
a.A
Nat
ion
al K
no
wle
dge
Net
wo
rk (
NK
N)
has
bee
n s
et u
p i
n 2
01
1 b
y t
he
PSA
to
ser
ve a
s th
e u
nd
erly
ing
infr
astr
uct
ure
to
su
pp
ort
dat
a sh
arin
g &
coll
abo
rati
on
, as
pro
po
sed
by
the
Mis
sio
n.
b.
Th
e G
RID
GA
RU
DA
in
itia
tive
is
a co
llab
ora
tio
n o
f sc
ien
tifi
c, e
ngi
nee
rin
g
and
aca
dem
ic c
om
mu
nit
y t
o c
arry
ou
t re
sear
ch &
exp
erim
enta
tio
n o
n a
nat
ion
-wid
e gr
id. C
urr
entl
y, it
co
nn
ects
45
inst
itu
tio
ns
acro
ss 1
7 c
itie
s.
2.
Da
ta s
ha
rin
g &
acc
ess
a.
Nat
ion
al D
ata
Shar
ing
& A
cces
s P
oli
cy (
ND
SAP
) h
as b
een
lau
nch
ed, b
ut
the
pro
gres
s is
no
t kn
ow
n.
b.
An
u
pd
atab
le
and
in
tera
ctiv
e k
no
wle
dge
p
ort
al
on
cl
imat
e ch
ange
rese
arch
– f
ree
circ
ula
tio
n o
n d
eman
d w
ith
in t
he
gove
rnm
ent
has
bee
n
pro
po
sed
an
d y
et to
be
init
iate
d.
c.L
imit
ed,
bu
t fr
ee
acce
ss
env
isag
ed,
wit
h
no
n-g
ove
rnm
enta
l an
d
acad
emic
res
earc
h in
stit
uti
on
s as
'reg
iste
red
use
rs' –
yet
to b
e in
itia
ted
.
TA
BL
E 5
.8: T
RA
CK
ING
TH
E P
RO
GR
ES
S O
F N
MS
KC
C A
CR
OS
S K
EY
DO
MA
INS
33
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
31
Res
earc
h o
n m
on
soo
ns,
sea
-lev
el r
ise
& s
torm
su
rges
, ext
rem
e w
eath
er e
ven
ts (
Mo
ES)
, gla
cier
s (D
oST
), a
gric
ult
ure
(M
oA
), w
ater
res
ou
rces
(M
oW
R),
hu
man
hea
lth
& d
isea
ses
(Min
istr
y o
fH
ealt
h),
fo
rest
s &
bio
div
ersi
ty (
Mo
EF
&C
C)
and
en
ergy
(M
oP,
MN
RE
)3
2T
he
Mo
ES
and
var
iou
s as
soci
ated
au
ton
om
ou
s b
od
ies
are
the
mai
n d
rive
rs o
f p
rov
idin
g o
bse
rvat
ion
al s
yste
ms
and
mo
del
s. T
hey
wo
rk o
n p
roje
cts
wh
ich
are
no
t fu
nd
ed f
rom
th
e N
MSK
CC
corp
us,
bu
t su
pp
lem
ent
the
exis
tin
g d
atab
ase.
Ho
wev
er r
epo
rts
pu
bli
shed
un
der
eac
h o
f th
ese
pro
gram
mes
is c
ou
nte
d a
s a
Tec
hn
ical
Rep
ort
.3
3M
on
soo
n d
yn
amic
s, a
ero
sols
, oce
an &
co
stal
ch
ange
, lo
ng-
term
ch
ange
in e
cosy
stem
s, s
ecto
r sp
ecif
ic v
uln
erab
ilit
y &
ad
apta
tio
n
S&
T I
nn
ov
ati
on
Inst
itu
tio
na
l C
ap
aci
ty &
Hu
ma
n R
eso
urc
e I
nv
est
me
nt
1.
Tec
hn
olo
gy
a.
Fo
rmat
ion
o
f te
chn
olo
gy
w
atch
g
rou
ps
to
sele
ct
&
pri
ori
tise
tech
no
logy
: Of t
he
11
gro
up
s to
be
form
ed o
ver
the
per
iod
20
13
-20
17
,
2 h
ave
bee
n fo
rmed
for
sola
r an
d r
enew
able
en
ergy
.
b.
Org
anis
atio
ns
are
curr
entl
y t
rack
ing
tech
no
logy
so
luti
on
s o
n t
hei
r
ow
n a
cco
rd a
nd
pro
vid
e ad
vis
ory
su
pp
ort
as
and
wh
en n
eed
ed.
2.
S&T
Inn
ova
tio
n
a.O
per
atio
na
lise
d
thro
ugh
m
itig
atio
n
&
adap
tati
on
su
b-M
issi
on
s;
thC
SI
has
set
asi
de
11
% o
f th
e 1
1 F
ive
Year
Pla
n b
ud
get
for
mit
igat
ion
op
tio
ns.
b.
Oth
er e
ffo
rts
incl
ud
e N
atio
nal
Mis
sio
n o
n B
amb
oo
Ap
pli
cati
on
s fo
r3
4en
ergy
gen
erat
ion
an
d d
esal
inat
ion
of
coas
tal
wat
er t
hro
ugh
NIO
T,
Ch
en
na
i,
an
d
oth
er
pro
gra
mm
es
un
de
r D
oST
li
ke
Ad
ap
tati
on
&
Vu
lner
abil
ity
ass
essm
ents
.
1.
Inst
itu
tio
na
l Ca
pa
city
a.C
entr
es o
f E
xcel
len
ce (
Co
Es)
to
be
init
iate
d b
y le
vera
gin
g in
fras
tru
ctu
re
& c
apab
ilit
ies
of
exis
tin
g in
stit
uti
on
s. 1
1 p
rop
osa
ls t
o t
his
eff
ect
wer
e
sele
cted
, of w
hic
h 2
wer
e C
oE
s.
b.
Ind
o-G
erm
an C
entr
e fo
r Su
stai
nab
ilit
y (
IGC
S) s
et u
p i
n I
IT-C
hen
nai
,
fun
ded
by
th
e M
ST,
in c
oll
abo
rati
on
an
d p
art
fun
din
g w
ith
DA
AD
,
Ger
man
y f
or
five
res
earc
h p
roje
cts
in f
ou
r th
emat
ic a
reas
- e
ner
gy,
lan
d-u
se, w
aste
an
d w
ater
- a
rou
nd
su
stai
nab
ilit
y c
hal
len
ges
that
wil
l be
exac
erb
ated
by
cli
mat
e ch
ange
2.
Hu
ma
n R
eso
urc
e In
vest
men
t
a.C
lim
ate
Ch
ange
R
esea
rch
&
Fe
llo
wsh
ip
Pro
gram
me
to
be
init
iate
d
to
crea
te
spec
ial
fell
ow
ship
s at
th
e p
re
&
po
st-d
oct
ora
l le
vel
-
75
fell
ow
ship
s h
ave
bee
n a
war
ded
.
b.
Pro
cess
of
form
ula
tin
g p
rofe
sso
r ch
airs
fo
r th
e n
ext
5 y
ears
has
bee
n
init
iate
d.
Inst
itu
tio
ns
that
ca
n
tak
e o
n
ince
nti
ves
to
attr
act
you
ng
scie
nti
sts
for
trai
nin
g li
nk
ed t
o g
uar
ante
ed e
mp
loy
men
t to
bri
ng
in
qu
alit
y m
anp
ow
er a
re b
ein
g id
enti
fied
.
34
TA
BL
E 5
.8 (
con
clu
de
d)
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
34 N
atio
nal
In
stit
ute
of
Oce
an T
ech
no
logy
(N
IOT
), C
hen
nai
The NMSKCC was envisaged as a Mission to
provide inputs to other Missions. Currently,
various Ministries, Departments and agencies
conduct climate change related research,which is
shared only on a need basis. Hence there are no
directives for convergence between the NMSKCC
and other Missions. However, clear areas of
synergy can be identified with several Missions.
For example, cryosphere research (NMSHE),
adaptation & vulnerability assessment of climate
change impacts on agriculture (NMSA) and
hydrological modeling (NWM). Once an effective
data sharing mechanism through the NKN is fully
operationalised, it can act as a hub where
information can be shared and accessed.
4. There is also an understanding of the critical
role that the State governments can play in
the Mission implementation and the need for
t h e i r e n ro l m e n t i n to t h e N M S KC C .
For example, it is proposed that a NMSKCC cell
will be created at the State level, wherein all
knowledge generated will be made available
to the relevant State machinery.
5. While the NMSKCC was conceived as a
support Mission to other Missions, the status
on this seems unclear. There are very few
guidelines in this regard.
6. Convergence between the NMSKCC and
State-level initiatives is not mentioned.
The Mission could have an overarching
structure whereby specific State level needs
for strategic knowledge could have been
identified and thereby attention devoted to
these. The cognisance of SAPCC for instance
does not reflect in the NMSKCC.
7. While the Mission discusses collaborations
and partnerships for inter-disciplinary
research and international cooperation on
S&T through strategic alliances, little has
moved on this front. The only effort in this
regard has been taken by the MoES for
technology enhancement for forecasting by
working with universities abroad.
8. Private sector participation through PPP
models in areas such as SPV applications and
R&D in carbon capture have not been
explored.
9. Outreach of scientific information in a
de-mystified manner, to wider audiences is
one of the stated objectives of the Mission.
It was proposed that NGOs (already working
with MoEF&CC and MoST) could be apposite
channels. This is an area where attention must
be devoted.
35
Cross-Pollination across Missions
Conclusions
1. The greatest achievement of the NMSKCC is
the genuine attempt that has been made in
building human and institutional capacity
for knowledge generation. This includes
understanding the critical need to build
platforms for filling overall knowledge
gaps; data acquisit ion and sharing;
regional and sector specific impacts of
climate change and emphasising the need
to look at adaptation to climate change by
studying socio-economic sectors.
2. Another success has been the reliance
on existing knowledge institutions ,
with special ized core competencies
and platforms for undertaking R&D.
The decision to use the NKN as the
underlying infrastructure for data sharing
and collaboration is one such example.
3. Avoidance of duplication of efforts by
stock-taking and mapping in detai l
nuances of the work being undertaken by
each Ministry and Department is another
positive aspect of the NMSKCC.
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
36
6. RecommendationsThis Study draws key inferences from tracking progress and evaluating the implementation status of the
National Missions. Significant take-aways and prescriptive suggestions specific to the Missions have been
presented alongside each Mission summary discussed in Chapter 5. A few overarching recommendations
commonly observed across all eight Missions that could be suitably absorbed into their planning and
implementation are discussed in this section.
Respond to administrative challenges in mainstreaming
The National Missions significantly explore the options of mainstreaming their activities through
existing infrastructure and financial resources. However, such an arrangement is expected to have its
own set of challenges as well. As mentioned in earlier sections of this report, existing governing
structures are observed to be entirely occupied with, at times even overstrained by, their in-house
programmes and hence climate change activities could assume lesser importance. Thereforeit would be
worthwhile to establish an exclusive executive body fairly unbridled by commitments to regular
departmental duties, to supervise Mission activities, especially in the case of those Missions yet to
achieve significant progress. Therefore it is acknowledged that while the existing system could
considerably contribute to the process of mainstreaming, there has to be a distinct human resource
mandate to secure their time and focus (and incentivize them as well) on the Mission in order to maintain
the required administrative momentum.
Joint financing channels for improving overall take-up
A common viewpoint shared by experts is that any Mission might achieve better take-up at the State level
if its components are converted into Centrally Sponsored Schemes. This is because of the conventional
financing and implementation channels that it could adopt, thereby reducing barriers to its progress.
This way, the Mission could assume the role of a more compliable mandate than that of a supporting
policy. Moreover, States can be better motivated to jointly invest efforts towards local capacity building in
technical and manpower aspects, which cannot be stressed sufficiently in this context.
Enable enforcement through robust regulatory environment
While some Missions have performed better in achieving their targets, others are yet to gain
similar momentum. This can be related with the availability of a robust regulatory and policy
environment provided for such programmes. The NMEEE and JNNSM are typical examples of this kind.
For other Missions, which are still at a nascent stage of implementation, setting up of a comparable
regulatory framework at this juncture would help enhancing the efficacy of its enforcement.
Establishing a corresponding framework at the State level will enhance the absorptive capacity of such
Missions. Enforcement and subsequent realization of Mission goals would remain as laggards until such
mechanisms are put in place.
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
37
Formalise and improve information systems
Several dispersed initiatives are currently being undertaken at decentralized levels, which are relevant to
Mission agendas (for instance, in areas of resilience building,empowering local institutions and
promoting resource conservation). However, these are not necessarily motivated by a specific climate
agenda, but largely through the mandate of ongoing development programmes, or the relatively more
proactive engagement of State and Local governments. There is inadequate capture of such efforts at the
District/State level to highlight relevant developments to the Centre. It is also recommended that
Departments regularly report co-benefits of their Mission schemes such as the resultant carbon savings,
etc. along with their progress updates to the PMCCC.
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
38
7. ConclusionThis Study, through its tracking of Mission progress and functional assessment of the same, examines
instances of “implementation deficit” (Makinde, 2005)that developing countries often experience due to
gaps between strong policies and their ground-level impacts. This goes to say that mere designing of
effective policies might not suffice in creating the desired effects but providing a conducive operational
environment to implementing the policies is key to it. It also highlights the need to recognize conscious
departures from a target-centric approach to the Missions' implementation. Most of the Missions
currently are reported in consonance with the targets outlined in the Mission document. However it
works to the Government's own interest to also highlight their progress and achievements in terms of the
policy environment and supporting infrastructure that has been developed to harmonize the functioning
of these Missions. Needless to say, this provides a more holistic image of the Government's initiatives in
the context of policy enforcement.
Knowing that the Missions are in place as dynamic policy documents, the way forward for them would be
for the Government to undertake necessary steps to provide timely and adequate support systems.
Given the scale of activities planned for climate mitigation and adaptation through these Missions and the
SAPCCs, the Government could also bundle their initiatives in an astute manner, thereby projecting its
achievements to a wide spectrum of stakeholders.
As highlighted by this evaluation of the NAPCC's implementation, a major portion of the Missions could
comprise of existing development programmes with renewed designs and comprehensive
implementation frameworks. This is a call for detailed mapping of overlap areas between Departmental
sectoral schemes with the National Missions as well as the SAPCCs. Such an exercise would only provide
more clarity on matching work areas with resources as well as identifying initiatives that require
additional resources, either through multi and bi-laterals or through dedicated climate funds. This would
work to the nation's benefit in the light of the upcoming Paris Summit 2015 where India would be
expected to indicate those intended adaptation measures that are to be undertaken with domestic
resources and those which require international support. This reflects a more pragmatic approach to
sourcing finances for the Missions as a key step to attaining the climate objectives set for the nation.
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
Bibliography (2009). Governance for Sustaining Himalayan Ecosystem: Guidelines and Best Practices. MoEF, GBPIHED.
(2009). The Guidelines on State Compensatory Afforestation Fund Management and Planning Authority
(State CAMPA). Ministry of Environment and Forests (MoEF).
(2010). National Mission For Sustainable Agriculture - Strategies for Meeting the Challenges of Climate
Change. Department of Agriculture and Cooperation.
(2010). The National Mission for a Green India . Ministry of Environment and Forests (MoEF).
(2014). Operational Guidelines, NMSA. Department of Agriculture and Cooperation.
(2014). The Final Report of the Expert Group on Low Carbon Strategies for Inclusive Growth. Planning
Commission, GoI.
Andhra Pradesh Electricity Regulatory Commission. (2014). Draft Amendment for RPO Regulation.
APERC.
Atteridge, A., Shrivastava, M. K., Pahuja, N., & Upadhyay, H. (2012). Climate Policy in India: What Shapes
International, National and State Policy? Ambio, 68-77.
Barua, P., & Fransen, T. a. (2014). Climate Policy Implementation Tracking Framework. World Resources
Institute.
Basu, S. (2011). India Solar Policy: Elements Casting Shadow on Harnessing the Potential. IDFC.
Bridge to India. (2013). Bankability and Debt Financing for Solar Projects in India. New Delhi: Bridge to
India.
Bureau of Energy Efficiency. Retrieved from www.bee.gov.in
Business Wire. (2013, April 11). IIT Madras and German University Renew Collaborative Research
I n i t i a t i v e s o n S u s t a i n a b i l i t y . R e t r i e v e d F e b r u a r y 2 2 , 2 0 1 5 , f r o m I I F L :
http://www.indiainfoline.com/article/print/news-business-wire-people/iit-madras-and-german-
university-renew-collaborative-research-initiatives-on-sustainability-114012902412_1.html
Byravan, S., & Rajan, C. (2012, July). An Evaluation of India's National Action Plan on Climate Change.
Centre for Development Finance (CDF), IFMR & Humanities and Social Sciences, IIT Madras.
Central Electricity Regulatory Commission. (2014). Determination of Forbearance and Floor Price for the
Solar REC (Petition No. SM/016/2014 Suo Motu). Chennai: CERC.
CERC. (2014). Petition No. SM/354/2013 (Suo-Motu). New Delhi: GoI.
Climate Change Resources, DAC. (2010). Climate Change Resources. Retrieved from Agriculture and
Cooperation: http://agricoop.nic.in/Climatechange/
Comprehensive Mission Documents for National Water Mission. (2011). Ministry of Water Resources,
Government of India.
39
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
DAC. (2014). Department of Agriculture and Cooperation, MoA. National Mission for Sustainable
Agriculture (NMSA) - Operational Guidelines.
e-Book: Ministry of Water Resources. (2015, March). Retrieved from Ministry of Water Resources:
http://wrmin.nic.in/forms/list.aspx?lid=1245&Id=4
Energy Sector Assistance Programme. (2013). Paving the Way for a Transformational Future: Lessons
from JNNSM Phase I. World Bank.
Energy Statistics. (2013). Ministry of Statistics and Programme Implementation, Government of India.
FICCI Solar Financing Subgroup. (2013). FICCI Solar Energy Task Force Report on Financing Solar Energy.
New Delhi: FICCI - SETF.
Final URDPFI Guidelines-2014. Retrieved from Ministry of Urban Development, GoI:
http://moud.gov.in/URDPFI
Forum of Regulators. (2014). Minutes of the 41st Meeting of the forum of Regulators. New Delhi:
Government of India.
Ghosh, A., Palakshappa, R., Raje, S., Lamboria, A., Jaiswal, A., Gowrishankar, V., et al. (2012). Laying the
Foundation for a Bright Future: Assessing Progress Under Phase 1 of India's National Solar Mission .
Mumbai: CEEW; NRDC; Shakti Foundation.
Jawaharlal Nehru National Solar Mission. (2010). Ministry of New and Renewable Energy, Government of
India.
Krithika, P., & Mahajan, S. (2014). Background Paper: Governance of Renewable Energy in India: Issues and
Challenges. New Delhi: TERI.
Magal, A., Engelmeier, T., Mathew, G., Gambhir, A., Dixit, S., Kulkarni, A., et al. (2014). Grid Integration of
Distributed Solar Photovoltaics (PV) in India. Prayas Energy Group.
Makinde, T. (2005). Problems of policy implementation in developing nations: The Nigerian experience.
Journal of Social sciences, 63-69.
MNRE - No. 30/11/2012-2013/NSM. (2014). Continuation of "Off-Grid and Decentralized Solar
Applications" Scheme in the 2nd Phase of the JNNSM During the 12th Plan Period including 2014-15:
"Guidelines Grid Connected Rooftop and Small Solar Power Plants Programme". New Delhi: GoI.
MoEF. (2015, March). Guidelines for Convergence of MNREGS with GIM of MoEFCC.
National Agroforestry Policy. (2014). Department of Agriculture and Cooperation, Ministry of
Agriculture.
National Knowledge Network. Retrieved February 22, 2015, from www.nkn.in
National Mission for Enhanced Energy Efficiency. (2008, December). Ministry of Power, Bureau of Energy
Efficiency.
National Mission on Strategic Knowledge for Climate Change (NMSKCC). (2010, July). Ministry of Science
and Technology, Government of India.
40
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
National Mission on Sustainable Habitat. (2010). Ministry of Urban Development (MoUD), Government
of India.
Pricewaterhouse Coopers. (2014). The PAT Scheme: Analysis, Insights and Way Forward.
Pricewaterhouse Coopers.
Singh, D. S. (2012, October). Improving Energy Efficiency In India: Need For A Targeted And Tailored
Strategy. Prayas Energy Group.
Singh, D., & Sant, G. (2011). Strategic Actions for Rapid Implementation of Energy Efficiency. Prayas
Energy Group.
Smart Cities. Retrieved November 14, 2014, from Smart Cities, Ministry of Urban Development, GoI:
http://indiansmartcities.in/site/index.aspx
The National Mission for Sustaining the Himalayan Ecosystem (NMSHE). (2010). Department of
Science & Technology.
Uttarakhand Electricity Regulatory Commission. (2014). Order on non-compliance of RPO by UPCL.
Dehradun: UERC.
Winrock International. (2013). Study of the potential for deepening the coverage of Perform, Achieve &
Trade (PAT). Centre for Science, Technology & Policy.
41
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
The Study team interacted with key government officials, including Mission Directors, Advisors and other
relevant representatives, who have shared their views and provided invaluable inputs on the progress of
the National Missions. The following is a list of nodal Ministries, Departments, technical secretariats and
affiliate institutions contacted for the purpose of this Study:
Bureau of Energy Efficiency
Central Public Health and Environmental Engineering Organisation (CPHEEO), MoUD
Central Research Institute for Dryland Agriculture
Climate Change Cell, Central Water Commission
Climate Change Cell, Department of Agriculture and Cooperation
Climate Change Department, MoEF&CC
Commissionerates of Agriculture in Tamil Nadu, Karnataka, Madhya Pradesh & Rajasthan
Department of Agriculture and Cooperation, Ministry of Agriculture
Department of Science & Technology
Energy Efficiency Services Limited
Housing and Urban Development Corporation Ltd. (HUDCO), New Delhi
Indian Council of Agricultural Research
Institute of Metro and Rail Technology (IMRT), Hyderabad
Ministry of Earth Sciences
Ministry of Environment, Forest & Climate Change
Ministry of Housing and Urban Poverty Alleviation
Ministry of New and Renewable Energy
Ministry of Urban Development
Mission Secretariat, National Water Mission, Ministry of Water Resources
National Institute of Hydrology
Project Management Unit for JnNURM Mission Directorate, MoUD
Public Health Engineering Division, MoUD
Solar Energy Corporation of India
Town and City Planning Organisation (TCPO), MoUD
Urban Transport Division, MoUD
The following is a of list domain experts from the academia, research institutions, NGOs and other private
sector organisations that the team reached out to during the course of the Study.
1. Dr. Arivudai Nambi. A, Strategy Head, Vulnerability and Adaptation, World Resource Institute
2. Dr. A.L. Ramanathan, Professor, School of Environmental Sciences, Jawaharlal Nehru University
3. Mr. Anil Kumar Gupta, Director, Wadia Institute of Himalayan Glaciology
4. Mr. Asaf Maman, Director of Solar Commercial Development, Focal Energy
5. Mr. Andren Jeffries, Energy Head (India), Asian Development Bank
6. Mr. Chetan Krishna, MIT
7. Ms. Disha Banerjee, National Solar Energy Federation of India (NSEFI)
42
Annexure: List of Experts
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
Ms. Divya Sharma, Fellow, The Energy Resources Institute (TERI), New Delhi
Dr. P.P. Dhyani, Director, GB Pant Insitute of Himalayan Environment and Development
Mr. Girish Narang, Managing Director, Tripower Solar Pvt. Ltd.
Mr. Hemanshu Sugandhi, Senior Manager, Business Development and Strategy, SolarArise
Mr. Jagdish Agarwal, Senior Vice President, Welspun Renewables Energy Pvt. Ltd.
Ms. Kanika Chawla, Junior Research Associate, Council on Energy, Environment and Water
(CEEW), New Delhi
Ms. Kanika Kalra, Urban Transport Expert, Institute of Urban Transport, New Delhi
Dr. V. B. Mathur, Director, Wildlife Institute of India
Prof. Meenakshi Dhote, Head, Department of Environmental Planning, School of Planning and
Architecture (SPA), New Delhi
Mr. Mohan Reddy, Programme Officer, Inspire International
Mr. Mohua Mukherjee, Senior Energy Specialist, World Bank
Ms. Neha Pahuja, Research Associate, TERI, New Delhi
Mr. Neeraj Gupta, Pricewaterhouse Coopers (PWC)
Mr. Ravi Ranjan, Director, Sustainable Environment Resource Institute, (Cities Network
Campaign), Noida
Dr. Sanjukkta Bhaduri, Head, Department of Urban Planning, SPA, New Delhi
Dr. Sathyakumar, Scientist, Wildlife Institute of India
Prof. H. M. Shivanand Swamy, Faculty of Planning, Centre for Environmental Planning and
Technology (CEPT), Ahmedabad
Mr. Shirish Garud, Associate Director, Energy-Environment Technology Development Division,
TERI, New Delhi
Mr. Shirish Sinha, Deputy Director of Cooperation, Swiss Agency for Development and
Cooperation (SDC)
Ms. Shubhra Jain, Independent Consultant on Urban Sanitation
Mr. Timon Herzog, Principal Advisor, ComSolar, Deutsche Gesellschaft fur Internationale
Zusammenarbeit (GIZ) GmbH
Prof. Usha P. Raghupathi, Professor, National Institute of Urban Affairs (NIUA), New Delhi
Dr. Vaibhav Chaturvedi, Research Fellow, CEEW, New Delhi
Mr. K.R. Viswanathan, International Climate Adaptation Specialist, Practical Action Consulting
Mr. Yash Trivedi, Business Development Executive, Solpower Green Pvt. Ltd.
43
Implementation of the National Action Plan on Climate Change (NAPCC) - Progress & Evaluation
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
For further details on this Study, please contact Vivek Venkataramani ([email protected]), Researcher in the Environment and Climate Change Programme at the Centre for Development Finance (CDF), IFMR LEAD.L E A D