Embedding learning culture through externally aided projects in forestry sector

Abstract

Karnataka Forest Department (KFD) has a history of 140 years and has its own culture and functional domain. In the last 20 years attempts are being made to take the KFD out of its original mould and make it relevant to the present day issues. This is attempted through externally aided projects (EAPs) as the domestic budget support is waning. Under the EAPs attempts have been made to expand the size of KFD and imbue it with necessary faculties to take on the new challenges. The study makes an attempt to find out how far the EAPs or successful in embedding organizational learning culture inKFD. The survey was done covering 520 respondents (approximately 8pct. of the working strength) across all cadres in KFD and the results have been compiled. It is supplemented by interviews with nine senior officers, who have handled the EAPs responsibilities.Results indicate that there is a large gap in the priorities and concerns of the lenders and the KFD. EAPs are being used as an additional budget stream for afforestation program KFD and not for metamorphosing itself into a development agency. Transformation is difficult given its original portfolio of protecting and policing forest estates. The study reveals that forcing the transformation on the agency is severely eroding the organizational identity, which in turn is affecting the performance of individuals and their commitment. EAPs have not succeeded in embedding learning culture in KFD, which is suffering from lack of flexibility, environmental blindness and paralysis. The study concludes with a discussion on the policy implications for situations with or withoutEAPs. Segregation of regulatory and development responsibilities, shortening the chain of command, mobilizing domestic resources efficiently, building flexibility into the system, better training and preparation of lower subordinates to handle the project responsibilities are some of the measures suggested.