December 2015 September 2017mail.knnlindia.com/kaveri2/Documents/KISWRMIP MTR 2 Feb 2017Close.pdf · With the assistance of the Asian Development Bank, Government of Karnataka has

KARNATAKA NEERAVARI NIGAM LTD

Karnataka Integrated and Sustainable

Water Resources Management Investment Program

ADB LOAN No. 3172-IND

Mid Term Progress Report

December 2015 – September 2017

Project Management Unit, KISWRMIP

Project Support Consultant

SMEC International Pty. Ltd. Australia in association with

SMEC (India) Pvt. Ltd.

December 2017

DOCUMENTS/REPORT CONTROL FORM

Report Name Mid-term Progress Report December 2015-September 2017

Project Name: Karnataka Integrated and Sustainable Water Resources Management Investment Program- Consultancy Services for Project Support Consultant (PSC)

Project Number: 5061164

Report for: Karnataka Neeravari Nigam Ltd (KNNL), Bengaluru

REVISION HISTORY

Revision # Date Prepared by Reviewed by Approved for Issue by

1 31 December 2017 Dr Srinivas Mudrakartha & Team

Dr Srinivas Mudrakartha; Mahmood Ahmad

SM/MA

2 2 February 2018 Dr Srinivas Mudrakartha & Team

Dr Srinivas Mudrakartha; Mahmood Ahmad

SM/MA

ISSUE REGISTER

Distribution List Date Issued Number of Copies

KNNL 2 February 2018 10

SMEC Staff

Associate (Mahmood Ahmad) 2 February 2018 1

Office Library (Shivamogga) 2 February 2018 1

SMEC Project File 2 February 2018 1

SMEC COMPANY DETAILS

Dr Hasan A. Kazmi

387, Udyog Vihar, Phase-2, Gurgaon – 122002, Haryana

Tel: +91 124 4552800

Fax: +91 124 4380043

Email: [email protected]; [email protected], Website: www.smec.com

mailto:[email protected]


http://www.smec.com/

Mid-term Progress Report December 2015 – September 2017

Karnataka Integrated and Sustainable Water Resources Management Investment Program-KISWRMIP

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CONTENTS 1. KISWRMIP – The Program ................................................................................................................................. 1

1.1 Introduction .................................................................................................................................................. 1

1.2 KISWRMIP-Subprojects for Modernization .................................................................................................. 2

1.3 Program Implementation Arrangements ...................................................................................................... 5

1.4 Milestones and Activities .............................................................................................................................. 9

1.5 Utilisation of Funds – Project 1 .................................................................................................................. 10

1.6 Contract Awards ......................................................................................................................................... 11

1.7 Disbursements ........................................................................................................................................... 11

1.8 Design Monitoring Framework Indicators ................................................................................................... 12

1.9 Deliverables of Project 1-Status ................................................................................................................. 13

2. GONDI MODERNIZATION WORKS .................................................................................................................. 14

2.1 Gondi Physical and Financial Progress ...................................................................................................... 14

2.2 Divisional Office Improvements .................................................................................................................. 21

2.3 Aqueduct Repairs ....................................................................................................................................... 21

2.4 Security Office & Anicut Repairs ................................................................................................................ 21

2.5 Flow Measurement and Telemetry System ................................................................................................ 21

2.5.1 Physical Progress-Telemetry ............................................................................................................ 22

2.5.2 Financial Progress-Telemetry ........................................................................................................... 24

2.6 Water User Cooperative Societies ............................................................................................................. 24

2.6.1 WUCS Workshop for Promoting PIM ................................................................................................ 24

2.6.2 Baseline Assessment and Strengthening of WUCS ......................................................................... 26

2.7 Gondi WUCS Strengthening Activity .......................................................................................................... 27

2.7.1 Progress ........................................................................................................................................... 28

2.7.2 Description of some key performance indicators of WUCS .............................................................. 30

2.7.3 WUCS-wise Total Farmers and Shareholders .................................................................................. 30

2.7.4 WUCS Membership Drive and One-time grant ................................................................................. 31

2.7.5 Representation in WUCS Board, Canal Reach-wise ........................................................................ 31

2.7.6 Updating of Demand, Collection and Balance Book ......................................................................... 32

2.7.7 Water Cess Collection ...................................................................................................................... 32

2.7.8 WUCS Auditing and Annual General Body Meeting ......................................................................... 33

2.7.9 GST Compliance............................................................................................................................... 33

2.7.10 Own Buildings for WUCS Offices ...................................................................................................... 33

2.8 CAD Package Works ................................................................................................................................. 36

2.8.1 Extension Letters .............................................................................................................................. 42

2.8.2 WhatsApp Group of Gondi WUCS .................................................................................................... 43

2.8.3 Award for three Best Performing WUCS ........................................................................................... 43

2.9 Sustainable Agriculture .............................................................................................................................. 43

2.10 Gondi O&M and Asset Management Plan ................................................................................................. 44

2.11 Safeguard Monitoring of Gondi Irrigation System ...................................................................................... 44

2.11.1 Environmental Indicators .................................................................................................................. 45

2.11.2 Other Mitigation Measures ................................................................................................................ 46

2.12 Social Management Framework and Gender Action Plan ......................................................................... 48

2.12.1 Gender Action Plan and Progress .................................................................................................... 49

2.12.2 Orientation for Increasing Women’s Participation ............................................................................. 51

2.12.3 Sub-committee Formation ................................................................................................................. 52

2.13 Gondi Federation and Women’s Participation ............................................................................................ 52

2.14 Information, Education and Communication .............................................................................................. 53

2.15 Program Performance Management System ............................................................................................. 54

3. Project 2 Subprojects Feasibility Study ......................................................................................................... 57

3.1 Modernization of Vijayanagara Channel Irrigation System ........................................................................ 57

http://www.google.co.in/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwj2__K9vv7JAhWSc44KHbbtDvsQjRwIBw&url=http://www.eitech.in/prj_clients.php&psig=AFQjCNGCzxJ7u_JT1VkAntxQkPfE_KL8Cg&ust=1451389799609470



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3.1.1 VNC Feasibility Study Report (2016) ................................................................................................ 57

3.1.2 Revised VNC Feasibility Report (2017) ............................................................................................ 58

3.1.3 VNC Bid Document ........................................................................................................................... 58

3.2 TBP Bid Document and Feasibility Study ................................................................................................... 61

4. PROJECT STAFF MOBILISATION ................................................................................................................... 62

4.1 Mobilisation during the Reporting Period ................................................................................................... 62

5. KEY ACTIVITIES FOR REMAINING PROJECT DURATION ........................................................................... 65

5.1 Project 1: Gondi Modernization .................................................................................................................. 65

5.2 Project 2 Sub Projects: VNC and TBP ....................................................................................................... 66

TABLES

Table 1: Salient features of Gondi Irrigation System ..................................................................................................... 3 Table 2: Salient features of Vijayanagara Channels ..................................................................................................... 4 Table 3: PMU Staff position as of 30 September 2017 ................................................................................................. 7 Table 4: Program Basic Data ........................................................................................................................................ 7 Table 5: Milestones and Activities ................................................................................................................................. 9 Table 6: Gondi Modernization ..................................................................................................................................... 10 Table 7: Contract award under Project -1 ................................................................................................................... 11 Table 8: Details of disbursement under the Project-1 ................................................................................................. 11 Table 9: Status of DMF for Project 1 ........................................................................................................................... 12 Table 10: Important deliverables for Project-1 activities .............................................................................................. 13 Table 11: Gondi Canal Structures and Lining: Physical Progress of works as of 30 September 2017 ....................... 17 Table 12: Financial Progress of Civil Works as of 30 September 2017 ...................................................................... 18 Table 13: Equipment details for flow measurement in Tungabhadra Sub-basin ......................................................... 22 Table 14: Installation of Telemetry Systems-Status as of 30 September 2017 ........................................................... 22 Table 15: List of Trainings Organized as of 30 September 2017 ............................................................................... 29 Table 16: WUCS-wise Total farmers and shareholders ............................................................................................. 30 Table 17: WUCS-wise Membership Contribution and CADA grant as of 30 September 2017 ................................... 31 Table 18: Representation in WUCS Board, Canal Reach-wise .................................................................................. 32 Table 19: Water Cess on crops ................................................................................................................................... 33 Table 20: Details of Site procurement for WUCS buildings ......................................................................................... 35 Table 21: Construction Management Training Programmes held as of 30 September 2017 ...................................... 42 Table 22: Gender Action Plan and Progress ............................................................................................................... 50 Table 23: Gender Orientation Programmes Conducted during April to September 2017 ........................................... 51 Table 24: Sub-committees and Women Representation as of 30 September 2017 ................................................... 52 Table 25: Staff mobilization during the reporting period .............................................................................................. 62

FIGURES

Figures 1 & 2: Krishna River network and Tungabhadra sub-basins ............................................................................ 1 Figure 3: Bhadra Irrigation System along with Gondi Irrigation System (PPTA, 2013) ................................................. 2 Figure 4: Vijayanagara upstream channels (PPTA, 2013) ............................................................................................ 4 Figure 5: Implementation arrangement for KISWRMIP ................................................................................................. 6 Figure 6: S Curve: Physical Programme and Progress under Gondi Irrigation System Modernization....................... 15 Figure 7: S Curve: Financial Programme and Progress under Gondi Irrigation System Modernization...................... 16 Figure 8: Telemetry Station Installation ....................................................................................................................... 23 Figure 9: Flow Chart depicting Process of Finalizing Farmers List for Collection of Water Cess by WUCS ............... 34 Figure 10: Closed Danayakapura Burrow Area now used for cultivation .................................................................... 47 Figure 11: Composting Unit at the Kodihalli Campsite ................................................................................................ 47 Figure 12: PMIS Screenshots ..................................................................................................................................... 55




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ANNEXURES

Annexure 1 – Gondi WUCS CAD Package Works: Physical and Financial Progress as of September 2017

Annexure 2 – Summary of Desk Review and Assessment of Training Institutions for Capacity Building

Annexure 3 – Gondi WUCS Administration: Second Baseline Assessment

Annexure 4 – Guidelines for Civil Works in TOCR and Heritage Areas




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GLOSSARY

ACIWRM Advanced Centre for Integrated Water Resources Management ADB Asian Development Bank AGM Annual General Meeting APR Annual Progress Report BRP Bhadra River Project BRRBC Bhadra Reservoir Right Bank Canal CADA Command Area Development Authority CCA Culturable Command Area CEMP Construction Environmental Management Plan CPM Community Participation Management CWC Central Water Commission DDR Due Diligence Report DEA Department of Economic Affairs DMF Design & Monitoring Framework DPOs Direct Pipe Outlets DPR Detailed Project Report DSS Decision Support System EARF Environmental Assessment Review Framework EIA Environmental Impact Assessment EMP Environmental Management Plan FAM Facility Administration Manual FAO UN Food and Agriculture Organisation FFS Farmer Field School FGD Focus Group Discussion FMT Flow Measurement Telemetry FSR Feasibility Study Report GAP Gender Action Plan GLBC Gondi Left Bank Canal GoK Government of Karnataka GRBC Gondi Right Bank Canal ICB International Competitive Bidding ICZ Irrigation Central Zone IEC Information Education and Communication IEE Initial Environmental Examination IP Indigenous Peoples IR Involuntary Resettlement IWRM Integrated Water Resources Management JV Joint Venture KERS Karnataka Engineering Research Station KISWRMIP Karnataka Integrated and Sustainable Water Resource Management Investment Program KNNL Karnataka Neeravari Nigam Limited KVK Krishi Vigyan Kendra (Agriculture Science Centre) LARP Land Acquisition and Resettlement Plan LBHLC Left Bank High Level Canal LBMC Left Bank Main Canal MASSCOTE Mapping Systems and Services for Canal Operation Techniques MFF Multi-tranche Finance Facility MIS Management Information System MoU Memorandum of Understanding MTR Mid-Term Report NCA Net Command Area NEP National Environment Policy NGO Non-Government Organisation O&M Operation and Maintenance




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PALMS Productive Agriculture Linkages and Marketing System PCC Program Co-ordination Committee PD Project Director PIO Project Implementation Office PMIS Program Monitoring Information System PMMS Program Monitoring Management System PMU Project Management Unit PPMS Program Performance Monitoring System PPTA Project Preparation Technical Assistance PRA Participatory Rural Appraisal PSA Poverty and Social Assessment PSC Project Support Consultant QCBS Quality cum Cost Based System QPR Quarterly Progress Report RBC Right Bank Canal RBHLC Right Bank High Level Canal RBLLC Right Bank Low Level Canal RFP Request for Proposal RICM Regional Institute of Cooperative Management RMP Risk Management Plan SC State Steering Committee GoK Government of Karnataka SHG Self-Help Group SMEC Snowy Mountains Engineering Corporation SMF Social Management Framework SRI System of Rice Intensification SST Support Services Team TBP Tungabhadra Project TLBC Tungabhadra Left Bank Canal TNA Training Needs Assessment ToR Terms of Reference TRBC Tungabhadra Right Bank Canal VFG Village Farmers Group VNC Vijayanagara Channels WA Withdrawal Application WALMI Water and Land Management Institute WRD Water Resource Department WRIS Water Resources Information System WUCS Water Users Co-operative Society




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1. KISWRMIP – THE PROGRAM

1.1 Introduction

Karnataka is a water stressed State in India with ever increasing inter-sectoral water demands, agriculture being the

major sector.

With the assistance of the Asian Development Bank, Government of Karnataka has launched the Karnataka

Integrated and Sustainable Water Resources Management Investment Program (KISWRMIP), with the objective of

improving water availability for competing water demands in the selected river basins by implementing integrated

water resources management (IWRM) and improving irrigation services delivery in the State. The program is

expected to increase water use efficiency and provide economic opportunities, in particular, to women, and improve

rural incomes. The focus of the Program for implementation of physical works is Krishna Basin, in particular, the

Tungabhadra Sub-basin (Figures 1 and 2). However, the IWRM activities will be implemented State-wide.

The multi-tranche financing facility (MFF) for the KISWRMIP and the periodic financing request (PFR) for Project-1

were approved by ADB on 25 September 2014 and 17 October 2014 respectively. The total cost of the investment

program over the period 2014-2021 is expected to be $225 million, with ADB financing amounting to $150 million.

Project 1, estimated at $48 million, is expected to be completed by September 2018. Project 1 financing comprises

$31 million from ADB’s ordinary capital resources, $16.6 million from the Government of Karnataka (GoK), and

$400,000 of beneficiary contribution. The loan effective from 13 July 2015 is scheduled for closing on 31 March

2019.

Figures 1 & 2: Krishna River network and Tungabhadra sub-basins

The Program is being implemented in two tranches (or projects): the first 4-year Project 1 is to be followed by a 6-

year Project 2 planned to commence after one year of Project 1 implementation. While Project 1 on Gondi

Modernization is going on, studies for Project 2 are currently under progress. Implementation is yet to begin.

Project Outputs

The Program comprises three outputs:

Output 1: State and Basin Institutions Strengthened for IWRM

This output will strengthen the institutional capacities of the Water Resources Department (WRD) and the Advanced

Centre for IWRM (AC-IWRM) to implement IWRM in select river basins in Karnataka. This will include: (i)

development and implementation of river basin plans to better manage water resources; (ii) capacity building and

certification of the WRD (including its associated agencies like Karnataka Neeravari Nigam Limited [KNNL]) in IWRM

with 30% of trainees being women, and (iii) improved water resources information systems.




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Output 2: Irrigation System Infrastructure and Management Modernized

This output will include: (i) modernization of irrigation infrastructure including installation of telemetry for canal flow

measurement of three irrigation subprojects within the Tungabhadra Sub-basin (Gondi Subproject under Project 1,

and Vijayanagara Channels (VNC) and Tungabhadra Left Bank Canal (TLBC) under Project 2); (ii) strengthening

asset management and main system operation and maintenance (O&M), and (iii) capacity building of inclusive water

user cooperative societies (WUCS) with women representation, for improved operation, maintenance and water

management within their respective command area.

Output 3: Program Management Systems Operational

PMU located in KNNL Head Quarters at Bangalore are responsible for successful implementation of both Project 1

and Project 2. This output focuses on the delivery of the two projects in time and within the budget.

1.2 KISWRMIP-Subprojects for Modernization

The KISWRMIP includes modernization of 3 irrigation projects: (a) Gondi Irrigation system-part of Bhadra Irrigation

System - under Project 1, and (b) Vijayanagara Channels (VNC) and (c) part of Tungabhadra Project (TBP) under

Project 2. [Currently, Tungabhadra Left Bank Canal under TBP is under consideration for modernization].

a) Gondi Irrigation System

The Gondi Anicut was built across the Bhadra River near

Gondi Village about 11.56 km from Bhadravathi Town,

Shivamogga. It is located a 14.50 km downstream of the

Bhadra Dam. It lies within the larger and more recent

Bhadra Irrigation System but has its own supply from the

Gondi Anicut (Figure 3). The Culturable Command Area

(CCA) of the Gondi System is about 4,600 ha. Some

relevant and salient features of the system are given in

Table 1.

Project -1 Gondi Irrigation System Modernization

comprises the following components:

1. Improvement of canals including provision of

canal lining to meet future water delivery

requirements. Lining is by concrete paver lining.

2. Repair/replacement of all canal structures to

support future operational objectives.

3. Supply and installation of telemetry-based flow

measurement equipment at 20 locations.

4. Command area development works in 4,600 ha

provided with Command Area Development

works.

5. Capacity development of system operations staff

and water users to enable them to effectively use

the flow measurement system and provide

improved water distribution service.

Figure 3: Bhadra Irrigation System along with Gondi Irrigation System (PPTA, 2013)




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Table 1: Salient features of Gondi Irrigation System

Particulars Left Bank Area Right Bank Area Total

CCA (ha) 220 4,380 4,600

Main canal length (km) 14.74 74.24 88.98

Distributaries (nos.) 0 16 16

Cart bridges (nos.) 20 86 106

DPOs on main canal (nos.) 20 130 150

Drainage inlets (nos.) 18 42 60

Relieving weirs (nos.) 8 22 30

Escape sluices (nos.) 0 8 8

Aqueducts (nos.) 0 3 3

Field Irrigation Channels (FIC) - - 158.94

Cross Drainage Works across FICs

- - 1852

Tanks (nos.) 0 20 20

Canal section Unlined Unlined

Main canal alignment Contour Contour

b) Vijayanagara Channels

Vijayanagara Channel (VNC) System is a run-of-the-river irrigation channel system built during the Vijayanagara

Dynasty about 400 years ago. One of the original 19 channels (Rampura) caters to the irrigation needs of the

neighbouring state, Andhra Pradesh. Amongst the 18 channels that serve the command area in Karnataka, Bennur

Channel is in ruins, while Koregal Channel command receives water from the Tungabhadra Left Bank Canal.

Remaining 16 channels (Table 2) are considered for modernization as part of VNC. Project 2 consisting

modernization of the VNC irrigation system was constructed in the Tungabhadra basin in the reach starting from the

Tungabhadra reservoir in Koppal District. Within the State, the VNC system is spread across 3 districts, namely,

Bellary, Raichur and Koppal. The geographical area lies between latitude 14°30' to 16°34' N and Longitude 75°40' to

77°35' E.

The modernization is expected to begin in early 2018. Currently, bid document and feasibility studies have been

completed and are under review by ADB for final clearance after which the implementation is expected to begin.

Most of the canals have their own diversion structures on the river and many of the canals are interlinked. The total

command area is reported as 16,241 ha but has reduced due to urbanisation and other factors (The present CCA is

11,154 ha). The command area of individual channel ranges from 210 ha to 2,220 ha (Figure 4). Some relevant

salient features of the system are given in Table 2.

Along with modernization works, installation of flow measurement and telemetry, command area development works,

strengthening asset management and main system operation & maintenance (O&M) and institutional strengthening

and capacity building are proposed to be taken up.




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Figure 4: Vijayanagara upstream channels (PPTA, 2013)

Table 2: Salient features of Vijayanagara Channels

S. No. Name of the Channel Length of

Channel (km)

Crop

area (ha) Offtake

On Right Bank of TB River

1 Raya Channel 27.74 2,855 Tungabhadra Dam

2 Basavanna Channel 16.50 1,447 Tungabhadra Dam

3 Bella Channel 5.50 741 Hosur Anicut

4 Kalaghatta Channel 7.02 349 Drainage channel

5 Turtha Channel 18.69 1,171 Turtha anicut

6 Ramasagar Channel 15.50 1,024 Ramasagar Anicut

7 Kampli Channel 23.55 894 Kampli Anicut

8 Belagodahala 11.22 328 Drainage channel

9 Deshnur Channel 9.03 815 Deshnur Anicut

10 Siruguppa Channel 10.85 1,344 Sirguppa Anicut

On Left Bank of TB River

11 Hulugi Channel 10.69 419 Hulugi anicut

12 Shivapura Channel 6.54 717 Shivapura anicut

13 Anegundi Channel 19.44 1,359 Sanapur anicut

14 Upper Gangavathi Channel 9.00 1,363 Upper Gangavathi anicut

15 Lower Gangavathi Channel 9.54 1,141 Lower Gangavathi anicut

16 Bichal Channel 14.50 276 Jukur Anicut

Total 16,241

c) Tungabhadra Project

Construction of a dam across Tungabhadra River (i.e. Tungabhadra Dam) was taken up during the year 1944 by the

erstwhile States of Madras and Hyderabad Governments Right and Left side banks respectively near Mallapuram

village to impound 133 TMC of water in the reservoir. The 1.739 km long dam, with its two saddles on the left side

impounded the monsoon flow up to 491.62 m (1613 ft) level in the year 1953; water was let into the canals on both

banks on 1st July 1953. However, erection of spillway gates, bridge, road on top of dam etc. was completed by June

1958. As the reservoir submerged the Valvapur and Hosakote Anicuts constructed by the Raya kings, a sluice was




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provided on the right side of the dam with a lead channel to connect the old Raya and Basavanna canals to provide

irrigation for 11 months. Similarly, the old Koregal Anicut (Left flank of Valvapur Anicut) and its channel got

submerged in the reservoir. So, a channel was connected to the first distributary of left bank main canal to serve the

old Ayacut. The project comprised of construction of dam across Tungabhadra River near Mallapuram with masonry

dam length of 1040 m including spillway of 701m, composite dam of 546.8 m and earthen dam of 152.40 m totalling

to 1739.20 m.

The Tungabhadra dam has 5 canals taking off from sluices located in it. These are:

1. Right Bank High Level Canal (RBHLC);

2. Power canal on right side which is named as Right Bank Low Level Canal (RBLLC) beyond 21.09 km;

3. Raya Basava Canal (RBC on right side);

4. Left Bank Main Canal (LBMC) also called as Tungabhadra Left bank canal (TLBC), and

5. Left Bank High Level Canal (LBHLC).

The TLBC system has a command area of 244,000 ha. Irrigation water is supplied from the Tungabhadra dam via a

227-km long main canal. Construction commenced in the 1960s and was envisaged as a system to supplement

erratic rainfall during the kharif season. Tungabhadra Left Bank Main Canal with a total length of 226 km was

originally designed with a head discharge of 7,000 Cusecs up to Right outfall sluice (ROFS) located at Ch 0+430 m

beyond which the canal carries 4100 cusecs.

The Tungabhadra Right Bank High Level Canal (TRBHLC) system has a command area of 73,117 ha supplied from

the Tungabhadra dam via a 105.47 km long main canal. Construction commenced in the 1960s and was envisaged

as a system to supplement erratic rainfall during the kharif season. TRBHLC with a total length of 105.47 km was

originally designed with a head discharge of 3,800 Cusecs. The TRBHLC consists of 16 distributaries having a total

length of 227 km with the total length of 441 km laterals.

1.3 Program Implementation Arrangements

The Program implementation arrangement in Figure 5 is in place and comprises the following:

• State Steering Committee (SC) for IWRM, chaired by the Chief Secretary of the State and comprising

representatives from all relevant departments, provides policy direction and strategic guidance on matters

relating to IWRM in Karnataka. This IWRM SC oversees the coordination of IWRM programs in the State

and between agencies.

• The Program Coordination Committee (PCC) chaired by the Principal Secretary, Water Resources

Department (WRD) provides overall program and policy guidance.

• The Program Management Unit (PMU) located within the KNNL in Bangalore, takes care of the day-to-day

responsibility for implementing KISWRMIP. The Managing Director (MD), KNNL, who is also the Project

Director (PD), is responsible for successful implementation of the overall program under the guidance of the

State IWRM Steering Committee and the Program Coordination Committee (PCC), with the support of the

Project Support Consultant (PSC).

• The Project Implementation Office (PIO): There are two projects under KISWRMIP: Project 1 comprises

Gondi Modernization while Project 2 comprises modernization of Vijayanagara and Tungabhadra Left Bank

Canal sub projects. The PIOs for the two projects are located in the offices of the Chief Engineer-UTP in

Shivamogga, and Chief Engineer-Irrigation Central Zone, Munirabad.

• The PIO for Output 1 under Project 1 has been established in the Advanced Centre for IWRM (AC-IWRM)

for implementation of all IWRM related activities. Similarly, for Output 2, under which the Modernization of

Gondi Irrigation Project and the VNC and TBP are being implemented, the PIOs have been established in

the UTP Zone office at Shivamogga for Gondi on 25.01.2016, and at the ICZ office at Munirabad on




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16.02.2016 for all Project 2 subproject preparatory activities. The PMU working with the PIOs and the PSC

monitors the overall program execution and is responsible for monitoring and reporting. PSC will provide

technical support for project implementation.

• Project Support Consultant (PSC): Consequent upon agreement made with KNNL on 20.11.2015, SMEC

International Pty Ltd in association with SMEC India Pvt Ltd. has been providing necessary services as the

Project Support Consultant (PSC) as per the approved ToR. The PSC and the Project Implementation

Office (PIO-the Chief Engineer’s office-UTP) for Project 1 are located in Shivamogga. The PSC’s time-

based contract has commenced on December 2015 till March 2019.

Further, as per the Facility Administration Manual (FAM) for KISWRMIP, SMEC is providing services

through its various experts for the Project 1-Gondi Modernisation project. The Support Services Team

(SST) of the PSC is located in Bhadravathi and is providing outreach services such as community

mobilization, training, capacity building and handholding support to the Water User Cooperative Societies

(WUCS) in terms of institutional building and implementation of Command Area Development (CAD)

packages. The PSC is also engaged in preparing the feasibility study reports of Project 2 subprojects (i.e.

Vijayanagara Channels (VNC) and Tungabhadra Left Bank Canal (TLBC) as well as supporting the relevant

PIOs to prepare Detailed Project Reports (DPRs). Currently, bid documents and the Feasibility Study

Report for the VNC Irrigation System have been completed by PSC and submitted to KNNL-ADB.

Figure 5: Implementation arrangement for KISWRMIP




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The PMU staff position as of 30 September 2017 is given in Table 3.

Table 3: PMU Staff position as of 30 September 2017

S. No. Name Designation

1 Mallikarjuna Gunge Project Director

2 G.E. Yathish Chandran Superintending Engineer

Budget/ Administration Cell

3 N. Ravindran General Manager (Finance)

4 Praveen Reddy Finance Assistant

Monitoring Management Cell

5 Eswara Chandra K.S. Program Officer (Additional charge)

6 Devraj L. MIS & GIS Communication Expert (Additional charge)

Irrigation Management Cell

7 C.S. Nagendra Executive Engineer (Designs)

8 Shiva Kumar K S Executive Engineer (Project Branch)

9 Eswara Chandra K.S. Technical Assistant

10 Prasanna M G Assistant Engineer

11 C.B. Niranjan Assistant Engineer

12 P.R.M. Sharma EAP Consultant (Part-time)

This is the Mid-term Progress Report (MTR) for the period December 2015-September 2017. The MTR presents key

programmatic achievements, meetings, workshops, trainings and other events, key challenges faced and targets

achieved during the reporting year. It also describes other key interventions for Project 2.

KISWRMI Program Basic Data

The KISWRMI program basic data is given in Table 4.

Table 4: Program Basic Data

Program Basic Data

1 Name of the Project Karnataka Integrated and Sustainable Water Resources Management Investment

Program (KISWRMIP)

2 Project Number MFF 0085: Loan 3172 IND

3 Sector Agriculture & Natural Resources

4 Financial Plan for MFF

2014-2021

ADB $150 million, GoK $75 million; Total $225 million

(ADB INR750 Cr, GoK INR375 Cr; Total INR1125 Cr) @INR50/$

5 First Tranche

2014-2019

ADB $31 million, GoK $17 million; Total $48 million

(ADB INR155 Cr, GoK INR85 Cr; Total INR240 Cr) @ INR50/$

(i) Loan Signed on 7 May 2015

(ii) Loan effective from 13 July 2015

(iii) Loan Closing Date 31 March 2019

(iv) Executing Agency Water Resources Department of Karnataka through

Karnataka Neeravari Nigam Limited

(v) Implementing Agencies • Advanced Centre for IWRM & Karnataka Neeravari Nigam Limited




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Program Basic Data

• Chief Engineer, UTP, Shivamogga (PIO Gondi)

• Chief Engineer, ICZ Munirabad (PIO Munirabad)

6 Goals & Objectives The Program aims to manage and sustain the increasingly scarce water resources in the

selected river basins in Karnataka

7 Outputs activities

involved

(i) State and basin institutions strengthened for IWRM (by AC-IWRM).

Strengthening the relevant institutions, by the Advanced Centre for IWRM (AC-

IWRM) for advancing policy review, river basin management, water resources

information systems establishment.

(ii) Irrigation system infrastructure and management modernized (by KNNL)

Modernization of irrigation system infrastructure and management in the Gondi

sub-project, including strengthening of water user cooperative societies (WUCS),

installation of Flow Measurement equipment & Telemetry system in the

Tungabhadra sub-basin.

(iii) Project and management systems operational (KNNL & AC-IWRM).

8 Outcomes of the project Improved water resources management in the Tungabhadra sub-basin in Karnataka

(Institutional Strengthening, adoption of International Best Practices, Sub-basin

Planning, Decision Support Systems etc.).

9 Program Review meetings

10 Tripartite Review

Meetings

a) 7 December 2015, Delhi

b) 30-31 January 2016, Jaipur

c) 16-17 September 2016, Delhi

d) 6-7 April 2017, Delhi

e) (26-27 October 2017, Bengaluru)

11 ADB Missions a) Special Project Administration Mission – 27 to 28 July 2015

b) Loan Inception Mission: 6-10 November 2015

c) Loan Review Mission - 26 to 5 May 2016

d) Loan Review Mission - 17 to 25 November 2016

e) Loan Review Mission – 2-12 May 2017

12 Project Coordinating

Committee (PCC)

Constituted vide Govt. Order no. WRD 51 MBI 2015 (P1) Dt. 27 Nov 2015

13 External Aided Project

Monitoring Committee

meeting under the

Chairmanship of

Additional Chief

Secretary to Govt.

a) 1st Meeting held on 6 August 2015

b) 2nd Meeting held on 7 January 2016

c) 3rd Meeting held on 30 May 2016

d) 4th Meeting held on 6 August 2016

e) 5th Meeting held on 12 January 2017

f) 6th Meeting held on 31 August 2017

14 Meetings under the

Chairmanship of Addl.

Chief Sec/ Principal

Secretary/ Secretary

Water Resources

Department

a) Meeting held on 25 February 2016

b) Meeting held on 10 June 2016

15 Review meeting of

KISWRMIP activities

under the Chairmanship

of Deputy Secretary

(ADB II), DEA

22 August 2016




P a g e | 9

1.4 Milestones and Activities

The major milestone and activities identified for Project 1 (Project 1) are given in Table 5.

Table 5: Milestones and Activities

Action Point Time Frame Current Status

KNNL

Submit Draft Gondi contract variation to

ADB 31July 2017

(a) Draft Gondi contract variation under review at the

PMU.

(b) MoU for Infrastructure support to WUCS under

preparation.

Submit draft Telemetry contract variation to

ADB 31 July 2017 There is no contract variation in Telemetry contract.

Submit draft PSC contract variation to ADB

for GIS AMP 15 June 2017 Submitted to ADB on 20 October 2017.

Operationalise GIS Asset Management

Plan and Database 28 February 2018

Agency for sub-letting of GIS AMP operationalization

identified and on standby. Will begin as soon as final

approval is received from KNNL.

Award remaining WUCS CAD packages 31 May 2017 All the124 CAD packages of 11 WUCS are signed, and

implementation is in progress.

Submit WUCS contract variations for time

extension to ADB 31 May 2017 Submitted to KNNL/ADB from time to time.

PPMS and PMIS made operational 31 July 2017 PPMS and PMIS, and website are operational;

improvements are being made from time to time.

Mobilise replacement PSC Team Leader 31 May 2017 PSC TL mobilised from 26 May 2017.

Submit bi-annual Safeguard Monitoring

Reports

31 May 2017

31 October 2017

Report for October 2016-March 2017 submitted.

Report for April 2017-September 2017 submitted to KNNL

on 5 December 2017

KNNL APFS for 2016-17 submitted to ADB 30 September 2017 Under process.

Submit quarterly WA to CAAA and ADB (1

month prior to quarter end)

30 September 2017

Quarterly Submitted regularly.

Submit draft TLBC Feasibility study 31 March 2018

TLBC Feasibility Study will begin after the DPR and

estimates are prepared subsequent to preparation of a

comprehensive Modernization Plan by an International

Modernization Specialist (IMS) as suggested in the aide

memoire of May 2017. [The IMS has since been mobilized

by AC-IWRM and first phase of mobilization took place

during 30 October-15 November 2017].

Submit updated VNC DPR to CWC 30 June 2017

Submitted to CWC on 7 July 2017.

Compliance to the CWC letter dated 22 September 2017

is under preparation.

Submit updated TLBC DPR to CWC 31 August 2017 Under process.

Submit draft VNC bid documents to ADB 31 October 2017

Submitted on 7 September 2017. Revised document

submitted after addressing ADB comments on 27

November 2017.

KNNL advise ADB on Government EIA

approval procedures 31 May 2017 PSC submitted Note to KNNL on 13 June 2017.

Submit draft VNC EIA to ADB 30 June 2017

Submitted as part of VNC FSR on 18 August 2017.

Revised EIA and RBA submitted on 9 December 2017

after addressing ADB comments.

Submit draft Submission 0 documents for

T2 PSC to ADB 31 December 2016

Submitted on 1 April 2017; Revised documents submitted

after addressing ADB comments on 4 December 2017.




P a g e | 10

1.5 Utilisation of Funds – Project 1

Table 6: Gondi Modernization

PROJECT 1: GONDI MODERNIZATION

1 Status of Physical Progress of Procurements

(i) Modernization of Gondi

Main Canal and

Distributaries

Contract Awarded: Effective 26 February 2016 till 25 February 2018;

Work in Progress

Tender Value: INR112,21,88,261.00

(ii) Flow Measurement &

Telemetry System

Contract Awarded: Effective 23 November 2015 till 22 November 2017

Tender Value: INR2,81,50,161.00 + Euro 1,945,020.00

(iii) Project Support

Consultants

Contract Awarded: Effective 20 November 2015 till 31 March 2019;

Tender Value: INR10,42,79,758.00 + AUD 644,392.00 + USD 602,051.00

2 Financial Progress: Expenditure and Disbursement from January to December 2016

(i)

Reimbursement Target to be

achieved as per ADB for CY2016 (As

agreed during the 30-31 January

2016 TPRM)

Q1 Q2 Q3 Q4 Total

(in Millions) $0.6 $0.7 $3.2 $1.1 $5.6

@ 1 $ ≈ INR 65.5540

(in Crores) ₹3.933 ₹4.588 ₹20.977 ₹7.211 ₹36.709

(ii) Amount reimbursed till December

2016 (in Crores) - - ₹17.95 ₹7.030 ₹24.980

(iii) Achievement vis-a-vis target (%) - - 85.56 97.49 68.05

(iv) Withdrawal Applications (WA)

submitted

WA for INR7.55 Cr ($1.15 Million) is submitted to CAAA, DEA on 22-

12-2016 for reimbursements.

Progress including the above submitted claim = 88.61%

Note: No expenditure incurred during July 2015 and June 2016

3 Financial Progress: Expenditure and Disbursement from January to September 2017

(i)

Reimbursement Target to be

achieved as per ADB for CY 2017

(As agreed in 6-7 April 2017 TPRM)

Q1 Q2 Q3 Q4 Total

(in Millions) $1.3 $1.4 $0.6 $1.3 $4.6

@ 1 $ ≈ INR 65.5540

(in Crores) ₹8.830 ₹9.538 ₹3.959 ₹8.856 ₹31.180

(ii) Amount reimbursed till March 2017

(in Crores) ₹9.354 ₹16.02 ₹13.094 - ₹38.476

(iii) Achievement vis-a-vis target (%) 106.00 168.04 330.74 123.40

(iv) Withdrawal Applications (WA)

submitted

WA for INR7.25 Cr ($1.10 Million) is submitted to CAAA, DEA on 28

March 2017 for reimbursements.




P a g e | 11

1.6 Contract Awards

So far, contracts have been awarded only under Project 1. Table 7 gives the details.

Table 7: Contract award under Project -1

Procurement Item Contract Amount Date of Award ADB

Financing

Gondi NCB-1

Main Canal and Distributaries, earthwork,

lining, structures and flow measurement

devices.

INR112,21,88,261.00 26-02-2016 74%

ICB-2

Flow Measurement, Telemetry–Supply &

Installation (FMT-ICB-2)

INR2,81,50,161.00 + Euro

1,945,020.00 23-11-2015 82%

PSC-1

Program Support Consultants (including

WUCS strengthening support)

INR10,42,79,758.00 +

AUD 644,392.00 + USD 602,051.00

20-11- 2015 85%

Gondi DC Multiple Lots

Command Area Development works

30 packages for 11 WUCS of value less than US$

30,000 per WUCS awarded (in January 2017).

74%

1.7 Disbursements

The disbursements under Project 1 up to September 2017 are given in Table 8.

Table 8: Details of disbursement under the Project-1

Description Currency Expenditure

Amount

Reimbursed

Amount

Remarks

Gondi NCB-1 Main canal and distributaries,

earthwork, lining, structures and flow

measurement devices

INR 66,55,97,964 44,36,76,887

FFT-ICB flow measurement and telemetry

system-supply and installation INR 16,26,64,593 12,69,54,567

PSC-1 Project Support Consultants (including

WUCS strengthening support) INR 3,57,71,639 2,39,83,210

Gondi DC Multiple Lots

Command Area Development works INR 3,56,51,169 -

AC-IWRM INR 4,95,25,977 3,96,83,194

EFFM 5 - - -

Effects Monitoring

Total 94,92,11,342 63,42,97,858




P a g e | 12

1.8 Design Monitoring Framework Indicators

The physical progress under Project 1 as per Design and Monitoring Framework (DMF) of KISWRMIP is given in

Table 9.

Table 9: Status of DMF for Project 1

Item Performance Targets and Indicators with

Baseline Status as of 30 September 2017

Output Target Status

Output 2

Irrigation system infrastructure

and management modernized

• 123 km of irrigation canal upgraded at

Gondi irrigation subproject to serve 4,600

ha command area

• Gondi Civil works contract (GONDI-

NCB-1) awarded to M/s RPP Infra

Projects Ltd. for INR 112.22 Cr. on 26

Feb 2016.

• Lining of GLBC: 14.20 km of GLBC out

of 14.74 km has been completed. All the

74 structures have been completed.

• Lining of GRBC: 42.88 km of GRBC out

of 74.24 km has been completed. Out of

392 structures, 286 completed.

• Lining of Distributaries: 24.30 km

completed out of 26.10 km. All the 212

structures have been completed.

• Renovation of Division Office,

Bhadravathi: Completed.

• Anicut repair works started.

• Gondi irrigation subproject main-system

asset management (operation and

maintenance) plan developed (baseline =

0)

• GIS-based Asset Management and

O&M Plan proposal prepared and

approved by ADB. Work is being

initiated through sub-letting.

• Telemetry systems operational for at least

100 locations within the sub-basin.

• 78 of the 100 sanctioned have been

installed (Table 11).

• At least 7 WUCS operating and

maintaining transferred systems

• Management Transfer not due.

Output 3

Project and management

systems operational

• KNNL approves annual work plan within

30 days of receipt

• PMU is operational

• Contract award and disbursement project

versus actual

• PMU is operational.

• As per ADB aide memoire of 2-12 May

2017, the Project rating is “on track”.

On track rating is attributed to the award

of 64 CAD packages, and progress

made under the Gondi works. The

overall physical and financial progress of

the Project as of 30 October 2017 is 64%

and 71% as against program of 71% and

74%. The cumulative contract awards

achieved is $19.47 mn against the

projected amount of $21.25 mn (91.5%).

Cumulative disbursements of $6.34 mn

against the projected $7.88 mn (80.4%).

Elapsed project period is 58%.




P a g e | 13

1.9 Deliverables of Project 1-Status

Table 10 gives the status of reports due and submitted by PSC from time to time.

Table 10: Important deliverables for Project-1 activities

# Report Deadline Status

1 Inception Report Draft submitted within 2 months of mobilization

and finalized within 3 months of mobilization

Submitted

2 Quarterly Progress Reports Within 30 days of the end of each quarter April-June 2017 submitted on 27

July 2017. On track.

3 Annual Reports Within 30 days of the end of each calendar

year

Submitted in March 2017.

4 Mid-term Report Middle of project duration of Project-1 Submitted to KNNL on 31

December 2017.

5 Project Completion Reports Draft submitted 3 months prior to Project

completion and finalized within 3 months after

Project completion

Not due




P a g e | 14

KISWRMIP - Project 1

2. GONDI MODERNIZATION WORKS

Gondi modernisation contract became effective on 26 February 2016 through 25 February 2018. The contractor has

set up two offices near Bhadravathi town and near DB Halli sub-division office. A quality control laboratory has been

established in the Bhadravathi town office. Concrete batching plants have been established in both the site offices.

The Canal closure period is generally from 15 May to 30 June, and 15 November to 31 December, which may be

altered by KNNL in consultation with the Irrigation Consultative Committee, taking into consideration the local

irrigation water requirements.

The contractor makes use of closure periods as well as on-and-off periods for construction of structures and lining on

the main canal and the distributaries. The contractor makes advance planning and preparation to mobilise men,

material and equipment for work to begin as soon as canal condition is suitable.

Similarly, the Command Area Development (CAD) Packages directly awarded to WUCS are in progress (Annexure

1). The CAD works include lining of field irrigation channels (FIC) and structures. PSC experts make regular visits to

the field sites, offices and camp sites of the contractor from time to time and prepare reports for submission to KNNL.

The Construction Management Specialist and other engineers visit the field sites during work execution to facilitate

redressal of issues, and monitor the progress. The social and environmental specialists are regularly monitoring the

implementation of social safeguards and environmental management plan. The Support Services Team (SST) of

PSC is in constant interaction with WUCS for the purposes of enhancing their motivation, participation in civil works

and monitoring of CAD packages. Special focus is given to enhancing women’s participation in the CAD works

described elsewhere. PSC experts regularly interact with KNNL officers-Executive Engineer, Superintending

Engineer and the Chief Engineer to brief them on the progress as well as share problems for quick redressal with a

view to ensuring smooth progress.

Lining and structures on the Left Bank Canal and the distributaries are almost completed; work on the Right Bank

Canal is in progress. Cost approval for additional quantities is under consideration by KNNL. There is also good

progress on the FICs. The following section gives the details.

2.1 Gondi Physical and Financial Progress

The Gondi physical and financial progress is captured in S Curves every month and put up on the KNNL project

website. The progress as of reporting period is given in Figures 6 and 7, followed by component wise description.

The overall physical progress is 64% against 71% as of September 2017 while the overall financial progress

achieved is 71% as against targeted 74%1.

The Chief Engineer monitors the progress through regular field inspections and monthly review meetings. All the

concerned officials, PSC as well as the contractor attend the meeting and share the progress. Whenever the

progress is slow, the contractor is instructed to mobilize more manpower and machinery to achieve the targets. The

Executive Engineer and the Superintending Engineer also share any problems related to implementation which are

sorted out.

1 The physical and financial progress as of November 2017 is 70% and 79% respectively.




P a g e | 15

Figure 6: S Curve: Physical Programme and Progress under Gondi Irrigation System Modernization

Data source: KNNL.

0 0 0 0 1 1 2 2 2 2 2 3 3 4 4 4 4

10

22

36

42 42 42 42 42 42 42 42 43

48

57

69 71 71 71 71 71 71 71 71 72

77

86

98 100

100

100

100

0 0 0 0 1 1 2 2 2 2 2 3 3 4 4 4 4 69 10

13 1417

2123

28 2831

35

4245

5054

575962

6464

0

20

40

60

80

100

120

Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb

2016 2017 2018

Pe

rce

nta

ge p

rogr

ess

Construction Period (Month)

Programme

Progress

Gondi: Physical Programme and Progress as of 30 September 2017




P a g e | 16

Figure 7: S Curve: Financial Programme and Progress under Gondi Irrigation System Modernization

Data source: KNNL

0 0 0 0 1 2 3 3 3 3 3 4 5 5 5 5 5

14

30

4749 49 49 49 49 49 49 49 49

54

62

7374 74 74 74 74 74 74 74 75

79

88

98100

100

100

100

0 0 0 0 1 2 2 2 2 2 3 4 5 5 5 5 59

15 1721 23

25

3235

42 4245

4951

5458

6367 69 71 71 71

0

200

400

600

800

1000

1200

Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb

2016 2017 2018

Fin

anci

al V

alu

e (

mill

ion

INR

)

Construction Period (month)

Programme

Progress

Gondi : Financial Programme and Progress as of 30 September 2017




P a g e | 17

The PSC provides feedback to the Chief Engineer and the field officers regarding coordination and execution related

issues and delays. In addition to visiting field sites themselves, PSC, sometimes, accompanies the Chief Engineer

and the field officers for closer coordination on identifying and addressing issues. Regular meetings are also held

with WUCS to review progress of CAD packages. In these meetings, issues related to WUCS and payments are

discussed, and review of other works such as the construction of WUCS buildings, Federation related matters,

Capacity Building activities and payment releases are discussed.

The WhatsApp group “PIO-Gondi” has become an effective medium for dissemination and exchange of information

and progress related to modernization as well as CAD works. The contractor posts the progress along with

photographs and short video clips. Similarly, the WUCS and PSC also post physical progress of CAD as well as

information and progress about key events organised by PSC such as trainings, exposure visits and visits by

external agencies/persons. The department engineers also respond to queries posed by WUCS on the group.

Physical Progress

Table 11 gives the physical progress as of 30 September 2017.

Table 11: Gondi Canal Structures and Lining: Physical Progress of works as of 30 September 2017

S. No.

Item of work Lining (km) Achievement Structures (no.) Achievement

Estimate Achievement % Estimate Achievement %

1 Left Bank Canal 14.74 14.2 96.34 74 74 100

2 Right Bank Canal 74.24 42.88 57.76 392 286 72.96

3 Distributary 26.1 24.3 93.1 212 212 100

14

.74

74

.24

26

.1

14

.20

42

.88

24

.30

96

.34

57

.76

93

.10

L E F T B A N K C A N A L R I G H T B A N K C A N A L D I S T R I B U T A R Y

PHYSICAL PROGRESS: LINING

Lining (Km) Estimate Lining (Km) Achievment Achievment %

74

39

2

21

2

74

28

6

21

2

10

0.0

0

72

.96

10

0.0

0

L E F T B A N K C A N A L R I G H T B A N K C A N A L D I S T R I B U T A R Y

PHYSICAL PROGRESS: STRUCTURES

Structures (Nos.) Estimate Structures (Nos.) Achievment Achievment %




P a g e | 18

Table 12: Financial Progress of Civil Works as of 30 September 2017

S. No

Item of work Lining (Crores) Achievement Structures (Crores) Achievement

Estimate Achievement % Estimate Achievement %

1 Left Bank Canal 6.98 6.57 94.13 1.76 1.76 100

2 Right Bank Canal 68.2 36.13 52.97 27.67 22.09 79.83

3 Distributary 5.42 5.28 97.42 2.18 2.18 100

LBC - Lining Rolling work at Ch 14.00 km LBC - Lining marking work at Ch 14.00 km

LBC @ Ch 0.10 km - Before LBC @ Ch 0.10 km – After

LBC - Cart Bridge at Ch 5.9 km LBC - Service Road work at Ch 5.9 km




P a g e | 19

RBC – Before RBC – After

RBC - Cart Bridge Before RBC - Cart Bridge After

RBC - Cart Bridge Before RBC - Cart Bridge After




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Cattle Ramp – Before Cattle Ramp – After

Pipe Outlet/Direct Pipe Outlet - Before Pipe Outlet/Direct Pipe Outlet - After

Service Road

Washing Steps - Before Washing Steps – After




P a g e | 21

Joint Inspection by KNNL, CADA, Quality Control and SMEC

Financial Progress

The contract value for civil works of Gondi Irrigation system is INR 112.219 crores. The overall financial progress

achieved as of 30 Sep 2017 is INR 79.91 crores.

2.2 Divisional Office Improvements

Repairs and improvements to the existing Divisional office building at Bhadravathi have been completed; the Office

has started functioning in the renovated building since December 2016. Total payment of INR 61.882 lakhs has been

cleared. This activity is completed.

2.3 Aqueduct Repairs

Repairs to all the three aqueducts are under progress. Payment released is INR 49.48 lakhs as against tendered

amount of INR 438.58 lakhs.

2.4 Security Office & Anicut Repairs

Preliminary work in terms of identification of site for construction of Security Office is underway. Repairs to Gondi

Anicut are delayed due to local reasons.

2.5 Flow Measurement and Telemetry System

The contract for flow measurement and supply and installation of telemetry was awarded to M/s Hydro Vision GmbH

in JV with Canary’s Automation Pvt Ltd on 23.11.2015. The 24-month Contract is under progress for supply and




P a g e | 22

installation plus 5 years of operation and maintenance. The proposed distribution of flow measurement equipment in

Project 1 is listed in Table 13.

Table 13: Equipment details for flow measurement in Tungabhadra Sub-basin

Component Required

quantity Remarks

Transit Time flow meters – full system 24 Travel time flow meters

Radar Flow meters – full system 76 Surface velocity flow meters

Handheld ADCPs 3 For velocity profile and distribution

in the cross section Boat Mounted ADCPs 1

Hand Held Military grade tablet PCs 4 Field configurations

Automatic weather stations – rain, temp, humidity, solar radiations,

atmospheric pressure, wind direction and speed 6

Weather parameters in command

area

Solar panel 100 watts, charge controller, batteries 65 Ah – 100 Ah 100 Powering the instruments

Sheds with steel doors and mounting cantilever 100 Protection and storage of

instruments

GSM/ GPRS Telemetry data transmission modems/ SIM cards to

be purchased in the name of KNNL 100 Data transmissions

2.5.1 Physical Progress-Telemetry

All 100 locations for telemetry installation in the Tungabhadra basin have been identified including 20 locations in

Gondi system. A KNNL Quality Inspection Team visited Germany for learning about quality inspection. The

Telemetry equipment was shifted to the project location in the month of June 2016. The installation and calibration

are in progress. Table-14 gives the status.

Table 14: Installation of Telemetry Systems-Status as of 30 September 2017

S.

No Projects Qty Installed

Instrument

Type Security Shed Installation

Solar

Power Calibration

1 Bhadra 9 10* Transit time Completed Completed Completed Completed

24 39* Radar Flow Completed Completed Completed Completed

2 Gondi 20 - Radar Flow Will be installed after completion of Modernization works

(i.e., after February 2018)

3 Upper Tunga

Project

6 6 Transit time Completed Completed Completed By October

2017

5 5 Radar Flow Completed Completed Completed Completed

4 Singatalur LIS 3 3 Transit time Completed Completed Completed

By October

2017

10 10 Radar Flow Completed Completed Completed Completed

5 Tungabhadra

6 5 Transit time Completed Completed Completed Completed

1 - Radar Flow Completed Completed Completed By October

2017

6 Vijayanagara

canals 16 - Radar Flow Awaiting Modernisation

Total 100 78




P a g e | 23

Note: *Additional systems are installed in Bhadra division as per instructions of the chief engineer, KNNL, from

within the allocation for VNC for which the modernization plan is yet to begin.

The two-year contract agreement for installation of Telemetry ends on 22 November 2017 (followed by a 12-month

warranty period and a further five years for operation and maintenance).

The Telemetry work in different projects is nearing completion except Gondi and VNC as can be seen from Table 14.

In Gondi modernization works are under progress and expected to be completed by February 2018. VNC is yet to

start.

Figure 8: Telemetry Station Installation

Aqua profiler Measurement at BRLBC 1.24 km Engineer from Hydro vision Germany-

Visit during Installation

Transit Time Installation at BRRBC 1.4 km Transit time Installation at DBC 1.4 km

LBC Main Canal - III Reach of Singatalur LIS SLIS-LBC Main Canal - II Reach at 15.5 km




P a g e | 24

SLIS Mundaragi Canal TT- Head reach Solar Panel with Protective grill installation on RCC roof

TLBC TT 100 Mile TLBC TT TBB HLC-TBB secretary

2.5.2 Financial Progress-Telemetry

As against the contract value of INR 16.535 crores, payment of INR 16.266 crores has been made.

2.6 Water User Cooperative Societies

The project recognises the critical role of the Water User Cooperative Societies (WUCS) for the success of Gondi

Modernization and Participatory Irrigation Management. As most of the WUCS were in dormant state at the

beginning of the project, PSC has focused on institutional building of WUCS along with their capacity building. Since

there was no specific budget allocation for training and agriculture, a proposal was prepared for Gondi WUCS

Strengthening during the reporting period which was approved and activities started. Alongside, PSC has also

worked for preparing the WUCS to take up CAD package works in terms of contract agreements, construction

management, quality control and monitoring. Also, special efforts were made to involve enhancing women’s role in

the institutions as well as in CAD package works. Following sections describe these in detail.

There are some state level institutions which are mandated to build capacities of the WUCS and the state earmarks

funds for the same. To asses these institutions and the trainings they provide, PSC has carried out a Desk Review

and Assessment of Training Institutions (Annexure 2).

2.6.1 WUCS Workshop for Promoting PIM

Soon after the SST was put in place in September 2016, a workshop was conducted for all WUCS by PSC on 20

October 2016 for the purpose of: (a) informing the WUCS about the KISWRMI Program; (b) mobilizing and

motivating them to extend their support in the Gondi Modernization works; (c) participating in the execution of the

proposed CAD works packages, and (d) reminding them of their roles and responsibilities in participatory irrigation

management.




P a g e | 25

The workshop was considered highly successful as all the then existing 10 WUCS attended the workshop and

participated actively. A highlight of the workshop was an interactive session with the Chief Engineer KNNL and

Administrator CADA during which farmers raised several queries, asked for clarifications and were satisfied finally.

The interaction led to recreating an interest among all the WUCS. In addition, a successful WUCS from Hosahalli

from Tunga Command made a presentation which helped motivate Gondi WUCS to enhance their level of

participation.

It was also announced in this workshop that three best performing WUCS will be given awards after a year based on

some criteria that will be evolved covering institutional aspects and execution of CAD works.




P a g e | 26

2.6.2 Baseline Assessment and Strengthening of WUCS

To assess improvement in the performance of WUCS vis-à-vis the pre-project status, PSC has conducted periodic

baseline surveys. So far, five baseline surveys have been conducted. The first Baseline Assessment carried out

during September/October 2016 against 29 parameters clearly indicated the poor institutional performance of

WUCS. Based on the findings from each baseline survey, PSC developed Action Plans for the subsequent quarters

and implemented them. The Action Plans were developed by PSC experts and SST staff in consultation with the

WUCS directors and members. The five baseline surveys conducted so far have shown significant changes in the

performance of the WUCS against the assessed parameters. Annexure 3 gives details of the Baseline Assessment

studies and the key findings.

To implement the Action Plan, PSC adopted the approach of strengthening the WUCS and keeping continuous

contact with the WUCS directors in particular and the members in general. This was done through regular meetings,

conducting focus group discussions and through informal interactions. Gram Panchayat has also been a point of

interaction with many common members in WUCS. The subjects discussed in the meetings included:




P a g e | 27

• Creating awareness among WUCS/members on the Gondi Modernization project objectives and activities,

and their role in it;

• Establishing and registering WUCS where they are not yet formed;

• Mobilizing non-member farmers to become members of their WUCS.

• Establishing WUCS Office, equipping WUCS with relevant information and records and helping them

update their records;

• Creating awareness among farmers about the roles and responsibilities of WUCS in irrigation service

delivery including crop water planning, water management, canal O&M, water cess collection etc.;

• Educating and facilitating the WUCS to hold regular and periodic meetings, recording the minutes of the

proceedings, maintaining the registers as per bye-laws, maintenance of records, auditing etc.

• Motivating President/Secretary to get accounts audited and also maintain books/registers and update them

regularly;

• Formation of sub-committees as required by the bye-laws;

• Introduction of the concept of IWRM in the modernization programme and its integrated approach;

• Listing out the main physical works under Gondi modernization and other components of the programme;

• Disseminating information on the roles and responsibilities of various stakeholders (KNNL, CADA, PSC,

Agriculture etc.);

• Social mapping of the area with the help of WUCS with focus on prevalent water supply pattern and water

availability, including at the tail-end reaches;

• Educating farmers on the process of implementation of CAD packages;

• Mapping livelihood activities carried out under various government schemes (as that of Department of

women & Child development, Panchayat, MNREGA etc.) for the purpose of dovetailing other government

schemes;

• Sharing background information on ADB Safeguard Principles and Communication Strategy during

meetings for better comprehension of the role of different stakeholders;

• Educating WUCS about the latest Government tax reforms such as GST and helping them in getting

registered under GST and

• Educating WUCS on the concept of a Federation for WUCS, and facilitating formation and strengthening of

a Federation.

In addition, PSC organised to collect maps of each WUCS area, and arranged for display of the coloured map in

WUCS office premises. Similarly, communication material developed earlier is also displayed.

2.7 Gondi WUCS Strengthening Activity

The main objective of a Capacity building strategy is to ensure that the stakeholders are well equipped from

knowledge, skills and attitude points of view to discharge their roles and responsibilities in the attainment of project

objectives. The component cuts across all thematic areas.

ADB Mission of November 2016 approved PSC’s request for additional budget for WUCS Strengthening component.

The Gondi WUCS Strengthening proposal submitted by PSC was approved in September 2017. The comprehensive

capacity building proposal comprises the following five key areas:

(a) Institutional strengthening of WUCS: This aspect also includes achieving at least 30% women participation in all

activities such as WUCS meetings, WUCS board membership and project level federation to be formed.

(b) Enhancing skills of WUCS in planning and execution of CAD works, and participatory irrigation management;

role of women will be enhanced both in decision making as well as in execution.




P a g e | 28

(c) Enhancing knowledge and awareness in execution and management of modernization activities.

(d) Farmers adopting sustainable agricultural practices to contribute towards water use efficiency and increase of

agrarian incomes.

(e) Promoting/strengthening the Federation of WUCS at Gondi Irrigation System level.

2.7.1 Progress

To begin with, an action plan has been prepared for training activities for the period of April-December 2017 which is

currently under implementation. Additional efforts are being made to make good the time lost in beginning the

Training component. Details are given in the following sections.

(a) Institutional Strengthening

As part of institutional strengthening, a number of training programmes have been conducted (see Table 15).

The trainings also included participation of KNNL and CADA staff as they form the two key supporting Water

Institutions.

A key activity has been orienting WUCS towards forming a Federation that would work towards resolving inter-

WUCS conflicts and issues, and play a key role in irrigation scheduling based on demand. Further, necessary

training programmes were held for WUCS on the Karnataka Irrigation Act 1965 and its amendments thereof,

and its provisions related to Federation. This included election procedures, roles and responsibilities of the

federation, role in conflict resolution, and water management including equitable distribution.

During a meeting held on 7 September 2017, a sub-committee comprising a chief promoter and one promoter

has been formed, and tasked with taking up steps for registration of Federation, framing of bye-laws, bank

account opening, collection of membership fee, interaction with the Registrar of Cooperative Societies. The

Assistant Registrar and the Senior Inspector of Cooperative Societies from Bhadra CADA office attended the

meetings and helped the committee in guiding through the federation formation process. The Sub-committee is

examining the bye-laws for formation and registration of the Federation which is likely in December 2017.

(b) Enhancing skills of WUCS in Planning and Execution of CAD packages - Construction Management

Workshop

While the modernization of the main and distributaries is awarded to a Contractor through bidding process, the

execution of CAD packages is awarded directly to WUCS. To strengthen the technical understanding of WUCS

members on civil works and to ensure quality, PSC has conducted a workshop on Construction Management

followed by a series of training programmes to equip WUCS with information and knowledge necessary for

implementing the allotted CAD works.

(c) Enhancing knowledge and awareness in Execution and Management Of Modernization Activities

Workshops were held for WUCS representatives by CADA and KNNL engineers and PSC experts where

presentations were made and discussions were held. PSC team also demonstrated construction material, and

explained about quality control and quality assurance. Communication Strategy and Safeguard Measures was

also a part of the workshops held for the WUCS as per ADB Safeguard Policy, 2009. PSC expert explained

about the communication strategy that dealt with sharing of information, communication channels, tools and

methods. The discussions revolved around safeguard measures to be taken during implementation of civil

works.




P a g e | 29

(d) Sustainable Agricultural Practices

To help farmers adopt improved agricultural practices that save on water and reduce input costs while leading to

increased yields, a number of agriculture training programmes are planned for WUCS and its members. A few

exposure visits are also planned to acquaint the farmers to actual field implementation techniques and

technologies, and to make them understand what works and what does not. One programme on Scientific

Agriculture was conducted to all eleven WUCS members with support from Organic Agriculture Research

Centre, Agriculture and Horticulture University, Shivamogga on canal water, organic farming, and arecanut crop

disease. More such training programmes focused towards agricultural practices that conserve water and also

increase yield have been planned for the next quarter. Trainings on horticulture are also planned for the farmers.

Table 15: List of Trainings Organized as of 30 September 2017

S.

No Date Title

Venue/Place

visited Attended by

No. of Participants Resource

Persons Male Female Total

1 20.04.2016

Gondi WUCS

Project level

Workshop

Bhadra CADA

conference

hall Shimoga

WUCS

members 8 18 26 PSC

2 24.03.2017

Accounts and books

keeping, construction

management

Bhadra CADA

conference

hall Shimoga

WUCS

members 27 3 30

PSC

3 31.03.2017

Orientation program

on social & gender

relation

Seegebagi

WUCS office

WUCS

members 11 11 22

PSC

4 06.07.2017

Village level

orientation

programme for

WUCS

Barandur 28 WUCS

members 21 7 28

PSC

5 25.07.2017

Training on

Accounting and Book

Keeping for WUCS

office bearers

Kagekodmagg

e WUCS

Office

16 office

bearers of 11

WUCS

24 2 26

Mr.Devaraj

Kattimani from

Karnataka State

Financial

Corporation

6 07.08.2017

Village level

orientation

programme for

Mudalavittlapura

WUCS

Mudalavittlapu

ra

President,

Secretary and

15 farmers

16 1 17

PSC

7 08.08.2017

Adoption of Scientific

Water Management

in Agriculture

UAS Shimoga 35 10 45

UAS, Shimoga

8 10.08.2017 Exposure visit to a

model cooperative

Gajanur

Hoshalli,

Shimoga

25 WUCS

members 23 2 25

PSC

9 17.08.2017

Orientation

programme on

WUCS Federation

Venkateshwar

a Temple,

Bhadravathi

Presidents of

all 11 WUCS 21 2 23

Registrar of

Cooperatives,

CADA and PSC




P a g e | 30

10 07.09.2017

Training on election

procedure and Bye-

laws of Federation

Bhadra CADA

conference

hall

All Presidents

and

Secretaries of

WUCS

16 2 18

Registrar of

Cooperatives,

CADA and PSC

11 20.09.2017

Training programme

for WUCS on

significance and role

of WUCS in PIM,

Selection of promoter

of Federation and

also understanding

GST

Bhadra CADA

conference

hall

26 office

bearers from

11 WUCS,

including 8

women

18

8

26

Bhadra CADA;

Two Chartered

Accountants from

Shimoga talked

about GST and

cleared the doubts

of the members

12 26.09.2017

One-day orientation

programmes for

members of WUCS

Holebyrnhalli,

Koppadoddak

ere WUCS

36 10 46

GL Janardhan,

external resource

person

13 27.09.2017

One-day orientation

programmes for

members of WUCS

Baballi

64 farmer

members of

WUCS

27 37 64

GL Janardhan,

external resource

person

Specific training programmes are planned for engineers of CADA and KNNL on “Improved Irrigation and Water

Management Techniques” and “Flow Measurement” during the ensuing quarter. More exposure trips both within

Karnataka state and outside are planned in the coming quarter.

Preparations have been initiated for management transfer of canals from CADA to WUCS at the end of the

modernization programme in 2018.

2.7.2 Description of some key performance indicators of WUCS

The Baseline Assessment carried out periodically by PSC reflects the performance of WUCS against 29 identified

parameters (see Annexure 3). Based on this action plan is prepared and dovetailed into the capacity building

activities and follow up as part of SST field activities. The performance of WUCS against some of the key monitoring

indicators is described in detail here.

2.7.3 WUCS-wise Total Farmers and Shareholders

Table 16: WUCS-wise Total farmers and shareholders Name of the WUCS CCA in

ha

Total

farmers

Membership

Fee paid (no.)

Membership Fee

paid (%)

Seegebagi 368.50 478 190 39.7

Doddagoppenhalli 212.00 371 200 53.9

Nagatibelagalu 334.90 430 280 65.1

Tallikatte 372.80 309 289 93.5

Kagekodamagge 322.90 439 270 61.5

Baballi 593.00 450 242 53.8

Barandur 614.00 600 200 33.3

Koppa Doddakere 598.47 300 200 66.7

Holehonnur 340.93 275 210 76.4

Dasarakallahalli 506.60 459 220 47.9

Mudlavetlapura 318.34 280 146 52.1




P a g e | 31

As can be seen from the Table 16, Tallikatte WUCS has mobilised 93.5% of farmer-members to become

shareholders followed by Holehonnur (76.40%), Koppa Doddakere (61.5%) and Kagekodamagge (61.5%). The

lowest shareholder membership is with Barandur (33.3%), Plans are made to increase the membership in the

ensuing quarter.

2.7.4 WUCS Membership Drive and One-time grant

To make WUCS self-sufficient and sustainable, financial independence is needed. PSC continued to work for

increasing the number of active members with a view to enhancing not only the amount of shareholders fee collected

but also their participation. The shareholders fee also helps in leveraging higher mobilization amount from CADA-the

prevailing rate is Rs.1080/- per hectare based on hectare contribution (Rs.120/ha (farmer) +Rs.960/ha (CADA)) by

each farmer. The higher amount thus collected is usually held in a bank as deposit which also fetches interest

returns. It may be noted that since 2014-15, CADA has banned use of interest proceeds for salary payment to

secretaries or for office expenses.

Table 17: WUCS-wise Membership Contribution and CADA grant as of 30 September 2017

S.

No. Name of the WUCS

Total

members

Membership Contribution (Rs.)

CADA

grant

(Rs.)

Total

(Rs.) Before

Sep-

2016*

New

members

as of 30

Sep 2017

Before

Sep-

2016*

As of

now

Mobilized

by WUCS

(Rs.)

1 Doddagoppenahalli 371 0 188 0 17000 18794 169150 187944

2 Baranduru 600 98 200 0 27000 27463 247169 274632

3 Seegebagi 478 140 50 14000 27000 27000 243000 270000

4 Baballi 450 242 0 0 29000 288000 259200 277000

5 Kagekodamagge 439 270 0 Already 3 times taken 32962 269168 302130

6 Tallikatte 309 180 109

170000

(1 time

received)

12306 29918 269198 299116

7 Nagatibelagalu 430 220 60 23000 13272 13272 119448 132720

8 Dasarakallahalli 459 220 0 0 0 30000 0 0

9 Holehonnuru 275 90 120 0 0 35000 0 0

10 Koppa Doddakere 300 160 40 0 35000 29436 264924 294360

11 Mudalavittalapura** 280 60 86 0 0 0 0 0

Note: *Dasarakallahalli and Holehonnur elected one extra member; 10 elected members are mandatory.

As can be seen from the Table 17, there has been reasonably good addition of new members in 8 out of 11 WUCS.

Similarly, CADA grant is also accessed consequent to increase in the membership. During the next quarter, WUCS

such as Tallikatte, and Koppadoddakere are expected to achieve hundred per cent membership.

2.7.5 Representation in WUCS Board, Canal Reach-wise

The total number of Directors in each of the WUCS should be 10 (elected) +1 (section engineer); A secretary is

appointed by the WUCS who is usually a paid person, and not a member of the WUCS board. However, Secretaries

of some WUCS are providing honorary service. It can be observed from Table 18 that the number of Directors in a




P a g e | 32

few WUCS is falling short of the 10 members. This is due to reasons such as death of a member and non-

responsiveness. While elections are held once in five years, in the meanwhile, shortfall members can be elected on

obtaining permission from District Cooperative Society. PSC is addressing this issue.

Table 18: Representation in WUCS Board, Canal Reach-wise

S. No. Name of the WUCS Total WUCS

Directors

Reach wise representation

Head Reach Middle Reach Tail end

1 Barandur 9 2 2 5

2 Seegebagi 10 2 5 3

3 Tallikatte 10 4 3 3

4 Nagatibelagalu 9 0 8 1

5 Kagekodmagge 9 2 2 4

6 Babhalli 10 3 4 3

7 Dasarakallahalli 11 3 5 3

8 Koppa Doddakere 9 3 5 2

9 Holehonnur 11 3 5 3

10 Doddaguppenhalli 10 3 4 3

11 Mudalavitlapura 11 4 3 4

As can be seen from Table 18, there is a reasonably good representation from the middle and lower reaches except

in one or two cases such as Nagatibelagalu and Koppadoddakere. Farmers from the middle and lower reaches are

often the sufferers in terms of lower inflows into the canals in their areas, in particular, during low water supply

periods. However, in most of the cases, the representation from middle and tail end reaches is either equal or more

than the head reach.

2.7.6 Updating of Demand, Collection and Balance Book

PSC has identified the need for updating of the Demand, Collection and Balance (DCB) book. The DCB has a direct

bearing on the collection of irrigation water charges from farmers which is one of the core functions of the WUCS.

The Demand collection and Balance (DCB) book and the khatadars list (farmers list) available with the Irrigation

Department is 17 years old. Many changes in the ownership have reportedly taken place due to various reasons

including death of many farmers, and crops and cropping pattern. PSC carried out correspondence with the Revenue

Tahsildar with a request to update the DCB and the farmers list which would help WUCS in the collection of water

charges.

To assist the Tahsildar, PSC has collected complete khatadar list available with the Revenue Department,

computerised it and shared a hard-copy to each WUCS to verify and update. Once this happens, the list will be given

to CADA for updating their database.

2.7.7 Water Cess Collection

Water cess is levied on farmers based on acreage and crop type for different seasons (see Table 19).




P a g e | 33

Table 19: Water Cess on crops by Gondi WUCS

S.

No. Crop

Charges (INR) per

acre

Charges (INR) per

hectare

1 Sugarcane 400 988

2 Paddy 200 494

3 Vegetables 300 741

4 Cotton 60 148

5 Millets 50 124

6 Grains 50 124

7 Fertilizer crops 50 124

8 Others 50 124

Half of the Water Cess collected by WUCS against the demand letters issued by the Irrigation Department for kharif

and rabi seasons can be retained by the WUCS and used for office running, and any other expenses. Thus,

collection of water cess contributes to the finances of WUCS. Water Cess collection comprises one of the indicators

of performance of the WUCS. As of now, an amount of INR 20,19,56,320 is due in Bhadravathi taluk jurisdiction.

PSC has been facilitating collection of water cess dues by motivating the WUCS members across villages about the

need and importance of water cess collection and maintenance of records. PSC has also circulated Government

circulars in this regard, crop-wise water cess rates, demand register and name and contact number of village

accountants, telephone numbers of revenue department officials, among others.

2.7.8 WUCS Auditing and Annual General Body Meeting

As per the Karnataka Cooperative Act 1965, a cooperative society has to complete annual audit and Annual General

Body Meeting by 25 September every year. Since most of the WUCS were either defunct or inactive, PSC worked

towards getting their accounts audited. During 2016, all the WUCS completed audit as well as holding the AGM. This

is critical to keep all the WUCS and their bank accounts active.

For the current year, as of 30 September 2017, three WUCS have completed their audit and also held the AGM.

During October 2017, all WUCS have planned to complete both audit and AGM. PSC is assisting all the WUCS for

the audit, also by providing a dedicated computer system and working space in the SST office at Bhadravathi town.

2.7.9 GST Compliance

With effect from July 2017, Goods and Services Tax (GST) has come into force. All the WUCS have been finding it

very confusing and difficult to comprehend and adopt the GST guidelines. For this purpose, PSC proposed to Chief

Engineer for hiring the services of a local experienced cooperative society auditor to help the WUCS. The auditor

has since been hired and is assisting the President and the Secretary of the WUCS in the filing of GST returns as

well as helping them in preparing/updating of their books of accounts.

2.7.10 Own Buildings for WUCS Offices

Out of the 11 WUCS, only two WUCS, that is, Kagekodamagge and Tallikatte, have offices. The rest have been

operating from temporary premises such as rented buildings, school room, temple or residence.

In a bid to provide a permanent office space to facilitate interaction of farmers, ADB has agreed with PSC proposal

for providing support for building construction for WUCS. It was however made conditional that WUCS should

acquire a plot in the name of the society. As of 30 September 2017, seven WUCS have procured plots while the two

WUCS with offices have requested for extension above the existing buildings. The remaining two WUCS which are

located in the town panchayat jurisdiction are still searching for plots (Table 20).




P a g e | 34

CADA has initiated preparation of estimates and designs for seven WUCS buildings. A building site for Federation

has also been identified to which the Chief Engineer has given clearance. The proposed site is the current SST office

premises.

Figure 9: Flow Chart depicting Process of Finalizing Farmers List for Collection of Water Cess by WUCS

Large-hearted Puttamma Donates Land for Construction of WUCS Building

Puttamma of Seegebagi village came forward to donate 1 guntha (approx. 1090 sft or 101 sqm) of her own land to WUCS for their permanent building. This plot of land in the Seegebagi Town has a market value of INR50,000. Her noble gesture is acknowledged and commended. Puttamma is a widow and has one married daughter. She lives in her own house and has about 8 acres irrigable land where sugarcane is grown.

Collect Farmers List &

Survey no. from Tahsildar Office

Collected

Collect Water Tax details from

Tahsildar sourced from CADA

Convene meeting of all

Secretaries of WUCS

Collect Crop Demand

List from Irrigation

Department

Convene all WUCS meeting

to explain about Water Tax

Collection procedure

Village wise compilation of farmers

list with all details collected

Collected

In progress

Meeting conducted on

10 Aug 2017

Collect demand notice &

receipt book from CADA

& hand over to WUCS

in progress

Cross verification by

WUCS-under process

Sharing of finalized lists to

WUCS, CADA & KNNL




P a g e | 35

Table 20: Details of Site procurement for WUCS buildings

S.

No

Name of

WUCS

Approving

Institution Location

Date of

Approval

Size of

plot

(feet)

Remarks

1 Holehonnur

Sidlipura Gram

Panchayath

Main road

Danayakapura 22 July 2017 30x40

Approved by PDO

and sent to EO

taluk office

2 Koppadoddakere

Holehonnur Gram

Panchayath

Main road

Holehonnur 02 September

2009 15x30

Khata done, check

measurement and

amount paid.

3 Dasarakallahalli

Dasarakallhalli Gram

Panchayath

Main road

Dasarakallhalli 09 August

2017 20x25

Khata done, check

measurement and

amount paid.

4 Barandur

Barandur Gram

Panchayat

Main road

Barandur 24 July 2017 30x30

Khata done, check

measurement and

amount paid

5 Tallikatte

Nagatibelagalu

Gram Panchayat

Main road

Tallikatte 04 August

2009 30x30

Khata done, check

measurement and

amount paid.

6 Nagathibelagalu

Nagatibelagalu

Gram Panchayat

Near

Najundeswara,

Nagathibelagalu

13 July 2017 30x40

Khata done, check

measurement and

amount paid.

7 Kagekodamagge

Kagekodamagge

Gram Panchayat

Approved

Opposite Gram

Panchayat,

Kagekodamagge

29 November

2012 25x30

Khata done, check

measurement and

amount paid.

8 Mudalavittlapura

Emmetti Gram

Panchayat Approved

Near temple

Mudalavittlapura 18x35

Khata done, check

measurement and

amount paid.

9 Baballi Public land not

available

10 Seegebagi

Consent letter given

to WUCS by donor

Ms. Puttamma.

Private land

donated by Ms.

Puttamma, ex-

committee

member of WUCS

02 September

2017

33x33

Under process

11 Doddagoppenaha

lli

Public land not

available

Aide memoire of May 2017 ADB mission states that the building works and office equipment and furniture can be

provided to WUCS as additional packages. Similarly, each WUCS will be provided a computer system and a printer

and basic furniture. During the next quarter, the designs and estimates will be completed, MoU entered into between

the WUCS and the CADA for execution of the buildings. Further, the furniture and computer system for all WUCS

would also be procured through MoU between CADA and Federation sub-committee.




P a g e | 36

2.8 CAD Package Works

Modernization of main canals and the distributaries work is awarded by KNNL to a civil contractor through a bidding

process. However, to make WUCS a long-term partner in management of canals and ensure sustainable

maintenance of the assets created under the Gondi Project, the KISWRMIP has made a provision to award ‘CAD

package works’ directly to WUCS comprising lining of the field irrigation channels and construction of minor

structures. A total of 158.916 km of Field Irrigation Channels (FICs) and 1852 structures coming along and across

the FICs constitute the 124 packages awarded to the 11 WUCS. The total cost of the works is estimated at INR21.98

crores.

To begin with, one pilot CAD package was prepared for Kagekodamagge WUCS and submitted along with draft

MoU/contract, designs, BoQ and cost estimates to ADB for approval. Approval receipt of approval, the MoU/contract

was finalized and signed between KNNL/CADA and WUCS. Mobilization advance of 10% was planned to be given to

each WUCS post signing of the contract agreement. The process adopted is shown in the flow chart:

Koppadoddakere WUCS – left out villages added

When PSC started interacting with farmers from Koppadoddakere, there was confusion regarding the

number of WUCS. Holehannur, Koppadoddakere, and Mudalavitlapura were combined as one WUCS. As

village-wise project awareness meetings by PSC continued, some villages which were left out of the

WUCS came to be identified. The list of villages was prepared and verified with the waterman of KNNL.

After scrutinizing with relevant records in the subdivision office of CADA, it was identified that 5 villages

with an ayacut area of 326.47 hectares were left out from Gondi project. The PSC team took up the

matter with Chief Engineer of KNNL who in turn instructed CADA and EE-KNNL for verification. After this

verification, PSC approached Koppadoddakere WUCS and sought their consent for including these

villages. Upon their acceptance, a notification was issued by EE to include these villages under

Koppadoddakere WUCS.

Subsequently, bye-laws were amended to include the additional area which was ratified by CADA

officials. Following this, a fresh MoU was entered into with KNNL and CADA. The villages as well as

WUCS are happy now and are actively involving themselves in the CAD works.

Mudalavitlapura WUCS – Confusion sorted out due to PSC’s persistent efforts

Mudalavitlapura was a typical case whose achkat was falling under two different projects-Gondi and

Bhadra due to which the WUCS was defunct. This came to fore when PSC field staff visited the village

and began interacting with the farmers for increasing shareholder strength. Subsequently, PSC met

KNNL officials, obtained the list of villages and began interaction with the farmers. It was revealed that

the President had expired and Secretary had left his job. When CADA was approached, their records still

reflected the name of the late President.

On further enquiry with KNNL office and from the audit report of 2014, name of the new President was

found out. With the help of the new President, all records were again built and efforts made to increase

the membership. Again, it was realised that the bank account was inoperative and hence declared non-

operative. PSC staff met with the Bank Manager, explained to him the situation and convinced him to

re-activate the bank account and also provide a duplicate passbook. The bank account became active

and with the help of the office bearers, the MoU with KNNL was finalized. Following this, CADA officials

also helped in the preparation of estimates; Contract agreement for CAD package works signed. The

CAD works are going on.




P a g e | 37

Figure 10: Flow Chart for Preparation, Execution of CAD Packages and Management Transfer of Canal

The status of CAD package works implementation is given in Annexure 1. As of 30 September 2017, contract

agreements of all the 124 CAD packages have been signed between KNNL/CADA and WUCS; currently, the works

are at various stages of execution. A total of INR 8.28 crores of work has been achieved by WUCS.

General Meeting with all WUCS office bearers & farmer members to inform

about implementation of CAD packages

Field visit by CADA along with WUCS members to decide upon the length of

lining, number of POs and structures

Acceptance Meeting by WUCS to confirm the list of works finalized by CADA

Passing of Resolution by WUCS accepting CAD works

MoU & signing of contract agreement between CADA/ KNNL & WUCS in a

public function in the presence of CADA Chairman & CE of KNNL

Training to WUCS on construction management of various civil works including

Quality, Safety & Monitoring

Periodic meetings conducted by PSC in the presence of CE/SE for reviewing

progress & resolution of any issues related to CAD packages

Training of WUCS members on management transfer of canals & Irrigation

Scheduling etc.

Management Transfer of Canal Operation & Maintenance from CADA to WUCS




P a g e | 38

Baranduru WUCS Package-1,PO-1 Baranduru WUCS Package-17, PO-41

Before After

Tallikatte CAD package works - Before Tallikatte CAD package works – After

Curing work

Package-7, DPO-103




P a g e | 39

Doddagoppenahalli WUCS Package-3, PO-6

Doddagoppenahalli WUCS Package-6, DPO-11A

Nagatibelagalu WUCS Package-5, DPO-88

Seegebagi WUCS Package-9, DPO-62




P a g e | 40

Package-9, DPO-62 Before Before After

Pipe Culvert on PO-4 under Branch-7 Earth work excavation for PO-4 under Branch-7

Earth work excavation for DPO-69 Canal Drop on PO-4 under Branch-7

Jungle clearance along PO-12 Branch-7 Canal lining on DPO-69 Earthwork Section on PO-7 under Branch-7




P a g e | 41

Acceptance meeting of Kagekodamagge WUCS for acceptance of CAD packages

Acceptance meeting of Nagathibelagalu WUCS for acceptance of CAD packages

Acceptance meeting of Tallikatte WUCS for acceptance of CAD packages

Acceptance meeting of Seegebagi WUCS for acceptance of CAD packages

Acceptance meeting of Mudalavittalapura WUCS for acceptance of CAD packages

Acceptance meeting of Baranduru WUCS for acceptance of CAD packages




P a g e | 42

Acceptance meeting of Doddagoppenahalli WUCS for acceptance of CAD packages

2.8.1 Extension Letters

The first batch of CAD packages were awarded for 3 months duration of execution beginning 30 January 2017.

Works began late due to water in the canal and also due to inordinate delay in release of mobilization advance. Upon

written requests from the various WUCS, extension has been given. With necessary extensions, the CAD works are

progressing reasonably well in spite of quite a few hurdles.

Construction Management Training Programmes

To strengthen the technical understanding of WUCS members and aid them in the implementation of CAD works,

PSC has been continuously conducting Construction Management training programmes covering all WUCS directors

and select active members across all villages (Table 21). As part of awareness, PSC has also demonstrated

construction material, explained its characteristics, and quality control and quality assurance aspects. In addition to

WUCS, engineers from CADA, KNNL and PSC attended the trainings.

Table 21: Construction Management Training Programmes held as of 30 September 2017

S.

No. Date Training

Venue/Place

visited

Attended

by Resource Persons

1 27

February

2016

Quality control workshop for

KNNL and CADA Engineers

Hotel Surya

comfort, Shimoga

WUCS

office

bearers

PSC Construction

Management

Specialist

2 20

October

2016

Construction management

of Canals, Communication

techniques and Social

safeguards for WUCS

Bhadra CADA

conference hall

Shimoga

WUCS

members

Sri. Ramesh Hosalli,

WUCS

Sri. Kumar Naidu,

Progressive farmer,

Holebyrnahalli;

PSC Construction

Management

Specialist

3 27

February

2017

Construction management

of Canals and Quality

Control for WUCS, KNNL &

Contractor

Bhadra CADA

conference hall

Shimoga

WUCS,

KNNL &

Contractor

PSC Construction

Management

Specialist

4 19 April

2017

Quality control for

construction of CAD works

Kanakatte village WUCS

members

PSC Construction

Management

Specialist




P a g e | 43

5 17 June

2017

Quality control for


Dasarakallhalli WUCS

members

PSC Construction

Management

Specialist

6 21 June

2017

Quality control for


Doddagoppenahalli WUCS

members

PSC Construction

Management

Specialist

7 26

September

2017

One-day training

programme on

Management of Canals-

Flow control measurement

CADA conference

hall

54

Engineers

of KNNL

and CADA

Dr Mohan Reddy

Junna, TL PSC.

2.8.2 WhatsApp Group of Gondi WUCS

A WhatsApp Group of WUCS called “PIO Gondi” has been formed during October 2016 with a view to establish a

simple, effective communication and feedback system related with the ongoing Gondi Modernization works. All the

11 WUCS, concerned staff of CADA, KNNL and all experts & SST staff of the PSC are members of the Group. The

group has been quite dynamic and is proving to be quite effective and useful. Some issues raised by WUCS

members are immediately addressed by the Chief Engineer KNNL to the satisfaction of the WUCS members.

Progress on civil works, visits by Chief Engineer, PSC representatives etc. is uploaded almost immediately in the

form of photographs, small videos and brief text. Information about other government schemes are uploaded as and

when obtained for information and use. This has also increased the transparency in the information flow. Progress

on main canal and distributaries, and CAD package works, and overall telemetry are uploaded from time to time in

the form of information and photographs. Field inspection by KNNL, QC and PSC are uploaded almost immediately.

Similarly, information about trainings, exposure visits and other events are shared regularly.

Importantly, WUCS members continue to point out issues arising during CAD package works which are immediately

responded to by senior officers of KNNL. The Group is serving as an active medium of information exchange for

meetings and other events between KNNL, CADA, WUCS, contractor and PSC.

2.8.3 Award for three Best Performing WUCS

Since the success of Gondi Modernization involves active participation of the WUCS as well as their continuation as

vibrant grass roots institutions for post-project sustainability, PSC mooted the idea of awarding three WUCS for best

performance. This was announced in the October 20, 2016 workshop of all WUCS. PSC has developed norms for

evaluating the WUCS performance for the awards next year, in 2017. After the completion of CAD package works

which is likely by January 2018, the awards will be presented in February 2018 in a function.

2.9 Sustainable Agriculture

Currently, PSC is pursuing two ways to strengthen the agriculture component. First, since there was no budget

allocated for promoting agricultural activities in the project (till September 2017 when the Gondi WUCS

Strengthening proposal was approved by ADB), PSC interacted with the University of Agricultural and Horticultural

Sciences, Shimoga, and Krishi Vigyan Kendra to explore tying up for programmes.

To begin with, PSC first conducted a meeting for Gondi WUCS at Bhadra CADA office on 20 February 2016 to orient

them towards a set of all improved agriculture interventions planned to be promoted in the Gondi subproject area

during the KISWRMIP implementation.

The potential interventions include:

• System of Rice Intensification (SRI)




P a g e | 44

• Crop Diversification

• High Yielding Varieties of Crops

• Irrigation Scheduling &Technologies

• Integrated Pest Management

• Soil Tests

• Integrated Nutrient Management

• Contract Farming

• Study Tours

• Farmers Field Schools

PSC also highlighted the relative advantage of these improved agricultural practices and suitability for their

implementation in the Karnataka agro-climatic contexts. Some orientation training programmes were organised at

village level with some resource persons from the department. One of the training programmes (held on 8 August

2017) was for the progressive farmers of 11 WUCS on scientific agricultural practices and water management at

University of Agricultural Sciences, Shimoga. Mr Narayana Swamy, Head, Arecanut Research Centre, Mr

Hanumantha Swamy, Director of Research Centre, and Mr Ullas, co-researcher at the Organic Farming Centre

conducted the programme attended by 45 members that included 10 women members. The resource persons talked

on saving water and organic farming techniques.

Since September 2017, more systematic training programmes and exposure visits are carried out (Table 15).

2.10 Gondi O&M and Asset Management Plan

Proper maintenance of irrigation assets created is critical for sustainable irrigation water management and control.

This is also important for water tax collection, ensuring equitable distribution of water, and achieving water

conveyance and water use efficiency. Towards this, a proposal for “Web-based Application with GIS Database for

System Appraisal, Asset Management, Monitoring and Water Management in Gondi” has been prepared and

submitted by PSC on 27 July 2017 which is under review by KNNL and ADB as at the end of reporting period. For

the preparation of the proposal, PSC carried out necessary field visits, reviewed Gondi FSR and DPR and interacted

with KNNL engineers and WUCS representatives to understand the current operation and practice of available

assets.

Subsequent to final approval by ADB, the implementation of the GIS AMP is expected to begin from 1 January 2018.

2.11 Safeguard Monitoring of Gondi Irrigation System

As per the ADB Safeguard Policy 2009, an Initial Environmental Examination was carried out for the Gondi

Modernization project. The IEE identified Environmental impacts that could occur during the construction activities.

This involves aspects such as clearance of vegetation along the canals to give access to working space for

construction activities, safe disposal of excavated material from the existing canals, gravel surfacing of canal roads,

concrete lining of canal surfaces, reconstruction of canal structures, and provision of concrete field channels or pipe

outlets. Gondi modernization project does not pass through forests and is away from the reserve forests by a safe

distance. However, the Environmental Management and Monitoring Plan in the IEE has been adhered to in the

construction phase.

PSC also ensured that action plans prepared by the contractor have been suitably modified to include all aspects of

EMMP to comply with the environmental safeguards guidelines. The Environmental Specialist assessed the

Contractor’s EMP Implementation. Details of the safeguard measures and the evaluation and monitoring strategy are

available as part of the Safeguard Monitoring Reports submitted by the PSC bi-annually.




P a g e | 45

PSC specifically made regular field visits for monitoring the implementation of Environmental Management Plan

(EMP) of Gondi Irrigation System modernization project by the Contractor RPP Infra Projects. As part of the periodic

reviews, PSC visited the Contractor’s office, Batching Plant and the construction sites to look into the progress made

by the Contractor in implementing the EMP. The review was made against the Contractor’s EMP.

2.11.1 Environmental Indicators

To begin with, PSC developed a set of environmental indicators that could be utilised as part of the Project

Monitoring Information System (PMIS) as given below:

i. Approvals provided by various agencies for carrying out the various activities under the project. This

includes approval from Panchayat and KSPCB for establishing and operating the camp sites, Government

approval for sourcing of required sand, Panchayat approval for utilising the burrow areas, Government

approval for sourcing material from quarry, Pollution Certificates for vehicles from Pollution Testing Centres

and any other approvals of relevance.

ii. Monitoring of Environmental Media

a. Analysis of Water Samples in the two campsites. The samples should be from groundwater used

for drinking purposes as well as samples from wells surrounding the campsite. The results of the

water analysis should be provided quarterly.

b. Analysis of Air Samples in the two campsites provided quarterly.

c. Monitoring of noise levels at the two campsites provided quarterly.

iii. Details of Tree Survey and Plantation carried out.

iv. Details of Waste Management at the campsites and the labour quarters i.e., sanitation, septic tank,

composting units and its maintenance.

v. Details of restoration of construction sites with photographs prior to start, during construction and after

construction.

vi. Details of use of Burrow Areas with photographs prior to, during, and after, use.

vii. Details of silt disposal including approvals obtained from land owners.

viii. Details of Workers Safety including Health and Safety Equipment Provided to the workers;

ix. Details of Medical Camps held;

x. Details of Environmental, Health and Safety Awareness Workshops held for the Workers, Labourers and

Local Community.

Subsequent to field visits/reviews, PSC usually shares its observations with the contractor and his staff in the field

itself followed by submission of a Safeguards Monitoring Report. On 30 August 2016, after PSC’s repeated

observations on the CEMP, the contractor submitted a modified Construction EMP. PSC further asked for specific

plan of actions as stipulated in the Contract. The contractor submitted another Safeguards Monitoring Report (SMR)

for the period April-September 2016 on September 29, 2016. Thereupon, PSC instructed the contractor to

immediately comply with several requirements which were critical for project.

Subsequently, the contractor has complied with several safeguard requirements as given below:

1. Obtained all approvals pertaining to vehicles and equipment used for the project activity;

2. EMP Manual for Land Management, Dust Management and Noise Management-recording approvals of the

farmers/ land owners for disposal of silt; recording instances of water sprinkling for dust management and

recording instances of noise issues raised by the community and the action taken by the Contractor to

address the community concerns; Obtained approvals from the Quarry Owners;




P a g e | 46

3. Conducted survey of all trees along the construction route and identified the ones that are located in the

encroached areas and need to be cut. Also, the contractor is in discussions with the local community and

KNNL for cutting the trees, wherever necessary.

4. Kept a register for recording baseline information related to all construction sites and made arrangements to

document the construction site closure.

5. Kept a register for documenting Health and Safety initiatives;

6. Installed appropriate safety sign boards along village roads for transporting materials through company

trucks, and

7. Secured written approvals from the local community for locating the Batching Plant.

8. Cleaning Register to record the weekly cleaning activities carried out at the Staff and Office Quarters;

9. Environmental Checklist especially in terms of environmental issues at construction sites have been

maintained;

10. Medical Camp Register to record the medical camp events carried out by the Contractor for the office staff,

workers and labourers-Medical camp has been organized every month this quarter.

11. Safety Register;

12. Environmental Complaint / Suggestion Register.

The organizational chart presented by the contractor is reproduced below.

Figure 11: Contractor’s Organization Chart for Implementing Environmental Management

of Gondi Modernization Project

2.11.2 Other Mitigation Measures

During the period, the Contractor also carried out mitigation measures in the following instances:

1. Undertook closure activities for one of the burrow areas, viz., Danayakapura. The burrow site has been

rehabilitated to such an extent that the farmers in the area are now utilising the land for cultivating crops. A




P a g e | 47

row of Arecanut trees have been planted at the former burrow location and the photograph of the same is

provided below. The nearby farmers have appreciated the work of the Contractor.

Figure 10: Closed Danayakapura Burrow Area now used for cultivation

2. Installed the composting units for composting kitchen wastes at both the camp locations.

Figure 11: Composting Unit at the Kodihalli Campsite

Further, with respect to the social safeguards, PSC has found that there are no resettlements and Indigenous People

related issues. However, the contractor has been requested to maintain record of incidents of resettlement issues, if

any, of Indigenous People, and conduct periodic awareness programs on HIV/AIDS.

The following are some specific actions initiated by the contractor:

1. Based upon the request from the local community and communicated to the contractor by the PSC, the

contractor has initiated discussion with the local community at Holehonnuru for replacing a ‘Bilva’ tree

(botanical name: Aegle marmelos) that was cut down. The ‘bilva’ tree is useful in temple rituals. However,

the tree was initially located on encroached property and had to be cut down to make way for the

modernization works.

2. Secure written approvals from the local community for locating the Batching Plant. The contractor has been

obtaining verbal approvals.

3. Installation of appropriate safety sign boards for utilising the village roads to transport vehicles.

4. Sought additional information from the quarry owners regarding the implementation of their EMP.




P a g e | 48

5. Organize awareness workshop on health and other project issues for labourers, workers and the local

community to prevent any untoward issues during the project period.

2.12 Social Management Framework and Gender Action Plan

The current programme (KISRMIP) focuses on adopting pro-poor and gender inclusive mechanism within the overall

programme design. The poverty reduction and social strategy under the programme is aligned with ADB’s Poverty

and Social analysis strategy (2012)2 and GoI’s current policy (12th Five-year plan3 and Niti Ayog’s 15 years Vision

Document) on promoting inclusive growth and achieving poverty reduction through strengthening rural infrastructure

services including integrated water resources management, improvement in irrigated agriculture and community

participation. Several poverty reduction programmes have been launched by the national/ state government for the

rural poor, comprising small and marginal farmers, landless labourers and rural artisans. The Program also aims at

providing enhanced water accessibility and equity to farmers and rural households for both agricultural and

household purposes with special focus given to tail-end farmers, marginal, small and landless farmers and the poor

and vulnerable women.

Gender Strategy and Action Plan

The core objective of the gender strategy under this program is to mainstream gender relations in the context of

irrigation management. Specifically, it envisages strengthening women’s participation in grassroots resource

management, governance and leadership with a planned 30 percent women’s representation in the executive board

by the year 2019. Alongside, the program also focuses on expanding women’s knowledge of crop diversification and

management, on‐farm water management, O&M, systems management and control. It also enables women to gain

easy access to water for agricultural and non–agricultural uses, domestic use, and health and hygiene purposes.

The following are some of the key features of a Gender Action Plan:

• Providing women with full information on the project organization, role of WUCS functions;

• Encouraging and training women to become leaders or representatives of the WUCS;

• Through discussing identify the interests and needs of women and incorporating the same in action plans;

• Raising awareness of CADA and KNNL officials and field engineers towards incorporating views of women,

and small and marginal farmers for increasing the efficiency of the irrigation system;

• Evaluating the impact of women's involvement on the efficiency of the system;

• A sound gender approach would ensure complementarity of men’s and women’s roles and responsibilities,

creativity, energy and knowledge to contribute to effective distribution and operation and management of

irrigation water;

• Understanding the role of gender in water resource management requires understanding the complex

relationship between productive and domestic uses of water, to the importance of participation in decision

making of men and women, and to the equitable distribution of benefits and costs from improved

infrastructure and management structures;

• It also requires an understanding of the interactions between institutional, socio-economic, cultural and

environmental ecosystem functions, dynamics and systems;

• The gender approach seeks to change the existing unequal situations into situations where equality and

justice prevail, but takes into account existing attitudes, roles and responsibilities of women and men;

• The approach also seeks to create more opportunities for women to participate and men to share excessive

burden of women, basing on the recognition that women are equal partners;

2 Handbook on Poverty and Social Analysis, ADB, 2012 3 An Approach Paper 12th Five-year Plan, Planning Commission, Government of India, October 2011




P a g e | 49

• The approach also fosters more participatory and democratic management and decision-making practices,

providing more stable social conditions for long-term water management.

Dovetailing

The Gender Action Plan also envisages dovetailing with other relevant programmes so as to encourage women to

mobilize more closely, sharing experiences and benefits. The training programs are designed to meet with the

requirements of the gender strategy elements described above, in addition to an inclusive approach with the existing

self-help groups in the project area.

Currently, many poverty reduction programmes are under implementation by the State and the Central governments

for the rural poor, small and marginal farmers, landless labourers and rural artisans. For the purpose of dovetailing of

government schemes, to begin with, mapping of existing livelihood programs such as the Department of Women and

Child Development, MNREGA and Panchayat Raj was carried out. Particular focus is given to mainstream the

landless, tail-end farmers and socially disadvantaged communities. As part of the training programmes, and WUCS

level meetings, detailed information is being shared with the WUCS regarding the ongoing poverty alleviation and

livelihood activities in particular in the subproject areas. The women’s groups from the WUCS are linking up with the

Stree Sakthi programme (women empowerment programme) groups (self-help groups) anchored by the Department

of Women and Child Development, apart from saving and credit attempts. The vision here is on gender

empowerment as well so that the groups continue beyond the current project period.

Vulnerable and the landless

In addition to women, the Program also aims at mainstreaming vulnerable and landless households within the overall

program design so as to have equitable access to the project’s resources and benefits. The Gender Action Plan

(GAP) given below describes specific actions and responsibilities to ensure full participation of women in project

activities. Wherever possible and needed, dovetailing will be done with other government schemes.

Increasing women’s strength in government departments

The Gender Strategy also envisages efforts at increasing the number of women members in the KNNL and CADA.

These efforts are to be monitored from time to time.

2.12.1 Gender Action Plan and Progress

There has been notable progress made on the GAP. The first baseline assessment indicated that the participation of

women in WUCS as well as in gram panchayat activities was quite poor and ineffective. As such only two (out of the

now 11WUCS) were partially active at the beginning of the project. Women’s participation in general was hardly

forthcoming as a general feeling about their limited role in institutions such as WUCS or gram panchayat, agriculture

or irrigation management was prevailing very strongly. Reasons also include: (i) local traditional practice of land

holding only in the names of male members; (ii) women not encouraged to take up any works other than hard labour

(in case of daily wagers).

To address this core issue, and to achieve at least 30% women membership in WUCS boards, PSC has devised a

strategy according to which: (a) PSC identified women displaying leadership qualities and started training them to

carry out specify tasks and actions; (b) Gradually build up a network of women leaders and train them to participate

in the implementation of activities-ongoing or proposed; (c) Information dissemination on various aspects of the

project to enhance awareness and knowledge of women, and to make them more comfortable to participate, and (d)

Specifically, make women aware of the bottlenecks that inhibit their participation in WUCS activities and ways of

addressing them.




P a g e | 50

Table 22: Gender Action Plan and Progress

Objective Planned Activity Time frame Achieved as of September 2017

Improve knowledge of

concerned Govt.

departments on GESI

aproaches in

agriculture, irrigation

and water resources

management

3 training workshops conducted for

women/men staff of key departments

focusing on Gender concepts and in the

design and implementation of water

resources management, irrigation and

agricultural programmes for vulnerable

groups

Year 2.

June –

August

2016

2 training workshops conducted for staff

of KNNL and CADA departments.

Build awareness of

women’s equal rights

and participation in

water resources

management and

livelihood programmes

At least 30% of WUC management board

members are women

9 sensitization workshops focusing on

gender equality and social inclusion

approaches and women’s role and

participation in water resources

management alternate livelihood activities

carried out by WUC members

2 training on social leadership development,

decision making and promotion of women’s

participation in WUCS for women directors

Year 1-2

Year 2-3

Year 3

9 out of 11 WUCS formed women’s

sub-committees with women’s

representation of about 40% (20 out of

49 members-see Table 23).

In the Federation which is in formative

stage, it is resolved that in addition to

elected women members on the board,

there will be women representatives

from each of the 11 WUCS in the board

as non-voting member. Put differently,

there will be more than 50% women’s

representation by first quarter of 2018

in federation.

12 sensitization workshops conducted.

1 training programme conducted

(during first quarter of 2018-two more to

happen shortly).

Develop and implement

training modules for

increased women’s

participation in irrigation

management and

value-added livelihood

activities

20 training programmes (to be decided)

focused on PIM conducted in Tranche 1

areas resulting in the increased access to

water for cropping and domestic use

especially by tail end, small and marginal

and women farmers/ households

50 women and men groups/cooperatives

strengthened, and training and marketing

support provided to micro enterprises and

livelihood clusters

Year 2-4

Year 2-4

15 training programmes conducted for

women subcommittee members, small

and marginal farmers (six trainings are

planned for first and second quarter of

2018)

Training provided to 25 women and

men groups from the 11 WUCS.

Further, 65 persons identified (10 from

each village) for micro-enterprises.

Monitor progress of

gender and socially

inclusive focused

activities in water

resources management

Project management information system

with gender indicators

Year 1-4 Monitoring from time to time; reported

in PMIS and in periodic progress

reports.

Sex disaggregated data will be collected,

analysed and key findings disseminated to

address implementation gaps

Year 4-5 Data being collected




P a g e | 51

2.12.2 Orientation for Increasing Women’s Participation

With concerted efforts, frequent meetings, and persuasion the participation of women in various activities has begun

to yield positive results. As can be seen from Table 23, women’s representation in the sub-committees is about 40%.

Also, WUCS office bearers in their meeting of 7 September 2017 have decided to include one woman member from

each of the WUCS as a co-opted member (albeit without voting powers) to the Federation. This would mean a

minimum of 50% representation of women in the Federation. This would give a chance to women to be included in

the decision-making forums and also get trained at the dynamics of WUCS and the Federation.

A total of 26 orientation and training events were organized during April-September 2017 on social and gender

development for members of WUCS comprising both men and women. As can be seen from Table 23, a total of 254

out of 600 participants were women (42%). Subsequently, this effort was continued as part of the Gondi WUCS

training activity. During exposure visits to innovative projects or places, effort is made to include 50% of women.

Table 23: Gender Orientation Programmes Conducted during April to September 2017

S

No.

Name of the

WUCS Venue

Date of Meeting

& Venue

Number of participants No. of

meetings

conducted Male Female Total

1 Seegebagi Kanakatte and Seegebagi 3, 6, 19 and 24

April 2017 41 40 81 4

2 Dasarakallahalli Dasarakallahalli, Aradotlu,

and Agasanhalli

18, 21, 22, 24 and

28 April 2017 16 88 104 5

3 Doddagoppenahalli Doddagoppenahalli 22 April 2017 3 5 8 1

4 Tallikatte Tallikatte 1 May 2017 0 7 7 1

5 Nagatibelagalu Nagatibelagalu 27 and 29 April; 2

May 2017 6 26 32 3

6 All 11 WUCS CE-UTP, Shimoga 1 July 2017 13 5 18 1

7 Baranduru WUCS Bommenahalli 6 July 2017 21 7 28 1

8 All 11 WUCS Kagekodamagge 25 July 2017 27 2 29 1

9 All 11 WUCS PWD IB, Bhadravathi 7 September 2017 16 2 18 1

10 All 11 WUCS Kagekodamagge 25 July 2017 27 2 29 1

11 Mudalavitlapura

WUCS Mudavitlapura 7 August 2017 16 1 17 1

12 All 11 WUCS PWD IB, Bhadravathi 8 August 2017 35 10 45 1

13 All 11 Gondi

WUCS Gajanoor Hosahalli 10 August 2017 23 2 25 1

14 All 11 Gondi

WUCS

Srinivasa Temple, Military

camp, Bhadravathi 17 August 2017 21 2 23 1

15 Koppadoddakere

WUCS

CADA, Malavagoppa

Shimoga

20 September

2017 18 8 26 1

16 Baballi WUCS Holebairanahalli 26 September

2017 36 10 46 1

17 All 11 Gondi

WUCS Balahalli

27 September

2017 27 37

64

1

Total 346 254 600 26




P a g e | 52

The orientation programmes focused on the following topics:

• Background of the Gondi project;

• Stakeholders and stakeholder participation;

• Participatory Irrigation Management: meaning, principles and participatory aspects;

• WUCS and responsibilities;

• Gender: roles and responsibilities of men and women;

• CAD packages-implementation, quality control, CAD packages by women, support from men’s groups;

• Community ownership of assets created, and

• Operation and maintenance of irrigation system.

2.12.3 Sub-committee Formation

PSC has facilitated formation of sub-committees for monitoring of CAD packages by WUCS. The sub-committee also

has responsibilities of increasing membership, procuring one-time grant and water cess collection. The sub-

committees also have to ensure smooth execution of CAD package works, address issues arising during execution,

disseminate learnings and information, and O&M aspects. Table 24 provides the number of members in the

monitoring committee, number of sub-committees in each WUCS, total number of members (men and women) and

number of Women Directors in the sub-committee.

Table 24: Sub-committees and Women Representation as of 30 September 2017

S. No. Name of the WUCS No. of farmers in Sub Committee

No. of sub-committees in

WUCS

Total Members in Sub-Committee

Men Directors Women Directors

1 Tallikatte 18 2 2 2

2 Nagatibelagalu 36 6 5 1

3 Kagekodmagge 9 3 4 2

4 Doddaguppenhalli 25 6 6 2

5 Dasarakallhalli 46 3 8 4

6 Seegebagi 28 2 6 2

7 Koppadoddakere 6 3 4 1

8 Baballi 6 3 6 2

9 Barandur 8 4 8 2

2.13 Gondi Federation and Women’s Participation

Formation of Gondi Project Level Federation has made progress during the July-September 2017 quarter as

described elsewhere. As a first step, a formal meeting of office bearers of all WUCS was convened on 17.8.2017.

Key decisions taken during the meeting included: (i) A small sub-committee shall be (s)/elected to take forward

important activities such as registration and opening bank account; (ii) interact with CADA regarding registration and

further guidance; (ii) work for facilitating federation elections in consultation with CADA in due course. CADA has

advised them to organise for registration fee. The sub-committee has decided to collect INR 10,000/- from each of

the WUCS towards the registration fee and related expenses. Almost half of the WUCS have paid the fee.

Another important decision made in the meeting was that, in addition to elected members, there will be one non-

voting woman representative from each of the WUCS in the formal federation to be formed. This step is expected to

leapfrog efforts of women participation.




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2.14 Information, Education and Communication

The following is a brief account of the progress during the reporting period under IEC:

• Newsletter: PSC has brought out three quarterly issues of newsletter “Jalasampada” beginning January

2017. The newsletters cover key information and progress elements of KISWRMIP, in particular, Project 1

Gondi Modernization in detail. One page has been earmarked for views of farmers, women members,

officials and others on the ongoing Gondi Modernization works. The newsletter is uploaded on KNNL

website for wider dissemination. In addition to soft version, hard copies are distributed among villages of

various WUCS, KNNL, CADA, and interested clientele.

• Communication Material: A set of six brochures and four posters have been developed over a period to

support the process of WUCS formation, awareness building and capacity enhancement. The themes

include: information about Gondi Irrigation System Modernization project, Roles and Responsibilities of

WUCS, Systematic Rice Intensification (SRI), Gender Relations and Women Mainstreaming, Sustainable

Agriculture Practices, O&M of canals and alternative cropping methods.

• Radio Programme Series: To reach out to as wide an audience as possible, PSC used the medium of

Radio to produce a 13-episode series jointly with AIR Bhadravathi. PSC has done the scripting and

programme design while production was done by AIR as part of a contract agreement. The programme

covering all the important aspects of Gondi Modernization were aired on all Mondays in the time slot

beginning 6.40 pm from 17 April 2017 till 10 July, 2017. Stakeholders represented by Chief Engineer

KNNL, CADA Administrator and Chairman, WUCS representatives, farmers, women members and children

have participated enthusiastically in the interview based programme. One episode exclusively focussed on

women’s participation in Gondi CAD packages, and their role in WUCS. Highly encouraging feedback was

received from the audience in the form of letters and phone calls to the AIR station so much so that the

Station Director and the Programme Executive have requested PSC to collaborate in producing one more

similar programme.

• Book on Radio Programme Themes: Having been encouraged by the rich content of the radio

programme, it was decided to bring out an edited publication titled, “Nela, Jala, Jana”4. The book has

been edited, and is expected to be published by end of December 2017. The objective is to share the

experiences gained during Gondi Modernization with other projects/sub-projects of KISWRMIP, and make

it available to a larger audience also through the KNNL and other accessible/relevant websites.

• Short duration videos: PSC has produced two short duration videos on: (i) Gondi Modernization, and (ii)

Gondi WUCS Workshop held on 20 October 2016. Further two more videos covering: (i) Stakeholder

Opinions on Gondi Modernization works, and (ii) Seegebagi CAD works have been completed. These

videos are being used in various training programmes and events to spread awareness about project,

motivate farmers to participate in Gondi modernization and CAD works, and prepare them for management

transfer of canals. These are being uploaded on the KNNL website. Few more short duration videos are

under preparation including on “Process Documentation of CAD works in Barandur.”

• Street Plays: A series of 11 Street Plays are planned, one per WUCS, for the October-December 2017

quarter. Preparatory work covering script and rehearsals are in progress. A video coverage is also

planned, which will be used more frequently to cover during training programmes and other events.

• Video bank: A video bank comprising photographs and videoclips of various key events and field activities

are being captured and stored in the audio/video resource bank for use in producing future videos in due

course.

4 Soil, Water, People in Kannada language.




P a g e | 54

• Photo album: A photo album is planned for next quarter which will serve as a quick communication

medium for visitors.

• Wall Paintings: PSC has developed a set of 11 motivational slogans related to water use, management

and control, as part of sustainable irrigation management. In addition, display of project related information

is painted at key junctions on walls. As of now, two numbers are painted, and at least 12 more are planned

in WUCS villages.

2.15 Program Performance Management System

A Program Performance Management System (PPMS) is expected to provide suitable flexible interactive user-

friendly tools to allow collation of inputs from various implementing agencies, produce standard reports, and allow

specialized queries to track all aspects of project progress (including physical and financial), and project impacts at

any time.

The PPMS under Gondi Irrigation Project has developed 3 modules as given below:

1. Financial Module;

2. Physical Module, and

3. Procurement Plan Module.

During the process of developing the PPMS, several meetings and discussions were held with the concerned

engineers of KNNL as well as ACIWRM on the design of PPMS, based on which key indicators for the above three

modules were developed. Following this, PSC developed the application in consultation with the KNNL and

ACIWRM. The application has been handed over to the third party (VMD Technologies) in October 2016 for hosting

on their server and testing. The PPMS is now operational during the reporting period under Gondi Irrigation Project.

Initially data has been entered and demonstrated to KNNL and ACIWRM.

Subsequently data from KNNL has been obtained and entered into by PSC; physical and financial progress reports

are being generated. URL: http://kiswrmip1.vmdtechnologies.com/

Slogans

1. Pay water tax – Save irrigation system

2. Community involvement – Pillar of water management

3. Canals and distributaries are akin to our Nervous system –

Its health ensures a peaceful life

4. Pay water tax in time – Strengthen WUCS

5. Irrigation Water is your right-Demand it

Canal maintenance is our responsibility-Do not forget

6. Grandfather raised three crops

i. Father raised two crops

ii. Son raises One crop

iii. Barren field for grandson

Let us change this

7. Mono crop risky –Mixed crop healthy

8. Over eating causes Indigestion for human body – Over irrigation causes damage to soil health

9. Sustainable Agriculture-Happiness Insurance to Farmer

10. Excessive irrigation, excessive fertilizer, do not result in high crop yield Optimal irrigation,

optimal fertilizer, results in less expenditure, high yield.




P a g e | 55

The Project Monitoring Information System (PMIS) monitors all key inputs and activities of the project including

the procurement and financial management aspects. Put differently, PMIS is a tool for monitoring the key indicators

to facilitate analysis of outcomes of a project.

The PMIS contains the following sub-modules:

1. Socio Economic module;

2. Improved Agriculture Practices;

3. Water Management;

4. Environment Effects, and

5. WUCS Information.

For PMIS, during the reporting period, the architecture and various formats have been developed for the WUCS,

Agriculture and Civil Works components in consultation with PIO/KNNL, Coding and testing completed. Necessary

improvements are being carried out from time to time to make the PMIS more user friendly and informative. Both the

PPMS and PMIS are operational.

Figure 12: PMIS Screenshots




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Project Website

A project link has been provided within the KNNL website. While content is provided by PSC, hosting on website is done by a service provider hired by KNNL. During the reporting period, the project website http://knnlindia.com/kaveri2/adb.html has been updated with all project related documents, events, videos and photo-gallery.

Challenges faced and addressed

There have been several challenges faced during the execution of the Project 1. Effort is made constantly to address

them in consultation with the concerned agencies or officials. The following are some:

• The Project did not have budget allocation for Capacity Building component and Sustainable Agriculture. A

proposal was prepared, and approved by KNNL/ADB.

• The Project also did not include budget for GIS Asset Management Plan Preparation. A separate proposal

was prepared which is now approved by ADB.

• The initial one-month delay in the launch of the CAD packages was due to the lack of clarity with CADA to

take up responsibility for CAD package works and entering into MoU with the WUCS although this was part

of the project design. Lack of clear instructions to CADA caused the delay which was later overcome. This

is a lesson for future.

• Mobilization advance of 10% to WUCS required for initiating the CAD packages was delayed very much.

Release of running bills also is delayed. This was taken up with MD who has issued necessary instructions

to CAO office, Dharwad. Now, gradually, delays are reduced.

• Preparation of estimates of CAD package works took more time reportedly due to staff shortage at CADA.

• To facilitate two-way communication and feedback on the ongoing Gondi Modernization and CAD Package

works, a WhatsApp group was formed more than a year ago. This this is serving as a medium of exchange

of information, knowledge exchange and progress reporting. All the concerned stakeholders are members.

The group is proving to be effective since several issues reported are almost immediately sorted out by the

concerned officials, contractor and others.


http://knnlindia.com/kaveri2/adb.html



P a g e | 57

3. PROJECT 2 SUBPROJECTS FEASIBILITY STUDY

Under Project 2, there are two sub-projects, namely Vijayanagara Channels and the Tungabhadra Project (TBP)

under Output 2. The Output will modernize the irrigation infrastructure supplying irrigation water to 11,154 ha under

Vijayanagara Channels (VNC) sub-project, and about 40,000 ha of underperforming command areas of the

Tungabhadra Project (TBP) that includes areas within the 244,000 ha of Tungabhadra Left Bank Canal (TLBC),

80,000 ha of Tungabhadra Right Bank High Level Canal TRBHLC), and 72,000 ha of Tungabhadra Right Bank Low

Level Canal (TRBLLC). The investment program’s Financing Framework Agreement (FFA) outlines the necessary

criteria for selection of the Tranche 2 subprojects. Since the TRBC has already been taken up with State funds,

TLBC was advised for consideration. However, as advised by the May 2017 ADB Mission, a Comprehensive

Modernization Plan is in process facilitated by an International Irrigation Management Specialist (IMS), recruited by

ACIWRM on behalf of KNNL-BLR, ICZ, Munirabad and PSC.

There are 25 WUCS in the VNC sub-project area and 85 WUCS in the TLBC area.

3.1 Modernization of Vijayanagara Channel Irrigation System

The 400-year old Vijayanagara Channel (VNC) system constructed during the Vijayanagara empire is spread across

3 districts Bellary, Raichur and Koppal. The geographical area lies between Latitude 14°30' to 16°34' N and

Longitude 75°40' to 77°35' E.

3.1.1 VNC Feasibility Study Report (2016)

The VNC Feasibility Study Report (VNC FSR) was first submitted to KNNL/ADB on October 19, 2016. Based on

the DPR and the assessment reports, namely, Initial Environmental Examination (IEE), Social Management

Framework (SMF), Gender Action Plan (GAP), Resettlement Plan and Indigenous People’s Assessment, a VNC

Feasibility Study Report was prepared and submitted.

The VNC FSR consisted of four volumes:

Volume 1: Executive Summary and Main Report

Volume 2: Initial Environmental Examination

Volume 3: Socio-Economic Assessment

Volume 4: Financial & Economic Analyses.

November 2016 ADB Mission and suggestions

The ADB mission during 17-22 November, 2016 had reviewed the submitted VNC FSR and has given additional

guidelines that expanded the terms of the feasibility study. Comments and feedback along with templates have also

been provided to facilitate improved analysis and reporting as given below.

• Channel wise mapping of all the 16 channels of the VNC for settlements, erosion, and issues related to

canal width etc. as part of social and gender component;

• Revise the social safeguard due diligence report as per guidelines provided in the aide memoire to support

ADB approval to both IP and IR safeguard for Tranche 2 as “C” in accordance with ADB SPS 2009;

• Rename the Socio-Economic Assessment report as Poverty and Social Assessment (PSA);

• Financial and Economic analysis to be conducted for full project and all the subprojects, and that each

subproject should meet the economic threshold. A reporting format has been advised. For each subproject,

the affected WUCS be identified and surveyed specific for the head, middle and tail reaches, measure the

crop types, intensities, areas and yields. Crop yield responses to watering should be estimated by

comparing crop yields to the number of watering for each crop. For this purpose, it is advised that informal

canal wise interactions with farmers are sufficient.




P a g e | 58

• Since some Vijayanagara Channels with their anicuts fall under protected areas, the Mission recommended

an Environmental Impact Assessment (as per ADB SPS 2009 guidelines) annexed to the aide memoire.

3.1.2 Revised VNC Feasibility Report (2017)

The VNC FSR has been revised as per the comments of the ADB November 2016 Mission (refer Annexures of aide

memoire) with more intensive field visits during which informal and formal interactions and focus group discussions

were carried out at various reaches of the canals.

3.1.3 VNC Bid Document

As mentioned in the foregoing, the DPR Consultant has taken several months to submit the modified VNC Bid

Document containing updated BoQs and estimates revised as per the latest Schedule of Rates (SR). The bid

document however includes findings from the MASSCOTE training programme organised for the KNNL engineers by

ACIWRM. Several meetings were held among the ICZ Munirabad, PMU and PSC in connection with the preparation

of the VNC Bid Document. Since the BoQs were getting delayed, PSC has worked on the Bid Document terms and

conditions using the latest procurement guidelines of ADB, and submitted to KNNL and ADB simultaneously.

Two sets of reasons contributed to the overall delay in the finalization of the VNC Bid Document. First, initially, as

decided by KNNL, the bid document proposed single entity and No Arbitration for certain reasons based on

departmental experience. However, as part of the comments, ADB insisted upon following the ADB procurement

guidelines. The Bid Document was revised again along these lines and submitted. Initially, e-procurement was

proposed as per the ADB guidelines. However, using e-portal, manual submission was proposed. This also had to

be revised as ADB insisted on following the guidelines. Second, the updating of BoQs and adopting the latest SR for

estimates by the DPR consultant was delayed by several months, despite frequent follow up meetings conducted by

the MD KNNL himself5.

Based on the BoQs and estimates from the Detailed Project Report, PSC finalized the VNC Feasibility Study Report6

and submitted to ADB on 07 September 2017.7

PSC has addressed all the above suggestions as per annexures to the November 2017 aide memoire.

The VNC FSR comprises the following:

i. Executive Summary

ii. Vol. 1 : Main Report

iii. Vol. 2a : Environmental Impact Assessment

iv. Vol. 2b : Rapid Biodiversity Assessment

v. Vol. 3a : Poverty and Social Assessment

vi. Vol. 3b : Social Safeguard Due Diligence Report

vii. Vol. 3c : Resettlement Framework

viii. Vol. 3d : Summary Poverty Reduction and Social Strategy

ix. Vol. 4 : Economic and Financial Analysis

Engineering Designs and Main Report: This chapter has also been revised subsequent to receipt of the modified

BoQs and the DPR, and the consolidated estimates.

5 The bid document has been finally submitted on 27.11.2017 after addressing all comments from ADB. 6 During October 2017 and submitted to KNNL and ADB. 7 Comments from ADB have since been received on the EIA and RBA and addressed; revised versions submitted on 20.12.2017. The Bid Document has further separated the non-Otter and non-Heritage areas, as agreed between KNNL and ADB as necessary approvals for working in Otter and Hampi Heritage areas was taking time. The bid document containing non-Otter and non-Heritage areas is planned for submission in the next quarter.




P a g e | 59

Environmental Impact Assessment and Rapid Biodiversity Assessment

As part of the Feasibility Study Report, to begin with, an Initial Environmental Examination (IEE) was performed. The

IEE was carried out as per the ADB Safeguard Policy Statement 2009 and Indian environmental regulations. This

was followed by Environmental Impact Assessment (EIA) and Rapid Biodiversity Assessment (RBA) as per guidance

note of ADB Mission 17-24 November 2016 as described below. Through the screening process, the expected

impacts of the Project on all relevant environmental components were identified. It revealed that of the 12 anicuts

that regulate flow to the Vijayanagara Irrigation System, 9 (nine) have been built across river Tungabhadra along a

stretch that has been notified as an Otter Conservation Reserve.

• As per ADB SPS 2009 Environmental Safeguards Policy Principles, it is noted that Policy Principle No. 8

requires avoiding implementation of project activities in areas of critical habitats, unless: (i) there are no

measurable adverse impacts on the critical habitat that could impair its ability to function; (ii) there is no

reduction in the population of any recognized endangered or critically endangered species, and (iii) any

lesser impacts are mitigated. A portion of the VNC project is located within the notified Otter

Conservation Reserve (OCR) and the project activities cause adverse environmental impacts with in the

OCR during the construction period. In order to determine the extent of the impacts and design

appropriate mitigation measures, a Rapid Biodiversity Assessment (RBA) was carried out. Accordingly,

mitigation measures have been incorporated into the design and shall be implemented during

construction. Also, for works within the OCR, the project has applied for recommendation/clearance of the

National Board for Wildlife (NBWL), MoEFCC, and Government of India through State Board for Wildlife

(SBWL) under Wildlife (Protection) Act, 1972.

• As per para 50 of the ADB SPS 2009, categorization of any project can be of four types; Category, A, B,

C and F1. For the proposed project to be classified as Category A, the project should likely have

significant adverse environmental impacts that are irreversible, diverse or unprecedented. And that these

impacts may affect an area larger than the sites or facilities subject to physical works. In that case, an EIA

is required.

• In the VNC Project, the impact of rehabilitation of the anicuts located within the OCR affect less than 5%

of the total area notified as an OCR. And, these impacts are reversible; i.e., the Otters and other aquatic

species would come back to their habitats near the anicuts once the rehabilitation is completed. Also, the

impacts are routine and not diverse and/ or unprecedented, as well. Moreover, KNNL is implementing the

mitigation measures within the OCR (suggested in the EIA and RBA), including but not limited to

construction of temporary ring bunds to create alternate habitation areas for the Otters and other aquatic

species within the OCR during the construction phase, scheduling construction only between 9 am and 5

pm during December and June every construction period, and selecting contractors who agree to

scrupulously follow the guidelines specified in the Bid Document as well as VNC FSR. Most importantly,

once the rehabilitation of the anicuts is completed, the Otters and other aquatic animals shall have a

more congenial, favourable environment than existing at present, for thriving in the region with year-round

storage water available, among other benefits.

• Also, these mitigation measures do not impair the ability of the OCR to function during the construction

period and beyond and there will be no reduction in the population of any recognized endangered or

critically endangered species. Since the impacts can be mitigated, the project can be implemented as per

the ADB SPS 2009 Environmental Safeguards Policy Principles despite a portion of the project located

within the notified OCR.

• Also, as per ADB SPS 2009 Environmental Safeguards Policy Principles, it should be noted that Policy

Principle No. 11 requires project activities to conserve physical cultural resources and avoid destroying or




P a g e | 60

damaging them and include a pre-approved management and conservation approach. In this regard it

should be noted that a portion of the project is located within the UNESCO Hampi WHA. Accordingly,

mitigation measures have been incorporated such that the rehabilitated structures are integrated into the

landscape of the heritage area and avoid destroying or damaging the Hampi WHA resources and adopt a

conservation approach that is approved by the Hampi World Heritage Area Management Authority.

• Since a portion of the project is located within the notified OCR the project belongs to Category A as per

ADB SPS 2009. And, hence an EIA is required. Comments received from ADB on the revised EIA and

RBA also insist on Category A and EIA, which is to be disclosed 120 days prior to ADB’s management

approval.

• Guidelines for working in Otter Conservation and Heritage Conservation Area have been compiled and

included in the bid document (see Annexure 4).

However, the assessment of the project as per GoI notification on Environmental Impact Assessment revealed that

the project does not attract provisions that would require obtaining Prior Environmental Clearance either from

MoEFCC, GoI or from the State Environmental Impact Assessment Authority (SEIAA). However, it does require

recommendation of the National Board for Wildlife (NBWL), Ministry of Environment, Forests and Climate Change,

Government of India through State Board for Wildlife (SBWL) under Wildlife (Protection) Act, 1972.

Social Safeguard Due Diligence Report

This report has been prepared and shared with ADB consultant for his comments a couple of times, revised, and

shared with KNNL and ADB as part of the revised VNC FSR.

Social and Environmental Safeguards

Field studies along all the 16 canals for social and environmental safeguards aspects have been completed, strip

maps of all canals prepared, data analysis completed and report finalised in consultation with the ADB expert.

The Resettlement Framework

As part of the PSA, The Resettlement Framework has been updated in view of the Right to Fair Compensation and

Transparency in Land Acquisition, Rehabilitation and Resettlement Act 2013 (RFCTLARR Act 2013).

Poverty and Social Assessment

The PSA report has been revised in consultation with the concerned ADB expert and as per the guidelines in the

annexure to the aide memoire. The Social Safeguards and the Due Diligence study, and the Resettlement

Framework are now part of the PSA. In the preparation of these reports, the PSC team members surveyed all the 16

canals, conducted informal interactions and focus group discussions comprising farmers and women, and discussed

issues and possible solutions. The team captured issues along the canals in photographs and inserted into the Tree

Diagrams annexed to the VNC FSR. Mitigation measures have been proposed along all the 16 canals as advised.

Nomenclature of the report changed to Poverty and Social Assessment, and chapters were modified as advised.

Economic and Financial Analysis

The revised Economic and Financial Analysis has been carried out as per ADB 2017 Guidelines for Economic

Analysis of Projects. As advised by ADB, each of the sub-projects has been analysed based on the modified DPR.

The analysis reveals that the Economic Internal Rate of Return (EIRR) of 9% is achievable for both sub-project-wise

and total project-wise. The EIRR of all sub-projects is above 9% except for Anegundi which is at 8.87%. The total

project-wise EIRR works out to 14.82%. EIRR Sensitivity analysis reveals that even if the construction costs increase

by 10%, or benefits reduce by 10%, or both construction and CAD costs increase by 10% and benefits reduce by

10%, the EIRR of the project still remains almost 12%.




P a g e | 61

In the overall analysis, the VNC modernization is found to be technically feasible, economically viable and financially

sustainable both sub-project-wise and as a whole.

3.2 TBP Bid Document and Feasibility Study

To begin with, a DPR prepared in the year 2013-14 was available. The DPR was only a compilation which contained

total works, works completed as of year 2012-13, and works to be taken up. Since the DPR was of 2013-14, updated

status of works was not available as of year 2016 when the FSR was planned to be taken up. Hence, in the absence

of clear cut area, and a DPR, no area could be demarcated. So, the first step was to identify or demarcate an area

based upon which a DPR can be prepared. Some initial meetings were held with KNNL and ICZ Munirabad to

discuss and demarcate the areas for TLBC. In the meanwhile, the November 2016 ADB Mission has specified,

among other things, that: (a) the investment should be preferred in under-performing areas within the Right Bank

system, and (b) that the area should be contiguous. The nomenclature henceforth would be Tungabhadra Project

(TBP) in place of TLBC as per the aide memoire.

Since demarcation was taking time, the state initiated the TRBC work with its own funds. The focus again shifted to

TLBC. It was proving to be very difficult to identify areas for TLBC sub-project modernization because patches of

areas available for modernization did not qualify ADB criteria of contiguity and at least 2000 ha. After several

discussions and meetings, it was decided during the May 2017 Mission that an International Irrigation Management

expert (IMS) supported by a national expert would be recruited to prepare a Comprehensive Modernization Plan for

TBP. This exercise is also expected to identify an area or an approach for preparation of a DPR by a DPR

consultant, subsequent to which only the TBP Feasibility Study could be prepared by PSC.

Current status is that the IMS has been recruited by ACIWRM on behalf of KNNL and PSC. The expert has made

two visits-in November and December 2017; he has begun collecting data, visiting field and discussing with the ICZ

engineers and the Tungabhadra board. It is also planned to incorporate results from the MASSCOTE Training into

the modernization plan.




P a g e | 62

4. PROJECT STAFF MOBILISATION

4.1 Mobilisation during the Reporting Period

The details of inputs of PSC specialists are presented in Table 24 below.

Table 25: Staff mobilization during the reporting period

S. No.

Key Experts

Person Month

15-Dec

16-Jan

16-Feb

16-Mar

16-Apr

16-May

16-Jun

16-Jul

16-Aug

16-Sep

16-Oct

16-Nov

16-Dec

17-Jan

17-Feb

17-Mar

17-Apr

17-May

17-Jun

17-Jul

17-Aug

17-Sep

Total

IK1 Team leader 20 0.81 1 1 0.23 1 1 0.83 0.5 0.1 0.83 - - - - - - - 0.2 0.63 1 - 0.8 9.93

1 PIM Specialist (Deputy Team Leader)

42 1 1 1 1 1 0.37 - - - 0.5 1 1 1 1 1 1 1 1 1 1 1 1 17.87

2 Operation & Maintenance Specialist

32 - 0.1 0.48 - - - 1 0.67 - - - 0.83 0.83 0.94 1 1 1 1 1 1 1 1 12.85

3 Water Institutions Specialist

28 0.13 0.67 0.52 0.37 0.37 - - - - 0.8 1 1 1 0.94 0.64 0.84 1 0.47 0.2 - - 0.87 10.82

4 Agriculture Specialist

20 - 0.27 0.28 - 0.4 - 0.5 0.23 0.57 - - 0.23 0.37 - - - - - - - - 0.57 3.42

5 Environment Specialist

8 - 0.2 0.03 - 0.43 0.3 0.43 0.63 0.2 0.37 0.13 0.57 0.47 0.19 0.29 0.19 0.43 0.43 0.2 - - - 5.49

6 Social Development and Gender Specialist

24 - 0.4 0.69 0.37 0.53 0.5 0.53 0.67 0.5 0.77 0.7 0.73 0.77 0.58 0.93 0.65 0.8 0.33 0.37 0.5 0.37 - 11.69

7 Construction Management Specialist-1

9 - - - - - - - 0.33 0.23 0.23 0.97 1 1 - - - - - 0.44 - - 4.2

8 Construction Management Specialist -2

9 - - 0.21 - - 0.38 - 0.23 0.1 - - - - 1 1 1 1 0.8 0.56 1 1 1 9.28

9 Communication Specialist

8 - - - - - - - 0.2 0.4 0.3 0.27 0.3 0.2 0.19 0.18 0.26 0.43 0.37 0.13 0.17 0.17 0.2 3.77




P a g e | 63

10 MIS Specialist 8 0.57 - 0.38 - 0.23 0.73 0.9 0.2 0.37 0.17 0.23 0.4 - - 0.18 - - - - - 0.3 0.03 4.69

11 Procurement Specialist

12 - - - - - - - - - - - - - - - - - 0.1 0.2 - - - 0.3

12 Agri Economist 4 0.53 0.43 - 0.53 - - 0.4 0.23 0.39 0.1 0.2 - - 0.43 - - 3.24

Non-Key Experts/Staff

12 MIS /IT Support 42 0.57 1 1 1 1 1 1 1 1 1 0.93 0.97 1 1 1 1 1 1 1 1 1 1 21.47

13 Site/Design Engineer

42 - 0.8 1 1 1 1 1 1 1 1 0.97 0.93 1 1 1 1 1 1 1 1 1 1 20.7

14 AutoCAD Draftsman

12 - - - - - - - - - - - - - - - - - - - - - - -

15 Office Manager 42 0.8 1 1 1 1 1 1 1 1 1 0.9 0.6 1 1 1 1 1 1 1 1 1 1 21.3

16 Computer operator 42 0.6 1 1 1 1 1 1 1 1 1 1 0.97 1 1 1 1 1 1 1 1 1 1 21.57



Karnataka Integrated and Sustainable Water Resources Management

Investment Program- (KISWRMIP) Page | 64

Some PSC specialists have been replaced as given below upon due approval from the client and ADB.

• Deputy Team Leader/PIM Specialist: Dr Srinivas Mudrakartha, w.e.f. 07 September 2016.

• O&M Expert : AK Agarwal w.e.f. 07 November 2016.

• Team Leader/Irrigation Specialist : Dr Mohan Reddy Junna, w.e.f. 26 May 2017.

• Water Institutions Specialist : Balaji Maddikera, w.e.f. 05 September 2017.

Mr. Balakrishnaraj Neerchal has been appointed as Training Coordinator as part of the Gondi WUCS training

proposal with effect from 4 September 2017.

The Support Services Team has been in place since 15 September 2016 after ADB approval. However, Agriculture

Extension Agent has resigned due to personal reasons, and Dr Renuka Swamy replaced him w.e.f. 01 September

2017; Water Management Extension Agent did not join after delaying three to four months. He has been replaced

with Mr. Basavarajappa w.e.f. 23 November 2017.





5. KEY ACTIVITIES FOR REMAINING PROJECT DURATION

The following are some key activities planned:

5.1 Project 1: Gondi Modernization

• Gondi Modernization works will continue; monitoring of the Contractor’s work on main and distributaries

shall continue by KNNL, QC and the PSC.

• WUCS shall complete the CAD works on the Field Irrigation Channels in the next quarter.

• PSC shall continue to visit field sites, participate in monthly review meetings by the Chief Engineer and

provide feedback to KNNL based on its own field observations to ensure quality and timeliness of

implementation.

• PSC shall continue to facilitate execution of CAD package works by providing necessary help to the

WUCS in various ways. PSC shall also continue to conduct more construction management workshops

for WUCS to ensure qualitative execution of works.

Gondi WUCS

• PSC shall continue to carry out social mobilization processes and WUCS institutional strengthening to

ensure that the WUCS transform into vibrant irrigation management institutions at grass roots level.

• PSC shall continue to mobilize WUCS to participate in the training programmes as part of the

implementation of Gondi WUCS Strengthening, exposure visits and communication events such as

street play.

• PSC shall continue to make regular field visits to WUCS, and ensure coordination between CADA,

KNNL and WUCS for smooth execution of CAD works.

• Continue to capture and document processes and activities in audio/video format.

• Alongside agriculture field demonstrations, field days and agricultural trainings will also be carried out

in coordination with the University of Agriculture and Horticultural Sciences and KVK, Shivamogga and

others.

• As part of dovetailing, linkages will be developed with other institutions such as with Canara Bank

Training Institute for skills training and upgradation for youth from WUCS villages.

• Linkages with other schemes such as with the Department of Women and Child Development and

MNREGA towards enhancing women participation as well as strengthening O&M aspects of FIC

maintenance.

• Work towards Management Transfer of Canals to WUCS after the completion of CAD works.

Gondi Communication Strategy

The Gondi Communication Strategy will be updated and completed. Some tools such as Newsletter and Radio

programme series have already been completed. More such programmes will be held. A Youtube channel is planned

to be created to disseminate experiences from PIM in the form of short videos. One Video will be developed

capturing the entire process of CAD package works.

Gondi Asset Management plan and O&M Plan

The Gondi Asset Management and O&M proposal submitted on 27 July 2017 is expected to be given final approval

in the next quarter. The implementation will begin and completed in six months followed by further data collection

through farmers and maintenance.





Environmental Monitoring of Gondi Works

PSC shall continue to make regular visits to Gondi field sites for monitoring environmental safeguards by the civil

contractor and submit a report to ADB every six months.

5.2 Project 2 Sub Projects: VNC and TBP

VNC FSR and Bid Documents

• Upon approval of the VNC Bid Document, procurement process for modernization of VNC by KNNL shall

begin. The procurement for non-Otter and Heritage areas is proposed to be taken up first. Related

documents are expected to be completed during next quarter.

• VNC FSR will be finalized.

TBP FSR and Bid Documents

• Based upon the area and activities identified from the comprehensive modernization plan, the TBP Bid

Document is expected to be taken up following the DPR preparation by the DPR Consultant.

• All studies which are part of the TBP FSR such as Social Safeguards, Resettlement Framework, Due

Diligence Study, Poverty and Social Assessment, Environmental Safeguards and Economic and Financial

Analysis will be initiated, completed and included in the FSR.

PPMS and PMIS

• PPMS and PMIS are both operational.

• PPMS information is updated periodically.

• PMIS is updated from time to time.

Website of the KISWRMIP

The website has already been made dynamic by placing project related information in brief from time to time. This

will be continued so that one gets to see what is happening in the two tranches. The information shall be uploaded

after due permission from MD’s office, and shall contain documents, videos, photo gallery and other information.


Annexure 1

Gondi WUCS CAD Package Works:

Physical and Financial Progress as of September 2017




September 2017

Gondi WUCS CAD Package Works: Physical and Financial Progress as of September 2017



Table 1: Gondi WUCS-CAD Package Works: Physical Progress as of 30 September 2017

S. No Name of the WUCS Lining (km) Achievement Structures (nos.) Achievement

Remarks Estimate Achievement % Estimate Achievement %

1 Doddagoppenahalli 10.77 3.39 31 147 22 15

2 Barandur 27.32 20.51 75 376 165 44

3 Seegebagi 11.37 3.46 30 169 33 20

4 Baballi 23.44 10.43 44 201 51 25

5 Kagekodamagge 11.36 10.63 94 114 62 54

6 Tallikatte 11.40 8.90 78 128 49 38

7 Nagatibelagalu 9.24 7.84 85 143 61 43

8 Dasarakallahalli 18.38 6.95 38 208 57 27

9 Koppadoddakere 16.11 5.80 36 188 32 17

10 Holehonnuru 11.25 0.00 0 107 0 0

Waiting for

Mobilisation

advance

11 Mudalavittalapura 8.30 0.00 0 71 0 0

Waiting for

Mobilisation

advance













Table 2: Gondi WUCS-CAD Package Works: Financial Progress as of 30 September 2017

S. No Name of the WUCS Command Area

(ha)

No of CAD

Package

Estimated amount

(INR Lakhs)

Agreement

amount

(INR lakhs)

Mobilisation

amount

(INR lakhs)

Total expenditure

(INR lakhs)

1 Doddagoppenahalli 212.00 8 145.45 144.52 14.45 23.56

2 Baranduru 614.00 20 359.46 357.93 35.79 135.51

3 Seegebagi 368.50 9 144.00 142.74 14.27 35.43

4 Baballi 593.00 20 299.73 298.13 29.81 159.61

5 Kagekodamagge 322.90 9 163.50 162.73 16.27 121.89

6 Tallikatte 372.80 10 183.00 180.86 18.08 81.55

7 Nagatibelagalu 334.90 8 145.45 143.62 14.36 79.60

8 Dasarakallhalli 506.60 13 252.00 249.49 24.94 74.71

9 Koppadoddakere 598.47 12 238.00 235.75 23.57 90.00

10 Holehonnuru 340.93 8 148.00 146.09 14.60 14.60

11 Mudalavittalapura 318.34 7 120.00 118.52 11.85 11.85

Total 4582.44 124 2198.59 2180.38 217.99 828.31





14

4.5

2 35

7.9

3

14

2.7

4 29

8.1

3

16

2.7

3

18

0.8

6

14

3.6

2

24

9.4

9

23

5.7

5

14

6.0

9

11

8.5

2

21

80

.38

23

.56 13

5.5

1

35

.43 15

9.6

1

12

1.8

9

81

.55

79

.60

74

.71

90

.00

14

.60

11

.85

82

8.3

1

FINANCIAL PROGRESS

Agreement amount(INR lakhs)

Total expenditure (INR lakhs)


Annexure 2

Summary of

Desk Review and Assessment of

Training Institutions for Capacity Building




December 2016

Summary of Desk Review and Assessment of Training Institutions for Capacity Building


Investment Program- (KISWRMIP)

Page | 1

1. Project Brief

With the support of the Asian Development Bank (ADB), the State Government of Karnataka has launched the

Karnataka Integrated and Sustainable Water Resources Management Investment Program (KISWRMI Program),

which is expected to improve water availability for competing water demands in select river basins by implementing

integrated water resources management (IWRM) and improving irrigation services delivery in the State. It will

support increased water use efficiency to provide economic opportunities, particularly to women and improve rural

incomes.

The KISWRMIP is to include modernization of 3 irrigation areas, one of which is Gondi Irrigation System, which is a

sub‐area of the Bhadra Irrigation System (Project 1).

One of the components of the ToR under the institutions capacity building for the Project Support Consultants (PSC)

is to ‘support actions that promote the organizational excellence of AC-IWRM, WALMI, Karnataka Engineering

Research Station KERS (including Karnataka Engineering Staff College) etc.’ and in ‘upgrading and updating their

training programs (in general and) with a particular focus on staff training and training of trainers (ToT) for the

WUCS.

2. Summary of Desk Review and Assessment of Training Institutions

As a part of the component of ToR for Project Support Consultants (PSC), the activities of a desk review and

assessment of training institutions for irrigation engineers and WUCS in Karnataka was prepared based on the

websites, note prepared during a brief visit of one of the Consultants of PSC and other secondary sources of

information of five training institutions during the earlier Quarter. They are:

1. Karnataka Engineering Staff College,

(Under administrative control of the Director (Chief Engineer), Karnataka Engineering Research Station),

Krishnaraja Sagar - 571607,

Mandya District

2. Water & Land Management Institute (WALMI),

Belur, Industrial area, P.B.No.6, PB Road

(Post) Mummigatti,

Dharwad-580001

Phone-0836-2486893, Fax-0836-2486889

Email:[email protected]

3. Administrative Training Institute

Lalith Mahal Road,

Mysore – 570011 Tel: 0821-2443839/2522142/2443264/2520906; Email: [email protected]

4. Regional Institute of Cooperative Management,

# 67, Padmanabhanagar,

BSK 2nd Stage,

Bangalore – 560070

Tel: 080-26690584/26692036/26692886; Fax: 080-26692537

5. Advanced Centre for Integrated Water Resources Management (AC- IWRM)

No.1/1, First Floor,

KSFC Bhavan, Thimmaiah Road,

Near Cantonment Railway Station,

Bangalore – 560052

Phone - +91-80-22262042/43/44; Fax +91-80-22262045

Email: [email protected]






The summary of the observations and findings that include the available training facilities, staffing pattern, types of

courses offered and categories of trainees are presented here. This is followed by the identification of activities to be

performed and actions to be taken.

2.1 Karnataka Engineering Research Station and Engineering Staff College, K. R. Sagar, Mandya

District, Karnataka

2.1.1 Introduction

The Karnataka Engineering Research Station (K.E.R.S.) was established in the year 1944 and is located at

Krishna Raja Sagar. The KERS is headed by the Director of the rank of Chief Engineer. He is assisted by 104

engineers including Engineering Staff College categorized as below:

• Chief Research Officers (Executive Engineers), 4

• Research Officers (Assistant Executive Engineers), 19

• Assistant Research Officers (Assistant Engineers) 62

• Junior Research Officers (Junior Engineers). 19

The Research Station is well equipped with Laboratories, Computer facilities and a Library.

2.1.2 Activities of the KERS

The main activity of the KERS is to suggest remedial measures for the critical problems arising during the

construction stage of Civil Engineering structures.

The KERS is also catering to the technical needs of Water Resources Department, Public Works Department and

other Central & State Government Departments as well as quasi & Private Organizations. The various activities of

KERS are being carried out by the technical staff.

The activities of the KERS are functionally grouped under the following four Divisions. The Chief Research Officer of

the rank of Executive Engineer heads each Division and these Divisions are located at Krishna Raja Sagar.

1. Hydraulics Division

2. Technical Services Division

3. Soil Mechanics and Foundation Engineering Division

4. Coastal Engineering Division.

2.1.3 Engineering Staff College, Krishna Rajasagar, Mandya District

The Engineering Staff College is located at KERS, Krishnarajasagar, Mandya District. It was established in the year

1971 to commemorate the silver Jubilee of KERS.

The aim of the Institute was to impart training to the in-service engineers and administrative staff as well as the newly

appointed A.E.Es, A.Es and J.Es of Public Works, Water Resources & other Engineering Departments.

The Engineering Staff College is working as an independent unit under the administrative control of the Director,

KERS with effect from 01.04.1988.

2.1.4 Activities of Engineering Staff College

The mandate of the Institute consists of:

i) Conducting Orientation Courses for the newly recruited Assistant Executive Engineers, Assistant

Engineers and Junior Engineers.

ii) Conducting short-term refresher courses of both Technical & Administrative nature for the in-service

Engineers & Administrative staff.





iii) Conducting basic training courses on computers.

iv) Conducting short-term technical courses under Continuing Education Programme (CEP) in Eight

Engineering Colleges

v) Conducting short-term courses under National Water Policy.

vi) Conducting short-term courses under procurement procedures & methods.

Engineering Staff College is identified as one of the suitable training venues for the above training to be taken up

under World Bank Assistance for imparting training for the identified target groups such as implementing agency

officers (Junior Management Engineers), lower level functionaries, procurement trainees and contractors & suppliers.

2.2 Water and Land Management Institute (WALMI), Dharwad

2.2.1 Introduction

To maximize returns from investments made in irrigation projects in the State, it is necessary to manage water and

land in a systematic and scientific way. This requires capacity building of Government Staff as well Water Users. To

meet the capacity building needs, Water and Land Management Institute (WALMI) started functioning at Dharwad

since April 1986 and was later registered as a Society under the Karnataka Societies Registration Act, 1960 on 16

June 1986.

WALMI is located 13 kms away from Dharwad in the Belur - Dharwad Industrial Area on Belgaum Road. WALMI

Campus is developed on about 135 acre land and consists of: Administrative, Faculty and Residential Buildings and

Demonstration farm.

The activities of WALMI include:

i) Rendering technical assistance to Government and Water Users Organisations; imparting training for in

service staff of Water Resources Department, Nigams, CADAs and WUCS;

ii) Advising Government on legal, policy, organisational and procedural changes;

iii) Organizing demonstrations in collaboration with other organizations; and

iv) Conducting special studies and bringing out publications.

2.2.2 Staffing Pattern

The WALMI is headed by a Director in the rank of a Karnataka Engineering Services (KES). There are three

divisions with different departments. Each department consists of Professors, Assistant Professors with suitable

qualifications and they are supported by Technical, Accounting and Administrative staff.

2.2.3 Training Programmes

A list of training programmes that are being conducted shows that they are covering topics necessary for the WUCS

as well as to the engineering staff on the topics related to sustainable and participatory water and land management.

2.2.4 Training Charges

During the brief visit of WIS to WALMI in February, 2016, some details about the training charges for different types

of training programs have been collected. These are summarised in Table 1.

WALMI has been conducting training programs for WUCS members, Secretaries, staff of CADA and farmers at

village level. It may be noticed that based on the unit rates, the cost of conducting a four days program for a batch of

40 WUCS Secretaries was about INR 1,00,000. The cost components consist of boarding, lodging, training kit, fees

for invited guest lecturers and other minor components. Similarly, the cost of three day training of WUCS per batch of





50 members was INR 90,000, training of a batch of 30 CADA staff for 4 days program was INR 80,000 and for a

village level one day training for farmers was INR 6500.

Table 1: Training Charges at WALMI

Items

Unit Rates

(per person,

per day) Rs.

WUCS (3 Days,

50 persons per

batch)

Rs.

WUCS

Secretaries (4

days, 40 persons

per batch)

Rs.

CADA Staff

(4 days, 30

persons per

batch)

Rs.

WUCS (One

day, village

level training)

Rs.

Boarding charges 250 37,500 40,000 30,000 Rs. 90 x 50

=4,500 Lodging charges 125 18,750 20,000 15,000

Training Kit 300 15,000 12,000 9,000 Rs. 30 x 50 =

1,500

Honorarium for 3

Guest lecturers 800 +TA

8,200

(7,200+1,000)

10,600

(9,600+1,000)

10,600

(9,600+1,000 -----

Boarding Charges

during travel 120 6,000 4,800 3,600 ------

Misc/contingencies 50 2,500 2,500 2,000 500

Field visit ---- ---- 10,000 10,000 ----

TOTAL ---- 87,950 99,900 80,200 6,500

TOTAL ---- 90,000 1,00,000 80,000 6,500

Source: Compiled from the data collected from WALMI

2.3 Regional Institute of Cooperative Management (RICM), Bangalore

2.3.1 Introduction

The institute has been established in 1980. The main objective is to prepare young professionals with commitment

through an Innovative Management Education and Training. It caters to the training requirements of executives of

cooperative enterprises, personnel of cooperation, other departments of Government of Karnataka and other State

Governments in the southern states. As a management development institute, it is actively involved in creating

business culture and entrepreneurial spirit in the cooperative sector. It has all the necessary infrastructural facilities

and cohesive environment. RICM is networked with world-class institutions and affords the implementation of best-

in-class practices across the knowledge delivery and application spectrum.

The RICM is recognized and approved by the AICTE and affiliated to Bangalore University. It has also been awarded

Best Performing Institute among 19 Institutes. The RICM offers diploma, long term and short term training courses in

the areas of.

i) Cooperative Management.

ii) Urban Banking.

iii) Cooperative Marketing Management.

iv) Cooperatives including Self-help Groups and Water users.

2.3.2 Facilities

The core staff and faculty of the RICM consist of a Director, three Dy. Directors, four Faculty Members and is

supported by necessary administrative staff.

A variety of teaching and learning techniques are employed to impart knowledge and skills to students at RICM,

Bangalore spread over various departments.





Air-conditioned halls for group discussions, AC rooms for interviews Halls are equipped with LCD Projectors,

Computers and Internet Connectivity and Cafeteria.

2.4 Administrative Training Institute (ATI), Lalit Mahal Palace Road, Mysore

2.4.1 Location

The campus of Administrative Training Institute (ATI) is spread over about 35 acres in the serene surroundings at the

foothills of Chamundi Hills abutting the Karanji Lake. The State Institute for Urban Development (SIUD) and Abdul

Nazi Sab State Institute for Rural Development (ANSSIRD) are also located in this campus.

2.4.2 Vision and Mission

The vision of th

e Institute is ‘to emerge as a Centre of Excellence in Capacity Building and Human Resource Development for

Government Officers.’ The mission of the ATI includes:

- To Transform the Functionaries involved in the process of Governance by building their capacity and

enhancing their competence to respond to needs of people,

- To systematically move towards need-based training and learning.

ATI is the apex training institute of the Government of Karnataka.

The training programmes that are conducted on regular basis include:

i) Foundation Course for Gazetted probationers of the State Civil Services,

ii) Orientation courses for IAS / IFS probationers allotted to Karnataka cadre,

iii) Refresher courses for Senior Officers,

iv) Training of Trainers and,

v) Training on Gender Issues, Financial Management, Legal Issues and Computer Applications.

ATI at Mysore caters mainly to the needs of Grade A and Grade B Officers.

There are 28 District Training Institutes (DTIs) which conduct training programmes for Group 'C' and Group 'D'

employees.

The institute has a conference hall that can accommodate 70 people equipped with modern facilities.

2.4.3 Hostel

To cater to the needs of Group "A" and "B" officers, a well-furnished dual-sharing rooms are provided. There are 52

rooms each having computer, internet, television and intercom facility. There are two dining halls one of which is

open dining hall capable of accommodating 50 persons.


The total staffs of the ATI consist of 35 persons. The number of Core Faculty is 9, the outsourced faculty is 3. The

remaining personnel consists of administration and other supporting staff like System Analysts, Library staff etc.

2.4.5 Costs of Training Programs

The ATI has posted in their website a draft component wise cost estimates prepared by ATI, Mysore (2015-16) for

their training programs. The summary of the costs is presented in Table-2.

The cost of providing three-day training for a batch of 30 participants is INR 85,829=00.





Table 2: Cost Estimates for Three days Training Program – ATI, Mysore

Cost Component Unit Cost (Rs) For a batch of 30

participants (Rs.)

A Training Kit 74 2,231

B Hall charges & equipment 4,000 per day 12,000 / 3 days

C Photocopying & stationary 41 1213

D Boarding &lodging 600=00 per day per

participant 54,000=00 for 3 days

E Honorarioum and TA for resource

Persons

1,600=00 for 5

persons Rs. 200 as

TA for 3 persons

8,600=00

Sub total ---- 78,026=00

F Miscellaneous (administration and

institutional charges) 10% of sub total

7,803=00 ( savings to

the Institute)

Total ------ 85,829=00

Source: ATI-Project Management Training-B.pdf

2.5 Advanced Centre for Integrated Water Resources Management (AC-IWRM)

2.5.1 Introduction

The Government of Karnataka (GOK) committed to the establishment of an Advanced Centre for Integrated Water

Resources Management (ACIWRM) in the 2011-12 financial year budget. The ACIWRM is the first of its kind in

India. The rationale for this initiative was to create an enabling environment for the GOK to pursue its objective of

moving towards achieving water and food security in the declared Irrigation Decade (2011 – 2020). The IWRM

framework provides the opportunity to integrate the land and water related management aspects at the sub-basin

and river basin levels.

The ACIWRM is acting as a think tank to the government’s Water Resources Department (WRD). It is engaged in

policy analysis, research, planning, capacity building and developing the knowledge-base for gearing up the

department up to its future vision 2030. The ACIWRM works with the various Departments, civil society, the private

sector, farmers and water user associations and other organizations to provide integrated advice to the WRD for

managing the state’s water resources.

2.5.2 Organizational Structure

The AC-IWRM is managed and administered by i) Governing Body, ii) Executive Committee and, iii) Management

Committee.

The AC-IWRM is involved in a number of state and national initiatives including preparing the State Specific Climate

Change Policy, the World Bank’s National Hydrology Project, and the forthcoming World Bank’s National

Groundwater Program.

2.5.3 Resourcing and working modality

The AC-IWRM is a small organization which comprises of a Government Procedures and Administration Division

under the management of the AC-IWRM Registrar (SE level) and a Technical Division under the leadership of the

Technical Director.

There are six full-time staff members comprising of:

i) Training and capacity building;





ii) Farmer and stakeholder involvement;

iii) River basin management;

iv) Hydrology and irrigation;

v) Land and water management; and

vi) Water resource information systems.

The AC-IWRM is supported on a needs basis by short term contract staff recruited for particular projects.

The AC-IWRM is financed by the Government of Karnataka and supported by the Asian Development Bank’s

Karnataka Integrated and Sustainable Water Resources Management Investment Program (KISWRMIP). Project 1

of this program will run from 2015 to 2019. The KISWRMIP supports the involvement of international specialists,

namely, a Chief Technical Advisor for IWRM, a River Basin Hydrological Modeller, and a Hydrologist.


The Institute is headed by a senior Officer in the rank of an IAS and duly supported by qualified staff consisting of

Registrar (SE), a Technical Director, a technical team of different subject specialists and administrative personnel.

2.5.5 Capacity Building Activities

AC-IWRM has prepared an overall strategy for the CB of government staff and farmers so that water resources can

be managed sustainably. The strategy will assess training needs of various stakeholders and include activities such

as in-depth technical and management training, national and international study tours, work placements, and

twinning arrangements to learn from other organisations.

In the short-term, WRD staff will be trained in AC-IWRM so that it can be increasingly adopted in their daily work.

The AC-IWRM with IISc and local universities and assisted by UNESCO-IHE, is preparing a Certificate Course on

IWRM for 600 junior to mid-level engineers. Training in IWRM will be extended to additional staff, including more

senior staff in due course.

A priority activity of this project is to broaden the successful experience with Water Users Cooperative Societies

(WUCS) in parts of the State. WUCS activities will increase the extent and effectiveness of farmers’ participation so

that irrigation systems are managed and water shared equitably. WUCS will be strengthened to manage system

sustainability and operation, improve agronomic practices, water use efficiency, productivity and farmer livelihoods.

Governance arrangements surrounding WUCS will be strengthened.

The ACIWRM has several partnership activities including with the Karnataka Remote Sensing Applications Centre,

the Indian Institute of Science, UNESCO-IHE. It is actively developing additional partnerships with other institutions,

both national and international to support its goals.

2.6 Conclusions

From the above desk review of the training institutions and keeping in view the requirements of the Project, the

following conclusions are drawn:

i) The KERS-Engineering Staff College at K.R. Sagar is regularly conducting foundation/induction training

courses for newly recruited staff, refresher courses for middle-level technical and administrative staff of Water

Resources Department. It has all the training facilities and faculty members experienced in subjects and topics.

ii) The mandate of WALMI, Dharwad is to meet the capacity building needs, imparting training for in service staff

of Water Resources Department, Nigams, CADAs and WUCS and to manage water and land in a systematic

and scientific way. It is also mandated to render technical assistance to Government and Water Users

Organizations in the state. The clientele for the WALMI are both WUCS and the middle and junior level

engineers.





It is noticed that:

• WALMI’s training programmes are currently restricted to CADA and WUCS only. Since 2013 -14 training of

KNNL engineers have been stopped as “no deputations received for officers trainings because of scarcity

of staff in the department”.

• There is also problem of lack of adequate staff at WALMI. Out of 47 posts sanctioned 37 are now vacant.

There are only two full time faculty members now. For many years there is no full time director at WALMI.

• Presently there is no collaboration with other institutions like KERS, AC-IWRM in undertaking training and

capacity building programmes.

• Capacity building of their own (WALMI) faculties is also required as they have hardly undergone trainings

in other institutions especially in recent times.

• There is a good potential for utilizing the experience of WALMI with appropriate up-gradation of faculties

and their training programmes to suit the capacity building requirements under the project.

iii) The Regional Institute of Cooperative Management (RICM) basically caters to the training requirements of

executives of cooperative enterprises, personnel of cooperation, other departments of Government of

Karnataka and other State Governments in the southern states. Only a small fraction of the clientele belongs to

WUCS for courses on ‘cooperation’. Such topics may be covered by KERS/Engineering Staff College at

K.R.Sagar.

iv) Administrative Training Institute (ATI), Mysore is the apex training institute of the Government of Karnataka. Its

main function is to cater to the needs of Grade A and Grade B Officers. Hence the ATI may be explored to

provide some executive development programmers for senior level officers and engineers.


Annexure 3

Gondi WUCS Administration:

Baseline Assessment




December 2017

Gondi WUCS Administration: Baseline Assessment



Page | 1

1. INTRODUCTION

The Karnataka Integrated and Sustainable Water Resources Management and Investment Programme (KISWRMIP)

supported by Asian Development Bank, has a component of forming/strengthening Water Users Cooperative

Societies (WUCS) under Gondi Modernization Project 1. A strong, vibrant WUCS is critical to the success of

Participatory Irrigation Management (PIM). As a part of the KISWRMIP, WUCS is also entrusted with constructing

their own infrastructure such as the Field Irrigation Channels (FICs) and WUCS office buildings to induce strong

sense of ownership. This approach seems to be materialising as reflected in the active participation of WUCS in

Command Area Development (CAD) package works as well in the quality.

2. OBJECTIVE OF PERIODIC BASELINE ASSESSMENT

There are 11 WUCS in the Gondi Irrigation System. To assess their performance from time to time, as of reporting

period, five baseline assessments have been carried out against 29 identified parameters. The first baseline

assessment was designed and carried out during September/October 2016 and the fifth one during September 2017.

An Action Plan is developed based on the findings of each of the assessments to enhance the institutional

performance as well as knowledge and skills base of the WUCS office-bearers and members. Towards achieving

this a series of training programmes and exposure visits have also been planned for the WUCS members both within

Karnataka and outside.

3. METHODOLOGY AND DATA COLLECTION

The methodology used the check list of 29 parameters for assessment. PSC visited each of the 11 WUCS,

conducted meetings which included both the office bearers as well as a cross-section of members including women.

Along with the indicators, qualitative discussions were also held to understand the process of change. Table 1

provides the change between the first and fifth rounds of assessment.





Page | 2

Table – 1: Gondi WUCS: Performance Indicators:

1st round (September/October 2016) and 5th round (September 2017)

S. No

Activity

Dodda Goppenahalli

Baranduru Seegebagi Tallikatte Koppa

Doddakere Baballi

Nagathi belagalu

Holehonnuru Kage

Kodamagge Dasarakallhalli

Mudala Vittalapura

1st BL 5th BL

1st BL

5th BL

1st BL

5th BL

1st BL

5th BL

1st BL

5th BL

1st BL

5th BL

1st BL

5th BL

1st BL

5th BL

1st BL

5th BL

1st BL

5th BL

1st BL

5th BL

1 WUCS Office × √ × √ × √ √ √ × √ × √ × √ × √ √ √ × √ × √

2 WUCS Board × √ √ √ × √ √ √ × √ × √ √ √ × √ √ √ √ √ × √

3 Secretary appointed × √ × √ √ √ √ √ √ √ × √ × √ × √ √ √ √ √ × √

4 WUCS Byelaws √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ × √

5 Total farmers list √ √ × √ √ √ √ √ √ √ √ √ × √ × √ √ √ √ √ × ×

6 List of shareholders/ membership

√ √ × √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ × √

7 Registration certificate √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ × √

8 GB members list √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ × √

9 General Body meeting minutes register

× √ × √ × √ × √ × √ × √ × √ × √ × √ × √ × √

10 Governing Body meeting minutes register

× √ × √ × √ √ √ √ √ × √ × √ × √ √ √ × √ × √

11 Meeting notice file √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ × √ × √

12 Cashbook √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ × √

13 Annual audit report × x × √ × √ √ √ √ √ √ √ × √ × √ √ √ √ √ × √

14 Income and expenditure register

× √ × √ √ √ √ √ × √ × √ √ √ × √ √ √ × √ × √

15 Letterhead × √ × √ × √ √ √ √ √ × √ √ √ √ √ √ √ √ √ × √

16 Inward & Outward Register

× √ × √ × √ × √ × √ × √ × √ × √ √ √ × √ × √

17 PAN Card × √ × √ × √ √ √ √ √ √ √ × √ × √ √ √ × √ × ×





Page | 3

18 TIN × x × √ × √ × √ × √ × √ × √ × x √ √ × √ × ×

19 Name of the Bank, Account Number and address

× √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ × √

20 Amount deposited with bank account

× √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ × √

21 Governing Body attended training

× √ √ √ × √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ × √

22 Exposure visit to WUCS in Karnataka and other places

× x × x × × × x × × × x × x √ √ √ √ × x × ×

23 Cadastral, soil & land use maps

× √ × √ × √ × √ × √ × √ × √ × √ × √ × √ × ×

24 Crop particulars detail list

× √ × √ × √ × √ × √ × √ × √ × √ √ √ × √ × ×

25 MOU with KNNL × √ × √ × √ √ √ √ √ × √ √ √ × √ √ √ √ √ × √

26 One time functional grant

× √ × √ × √ √ √ √ √ × √ × √ × x √ √ × x × ×

27 Works taken up by WUCS

× √ × √ × √ √ √ √ √ × √ × √ × x √ √ × √ × √

28 Collecting water charges

× x × √ × × × √ × × × × × x × x √ √ × x × ×

29 Any O& M activity done

× x × × × × × √ × × × × × x × x √ √ × x × ×

Total No. of Parameters 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29

No. of parameters achieved / in place

7 24 9 27 11 26 21 28 18 26 12 26 13 26 11 24 27 29 14 25 0 20





4. KEY FINDINGS

S. No 1st round (September/October 2016) 5th round (30 September 2017)

1 • 8 out of 10 WUCS do not have offices;

• 5 WUCS do not have Secretaries;

• 4 WUCS need to organize letterheads.

• 11th WUCS has been added during December 2016.

• All the WUCS now have offices; out of the 11 WUCS,

Tallikatte and Kagekodamagge have own offices. The

remaining are in rented buildings.

• All the WUCS have printed their letterheads and

appointed the Secretaries.

2 • 3 WUCS do not have total farmers list;

• One WUCS needs to prepare List of shareholders;

• All 10 WUCS do not maintain general body meeting

register;

• 3 WUCS to maintain governing body meeting register.

• 10 WUCS have list of farmers;

• All 11 WUCS have prepared list of shareholders;

• All 11 WUCS have been maintaining General body

meeting register, and

• All 11 WUCS are maintaining Governing body meeting

Registers.

3 WUCS do not maintain cadastral, soil use and land use

maps.

All the 11 WUCS are now maintaining cadastral map, soil

use and land use maps in the office.

4 Only 5 WUCS completed last annual audit report 8 WUCS have completed the annual audit reports and GB

meetings as of this reporting (September 2017). Rest

planned for October 2017.

5 Only 3 WUCS maintain income and expenditure book. 5 WUCS have started maintaining income and expenditure

book; others are in progress.

6 Only 1 WUCS obtained TIN number. 10 WUCS have GST registration; Mudlavittlapura has

applied.

7 Only 3 WUCS obtained PAN card. All WUCS have PAN number.

8 Only 1 WUCS is maintaining inward and outward register. All WUCS are maintaining inward and outward register.

9 5 WUCS only signed MOU with KNNL/CADA; All WUCS registered with CADA; entered into MoU with

KNNL/CADA for CAD works.

10 3 WUCS mobilized one-time grant. Eight WUCS received one-time grant from CADA while three

(Holehannur, Dasarakallhalli and Mudalavittlapura) are in the

pipeline.

11 1 WUCS was collecting water charges. 3 WUCS (Barandur, Tallikatte and Kagekodamagge) have

started collecting water charges.

12

-----

As of 30 September 2017, all WUCS, except Holehannur

WUCS, have started CAD package works. WUCS have

collectively completed work worth more than INR 8.30 crores

as of 30 September, 2017.

13

-----

All WUCS (except Mudalavittlapura) has all records/registers

in place and in order, an operative bank account t and are

making bank transactions.

5. CONCLUSION

The baseline assessments are clearly indicative of significant improvement in the performance of the WUCS. Their

active participation in the execution of the CAD package works is quite appreciative in spite of some difficulties and

challenges. The assessments are also helpful in terms of indicating areas of improvement not only to PSC but also

to WUCS themselves as the assessments are done jointly with the directors and key members.


Guidelines to be followed While carrying out Rehabilitation Work in Otter Conservation Area and Heritage Area



Annexure 4

Guidelines to be followed while carrying out rehabilitation works in

Otter Conservation Area and Heritage Area

A. Otter Conservation Area

The bidder shall follow the general guidelines given below during rehabilitation work. Where applicable, the bidder

may include additional cost in his bid.

1. Precautions should be taken to protect the Rare, Endangered and Threatened (RET) species and other

aquatic life during execution of restoration works on the anicuts. Some of the precautions are as given

below.

2. Restoration work should be taken up during the period December to June only so as to avoid disturbance to

the aquatic fauna. During this period, the flow of water in the river is minimal and chances of floods are very

less.

3. Before commencement of the restoration activities, temporary ring bunds should be built 50-100 meters

away from the anicut using sand bags or any such material to facilitate storage of water for the wildlife.

Water should be ensured till completion of the restoration work to enable major fauna, fishes and

amphibians to remain in their habitat; otherwise, they may migrate to other locations leading to local

conflicts.

4. Restoration work should start after 9 am and should be closed by 5 pm so as to make way for the feeding of

crepuscular and nocturnal animals.

5. De-silting and de-weeding should be taken up in the frontal portion of the anicuts only, but the existing

native species of bushes and shrubs in the shore line are to be retained. This will help the animals to take

shelter and hide under the cover of vegetation.

6. Retain the rocky islands, sand dunes and mud banks existing normally in the middle of the anicut which will

help wildlife such as Smooth-coated otters and crocodiles to bask and rest.

7. De-weeding of invasive alien weeds like water hyacinth and Ipomoea cornea is to be taken up in the anicuts

on regular basis to prevent siltation and to maintain healthy ecosystem.

8. During restoration work, it is advised to build a stone wall or a concrete wall along the road side of the canal

and leave the other end/ bank of the canal as it is with its mud bank and vegetation wherever possible. This

will help the endemic life forms such as crabs, amphibians, snakes, turtles and birds to feed, nest and live

making use of the available resources.

9. While de-silting and removing the existing structures of the anicuts, precaution should be taken to avoid any

kind of harm or disturbance to the wild life forms such as turtles, snakes, monitor lizards, crocodiles,

amphibians, and fishes which generally hide under the crevices of the walls. Further, they should be

rescued and shifted to safer locations. In case any nest of Crocodile or Turtle is spotted, it should be

protected or shifted scientifically to a safer location.

10. Awareness program on ‘the wild life of the river and conservation’ should be conducted for workers,

supervisors and managers before the restoration work is begun.

11. After completion of the restoration work, all debris of sand bags, plastic, oily soil, and metals should be

removed and cleaned.

12. Hoardings, signages, bill boards etc. should be erected depicting the heritage of anicuts and the

biodiversity within these areas.

13. Water Users Societies, where existing, and officials of KNNL, KFD and local conservation NGO within the

jurisdiction of each of the anicuts may be involved to monitor the rehabilitation activities and take care of

maintenance of the anicuts and VNCs.


Guidelines to be followed While carrying out Rehabilitation Work in Otter Conservation Area and Heritage Area



14. A trained rescue team should be kept on standby for safe rescue operations of any aquatic fauna including

in distress during restoration activities. One of the rescue team members should be present at the site to

rescue and release the wildlife in safe nearby locations.

15. Assistance of a Naturalist/ Wildlife expert may be taken on ad hoc basis to advise, oversee and monitor

rehabilitation activities.

B. Heritage Area

Archaeological Survey of India has observed the following in the heritage areas of VNC and places conditions to be

followed while carrying out rehabilitation works:

I. Observations

i. Dressed stone pitching of the Vijayanagara times.

ii. At places, have cut channels in the parent rock formation in their present orientation.

iii. At some places the rock formation has been used for carving boulders, sculptures and inscription.

iv. Stone flooring for the bed of the channels.

v. At places it has been found that they have not veneered or have pitched the embankment of the

channel.

II. Conditions

i. The ASI strongly mandates that the rehabilitation work should maintain the above characters of the

channels as far as possible.

ii. No damage shall be caused to the sculptures/inscriptions located immediately on either side of the

channel.

iii. Any new evidence of architecture/sculptures while clearing the embankment for repairs found

should be reported to the local officers of Archaeological Survey of India stationed at Kamalapura.

iv. The already existing Vijayanagara period pitching be restored as per the original and reset to the

required alignment in lime mortar and concrete.

v. The flooring of the channel if found not interfering with the work should be retained. As such,

documented and reported to the local office.

vi. Fresh veneering of the exposed embankment should be carried out in lines of the Vijayanagara

period pitching in lime mortar for arresting the seepage of the channel.

vii. The usage of cement concrete flooring is allowed with a rider that the flooring of the Vijayanagara

times is not disturbed.

viii. The entire work in these channels running through the core zone should be carried out in the

presence of the local officers and their guidance.
