Download-manuals-general-sapr-october1998

Government of India & Government of The Netherlands

CSMRS Building, 4th Floor, Olof Palme Marg, Hauz Khas, New Delhi - 110016 (INDIA). Tel: 6861681-84Fax : +91 11 6861685 E-Mail : [email protected]

DHV CONSULTANTS &DELFT HYDRAULICSwith HALCROW, TAHAL,CES, ORG & JPS

Semi - Annual Progress ReportApril - September 1998

Annual Programme and Budget 1999

October 1998

IN032501

SAPR April-Sept.’98/APB ‘99 Page i

Table of Contents

Page

Distribution list .................................................................................................................. ii

Abbreviations.................................................................................................................... iii

1 General.....................................................................................................................11.1 Introduction and core project data ............................................................................11.2 The Project................................................................................................................11.3 Role of the Consultant ..............................................................................................61.4 Interlinkages between Project elements ...................................................................8

2 Model HIDAP and TA Outputs .............................................................................112.1 Model HIDAP ..........................................................................................................112.2 Overview of goals, constraints and TA outputs.......................................................122.3 Interpretation of TA outputs ....................................................................................132.4 Interpretation of constraints ....................................................................................142.5 Conclusion ..............................................................................................................142.6 TA Outputs..............................................................................................................15

3 Progress and planning of TA activities ..............................................................253.1 Project management support in the States.............................................................253.2 Institution Development ..........................................................................................323.3 Management Information System ...........................................................................473.4 Hydrological Information System ............................................................................523.5 Surface water and hydro-meteorology....................................................................553.6 Groundwater ...........................................................................................................653.7 Water quality ...........................................................................................................733.8 Database management and communication ..........................................................813.9 Training ...................................................................................................................89

4 Staffing requirements of consultancy services..................................................1024.1 Staffing until September 1998...............................................................................1024.2 Brief task descriptions of experts ..........................................................................1084.3 Staff planning for 1999 and beyond ......................................................................118

5 Procurement and project offices.......................................................................1485.1 Establishment of Delhi office.................................................................................1485.2 Establishment of State offices...............................................................................1485.3 Equipment for Delhi and State offices...................................................................148

6 Budgets for 1999 and beyond............................................................................1526.1 Staffing budget......................................................................................................1526.2 Reimbursable expenditures ..................................................................................1526.3 Budget for overseas tours and training (OTT) ......................................................152

SAPR April-Sept.’98/APB ‘99 Page ii

Annexes Page

1. List of reports and manuals 157-1592. HP Training history 160-1653. Model HIDAP 166-1804. Reporting format on project progress 182-2015. HP training network: providers, partners and hosts 202-2056. Status report of HIS courses 206-209

List of figures, barcharts and tables

Figure 3.1 Long-term plan for design for Institution Development in 33Hydrology Project

Figure 3.2 Actual implementation of activities for upgrading HIDAP to 38Model standard

Figure 3.3 Assessment of organisational requirements for successful 46implementation of the HIS

Figure 3.4 MIS work plan as per October 1998 52Figure 3.5 Activity Schedule: Surface water and hydrometeorology 64-65Figure 3.6 Activity Schedule: Groundwater 72-73Figure 3.7 Activity Schedule: Water Quality 80-81Figure 3.8 Activity Schedule: Database management & communication 87Figure 3.9 Activity Plan 1997 – 2001 for Task Group 2 89Figure 3.10 Activity Schedule Task Group 4: Training 99-101Table 4.1 Summary of staff particulars 104-105Figure 4.1 HP’s staffing schedules 1996 106Figure 4.2 HP’s staffing schedules 1997 107Figure 4.3 HP’s staffing schedules 1998 108Table 4.2 Staffing Hydrology Project 1996-2001 124-126Figure 4.4 Staffing bar charts 1998 128-133Figure 4.5 Staffing bar charts 1999 136-141Figure 4.6 Staffing bar charts 2000-2001 144-147Table 6.1 Summary of staffing budget 154Table 6.2 Summary of reimbursable expenditures 155Table 6.3 Budget Overseas Study Tours 156

Distribution list

• RNE, Mr. L. Molenaar (2 copies)• PCS, Mr. P. C. Mathur, Commissioner (WM) (3 copies)• World Bank, Mr. E.V. Jagannathan (2 copies)• Mr. H. Nijland, Advisor RNE• Mr. M. Keuken, Monitoring Specialist, RNE• DHV - NL, Mr. B. van der Boon (3 copies)• Delft Hydraulics - NL, Mr. K. Heynert (2 copies)• TL, Task Managers and all SMCs• Expert staff in Delhi Office• Secretaries & Nodal Officers (8 copies per State)• Central Agencies (3 copes per Agency)• Members WB/RNE-MTR mission (15 copies)

SAPR April-Sept.’98/APB ‘99 Page iii

Abbreviations

AAS Atomic Absorption SpectrophotometerAD Assistant DirectorADCP Acoustic Doppler Current ProfilerAE Assistant EngineerAEE Assistant Executive EngineerAHG Assistant Hydro-geologistAMC Annual Maintenance ContractAMIE Associate Member of Institute of EngineersAPB Annual Programme and BudgetAQC Analytical Quality ControlARG Autographic Rain GaugeARO Assistant Research OfficerAWLR Autographic Water Level RecorderBE Bachelor of EngineeringBIS British Institute of StandardsBOD Biological Oxygen DemandCAD Command Area DevelopmentCBIP Central Board of Irrigation and PowerCDO Central Design OfficeCE Chief EngineerCGWB Central Ground Water BoardCMC Central Management ConsultantCPCB Central Pollution Control BoardCPWD Central Public Works DepartmentCRO Chief Research OfficerCSMRS Central Soil and Material Research StationCTI Central Training InstituteCTU Central Training Unit (CWC)CWC Central Water CommissionCWPRS Central Water and Power Research StationDAP Data Analysis ProtocolDB Data BaseDBM Data Base ManagementDCG Database and Communication GroupDES Data Entry SoftwareDfl Dutch Guilders (NLG)DGPS Differential Global Positioning SystemDO Disolved OxygenDOICAD Department of Irrigation and Command Area DevelopmentDoT Directorate of TelecommunicationsDPC Data Processing CentreDRS Data Retrieval SystemDSC Data Storage CentreDWLR Digital Water Level RecorderEE Executive EngineerE-i-C Engineer-in-ChiefEPTRI Environmental Protection, Training and Research InstituteFCS Full Climatic StationGC Gas ChromatographGD Gauge DischargeGDS Gauge Discharge SiltGDSQ Gauge Discharge Silt Quality

SAPR April-Sept.’98/APB ‘99 Page iv

GERI Gujarat Engineering Research InstituteGIS Geographical Information SystemGoI Government of IndiaGPS Global Positioning SystemGSDA Groundwater Surveys & Development AgencyGW GroundwaterGWD Groundwater Department/DirectorateGWDES Groundwater Data Entry SystemHDUG Hydrological Data User GroupHIDAP Hydrology Institution Development Action PlanHIN Hydrological Information NeedsHIS Hydrological Information SystemHLTG High Level Technical GroupHoT Hands on TrainingHP Hydrology ProjectHRD Human Resource DevelopmentHTC Hydrology Training CommitteeICB International Competitive BiddingID Institutional DevelopmentIDA International Development AgencyIHE Intern. Institute for Infrastructural, Hydraulic & Environmental EngineeringIIT Indian Institute of TechnologyIMD India Meteorological DepartmentIT Information TechnologyITRC Industrial Toxicology Research Training CentreJE Junior EngineerLAN Local Area NetworkMIS Management Information SystemMoWR Ministry of Water ResourcesMTR Mid-Term ReviewNCB National Competitive BiddingNCC National Co-ordination CommitteeNDPC National Data Processing CentreNDSC National Data Storage CentreNEDA Netherlands Development AssistanceNEERI National Environmental Engineering Research InstituteNHTC National Hydrology Training CommitteeNIC National Informatics CentreNIH National Institute of HydrologyNLSC National Level Steering CommitteeNRCD National River Conservation DirectorateOD Organisational DevelopmentO&M Operation and MaintenanceOTT Overseas Training TourPCS Project Co-ordination SecretariatPHED Public Health and Engineering DepartmentR&D Research and DevelopmentRDPC Regional Data Processing CentreRDSC Regional Data Storage CentreRGNGWTRI/RGI Rajiv Gandhi National Groundwater Trng & Research Inst. (CGWB)RNE Royal Netherlands EmbassyRO Research OfficerSAP Standard Analytical ProceduresSAPR Semi Annual Progress ReportSAR Staff Appraisal Report

SAPR April-Sept.’98/APB ‘99 Page v

SDC State Data CentreSDO Sub Divisional OfficerSDPC State Data Processing CentreSDSC State Data Storage CentreSE Senior Engineer / Superintending EngineerSGWD State Ground Water DepartmentSGWSI State Ground Water Survey and InvestigationSLCC State Level Co-ordination CommitteeSMC State Management ConsultantSPC State Procurement CommitteeSPCB State Pollution Control BoardSRG Standard Rain GaugeSRO Senior Research OfficerSSWD State Surface Water DepartmentSTC State Training Co-ordinatorSTO Senior Technical OfficerSW Surface WaterSWD Surface Water DepartmentSWDES Surface Water Data Entry SystemSWOT Strength, Weakness, Opportunities and Threatstbn to be nominatedTA Technical AssistanceTBR Tipping Bucket RaingaugeTG Task GroupTIS Training Information SystemTM Task ManagerToT Training of TrainersUVS Ultra-violet SpectrometerWALAMTARI Water and Land Management Training and Research InstituteWALMI Water and Land Management InstituteWB World BankWQ Water QualityWQ II Water Quality Laboratory Level IIWQ II+ Water Quality Laboratory Level II+WRA Water Resources AssessmentWRD Water Resources DevelopmentWRIC Water Resources Investigation CircleWRM Water Resources ManagementWSSB Water Supply and Sewerage Board

SAPR April-Sept.’98/APB ‘99 Page 1

1 General

1.1 Introduction and core project data

The Consultant mobilised in May 1996, the 1st of May 1996 being the official starting dateof the Consultancy. A permanent office has been established in New Delhi, in the buildingof the Central Soil and Mechanical Research Station (CSMRS). Project offices have alsobeen established in all eight States participating under the Hydrology Project, viz. atGandhinagar, Pune, Bhopal, Bhubaneshwar, Hyderabad, Bangalore, Chennai andTrivandrum.

The Inception Phase covered the period May till September 1996, at the end of which theInception Report was submitted to RNE and GoI. RNE had also agreed to consider theInception Report as the Semi-Annual Progress Report (SAPR) for the period May tillSeptember 1996. Since then Semi-Annual Progress Reports are prepared for the periodsOctober till March and April till September respectively. This timing of contractual reports,established with approval of RNE, enables the preparation of each second SAPR jointlywith the Annual Programme and Budget (APB) Report for the next year, and reducesaccordingly the staff time spent on the preparation of the same.

This report includes the SAPR for the period April – September 1998 and the APB for 1999.Consultants endeavour to make each SAPR and APB self-explanatory and self-contained.Therefore, substantial re-writing of its text is usually confined to Chapter 3, while leaving theother chapters essentially as they are, except for the necessary corrections and updating.

The core data of the project are listed below:

a. Activity number : IN032501b. Project Name : Technical Assistance for the Hydrology Project (HP)c. Project Phase : Development Phased. Location : India, South Asiae. (Sub) sector : Water, Ministry of Water Resourcesf. Term of validity : 1st May 1996 till 31st December 2001g. Contractor : DHV Consultants BV in association with DELFT

HYDRAULICS, HALCROW, TAHAL, CES, ORG &JPS.

h. Counterpart : Project Co-ordination Secretariat (PCS) of theMinistry of Water Resources (MoWR)

i. Finance : Consultancy: Dfl 17,411,000 for staffing plus Dfl9,520,000 for reimbursable costs. Overseas studytours and training: Dfl 1.2 million

j. Date of Reporting : October 1998k. Reporting Period : April to September 1998

1.2 The Project

1.2.1 General

The World Bank, through the International Development Association, signed on 22September 1995 a Development Credit Agreement and Project Agreement with the


Government of India and the participating States to execute the Hydrology Project (IDACredit No. 2774-IN). The amount of the credit is 90.1 million Special Drawing Rights (USD142 million equivalent). The total cost of the Project is estimated at USD 162.4 million. TheProject is to be implemented in a period of six years (September 1995 to September2001). The credit became effective on 20 December 1995, and the credit closing date isMarch 31, 2002.

The Project supports a six year time slice of a programme to improve India’s institutionaland technical capability to measure, process and disseminate quantity and quality dataconcerning all aspects of surface water and ground water resources, including the relatedclimatic data. The objectives of the Project is to assist the implementing agencies inimproving their organisational arrangements, institutional and technical capabilities andphysical facilities for measurement, validation, compilation, analysis, transfer anddissemination of hydrological, hydro-meteorological and water quality data and for basicwater resource evaluations. The Project involves procurement of works of value US$ 44.7million, vehicles of value US$ 6.6 million and goods of value US$ 52.2 million.

The Project concerns many organisations, both at Central and State level. The Centralagencies involved are the Central Water Commission (CWC), Central Ground WaterBoard (CGWB), National Institute of Hydrology (NIH), Central Water and Power ResearchStation (CWPRS), and the India Meteorological Department (IMD). At the State level, therelevant organisations are the Irrigation and Ground Water Departments in AndhraPradesh, Gujarat, Kerala, Karnataka, Madhya Pradesh, Maharashtra, Orissa and TamilNadu.

The World Bank's Staff Appraisal Report (14 July 1995) includes a Technical Assistance(TA) component to assist the Central and State agencies in the implementation of theHydrology Project. The Governments of India and The Netherlands, in consultation withThe World Bank, have agreed to finance this Technical Assistance under the bilateralIndo-Dutch programme through a grant equivalent to USD 17.38 million. The grant is of anuntied nature and includes the remuneration for consultancy services and overseastraining. The agreement with the Consultant was signed early July 1996, though the 1st ofMay 1996 is considered as the official starting date of the TA.

The contract for the execution of the required consultancy services under the TAcomponent has been awarded to DHV Consultants BV of The Netherlands, in associationwith DELFT HYDRAULICS (The Netherlands), HALCROW (UK), TAHAL (Israel), and thenational consulting firms JPS Associates, ORG and CES. The Technical Assistanceactivities are divided among four Task Groups:

Task Group 1 : General Co-ordination and ManagementTask Group 2 : Technical ServicesTask Group 3 : Institution DevelopmentTask Group 4 : Training Services

1.2.2 Objectives

The Hydrology Project aims at developing comprehensive, easily accessible and userfriendly databases covering all aspects of the hydrological cycle, including surface waterand groundwater in terms of quantity and quality and climatic measurements, particularlyof rainfall. This will assist in the development of more reliable and spatially intensive dataon water resources. The Project further aims at making the hydrological informationavailable for planning and management of water resources and other legitimate uses, and


promoting its utilisation for the same. These goals are to be achieved by improvement ofinstitutional and organizational arrangements, technical capabilities, and physical facilitiesavailable for collection, processing and dissemination of hydrological and hydro-meteorological data.

Hence, the ultimate aim of the project is to deliver a functional HIS and an improvedinstitutional capacity of implementing agencies to build, operate and utilise the HIS to thebenefit of the different user groups. The development of databases would support majoraspects of India’s Water Policy, particularly with regard to water allocation and planningand management of water resources development at the national, state, basin and projectlevel. The HIS would integrate databases comprising data from observation networks forsurface water, groundwater, and climatic measurements. These networks are owned andmaintained by participating organisations at the state level, whether state agencies or(regional offices of) central agencies. However, the information ultimately to be providedby the system should meet the needs of not only these agencies but also of otherorganisations whose mandate involves the use of hydrological information. Hence, theobservation networks require rationalization and possibly also re-alignment (to ensure thatother users' data needs are adequately met).

Operationally, the Project strives to encourage cooperation among the differentparticipating agencies through data exchange. This is not so much a technical as aninstitutional challenge, in that agencies operating networks and information systems fortheir individual use are asked to take other users' needs into account in laying out theirobservation networks. In this respect, the Project distinguishes the following four phases.

• Inception phase, to lay the necessary groundwork for Project implementation,including development of the organizational framework and planning of Projectactivities;

• Development phase, comprising standardization of procedures and the design of theHydrological Information System (HIS) including development of staff trainingcurricula and planning;

• Implementation phase, in which the procedures and designed structures aregradually being implemented;

• Consolidation phase, including support activities to arrive at sustainable operation ofthe system.

The Project adopts a Process Approach to develop the HIS, and particularly to encourageinteraction among the agencies involved in planning, development and use of the system.The basic management instrument in this approach is a revolving Hydrology InstitutionDevelopment Action Plan (HIDAP). HIDAP planning involves comparing a critical review ofprogress in the on-going year with remaining achievements required to reach the


ultimate Project objective, resulting in amendments of objectives and targets for theupcoming year(s). Due to a variety of opportunities and obstacles in the different statesand organisations involved, this approach will necessarily lead to different agencies beingat different stages of advancement at any given point in time. Therefore, while allparticipating central and state organisations will be going through all four Project phases,the duration and timing of each (with the exception of the inception phase) will depend onactual progress in each particular organisation and state, while one agency may be in theimplementation phase for one part of its programme and still be in the development phasefor the other part.

By now the participating organisations have moved into the implementation phase. In thedevelopment phase, the implementing organisations in the different States were to agree onpriority data needs of major data users to be met by the system, and individual agencies wereexpected to rationalize and realign their observation networks in line with those needs and todetermine civil works, equipment, and staffing required. Institutionally, progress was madewith developing integrated planning through the aforementioned HIDAPs. HIDAP focused firston developing the physical infrastructure for the HIS. However, the ultimate Project objectiveis not only to have hardware and software in place, but also to have the system actuallyworking. Hence, HIDAP evolves to address particularly the issues related to the functioning ofthe agencies working with HIS. In both stages of evolution, the process of developing HIDAPwill remain the same: implementing agencies formulate their objectives in developing thesystem, identify relevant opportunities and obstacles, and then develop comprehensive actionplans for dealing with the situation at hand.

1.2.3 Risks

Appropriate technology and need for change of working habits. HP has a hightechnology content: from the lowest field level to the data centres at the agencyheadquarters a lot of sophisticated equipment is introduced. The question that arises, iswhether the workforce in the organisations involved will be able to sustain this.Preliminary impressions from visits to the agencies in the states were not encouraging:computer awareness is very limited, even standard, “low-tech” monitoring apparatus areoften improperly installed or suffering from lack of maintenance, etc. Therefore, there isconstant need to bear in mind whether solutions provided under the Project areappropriate to the technical and managerial absorption capacity of the implementingagencies. Without a change of mind resulting in different working habits and attention toproper maintenance there is considerable risk that the new equipment will ceasefunctioning soon after the Project is completed. Accordingly, much attention is being paidto both the technical capabilities of the agencies and their organisational commitment tokeep the system functioning (e.g. including regular maintenance as a priority in thebudget). As such, this is an important functional performance indicator for the agencies.

Institutionalisation of “user responsiveness” of HIS. The demand/user orientation ofthe HIS has until now been understood mainly in terms of its basic design, for which theHDUG meetings would supply (technical and functional) parameters. This is not enough.As early as the Inception Report the Consultant addressed the limited decision-makingcapabilities of the HDUGs. As a diverse group of parties with (potential) interests in theHIS, and with the intensity of these interests being very diverse at that, the HDUG willlikely wield insufficient clout to make the HIS actually responsive to changing user needsin practice. It also lacks any formal standing to enforce its recommendations to theagencies managing the system (i.e. those now involved in developing it).


Therefore, while the group may serve as a useful forum for discussion, trueinstitutionalisation of the dynamic nature of the HIS requires a corollary development ofcommitment and capability in the implementing agencies to keep abreast of changing userneeds and to adjust the system accordingly (monitoring frequency, network lay-out, typeof reports, etc.). In this connection, the agencies managing the HIS must formulatepolicies for deciding on monitoring priorities: it may not be possible to meet allrequirements of all users. This requires the identification/development of a unitresponsible for “user-responsiveness” of the HIS, with suitable job description and themeans to take action.

Whether this responsibility is to be set up in each of the agencies or at State level, andwhether this should be uniquely dedicated to HIS or as part of wider responsibilities,remains to be seen. Also, it is not yet clear whether any “capability gap” of the agencies inthis respect is trainable or not: if the right persons are not presently available they mayneed to be recruited from outside (this is similar to the “WQ Expert - Chemist” issue).

Training centralisation and diversification. In the course of 1998-1999, when all HIScourses will be taken up, it is expected that a rather large variety of potential trainingproviders may simultaneously claim their interest and capability to undertake HP training.These include: four designated CTIs (CTU, RGI, NIH, IMD), selected laboratories,universities, research institutes, information technology education centres, WALMIs, andthe TA experts (in their role as trainers and coaches). The risks of a wide training networkinclude: lack of complementarity, unnoticed deviations from promoted HIS standards andconfusion among the beneficiaries, when it comes to making a selection for their stafftraining.

The alternative is to provide exclusive technical assistance to just enough national HPtraining providers, i.e. one for each major hydrology domain, and promote these as theonly certified HP training institutes. This option of creating centres of excellence has itsown limitations. For instance, exclusive reliance on the CTU and RGI, which have acomprehensive hydrology-training mandate under the HP, would lead to postponement ofall advanced training courses. It is also generally risky to fully depend on a few centraltraining institutes, as TA investments and regularity in HP training would immediatelydissolve when these institutes change their training priorities in favour of other, non-HPactivities.

1.2.4 Perspectives

Towards the end of 1999 the construction, equipment, and staffing of the observationnetworks should for a substantial part be completed, and the implementation of the HISaccelerated. Annual review of progress will further detail the HIS, with particular emphasison specification of access protocols for different users. Planning through the HIDAPs willcontinue for all participating agencies, and most agencies would have entered theImplementation Phase, in which the networks become operational and the designedprocedures for data collection, processing, storage and dissemination are gradually beingimplemented. It is anticipated that towards the end of 2000 all software and hardwaresystems procured under the project will be in place, which leaves only one year for theconsolidation of the same atleast for part of the agencies and part of the systems. Otheragencies would enter the Consolidation Phase already in the year 2000, while all trainingrelated activities and arrangements would also be consolidated in 2000.


The Bank’s mid-term review (MTR) takes place in January 1999, at which time substantialadjustments and budget reallocations are likely to occur. The extent to which the MTR ofthe Bank will effect the desirable outputs of the TA remains to be seen. Similarly RNE’smid-term review (December 1998) may have its impact on the ‘design’ and outputs of theTA in the years to come. Therefore, the planning for 1999 and beyond may have to berevised accordingly. Modifications may suitably be incorporated in the SAPR for theperiod October 1998 – March 1999.

1.3 Role of the Consultant

1.3.1 General observations

There are three distinct responsibilities related to the implementation of the HydrologyProject. First, the responsibility for physical implementation, i.e. the "investment part" ofthe Project. This responsibility lies with the surface and groundwater organisations in theStates and at the central level. These organisations are concerned with developing actionplans, translating these into physical procurement plans, staffing plans, etc. and ultimatelycarrying out these plans. The second type of responsibility is for co-ordination of activitiesundertaken by the different organisations. This responsibility lies with the National Co-ordination Committee (NCC). For the management of day-to-day affairs, this Committee issupported by the Project Co-ordination Secretariat (PCS). Both the implementingorganisations and the PCS are provided with TA consultancy services.

The responsibility of the Consultant is to provide Technical Assistance to the State andCentral Organisations, regarding the translation of the broad outlines for investment, aslaid out in the World Bank Staff Appraisal Report (SAR), into actual implementation plans,and to provide support to the PCS for general co-ordination and monitoring of progress onProject implementation. The TA activities aim broadly at (i) the implementation of atechnically sound HIS, (ii) institutional/organisational changes to ensure its sustainability inthe long-term and (iii) promotion of the use of HIS databases for improved waterresources planning, water management and project design. This responsibility of theConsultant is one at arm's length, i.e. by commenting on activity and procurement plans,advising PCS on possible action on these comments and providing a wealth of technical,institution development and training services. The responsibility for the actual drawing upof plans, for interventions, etc. remains with the implementing and co-ordinatingorganisations of the Government of India.

1.3.2 Proactive approach

The main role of the Consultant is in advising the implementing agencies to ensure thatthe Project achieves the desired impact. So it is the critical review in which the Consultantwould be expected to play the major role. Notwithstanding, it was first necessary to relievesome of the pressure on the organisations. Hence, the Consultant focused first on gettingthe Project off the ground, by working with the implementing organisations to pinpointobstacles in planning and implementation, and developing ways to overcome theseobstacles.

Gradually, the organisations have become more comfortable with the Project and relatedprocedures and the opportunity is created to reflect more fundamentally on the Project


objectives and how they can be achieved using a Process Approach and the HIDAPplanning instrument. In this process, desired outputs and impacts are identified morespecifically, and it became possible to develop progress indicators. This is done incollaboration with the implementing organisations themselves, through a planning processaimed at developing understanding of and commitment to Project objectives.

The Consultant in HP cannot escape responding to agencies’ expressed or unexpressedneeds if he is to be successful in introducing new concepts of planning, data use, etc.Consequently, the project harbours both reactive and pro-active elements. The fact that asubstantial part of Consultants’ staff months remain to be spent on generic issues (ratherthan on State or agency - specific ones) is a first indicator of the pro-active nature of the TAactivities. In this respect, the proactive role of TG3 and TG4 is evident, while TG1 is meant tobe both reactive and proactive, and plays these dual roles. Also TG2 mainly plays a proactiverole: the overall structure of the HIS, as accepted and now being implemented in the Statesand central agencies, has been designed by Consultants. Similarly, the HIS components arebeing designed by Consultants, while dedicated software, technical specifications and trainingmodules are being prepared on a generic basis. However, a basic attitude among the Indiancounterparts is to see the Consultant as service provider/problem solver. Therefore, if a long-lasting relationship is to be maintained in which the Consultant act pro-actively, he willregularly also have to act as service provider, addressing the need of the day of participatingagencies.

In this connection, it was initially difficult to persuade organisations to deviate in theirprocurement plans from the SAR. In the SAR the presented quantities and qualities notalways match the present day requirements (though WB Review Missions and the PCSinvited the agencies to reassess the needs spelled out in the SAR), whereas the timetables hardly left space for a re-evaluation. Under such circumstances and given thelimited staff available, a reactive attitude was unavoidable for some time. This was mainlyrelevant with respect to the rationalisation of monitoring networks and input related to thestandardisation of equipment, specifications and tender documents. Despite all this, theConsultant has always kept the long-term perspective in view, walking along two parallelroads, i.e. the systematic long-term and pro-active approach, while as feasible anddesirable addressing at the same time the needs of the day.

The ultimately intended role of the Consultant will be one of facilitation. In this manner, theConsultant will become a catalyst for progress made by the individual participatingorganisations. Already today, the States have to various degrees advanced in Projectimplementation with regard to network design, procurement, building, staffing and training.However, the reality is that in the short term some of the organisations are still constrainedin performing their role in the Project. Constraints were observed in (a) assessing and/orreviewing requirements, (b) adequate phasing of construction works, procurement, andstaffing, (c) co-ordination among implementing organisations, and (d) integrating planningof different components.

Therefore, the Consultant has taken various initiatives, for example in designing aManagement Information System for monitoring of progress on the Project activities, indeveloping HIDAP as the basic planning format for the States (integrated in the annualProject cycle), in designing a comprehensive system for data acquisition, processing andstorage, and in the development of training programmes etc. Chapter 3 discussesprogress to date on these initiatives, reflects on the experiences, and proposes plans foractivities in the next review period and beyond.


1.4 Interlinkages between Project elements

In implementing the Consultant’s recommendations the agencies face institutionalconstraints such as release of funds, general Government policies (such as the prohibitionon purchasing vehicles), lack of willingness of staff to join the hydrology units being setup, etc. At the same time, they were under internal and external pressure to “produce” (i.e.exhaust their budget allocation). In this situation, the Consultant’s emphasis on aspectsaffecting the functioning of the HIS (e.g. rational network design, need-basedspecifications for equipment, training need analysis, etc.) ran initially the risk of beingregarded by the agencies as more of a hindrance than a help.

1.4.1 Building rapport with the implementing agencies

The first task for the Consultant in the Project, then, has been to establish a rapport withthe agencies. To achieve this, the different Task Groups have spent the first year of theTA (1997) developing an understanding of the requirements versus the technical andinstitutional possibilities at field level, just so the agencies would come to accept them asmeaningful partners in performing their tasks under the Project. They have done thismostly independent of each other’s activities, although as the year went by more andmore inter-Task Group collaboration occurred. For Task Groups 1 and 2 this has meantdevoting much time to site selection and procurement matters insofar as this would notcompromise functional HIS requirements yet to be formulated. The more institutionallyoriented Task Groups 3 and 4 have developed their approaches and begun their planningand co-ordination activities with the agencies, even though they could not fully addressthe HIS orientation of these activities. These activities have achieved their objective ofestablishing a satisfactory rapport with the agencies. In fact, agencies began to express aneed for more Consultant support. This trend was consolidated in 1998, along with anintensified cooperation and integrated approach of the various Task Groups.

1.4.2 Levels of co-ordination

The Project’s “point man” at the implementation level is the SMC. His position is bothprominent and difficult because he is the only permanent representative of the Consultantteam in the State, and nevertheless has the responsibility to represent all facets of theProject. As such his role should be that of a consistent generalist, co-ordinating theactivities of different experts providing assistance to meet the varying technical andinstitutional needs of the agencies. An important task for the Consultant is to interlink theTask Groups’ activities, and to develop a consistent and coherent message on theProject’s objectives and approach. This should become manifest at two levels:

• at the macro level, showing how major components of the HIS and activities toestablish it are related;

• at the micro level, involving detailed work plans for the Consultant’s support at theagency level.

The macro level linkages involve the main logical steps in developing, establishing, andoperating the HIS, not just as an inert data collection and processing system but includingoperational issues such as continual adjustment of the system to changing data needs,timing of data collection, procedures for data analysis, organisation, staffing, etc. Thiswould indicate to the agencies what are the main things they have to take into account indeveloping and maintaining the system in their State. Each Task Group would develop itsown activities to facilitate these steps.


The micro level linkages address the specific timing of Consultant support to individualStates or agencies. This timing of expert support is significantly affected by the agencies’own work plans. The agencies elaborate these work plans in individual HydrologyInstitution Development Action Plans (HIDAPs), highlighting intended functional outputstogether with opportunities and obstacles that the agencies must manage to achievethese. The agencies receive assistance from all Task Groups in developing their HIDAPs.

1.4.3 Co-ordination between the levels

Effectiveness and efficiency demand that implementation of the Technical Assistanceremains organised by individual disciplines in the different Task Groups. It is, therefore,not enough to establish linkages at the macro (central Project) and micro (agency/State)level. There must also be a linkage between these levels. The Consultant’s semi-annualinternal workshops constitute a major forum for identifying these linkages. In theseworkshops the different Task Groups comment e.g. on each other’s work plans. Thesecomments address both macro level linkages between the work plans and their individualimplementation schedules for micro level support. In the process, needs for mutualassistance become apparent and it becomes possible to plan inter-disciplinarycollaboration on the various activities of each Task Group. The planning laid down in thepresent SAPR/APB reflects the result of this process.

Co-ordination in the Project occurs on a wider scale than only the one pertaining to theConsultant’s activities. These activities are linked to those of the implementing agencies.At that level, co-ordination is within the mandate of the National and State Co-ordinationCommittees. The Consultant, therefore, trusts that salient items from this report may betaken up by these committees as necessary and appropriate.

1.4.4 Co-ordination between Task Groups

As detailed in Chapter 4, the Project employs at present about 33 foreign and nationalexperts on a longer-term basis (more than six months), while short-term inputs areprovided as the need arises. These experts represent a large number of disciplines,ranging from various technical fields to human resources and institution development.Among these experts, the State Management Consultants (SMCs) posted in theparticipating States possess a wealth of State-specific experience and knowledge.Regular visits by other individual experts to the States, “where the action is”, are a toppriority. A priority, however, which often results in half the New Delhi based team beingout of station on duty travel.


The large number and diversity of staff, combined with frequent absences from theConsultant’s head office in New Delhi, makes team building an issue that requirescontinual attention. A regular exchange of views within the team is necessary to enhanceconsistency in the goals, approach, and activities. This is particularly important for therelationship between the Project’s individual experts and the SMCs in their intendedgeneralist role. Within this context, co-ordination and exchange of views occur inter alia indifferent meetings according to a fixed schedule. This schedule comprises the followingmeetings.

• Task Managers Meetings. All four Task Managers meet bi-weekly with the TeamLeader to discuss recent developments and plans for the immediate and foreseeablefuture, including the need for inter-Task Group collaboration. These meetings areoften followed by Task Group Meetings.

• SMC Meetings. A major conclusion of the internal workshop in March 1997 was thatall SMCs would meet regularly in New Delhi. The frequency of these meetings hasbecome once in about six weeks. The purpose of the meetings is to allow detaileddiscussions between SMCs and Task Managers or complete Task Groups. Inaddition, the presence of all SMCs in the head office provides an opportunity forpresentations/discussions on specific topics.

• Semi-annual Internal Workshops. In March 1997 the entire team of expertsparticipated in an Internal Workshop to discuss the basic concepts of the Project, todevelop a common understanding of its objectives, and to enhance internalcommunication and co-operation. The workshop achieved these objectives, and alsogenerated issues for the project management and the individual Task Groups toaddress. A second Internal Workshop took place in October 1997 in preparation forthe Annual Work Program and Budget for 1998. The third Internal Workshop tookplace in April 1998, in Agra, where the TA outputs and activities were discussed indetail with reference to the Model HIDAP document developed prior to the workshop(refer to Chapter 2). The fourth internal workshop was held in October 1998, in NewDelhi, and addressed the following issues:

(i) a format for state-wise assessment of project progress, including a BalancedScore Card,

(ii) institutional/organisational assessement, and

(iii) review of TA Outputs (ref. Section 2.6)

The results of the last workshop are incorporated in Chapters 2 and 3.

In addition to these regularly scheduled meetings, there are also occasional meetings andworkshops on specific topics.


2 Model HIDAP and TA Outputs

As pointed out before, successful implementation of the Project requires co-ordination atboth the macro level (involving the relationship between major components of the HIS andactivities to establish it) and micro level (detailed work plans for the Consultant’s supportat the agency level). In terms of implementation, macro level co-ordination involves theactivities of the agencies in implementing the Credit Agreement between the GoI and theIDA, whereas implementation of the TA activities related to this comes under micro levelco-ordination. In addition, the TA provides co-ordination support and specificallyaddresses the linkage between these spheres of implementation.

The Consultant has analysed the activities that the agencies need to perform in buildingand operating the HIS. These activities will all have a specific and measurable result. InHIDAP terms these results are the agencies’ output objectives. It is the whole of theseoutput objectives that ultimately determines whether the agencies are successful in theirefforts. The activities and output objectives have been formulated by the Consultant ingeneral terms, and placed in a Model HIDAP that reflects the logical relationship betweenall the different elements. On the basis of this analysis, the Consultant has been able todetermine the requisite TA outputs, i.e. what the TA should produce to help the agenciesto achieve their output objectives. These TA outputs may directly address the agencies’ability to achieve their output objectives, or they may address constraints that have beenidentified as (potentially) limiting the agencies’ effectiveness in this regard.

2.1 Model HIDAP

The HIDAP is a tool for substantive management of Project implementation, whoseapplication in fact reflects also a process of co-ordination and creation of awareness. Theinitial introduction of HIDAP in the States and at the central level involved a long period ofcoaching of individual agencies in formulating their respective goals and output objectives.A full set of HIDAPs became available for all implementing agencies. However, becausethey were initially framed one-by-one by the individual agencies, these HIDAPs were toodiverse to make cross-agency or cross-State comparison possible. Furthermore, theoutput objectives generally did not address the functional aspects of operating the HIS(focusing on its construction and commissioning only). Finally, in part because of thislimited attention for the use of the system, the goals and output objectives were often notpresented in a manner showing logical interrelationships. The Consultant rectified this byformulating a Model HIDAP, which became the basis for the individual agencies toupgrade their different existing HIDAPs. The Model HIDAP as presented in Annex 3,distinguishes seven key activity areas for building and operating the system, in each ofwhich a logical grouping has been made of key tasks for the agencies.

Key activity area:Key task:

User needsIdentify the user needs


NetworkBuild, maintain, and keep in line with changing data needs anintegrated observation network



Data collectionCollect hydrological, geo-hydrological, hydro-meteorological, andwater quality data at required locations and frequencies asdesired by the HIS objectives


Data processing, analysis, and reportingValidate raw data and interpret field and laboratory data


Data exchange and communicationMaintain data communication between various locations of datahandling in the system

Key activity area:Key task 1:Key task 2:Key task 3:

Data storage and disseminationMaintain computerised databases of raw and processed dataDisseminate data to general public and recognised users Analysedata demand patterns

Key activity area:Key task 1:

Key task 2:

Institution and human resources developmentMaintain an establishment appropriate to policy, system, andoperational functions related to HISManage the hydrology function

For each key task, a number of goals have been specified for which participation in theProject will help the agencies to improve their performance. Also identified areperformance indicators that will be used to measure whether the goals have beenachieved and general formulations of output objectives for the agencies that correspond tothese performance indicators.

It should be noted, that this so-called Model HIDAP only addresses the first phase ofactual HIDAP planning, i.e. the identification of measurable output objectives. The resultsof the second phase (identification and assessment of potential obstacles and theformulation of strategies and action plans to deal with them), and the third phase(formulation of timebound aspect plans for procurement, construction, training, andstaffing), have to be updated as well (ref. Section 3.2). The standardised presentation ofoutput objectives in the Model HIDAP should make it easy for the agencies to do this. Ofcourse, the Consultant will assist the agencies in this whenever and wherever necessary.The Model HIDAP and – indirectly – the upgraded version of individual State HIDAPs areamong the major outputs of the TA in improving the institutional capability of the agenciesto build and operate the HIS.

2.2 Overview of goals, constraints and TA outputs

Starting point is that the TA should deliver outputs that are crucial for the implementingagencies to achieve their goals as formulated in the (Model) HIDAP. The TA should onlydeliver outputs and undertake activities, which can not be done by the implementingagencies themselves, and in this way have a real added value.

The following pages give an overview of the envisaged TA outputs which help to realisethe goals of the implementing agencies as contained in the Model HIDAP in Annex 3. Formonitoring and evaluation purposes the outputs have to be realistic and concrete. To


achieve an output often more than one activity has to be undertaken. Chapter 3 discussesin detail the TA activities planned accordingly for 1999 and also addresses to some extentthe envisaged TA activities for the remainder of the project (2000-2001).

The constraints faced by the implementing agencies while carrying out the project are alsoincluded. Constraints are those circumstances or conditions, which limit or restrict theimplementing agencies in achieving their goals. Logically, only the constraints that can beforeseen at this moment are included and continuous monitoring is needed to assess theimpact of these and newly emerging constraints.

While formulating the TA outputs and related activities, the Consultant made an effort toaddress the expected constraints of the implementing agencies. Unfortunately, aconsiderable number of constraints are external factors on which TA interventions have avery limited impact.

2.3 Interpretation of TA outputs

The aim of the project is to deliver a functional HIS and an improved institutional capacityof implementing agencies to adjust, operate and utilise the HIS to the benefit of differentuser groups. To make a valuable contribution with the TA, a wide range of outputs isneeded. These are shown in the tables in the following pages. The deliverables of theConsultant range from guidelines for station design and operational procedures tocoaching of laboratory and data validation staff and the implementation of a method forinstitutional analysis.

Although most of the outputs have already been envisaged in an earlier stage, thefollowing aspects are further elaborated:

• responsiveness of agencies to the needs of data users

• identification of changes in the hydrological regime

• provision of in-house training capacity

• permanent institutional and human resources development

An important objective of the Hydrology Project is the implementation of standardisedprocedures in the execution of HIS activities. This necessarily implies that the Consultanthas to give attention to all agencies. Undoubtedly, there are differences in the level ofhydrological experience, so one organisation will require more attention than another toimplement a certain element of the HIS. This may vary from one element to another.Particularly with respect to data processing, all organisations are still far from the requiredlevel.

The proper time for intensive coaching of the implementing organisations, upon thedelivery of HIS products and documents, is from 1999 onwards. This may not allow,desirable as it may be, assistance to all agencies in everything and everywhere. Instead itmay be considered to focus the TA on e.g. a) intensive support at division levels(assuming a trickle down effect to sub-division and lower levels) together with b) intensivesupport at lower levels in only some selected river basins/aquifers, on a pilot basis. It isnecessary to discuss these and other options for prioritising (e.g. intensive support to alllevels in selected States only) with the concerned authorities, in order to achievesustainable project results.


2.4 Interpretation of constraints

From a technical point of view, the development of an integrated and comprehensiveHydrological Information System (HIS) is not difficult, although much technical input isrequired in standardising procedures and resolving technical implementation issues. Anumber of difficulties may stand in the way of achieving the overall objectives, particularlythose related to the institutional setting in which the HIS has to develop, and to the qualityof human resources who play a key role in the development and utilisation of theHydrological Information System.

This concern is also reflected in the tables on the next pages. The majority of knownimplementation constraints is listed in the area of institution and human resourcesdevelopment (table 2.6.7 below). These constraints have a high impact on most of theother categories and a number of them can therefore be found under more than oneheading. For example, unclear and incomplete mandates of HIS agencies and traininginstitutes are a constraint that has an impact on a number of categories. But also the lackof awareness of the benefit of valid hydrological data amongst the HDUG members andthe low commitment to provide data to external users are mentioned several times.Examples of serious constraints in the field of human resources are the existence of anemployment freeze, which prevents the recruitment of specialist staff (especially in thefield of WQ and data processing), frequent transfers of trained staff, and limited careerprospects for technical staff in the Water Resources Departments. A considerable numberof these constraints cannot directly be resolved by the TA and need to be discussed withthe concerned authorities.

2.5 Conclusion

The success of the project depends on the strength and capacity of the state and centrallevel agencies to carry out their mandate in an effective and co-ordinated way. TheConsultant will mainly support the implementing agencies through outputs that create aprofessional challenge in adopting and utilising the HIS in a sustainable way. It isassumed that this would form the basis for all stakeholders to further develop andconsolidate HIS based water resources planning.


2.6 TA Outputs

2.6.1 User needs and HIS objectives

Goals state and central agencies

1. Establish and maintain decision making structure and process to identify andupdate the data user needs annually.

Constraints

• Lack of awareness of the benefit of hydrological data amongst HDUGs• Network will not be adapted during project time and agencies are therefore not able to

test related procedures• Hydrological data collection is focused on water use and not on water conservation• Diverse user needs cause difficulty in prioritising• Agencies have reservations to share data with external users• Mandates of SW and GW agencies do not include co-operation with potential

hydrology data users• Mandates of SW and GW agencies do not include monitoring of water quality

Supporting TA Outputs TG Completiondate

• Document on HIS concept, structure and development• Model document WQ monitoring objectives• TOR for HDUGs

- decision making structure- formalised procedures for follow up of HDUG

recommendations- standardised agenda and reporting formats of HDUG

meetings• Guidelines for identification of hydrology data users• Policy guidelines for prioritising user needs• Questionnaire hydrology information needs• Interviewing teams capable of interviewing HDUGs• Broad institutional analysis of HIS in context of National

Water Policy• Model document on hydrology information needs• Selected HDUG meetings and workshops facilitated• Data users aware of usefulness of HIS• Training providers responsive to emerging training needs

21,2

1,2,3

1,21,2,3

21,22,3

21,2,3

1,2,3,44

12/9812/9810/99

08/9908/99

completed07/991999

09/99ongoingongoing

1999


2.6.2 Network


1.1 Make observation network responsive to user needs and ensure integration ofdifferent agencies’ network resources.

1.2 Expand the capability for WQ analysis.1.3 Introduce improved maintenance practices for observation stations.

Constraints

• Complex procedures for procurement• Lack of interest with contractors for small assignments in remote areas• Local manufacturers produce sub-standard equipment• Diversified ownership of sites causes limited access for monitoring authority• Lack of skills in network and installation planning• Lack of routine operational budget (O&M, training etc.)• Maintenance and quality control have low priority in agencies


Network and Laboratories

• Manual on planning of network layout• Methods for optimisation of monitoring networks

introduced and applied• Review and joint inspection reports of integrated networks

per state• Guidelines for station design• Guidelines for supervision of piezometer drilling • Manual for installation planning• Stations and installation plans reviewed • Equipment specifications (SW/GW/WQ)• Model bid documents and acceptance criteria• Correctly installed equipment through monitoring• Lay-out of water quality laboratories

Maintenance

• Sample budget showing O&M in relation to investment ininfrastructure

• Document on maintenance tasks and responsibilities • Manual on maintenance planning and procedures• Involved agencies aware of the importance of improved

maintenance practices

Training

• Training providers responsive to emerging training needsin network planning & maintenance

• Officers able to manage the procurement process

21,2

2

22222

1,2,31,22

3

2,32,31,3

4

4

ongoing2000

ongoing

completedcompleted

12/98ongoing10/98

completedongoing

completed

1999

19991999

ongoing

1999

completed


2.6.3 Data collection


1.1 Uninterrupted functioning of all observation stations for collection of data onrequired variables at desired frequency.

1.2 Formulate/revise and implement standard observation procedures for all types ofdata.

1.3 Upgrade WQ analysis.

Constraints

• Limited career prospects of staff in Water Resources Departments• Lack of routine operational budget (O&M, training etc.)• Training supply is knowledge driven• Re-deployment is hampered by lack of mobility of incremental staff• Employment freeze prevents recruitment of specialists• Terms and conditions of employment unattractive• Frequent transfers of trained staff• Rigid regulations for recruitment and re-deployment


Observation stations and WQ laboratories

• Manual on data collection procedures• Manual on standardised laboratory procedures• Laboratory staff familiar with monitoring objectives• Improved quality of data through (A)QC programmes

Training

• Recognised training cells/human resources developmentunits responsive to corporate training needs

• Training co-ordinators capable of co-ordinating training• In-house trainers capable of training delivery• Course prototypes• Example training modules and readers• Modules reviewed on trainability

Coaching

• Laboratory management able to improve laboratorypractices

• Staff able to work with novel equipment throughdemonstrations

22

1,22

4

444

2,42,4

2

2

ongoingcompleted

2000ongoing

ongoing

ongoing12/98

completedcompleted

12/99

ongoing

ongoing


2.6.4 Data processing, analysis and reporting


1.1 Establish/upgrade and maintain computerised data processing at differentlocations in the system.

1.2 Computerise required historical data available with the agency.1.3 Introduce practice of routine and consistent data validation.1.4 Establish capability to interpret characteristics of the hydrological regime of the

region.

Constraints

• No institutional experience with computerised data processing• Limited career prospects of staff in Water Resources Departments• Lack of routine operational budget (O&M, training etc.)• Unclear mandates of all HIS agencies and training institutes• Employment freeze prevents recruitment of specialists• Terms and conditions of employment unattractive• Frequent transfers of trained staff• Rigid regulations for recruitment and re-deployment


Data processing and analysis

• Lay-out of data processing centres • Manual for data processing • Hardware and software specifications• GWDES and SWDES developed and implemented• Inspection reports on hardware and software installation• Example year book new style focusing on changing

characteristics of hydrological regime of the region andemerging critical trends

Training

• NIH faculty capable of delivering advanced HIS training• Advanced HIS part of NIH and University curricula• Senior staff familiar with international HIS examples

through overseas study tours• Overseas training courses for hydrologists of data

processing centres designed and organised• Catalogues for training planning: study visits and post

graduate training• HIS Course prototypes developed and modules produced

Coaching

• Staff capable of working with DES and dedicated software• Staff familiar with area specific data validation procedures

22222

2,4

444

4

4

2,4

22

completed1999

completedongoing

1999late 1999

early 19991999

1997 & 1999

11/98

completed

early 1999

ongoingongoing


2.6.5 Data exchange and communication


1. Establish and maintain efficient and optimal communication links between differentlocations of data handling in the system.

Constraints

• No consensus on approach and technology


• Document on communication options • Specification for communication equipment• Report on tested communication options • Data communication procedures

2222

completed199919991999


2.6.6 Data storage and dissemination


1. Ensure proper storage of raw and processed data sets.2.1 Make designers, policy makers and other data users aware of changing

hydrological characteristics.2.2 Establish unambiguous regulations for supply-on-request of data to the users.2.3 Establish efficient dissemination practice.6.1 Improve the understanding of user’s actual information/data needs.

Constraints

• Agencies have reservations to share data with external users• Lack of awareness of the benefit of hydrological data amongst HDUGs• No client orientation in the Government bureaucracy• Employment freeze prevents recruitment of specialists• Terms and conditions of employment unattractive• Frequent transfers of trained staff• Rigid regulations for recruitment and re-deployment• Limited career prospects of staff in Water Resources Departments• Unclear mandates of all HIS agencies and training institutes


Data storage and dissemination

• Layout of data storage centres• Guidelines for supply of data to data users• Hardware and software specifications• Inspection reports on hardware and software installation• Manual on operation procedures for data storage and

dissemination• Options developed for promotion of hydrological

information• Model document on changing characteristics of

hydrological regime of the region and emerging criticaltrends

• Data base for registration of data requests and supplies• Example applications to show added value of HIS

Training

• Designed courses and selected modules produced• Selected training providers are responsive to emerging

training needs

21,2,3

222

2,4

1,2

22

44

completed2000199920002000

late 1999

late 1999

2000ongoing

late 1999ongoing



Research and development

• Workshop on return flows• Topics for studies identified• Model format for R&D study proposals• Reliable studies through monitoring• Applications of improved databases for pilot (demo)

studies on:- Water Resources Planning (Sabarmati basin)- Water Resources Assessment (GW software)- Operational WRM (Bhima Reservoir)

2222

222

1999ongoing

completedongoing

start 01/9920001999


2.6.7 Institution and human resource development


1.1 Introduce hydrology organisations to generate active demand for HIS information.1.2 Establish a process of regular assessment of HIS in the light of changing user

needs.1.3 Establish the organisational set-up required for sustainable execution of the HIS

functions.2.1 Establish regular review of unit level performance of HIS functions to identify

possible organisational, management and/or training interventions.2.2 Improve retention of HIS knowledge and practices in the organisations.2.3 Hydrology organisations own HRD cell for co-ordinating and promoting staff

development.

Constraints

Human resources development

• Human resources planning:. re-deployment is hampered by lack of mobility of incremental staff. employment freeze prevents recruitment of specialists. terms and conditions of employment unattractive. frequent transfers of trained staff. rigid regulations for recruitment and re-deployment

• Poor career prospects for staff in Water Resources Departments• Training supply is knowledge driven• Training delivery timing as per SAR does not match with availability of staff,

equipment and software.• In-house training may dilute training contents.

Management systems and skills

• Lack of routine operational budget (O&M, training etc.)• Complicated administrative sanctioning (nominations, budgets)• Insufficient management skills within agencies• Lack of co-ordination within agencies• Unclear mandates of all HIS agencies and training institutes

Goal orientation

• Low priority for HP related activities in all agencies• Maintenance and quality control have low priority in agencies• Lack of public awareness of the importance of hydrological data


HP project management

• Network will not be adapted during project time and therefore the agencies are notable to test related procedures

• Complex procedures for procurement• Lack of DTP and editorial capacity to produce training modules


Institution Development

• Model indicators for HIDAP suitable for reporting MIS• State HIDAPs reflecting new indicators• Check-list for organisational analysis• Reports on organisational analysis for selected agencies

in relation to their output objectives.• Direct support in institutional strengthening provided• Management Information System developed (MIS)• MIS implemented and providing monitoring information on

the status of the output objectives• Format document for unit level performance evaluation• Reports on the impact of unit level performance

evaluations

Human Resources Development

• Document on staff requirements and job descriptions foroperation of HIS

• Recognised HRD/training cells in agencies responsive tocorporate training development

• Training co-ordinators capable of co-ordinating training inall hydrology domains

• Knowledgeable faculty at Central Training Institutes (CTI)• HIS practices incorporated in regular induction training in

States and at CTIs• Staff capable of working with HIS through hands-on

training and coaching during field visits and office visits• State specific TIS in place, as a part of the State MIS• Staff tracer studies completed

1,2,3,41,2,3,4

33

33

1,3

33

2,4

4

4

2,44

2

44

completedcompleted12/1998

06/99

ongoing06/9906/99

09/992000/01

completed

ongoing

ongoing

19991999

ongoing

19991999/2000



3 Progress and planning of TA activities

This chapter discusses the progress of TA activities during the reporting period (April toSeptember 1998), as well as the planning for the remainder of 1998 and for 1999. Thesubjects of sections and sub-sections follow as close as possible the contents of Chapter3 of the preceding SAPR/APB 1998, and the consolidated list of TA outputs as presentedin Chapter 2. This facilitates the comparison between what was planned and what hasbeen achieved. Constraints, bottlenecks and lessons learnt in carrying out Projectactivities, and new concepts and approaches emerging in the process are discussedwhere relevant.

This chapter discusses in detail the TA activities planned for the remainder of 1998 andfor 1999 in achieving the TA outputs discussed and listed in Chapter 2. The TA activitiesenvisaged for the period beyond 1999 are also outlined in brief, as a basis for the long-term staff planning of the TA (refer to Chapter 4).

Reference is made to Annex 1 for a list of reports and manuals issued by the Consultant tilldate and to Annex 2 for an overview of the HP training history.

3.1 Project management support in the States

3.1.1 Role of State Management Consultants

The State Management Consultant (SMC) plays a crucial role in the implementation of theProject and in the co-ordination of the Technical Assistance. He is the adviser forimplementing the activities in the State, and thus the catalyst for effective and efficientimplementation of the Project. All State agencies have indicated that the assistance of theSMC is of great importance to them. Supervision Missions of the World Bank and AnnualReview Missions of RNE have observed that, due to collaborative efforts of the ProjectConsultant and the SMCs, the progress of the Project has improved significantly in spite ofits complex and multi-agency character.

Apart from their association with the Project, the SMCs derive much of their stature in theState from their previous careers. In this connection, it may be noted that two SMCs havebecome member of working groups of the National Water Development Agency, to assistthe National Commission for the Integrated Water Resources Development Plan. TheSMCs’ participation in these working groups may contribute to better understanding of theProject at the national level.

In a NLSC meeting at New Delhi on June 24, 1997, a more or less official authority hasbeen confirmed regarding the role of SMCs in the States. The following roles have beenformulated for the SMC:

• Assume a pro-active role and identify and arrange solutions, preferably suomoto, onadministrative, financial, organisational, and technical problems being faced by theState agencies, either directly or through selected experts.

• Report monthly/quarterly progress on HP to Consultant staff in New Delhi and PCSincluding the achievements, impediments, and corrective actions taken or required tobe taken for timely and effective implementation of HIDAP, as per specified format.


• Attend meetings of SLCC, HDUG, and State Procurement Committee.

• Keep track of the progress of implementation of the Project by each of theimplementing organisations in the State, the SLCC, and the HDUG.

• Assist implementing agencies in the preparation of the bid documents in compliancewith World Bank Procurement Guidelines and technical specifications.

• Periodically follow-up whether accounts compiled by the implementing agencies aresent to the World Bank for reimbursement and report the progress to PCS.

The States have agreed to invite the SMC for the SLCC, HDUG, and other State LevelCommittees. The SMCs on their part adopt a flexible approach and maintain close liaison withhigher policy level officers as well as with the nodal officer(s) and executive level officers.Thus, the SMC is able to explain the various technical details of the Project and provideassistance and advice where appropriate.

3.1.2 SMC approach and activities

The approach of the SMC is based on his knowledge of State needs, the support that theTechnical Assistance Project can provide, and his personal abilities to deal with Stateagencies. Because the SMC is the intermediary between the implementing agencies andthe Consultant, he must know and understand both parties. In this connection, goodinteraction with the central office’s Task Groups is essential. In co-operation with the TaskGroups, the SMCs deal inter alia with the following issues:

• Active promotion of the HIS concept and its importance for the overall development ofthe WR sector.

• Promotion of the development of the Hydrology Users Data Group, formulation of theToR of HDUG, assessing data user needs, etc.

• Implementation of novel equipment proposed by the Consultant, by advising on theprocurement and installation of sophisticated instruments such as DWLR, TBR, etc.,and creating awareness of the importance of improved maintenance practices.

• Setting up GD stations and construction of purpose-built piezometers/borewells, andfinalisation of integrated monitoring networks; identification of deficiencies andproposals for remedial actions.

• Setting up data processing centers and Level II laboratories.

• Initiation of action plans for data entry and processing.

• Promotion of public awareness of water quality as an issue (in co-ordination with TaskGroup 2), thus laying the foundation for successful application of water qualitymonitoring.

• Formulation of guidelines for supply of data to users, and promotion of a positiveattitude/culture in the participating agencies towards data dissemination.

• Collection and monthly reporting of training data at the State level, using the TrainingInformation System.

• Participation in HIDAP related activities and organisational analyses, including regularupdating and follow-up.


Notwithstanding all these activities involving technical advice, the main role of the SMC isthat of “linking pin” between the Consultant’s central office and the activities in the field.This emphasises the management part of his designation. In this regard, the SMC willpromote the use of the Project’s core planning instrument, the Hydrology InstitutionDevelopment Action Plan (HIDAP), and the Management Information System (MIS)introduced for monitoring actual progress. Of these two, HIDAP is the most challenging forthe implementing agencies, because it seeks to identify functional outputs, i.e. ways tomeasure whether agency performance has actually improved regarding theimplementation of the HIS. Moreover, HIDAP introduces a degree of accountability forthese outputs. Therefore, the introduction and use of HIDAP needs much Consultantsupport at the State level, and the only one to provide that is the SMC.

The SMC’s activities in developing HIDAP and participating in the SWOT analysis supporthis own management responsibilities: HIDAP is an important tool for keeping abreast ofthe agencies’ current plans and their implementation. Thus, used properly it shouldbecome a prime indicator of potential areas for assistance, whether from the SMC himselfor -- through his co-ordination -- the central Consultant office. This would make HIDAP themain channel for directing field level support. In co-operation with the Task Groups at thecentral Consultant office for conceptual and technical matters, the SMC’s assistance tothe agencies in developing the HIDAP would be the following.

• Ensuring that they link their activities to Project objectives.

• Identifying alternative ways to deal with opportunities and obstacles.

• Ensuring that action plans are achievable in a technical and procedural sense.

• Ensuring that the action plans contain all that is necessary and sufficient to achievethe objectives.

• Ensuring that the aspect plans are realistic, both in terms of targets and in terms oftiming of the different milestones.

• Co-ordinating on inter-agency matters as well as between the agencies and theCentre (especially the Consultant office), etc.

A close connection is foreseen between the MIS and the HIDAP. Tangible objectivesidentified in the latter may become integrated in the former, the MIS being best suited forquantitative monitoring. (In this regard, the SMC would verify the MIS inputs from theagencies at the time of input in the MIS data entry package.) The SMC would use HIDAPfor the more qualitative aspect, first because of its planning orientation (rather thanmonitoring), and second because its format allows more qualitative elaboration. Much ofthe monitoring would thus be done by the SMC, in order to provide a basis for closesupport to agencies.

SMCs will also actively participate in the planned organisational assessment activitiesduring 1999.

3.1.3 Central Consultant office support for the SMC

Capacity for technical support. To enable the SMC to efficiently meet requests foradvice on technical matters from the implementing agencies, appropriate additionaltechnical support is being identified and supplied to the SMC office. Examples include:

• a Network Design Expert in Orissa for finalising design of the surface water network,


• a Bid Document Facilitator in Karnataka for assisting the implementing agencies inthe preparation of the bid documents as per Bank guidelines, and

• a Design Expert in Kerala for site identification and carrying out type design of SWworks.

• a Procurement Specialist to advice the agencies in the preparation of packagingschedules, application of WB procurement procedures, bid preparations (NCB/ICB)and technical advice in the evaluations of bids, whenever requested by the agencies.

Unified message. In his position as catalyst and intermediary between the centralConsultant office and the implementing agencies, the SMC faces conflicting demands: heis expected to provide concrete technical support and at the same time be a consistentgeneralist able to speak for the Project as a whole, including the more system andinstitution oriented aspects. The advice that the SMC may receive in this regard fromindividual experts visiting the States does not necessarily represent a unified message.Therefore, contact between the SMC and the Consultant’s head office has beenintensified inter alia through:

• frequent visits by the Team Leader and Task Manager 1 to individual States to reviewoverall progress and discuss specific issues relating to Project implementation;

• regular SMC Meetings for detailed discussions between SMCs and Task Managers orcomplete Task Groups;

It is particularly the regular SMC meetings that provide an opportunity for establishing aunified message on specific topics and for development of related approaches and skills.Possible subjects for such discussions in the near future are:

• updating of Hydrology Institution Development Action Plans and Model HIDAP;

• Hydrology Information System components;

• MIS related issues

• SWOT analysis and OD aspects of the Project

• functioning and ToR of HDUG.

• training issues

3.1.4 Central Management Consultant

One Central Management Consultant (CMC) to deal with all three Central Agencies inNew Delhi and Faridabad meets the difficulty that this CMC should have a thoroughknowledge of each of the organisations, and have a cordial relationship with all importantHP-actors within the same. Each agency has its particular way of operating, sensitivities,etc. Therefore, Mr. S.D.S. Abbi continues as CMC for IMD, while Mr. R. L. Qazi functionsas the CMC for CWC and CGWB.

3.1.5 WB Mid-term Review

The Mid-term Review of the Bank is scheduled to take place in January 1999. All SMCs,the Procurement Specialist and other experts (as needed) will assist the agencies inmaking timely preparations for the same on request. The project budgets will be revisedin the light of actual performance of the agencies and henceforth be based on actual


prices rather than on SAR unit cost figures. The latest actual cost figures and units ratesare meanwhile being collected from the various agencies.

3.1.6 State/Agency-wise reporting on project implementation

Initially review missions tended to focus on issues as they arose during visits to theStates. A more systematic review of Project implementation would help the mission tolook beyond immediate procurement and other issues, and focus more on the intendedoutputs of the project. Such review can be introduced based on the model HIDAP format(refer to Section 2.1) and Consultants drafted accordingly (on the basis of the ModelHIDAP) a standard layout for the report to be submitted by the agencies to the IDAReview Missions. After detailed discussions and suitable modifications the PCS and WBapproved this format (ref. Annex 4) in September 1998. Accordingly, the Consultant willalso through the SMCs:

• Assist the agencies in producing twice-yearly formal updates of their HIDAPs (i.e.amendments to action plans dealing with obstacles identified, as well as revisions ofthe aspect plans -- presenting the time schedule and volume of implementation -- inthe light of actual development to date): first when the new budget is announced andsecond during the budget review process in the eighth month of the Financial Year.

• In conjunction with the updated HIDAPs, report on changes since the precedingupdate, addressing the reasons for change and suggesting actions to be taken.These reports will follow a standard format indicating target achievements in terms ofperformance indicators for the different output objectives listed in the HIDAP. Thesereports, together with the HIDAP updates, would then become available for theReview Missions visiting in May-June and November-December, respectively.

3.1.7 Media and Public Relations

Background: The Hydrology Project involves a complex web of inter-State and intra-Governmental relationships which have to work together to generate information of theprojected quality and quantity. Information as an asset is conceptually not a priority in acountry with a multiplicity of development issues and constraints. In this situation, theHydrology Project has to seek a convergence of superimposed goals to achieve thedesired information objectives within an essentially bureaucratic environment. Towardsthese purposes, four distinct target segments are identified which require different typesand modes of media attention to bring about the required response levels.

Objectives of the Public Relations and Media Plan: The objectives of the plan are tobring about a sense of positive reinforcement regarding the objectives of the HydrologyProject, leading to a sense of personal commitment to its goals. The natural inertia ofbureaucratic movement has to be replaced by a belief in the project, in terms of intrinsicvalue and its continued sustainability. Political will enforcement is essential for thesuccess of this process.

Target Group Summary: The following target groups have been categorised in thisprocess:

1. Implementing agencies and organisations

• HP data collection & processing organisations


• Policy making levels in water resources development

2. Hydrological Data Users Group

• Water use oriented groups

3. Professional and academic institutes

• Training institutes

• Colleges/universities with specialised courses on hydrology

• International exchange/networks

• Professional journals with an interest in hydrology

4. The larger community of water users

• A general awareness about the project has to be maintained for the largerpublic. This reinforces the common goals of target group 1, 2 and 3

Progress till date:

Many options exist to prepare the ground for higher interest in and expectations from theProject, including topical folders, general brochures, newsletters, audio-visualpresentations, house styling, advertising, participation in national and internationalseminars and exhibits, publications in hydrology magazines, coverage in mass media etc.In the reporting period, these options for wider publicity were already explored and used.On the occasion of important meetings and training programmes in the States, the localpress, radio and TV were often invited and present. The house style and logo sign werecompleted for application in letters, faxes, report covers etc. The Project publishes aquarterly newsletter, the first of which appeared in October 1997.

The newsletter is currently an eight page quarterly which focuses on the larger activities ofthe HP. Three issues have been published and distributed. Issue IV will be printed anddistributed in November 1998. We are seeking to create a more comprehensive mailinglist for the Newsletter to increase its reach.

Priority:

To acquaint the highest level of decision makers, in both political and bureaucratic circles,at the centre and in the States, of the importance of the project in implementation as wellas disbursement terms. Various tools of communication, some of which are listed belowcan be used to achieve our objectives.

• General HP brochure

• Press coverages at the national and regional levels.

• Television projection through quiz and talk shows

• Seminars and consciousness-raising exercises, including publications (World WaterDay and Water Resources Day).

• A short film on the Hydrology Project to be telecast on national and satellite channelsand for focused viewing and distribution through VHS cassettes.


• Web site concept and design

• World Water Resources Day (March 22, 1999) to be co-ordinated with variousagencies, for exposure to all target groups.

• Newsletter

The detailed time bound PR action plan and related detailed PR-budgets (other than staffmonths) are still not finalised due to the resignation of the PR Advisor in June 1998. Thishas also caused delay in the preparation of Newsletters. It may otherwise be argued thatit is still too early for a substantial PR programme, at a time that the new HIS system is notyet delivering data and promises to data users cannot yet be materialised. Though thethinking about PR under the TA is still in a fluid state, an adequate staff provision for a PRAdvisor (yet to be nominated) has been made in the budget for 1999.


3.2 Institution Development

3.2.1 Development strategy

The Consultant will follow a three-pronged institution development strategy to supportsustainable development during the remainder of the Project:

1. Support diverse development of demand for hydrologic information2. Assist the agencies in identifying ways to supply information in line with this

demand3. Provide a method for evaluating the agencies’ performance in meeting clients’

needs

In addition, the Consultant will refine and expand the Management Information System asa tool for the agencies to contribute to their ability in addressing the elements in thedevelopment strategy.

The implementation of this strategy, in conjunction with overall HIS development, hingesin large part on the formulation of appropriate Hydrology Institution Development ActionPlans (HIDAP), spelling out objectives and priorities, and providing the basis for relevantmonitoring and feed back. The institution development activities, both for the three majorelements of the strategy and for strengthening planning and monitoring through HIDAP,are presented in the long-term plan (Figure 3.1).

The following paragraphs briefly outline the major elements of the development strategy,including reference to major tasks to be performed. Subsequently, a description is givenof the consultant’s activities to date and plan activities for the next year.

Developing demand. The HIS is not intended for the needs of the implementingagencies only. Rather, it aims to meet information needs of a potentially great variety ofdata users, some of whom may as yet not even have formulated hydrologic data needs.The SAR prescribes the concept of Hydrologic Data User Groups to identify the differentdata needs in a way that is relevant for the implementing agencies. The Consultantsupports this concept, as is evident in the approach to data need identification in the HIS.In the States, the concept is already in the first stages of implementation as in all cases anHDUG has been constituted. The main issue now is how to activate these HDUGs in aproductive manner.

The HDUG concept is that of a users group, whose job is to identify worthwhileinformation needs, not of a decision making group that determines whether and how tomeet these needs. It may therefore be necessary to bring the role and position of theHDUGs, as formulated in the decrees by which they have been constituted, in line withone another. Of course, this requires clarification of the HDUG’s desired role and positionat the central Project level. Also, and more importantly, it requires that (prospective)members of the HDUG see its intended role as immediately relevant. As long as the HISis not a functioning system that actually supplies data, thereby providing examples of thetypes of needs it can meet, HDUG involvement in enunciating user needs remainspremature. The Consultant expects that the HIS, at least for surface water, will come online by the end of 1999. For groundwater, where data processing software has yet to bedecided upon, this will not be before the year 2000.


Consequently, the Consultant will take up the development of HDUGs after the HIS hasbecome operational, i.e. by late-1999, at which time he may propose standardizedagendas and reporting formats for the HDUG meetings. In the mean time, there will beinterviews with (prospective) users to determine the kind of data needs they may have.Due to staffing constraints the interview process will continue through mid-1999. Duringthis period, as circumstances permit, the Consultant will also look into firming up theHDUG "Terms of Reference". (See also Section 3.4.1 and Figure 3.5.)

Assisting in ensuring relevant supply. A basic principle underlying the HIS is that it isintended as a dynamic system, i.e. able to adapt itself to meet information needs as theydevelop. In this respect, the HIS will only be as successful as the controlling agencies’ability to look beyond their own needs and purposely strive to meet the needs of otherseven if this may (temporarily) assign a lower priority to meeting needs of their own.Institutionalization of the system’s user responsiveness will therefore only occur if theagencies see this as a goal worth striving for. In the present distribution of responsibilitiesthis is not a foregone conclusion in all States. In the executing agencies the prevailingattitude is one of carrying out instructions from above, and at the decision making levelthere appears as yet to be little understanding of and/or commitment to the user conceptof the HIS. If the executing agencies are to become the true managers of the HIS,including its dynamic aspects, they must be given room to maneuver.

Decisions on which needs to respond to (and which not) can be made in the context ofvarying roles for the HDUG. In the simplest form, the HDUG would perform the role ofsounding board while the agencies managing the system would decide on networkchanges and monitoring programs. The HDUG could also have a more sophisticated role,going beyond recommendations and including actual decision making on systemobjectives, etc. Yet, even in this case the managing agencies would likely prepare thedocuments for discussion and ultimately have to decide on system configuration andrelated investments. The present functioning of the agencies does not appear to supporta role for the HDUG in either form. Hence, to address this issue, Consultant will conductan assessment of organizational requirements for successful implementation of the HIS.

Evaluating performance in making supply meet clients’ demand. The HIS will onlywork as intended if all elements fall into place. Building the system (structures, wells,monitoring equipment, hard and software, etc.) is necessary, but not sufficient. Managingthe system requires staff, established at appropriate levels and locations in the differentimplementing organizations, trained for their tasks, and supplied with all necessaryequipment and materials. In this connection, “managing” the system involves:

• the operational function (data collection and analysis, etc.);• the system function (ensuring continuous functioning of the HIS, i.e. effecting repairs

and upgrades, etc.);• the policy function (keeping the system in line with changing requirements enunciated

by the data users).

Particularly the latter function, accommodating user needs, involves more than justknowledge of how to make technical changes. It also requires an understanding of thedifferent users’ requirements in terms of their mandates, even to the extent that theagency managing the HIS can anticipate on (potential) user needs and make suggestionsaccordingly.


The HIS is a “distributed system”, i.e. it consists of interlinked elements that arecommunicating with one another from different locations. All organisation unitsresponsible for elements of the HIS must perform the three management functions in amanner at least sufficient to achieve the overall system goals. These overall goals lie invalidation, processing, and communication of information with a degree of proficiency andreliability reflecting a total system value that is greater than the sum of the constitutingelements. The individual units can achieve this – at least for the operational and systemfunctions – by carrying out the HIS processes exactly in accordance with the systemprocedures developed by the Consultant in close collaboration/consultation with theparticipating agencies. For the policy function, the agencies will need to develop aneffective relationship with their respective HDUG.

In the initial start-up, the Consultant will guide the agencies to become able to do all this,and provide and/or organize training to staff. However, with several data centers in eachState, and four to five different organizations collecting, validating and processing data,there is ample possibility that individual units might falter. This could result frommisunderstandings, lack of discipline, loss of know-how, organizational difficulties, etc.

Thus, continued successful implementation of the HIS depends on management andorganization of the performance of the different individual units. To assist the agencies inthis regard, the Consultant will develop a unit level performance evaluation system. Thissystem will help the agencies detect deficiencies in performance and identify appropriateinterventions. Such interventions might involve reorganization of tasks, managementattention to behavioral problems, staff rotation, training, etc. This system is not intendedto replace existing performance evaluation of individual personnel. Rather, it is aimed atthe functioning of the unit as a whole. As such, it should not identify problem areas topinpoint culprits, but to learn from any mistakes in order to prevent their recurrence.

3.2.2 Hydrology Institution Development Action Plans

The HIDAP is a tool for substantive management of Project implementation. It provides aformat for the individual participating agencies to identify necessary outputs they mustproduce, using the inputs provided under the Project. The intention is to define theseoutputs in terms of the functioning of the organizations, rather than merely in terms ofestablishing physical or virtual infrastructure. Insofar as these outputs represent animprovement over the status quo, the ability of the organizations to produce them wouldreflect the achievement of goals pursued under the Project in their key hydrology-relatedtasks. Using HIDAP, the organizations identify:

• the specific improvements they are seeking by implementing the HIS;• the opportunities and obstacles to which they must respond to achieve this;• strategies and action plans for the agencies to carry out.

The development of HIDAP as a tool, and its introduction to the implementingorganizations, has made significant progress in the past six months. The groundwork hasbeen laid for progress in Project implementation to become directly related to the outputobjectives formulated in the HIDAP. However, to ensure that this will indeed happen afew areas remain that demand attention from the Consultant in the coming year. Thefollowing paragraphs discuss results to date, issues of specific concern, and plans for theremainder of the Project.

a. Results to date


As an instrument for planning, HIDAP has been developed in partnership with theimplementing agencies. The first phase of this development involved fairly elaborateseries of meetings with the agencies, in which they formulated their individual HIDAPs onthe basis of their understanding of the instrument and within the constraints of their overallinstitutional environment. Resulting from this was a set of plan documents for all agenciesin all States and at the central level, listing specific output objectives, anticipated obstaclesto achieving these objectives, and Action Plans to deal with these obstacles. Alsoproduced was a set of so-called Aspect Plans, showing the sequencing of activitiesinvolved in achieving the output objectives. Obviously, having these agencies participateso intimately in the process aimed at developing a sense of ownership of the end result,and thereby commitment to its implementation. To a large degree this was achieved.However, this approach also had its short-term disadvantages:

• The different HIDAPs showed a fairly large diversity in performance indicators tomeasure progress towards the improvement goals sought under the Project

• The output objectives listed by the implementing agencies did not show muchimagination in identifying ways to measure performance other than by counting inputsconsumed

• The output objectives were many, but generally not presented in a logical sequence,thus not allowing easy identification of gaps, errors, etc.

Upgrading existing HIDAPs to Model standard. To address these shortcomings theConsultant then developed the Model HIDAP (presented in Chapter 2 and Annex 3 of thisreport) to be used for upgrading the results achieved until then. The Model HIDAP is theresult of close co-operation between the technical and institution development and traininggroups of the TA team. It standardizes the planning approach in terms of the majorelements considered. It also enforces the formulation of output objectives in clear andmeasurable terms. Even so, it allows flexibility for the different agencies in formulatingtheir individual output objectives. Most importantly, the Model HIDAP goes beyondconstruction, procurement and other inputs, as it focuses on using the HIS in a mannerreflecting a different performance of the hydrology function.

A potential disadvantage of introducing a Model standard for the existing HIDAPs was thatthe agencies might see this as an attempt to impose control from above. To avoid this asmuch as possible, the Consultant organized a National Level Workshop for officers fromall States and the central agencies. At this workshop, which was held on June 2, 1998,the application of the model to the existing HIDAPs was demonstrated for Andhra Pradesh(groundwater) and Tamil Nadu (surface water). These applications were developed andpresented by the respective departments in these two States themselves, thus againaiming to strengthen the participants' sense of ownership of the HIDAP instrument. TheWorkshop concluded with the acceptance by the participating agencies of the ModelHIDAP as a basis for modifying their existing plans.

In the ensuing months the Consultant visited all Project States to assist in the modificationprocess. A complete set of upgraded agency HIDAPs is now available for all States.Progress at the center was a little slower: at CWC about 50% of the modifications hasbeen completed to date, while at CGWB the task had to be put on hold due to illness ofthe key officer involved.

Firming up Action Plans and Aspect Plans. Now that all HIDAPs have been upgradedto Model standard, the foundation exists for Project implementation to become directlyrelated to the output objectives formulated in the HIDAP. However, for this to happen it isessential that the agencies concerned now continue the HIDAP planning process. This


involves developing Action Plans to overcome potential difficulties (whether internalweaknesses or external obstacles). Also, the agencies must firm up their Aspect Plans.These must show the sequencing and timing of activities involved in establishing the HISas a functional system: construction of observation stations (including laboratories andoffices); procurement and installation of equipment; redeployment and/or recruitment ofincremental staff; and training. The Consultant has begun efforts in support of AspectPlan strengthening, initially by central TA staff visiting Madhya Pradesh and Tamil Nadu,and presently through the SMCs in the remaining States (with central TA team assistancewhere needed).

HIDAP as a basis for Status Report on progress in individual States. Improvedplanning will only have an impact (at any level) if there is also monitoring of progress.While expressly positioned as the planning instrument, HIDAP does of course provide thekey elements for assessing the state of affairs in the different agencies. Building on this,the Consultant, in consultation with PCS and the Bank, has developed a comprehensiveformat for Status Reports on progress in individual agencies. (Because of smalldifferences between Surface Water and Groundwater activities, the format is slightlydifferent for each of the two sectors.) The format structures monitoring around keyperformance indicators featured in the HIDAP, listing achievement versus target, andeliciting explanatory remarks on the same where needed. As such, all the informationcovered in the Status Report is relevant for assessing progress at agency level andabove. Having all this information available in one document will allow the variousmonitoring agencies to apply their own perspective and scope of assessment, and atdifferent levels of abstraction. A modified version of the Status Report format (coveringthe entire first half of the Project period) will be used for the mid-term review. (Therelevant format for Surface Water agencies is presented in Annex 4.)

b. Departures from planned program

The program of activities presented in the May 1998 SAPR has been implemented withlittle deviation from the main objectives: upgrading the HIDAPs to Model standard andpreparing for the assessment of organizational requirements for successful establishmentand operation of the HIS. TA team visits to the States to assist in upgrading thepreviously existing HIDAPs have taken place as presented in Figure 3.2. The maindeparture from the original program is a delay of the major part of the organizationalassessment (although the Consultant did develop and pre-test a relevant format). This isdue to additional work on the Status Report format for progress in the individual States,and additional support provided to the firming up of the Aspect Plans of Madhya Pradeshand Tamil Nadu. Furthermore, in response to a request from the RNE, the Consultant hasbegun developing a format for qualitative assessments of MIS data (see Section 3.3.1:module for qualitative evaluation).


Figure 3.2: Actual implementation of activities for upgrading HIDAP to Model standardMONTH SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY

April 5 6 7 8 9 10 11INTERNAL WORKSHOP TA-TEAM

Discussion of Model HIDAPGood Friday

April 12 13 14 15 16 17 18

April 18 20 21 22 23 24 25

April/May 26 27 28 29 30 1 2Preparation National Workshop

Andhra Pradesh

May 3 4 5 6 7 8 9Preparation National Workshop

Tamil Nadu

May 10 11 12 13 14 15 16

May 17 18 19 20 21 22 23

May 24 25 26 27 28 29 30

May/June 31 1 2 3 4 5 6NAT'L HIDAPWORKSHOP

June 7 8 9 10 11 12 13Upgrade HIDAPAndhra Pradesh

Upgrade HIDAPTamil Nadu

June 14 15 16 17 18 19 20Upgrade HIDAP

Karnataka

June 21 22 23 24 25 26 27

June/July 28 29 30 1 2 3 4

July 5 6 7 8 9 10 11Donor Review Mission

July 12 13 14 15 16 17 18Donor Review Mission

July 19 20 21 22 23 24 25Review Mission Upgrade HIDAP

Maharashtra

26 27 28 29 30 31 1July/August

August 2 3 4 5 6 7 8Upgrade HIDAPMadhya Pradesh

August 9 10 11 12 13 14 15Upgrade HIDAP

Gujarat

August 16 17 18 19 20 21 22Upgrade HIDAP

Orissa

August 23 24 25 26 27 28 29

30 31 1 2 3 4 5August/September

September 6 7 8 9 10 11 12Upgrade HIDAP

Kerala

September 13 14 15 16 17 18 19Firming up Aspect Plans

Madhya Pradesh

September 20 21 22 23 24 25 26Firming up Aspect Plans

Tamil Nadu


c. Emerging issues and lessons learned

Previous SAPRs presented a large number of issues requiring attention, along withmeasures taken to deal with them. These issues and measures are given again below,together with an assessment of the current state of affairs on each issue.

ISSUE APPROACH CURRENT STATUS

HIDAP is a new concept,different from the every-dayconcerns of the officersparticipating in the meetings.

Continue intensive Consultant input atthe State level to strengthenabsorption of the HIDAP concept.

In all States a significant number ofofficers are now trained on HIDAP.Increasingly, officers expressappreciation for the HIDAP.

The HIS concept and objectivesrequire much more discussionat the executing level ifimplementation is to ever gobeyond construction andprocurement of hardware.

Rearrange the agenda to allow morediscussion of HIS and continueHIDAP meetings as planned before,involving four planning meetings anda final presentation to the decisionmaking level.

Task Group 2 has participated in allHIDAP meetings since mid-1997,and was thus able to link thereason for being of the HIS to thepractical aspects of building it andmaking it operational.

The nature of improvementssought, and the manner in whichimprovement should bemeasured, often appearsunclear at the operational level.

Intensify the presentation anddiscussion of the nature, purpose,and use of HIS as integral part of theHIDAP introduction process.

Task Group 2 has participated in allHIDAP meetings since mid-1997 todiscuss operational consequencesfor the agencies and ways tomeasure improvement in thisregard.

Concept and approach ofHIDAP are cloaked in a jargonthat is not always easy toassimilate for executing levelofficers in a technicalorganization.

Step up integration of the activities ofTask Groups 2 and 3 and develop amodel HIDAP in line with the logicalsteps involved in creating the HIS.

TG2 has played a leading role inModel HIDAP development andparticipated extensively inupgrading previous HIDAPs toModel standard.

Continued focus onprocurement and constructioncreates the impression thatHIDAP is just anothermonitoring tool. To appreciateits role in planning, HIDAP’smore tangible, quantitativelymonitorable entries should beintegrated in the MIS.

Assist the agencies in identifying goalsfor functional performance, and linkingthese to monitorable performanceindicators for goal achievement.

HIDAPs upgraded to Modelstandard contain many referencesto the operational aspects of theHIS, using quantitativelymonitorable entries.

It is difficult for regional officersof the central agencies toparticipate fully becauseplanning is for the most partdone centrally in theseorganizations.

Conduct HIDAP planning meetings atthe central level as soon as theinternational study tours haveconcluded, with participation from boththe central and regional offices of thethree organizations.

Central level HIDAP planning islagging behind that of the Stateagencies. CWC is now almost 50%complete, whereas planning atCGWB awaits return of the keyconcerned officer from sick leave.

Focusing on outputs, units orindividuals would becomeassociated with specificobjectives listed in the HDAP.There is, however, a dearth ofincentives for officials to inviteaccountability, especially sinceHIDAP is an unofficial planningtool.

Before starting the HIDAP meetingsequence in Orissa and Kerala, seekan appointment for a small meeting atdecision-making level with thepurpose of obtaining commitment tothe approach in advance, andpossibly an instruction to operational-level officers to fully participate.

In some cases, DepartmentalSecretaries are reported to use thelist of Output Objectives from theHIDAP to monitor progress.However, in many quarters there isalso the feeling that HIDAPplanning, and especiallymonitoring, will not take off unless itbecomes a part of the formalgovernment reporting structure.



While the agencies must “own”the HIDAP, its preparation willcontinue to involve Consultantsupport in translating theconcepts to practical plans, andshowing clear output objectivesand measurable indicators forachievement. The burden ofproviding this support falls onthe State ManagementConsultant.

The SMC must assist the agencies in:• ensuring linkage between their

activities and Project objectives;• identifying alternative ways to

deal with opportunities andobstacles;

• ensuring that action plans areachievable;

• ensuring that the contents ofaction plans are necessary andsufficient;

• ensuring that targets in theaspect plans are realistic;

• coordination.

The SMCs have fully participated inboth the initial introduction and thelater upgrading of the HIDAPs. In-between formal HIDAP meetingswith the central TA team, SMCs arefrequently contacting the agencieson HIDAP-related issues,especially for progress reporting.SMCs often take a leading role inupdating Aspect Plans.

While most of the activitiesunder the Project are expresslylimited to the production of highquality primary data, i.e. notaddressing the use of the dataas such, there is a clear need toaddress the use of the data: theHIS is a means, not an end.

The scope of HIDAP is broader thanthe design and installation of the HISand as such seems to go beyond theresponsibilities of other TaskGroups. A basic approach shouldbe decided between the Consultant,the RNE, the World Bank, and theGOI on how to address this issue.

The Model HIDAP – andconsequently the upgradedHIDAPs of the agencies – includesindicators for both agency andsectoral performance. Once databegin to flow through the HIS it maybecome clearer what the HIDAPcan realistically expect to measurein this regard.

It is not entirely clear what isexpected of the Project incontributing to a demonstrableshift in hydrological data usefrom identifying potential forresource development toquantitative and qualitativeresource management.

The RNE has been asked to clarify itsexpectations in this regard.Meanwhile, the Model HIDAP willstimulate thinking by the agenciesalong these lines by including anumber of relevant performanceindicators.

The RNE has suggested gauging:• increased recognition of

relevance;• increased capability of

analysis;• increased use of data for

analysis;• increased attention for

relevant training;• increased attention for R&D.

The time consumingintroduction of HIDAPsuggested an apparentunfamiliarity of the implementingagencies with objective-orientedplanning.

The Model HIDAP presents allactivities and output objectives in asystematic order.

Many officers have expressedappreciation for the systematicanalysis they were encouraged toundertake in upgrading their HIDAPto the Model standard.

Some quarters continue to voicedoubt on the utility of HIDAP, asits objectives are found tooabstract and having littlerelevance to every-day activitiesof the agencies.

The HIDAP approach must besupported vigorously by RNE, IDA,and PCS, who should insist thatHIDAP documents be the basicplanning and monitoring instrument intheir interaction with the agencies.

The July 1998 Aide Memoire of theDonor Review Mission termsHIDAP a powerful managementtool. PCS has participated indeveloping the format for a StatusReport based on the HIDAP.World Bank has supported theintroduction of this format.

Agencies have difficulty inanticipating obstacles andplanning for ways to overcomethem.

The Consultant will conduct anorganizational assessment focusedon the agencies' ability to achievetheir output objectives under theProject.

PCS has expressed particularinterest in this initiative. A first draftof a relevant format has beentested within the TA team.Subsequent drafts will bedeveloped in collaboration withPCS.



The true added value of HIDAPlies in systematic presentationof activities at the executinglevel, and the incentive thisprovides to the agencies toundertake systematic planning,implementation, and (ultimately)maintenance of the HIS.

Introduction of the Model HIDAPshould run in parallel with the HISPromotion Tour planned by TaskGroup 2. Because the upgradedHIDAP must become instrumental forthe mid-term review, this requires thatthe HIS Promotion Tour begins in thesecond week of June.

TG 2 became an integral part of theConsultant effort in support ofupgrading the HIDAPs to Modelstandard. Thus, TG2 couldaddress the systematic ordering ofactivities in building the HIS andmaking it operational. Thisobviated the need for a separateHIS Promotion Tour.

As is apparent from the above, the status on most of the issues identified since thebeginning of the Project is encouraging. With so much effort having gone intodevelopment, introduction and upgrading of HIDAP in an increasingly integrated manner(with participation from all Task Groups), there are only few issues that need to behighlighted here.

HIDAP and the formal Government planning and reporting cycle. Many officers in theStates and from the central agencies have said that HIDAP constitutes a useful way toplan activities with a view to controlled implementation. Many also agree that thosereporting elements that pertain to use of the HIS (in addition to those dealing withprocuring inputs for its establishment) are a sound basis for system management aftercompletion of the Project. However, they have also expressed their concern that planningand reporting requirements under HIDAP do take time, and that their priority in this regardwould (have to) go to existing formal Government reporting requirements. Consequently,HIDAP activities appear to concentrate around the time of Consultant’s visits to theagency. This problem is especially significant for the formulation of Aspect Plans, whichmust be updated at least annually.

The above notwithstanding, it has at times been remarked in some agencies that theAspect Plans would be superfluous since work plans already exist (as drawn up inpreparation for the annual budget). However, successive donor review missions have infact found the existing work plans wanting. This is apparent from remarks to theSecretary, MOWR, by the World Bank following the June 1998 Supervision Mission:

"In spite of repeated emphasis by previous missions, the agenciescontinue to prepare work programs without proper sequencing ofactivities (civil works, procurement and installation of equipment, andpositioning of trained manpower for data collection) and without matchingthe physical performance with the financial programs. … The agenciesneed to recast their work program for FY98-99 on a realistic basis, withsuitable follow-up to ensure their achievement."

The HIDAP and the attendant Aspect Plans would go a long way towards meeting theBank's requirement. The Aspect Plans were originally formatted to meet a request of theBank regarding "Urgent issues to be attended prior to supervision mission (Nov-Dec 1996)and issues to be reviewed during supervision" as communicated to the PCS on October28, 1996:

"…. make available for our annual review a status report of each state covering:- sequential activities to do for civil works….


- procurement plan….- instrumentation at site plan….- staffing plan….- training program…."

As will be readily apparent, the introduction of Aspect Plans (construction plan,procurement plan, staffing plan, and training plan) directly responds to this request.

Conclusion: The Consultant will investigate together with the PCS the possibilitiesfor giving the HIDAP, and its attendant Action Plan and Aspect Plans, materialstanding in the reporting cycle, at least for the duration of the Project. Perhaps theagencies could be instructed by PCS to informally report their plans and progressusing these formats, while submitting them to the SMCs.

HIDAP as a management tool. The Aide Memoire of the July 1998 Supervision Missionrecognizes HIDAP as a powerful management tool, but worries whether the agencies fullyunderstand its development process and its usage as a tool of management. The AideMemoire observes that many of the agencies have yet to appreciate its need.

The upgrading of previously existing HIDAPs to Model standard has in most Statesoccurred after the conclusion of the Supervision Mission. Based on reactions of theparticipants in this process, the appreciation of HIDAP in the agencies appearssignificantly improved. Particularly the systematic ordering of goals and objectives inmajor activity areas pertaining to building the HIS and making it operational has improvedthe executing officers' understanding of what the Project seeks to achieve. Building onthis improved understanding, it should now become possible to monitor progress towardsachieving the objectives outlined in the upgraded HIDAPs. Managing this progressimplies a need for feed back to the agencies, and within the agencies to the executinglevels.

The management tool enabling macro-level monitors, in the States and at the center, tostay abreast of Project implementation is the Status Report. The information in this reportis itself relatively abstract in the sense that it compiles data on implementation as it occursat the executing level. This information is as good -- and the Status Report therefore aseffective – as the quality of the underlying data from the (sub) division level. Most of thisdata is available at agency level through the existing reporting cycle. To reduce as muchas possible the burden of presenting this information in the Status Report, the Consultantwill assist the agencies by providing an MIS to systematically and routinely collect the dataconcerned. This MIS will result from the integration of the previous central and agency-level MIS with a GIS module allowing location-specific data entry (see Section 3.3.1:development of an integrated MIS).

The extent to which all this will result in improved management depends on the ability ofthe agencies to pursue their HIDAP output objectives, aimed at outward-orientedperformance, within the existing Government framework. The upcoming organizationalassessment is intended to reveal possible obstacles in this respect, and may thus becomethe basis for targeted Consultant assistance.

Conclusion: The Consultant will pursue with PCS the urgent release of the StatusReport format to the agencies to standardize progress reporting across the Statesand to establish the basis for management-oriented feed back (meanwhile, amodified version of the format will be used for the mid-term review). In support of


this, the Consultant will integrate the central and agency-level MIS. TheConsultant will also conduct an assessment of organizational requirements in (anumber of) agencies, seeking to identify areas requiring targeted interventions.The Consultant will collaborate closely with the PCS for the assessment.

Participants in upgrading State agency HIDAPs to Model standard

Designation Ktk Guj AP Oris TN MP Mah KerAllStates

Chief Engineer 1 1 2SE/Director 1 1 1 1 3 7Deputy Director 4 4Executive Engineer 3 1 2 3 1 1 1 1 13Dy. ExecutiveEngineer

1 2 1 26

Assistant Engineer 3 1 1 6 1 1 2 1 16Additional Engineer 1 1Junior Engineer 1 1Assist. Geo Chemist 1 1

Su

rfac

e W

ater

Total Surface Water 8 4 6 10 3 8 5 7 51Under Sec. (PPM) 1 1Director 1 1 1 1 1 1 1 7SE/Deputy Director 1 2 1 4Assistant Engineer 5 5Asst. ResearchOfficer

22

Geologist 1 2 2 3 2 2 12Junior Geologist 1 1 2 2 6Draftsman 1 1

Gro

un

dw

ater

Total Groundwater 3 5 3 9 3 6 4 5 38

Total all designations 11 9 9 19 6 14 9 12 89

Limited understanding of HIDAP by lower functionaries. It has been observed in thepast, most recently in the Aide Memoire of the June Review Mission, that lowerfunctionaries in the States and at the center may seem untouched by HIDAPdevelopment. The table below shows the designations of the participants in the planningprocess.

The table shows that agency staff participation has indeed been broad and deep, at leastin terms of designations. Most officers assigned to the Project in the implementingagencies have participated. However, it is true that in some States the number of officersso assigned is very small.

Conclusion: The Consultant will remain alert to the need to involve as manyofficers assigned to the Project as possible. However, the small number of officersassigned in some States will remain a limiting factor.

3.2.3 Program until December 1999

a. Major institution development activities in the short term


The long-term plan for the Consultant’s activities is presented in Figure 3.1 presentedearlier. Regarding its short-term implementation, major activities for the unit-levelperformance evaluation system are postponed until early 1999. The Consultant hadoriginally expected to take initial steps for this activity as time would permit fromSeptember 1998 onwards. It now appears that the agencies will in the coming months betoo pre-occupied with preparing for the mid-term review missions of RNE (December) andWorld Bank (January) to embark on new developments. In this connection, it nowappears more logical to give priority to helping the agencies comply with the Status Reportformat and firming up of the Aspect Plans. Meanwhile, the Consultant can begin theassessment of organizational requirements for successful establishment and operation ofthe HIS, using knowledge available within the TA team as well as informal interviews withselected officials.

Establishment of monitoring and feedback based on HIDAP. The Consultant willcontinue to assist the agencies in the annual updating of the HIDAPs throughout theremainder of the Project. The HIDAPs will be incorporated in the MIS reporting structureto facilitate management feed back to and within the agencies. An essential requirementfor achievement of the output objectives listed in the individual agencies' HIDAPs is thecompletion of adequate Action Plans and Aspect Plans. While the Action Plans may needto wait for the results of the organizational assessment, the firming up of Aspect Plansshould commence forthwith, as the latter meet the World Bank's requirement that theagencies recast their work program for FY98-99 on a realistic basis.

The Status report format developed by the Consultant for monitoring progress to the endof the Project has been slightly amended for initial use during the mid-term review. Anyadditional clarification needed by the agencies will be provided by the SMCs. Meanwhile,the Consultant will complete a format for regular qualitative evaluation of aggregated MISdata as requested by the RNE. The Consultant will augment this format with a so-called"Balanced Score Card", which will highlight and comment on selected indicators ofperformance as reported on through the Status Report and MIS. The Balanced ScoreCard, which will be maintained for each implementing agency, will feature a total of 15–20indicators of performance, grouped under three perspectives.

Internal perspectiveIs the system working as intended?Is sustainability guaranteed?

User perspectiveAre users' interests considered?Are users' needs being met?

Sector perspectiveWhat is the system being used for?Does the system make a difference?

Assessment of organizational requirements for the HIS. Successful establishment ofthe HIS, and its operation as envisioned in the SAR (taking in view the dynamic nature ofits design), will depend entirely on the ability of the implementing agencies to carry out thethree basic management functions identified earlier: ensuring dependable collection andprocessing of data; keeping the system in a good state of performance; and relating thefunctioning of the system to changing requirements of data users. The ability of theorganizations to ensure operational dependability and system performance is mainly theobject of organization strengthening (though improved infrastructure, job-related training,etc.), whereas the user-responsiveness pertains to overall institutional performance. Atpresent little is known about the requirements that need to be met to make this possible.


Hence, the Consultant has begun preparations for an investigation of different aspectsrelated to these matters in a few selected agencies. In testing a preliminary format for theassessment of organizational requirements revealed, that agency employees might behesitant to mark answers that criticize the organization, as this might be considered aviolation of the civil service rules of conduct. Hence, a structured, written inventory aimedat a more or less quantitative assessment of organizational weaknesses could be verydifficult to conduct. More successful would likely be an informal approach, whereby a"natural selection" based on the respondent's particular interests and/or experience (asthey appear during the conversation) would point to a few issues to be discussed fairly in-depth. Expecting that such interests and/or experience differ from person to person, thiswould provide a relatively accurate image across the board of organizational capabilitiesand possibilities for successful Project implementation.

Conclusion: The Consultant will conduct a series of interviews with agencypersonnel of different levels in the States. These interviews will be semi-structured: the Consultant will employ a standard list of questions, but not allrespondents must necessarily answer all questions. Rather, these questionsbecome "stepping stones" for a conversation in an informal setting. TheConsultant will liaise closely with the PCS in planning and implementing thisactivity.

The intention is to do the interviews not only in the hydrology units, but also in major unitsof the Water Resources departments with which they must interact. These latter unitsmay be of a supporting nature (finance, personnel, etc.) or they may be data users(planning and implementation divisions). Among the issues to be addressed in thisinvestigation will be the following:

• organizational structure and responsibilities• mandate / authority• policies, procedures, and management practices• the relationship between existing decision making processes and the HIS functions• technical capacity and capability (relevant for HIS)• sensitivity of the organization to user needs• appreciation for good quality hydrologic data inside and outside the WR Department• general perceptions about opportunities for improvement• human resources management, and• training and development.

The Consultant is developing a general checklist to be used during the interviews. Thischecklist is for the Consultant's use only; i.e. agency personnel will not be asked to putany comments on paper. The Consultant will collaborate closely with PCS on thefinalization of the checklist, as well as on the implementation of the investigation. TheRNE has approved the nomination of a national expert on organization development, whowill begin his assignment on October 1,1998. A preliminary schedule of related activitiesis presented in Figure 3.3.

Figure 3.3: Assessment of organizational requirements for successfulimplementation of the HIS

1998 1999Activity

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

Development of checklist


Internal pilot test (TA Team)

Pilot test in a State

Finalization of checklist andapproachImplementation ofassessment in two StatesComparative analysis fortwo States

Reporting

Integration of MTR results

Proposals for initiatives forinclusion in HIDAPsDiscussion with States onrespective HIDAPsAssessment in remainingsix States

Reporting

Proposals for initiatives forinclusion in HIDAPsDiscussion with States onrespective HIDAPs

Preparation of final report

HIS in the context of the National Water Policy. From the inception of the Project theConsultant has tried to identify ways in which to ascertain – when all is said and done --whether the HIS will have enabled agencies to contribute to the development objective.This is defined as: "to assist the development of more reliable and spatially intensive dataon the quantity and quality of water resources, and in making information available forplanning and management of water resources and other legitimate uses".

The reliability and other aspects of the data collected and processed is addressed in largepart in the design and implementation of the physical infrastructure and standardoperating procedures of the HIS. Although it will always remain difficult to determinewhether data as such are better than before, the improved methodology for its collectionand validation, as long as it is demonstrably being applied, is a strong indicator that thereliability of the data itself has improved. It is much more difficult where use of data isconcerned -- the quality of the planning process as such is not directly dependent on thequality of the data used. Of course, the outputs of planning (e.g. water resourcesmanagement policies and related infrastructure) may suffer from over or under design, butwith key parameters such as "500 year floods" and the like this will not always beimmediately apparent. Other uses, for example for settling disputes among riparianStates, may be more indicative, but these disputes generally take so long to resolve, andare in any event not so frequent and all pervasive that they can provide the full answer.(Still, a major indicator of achievement for the HIS would be whether the parties involvedat least accept the data as objective and sufficiently reliable to base the resolution of thedispute on them.)

These general observations notwithstanding, the Consultant plans to study the currentand potential use of hydrologic data in the context of the National Water Policy. This isalso in line with requests of the RNE in this regard. Broadly, the study will first takeinventory of policies in other sectors that are affected by hydrological conditions andprocesses. The objectives of these policies, and the use functions that they govern, willserve to identify the relevant data needs. These would need to be further specifiedaccording to related activities and institutions involved.

The study should focus particularly on these institutions and their data needs, as thesewould be the actual clients of the HIS. Within the government sector, relevant institutions


may be organizations directly involved in managing and developing water resources, orthey may be organizations whose objectives involve important use functions of waterresources (e.g. roads and railways, power supply corporations). In the (semi) privatesector, there may be organizations either exerting pressures on water resources (e.g.industries) or those having supporting roles in the water sector (e.g. consultants andcontractors). Identification of the way in which these organizations presently do or do notuse hydrologic data for their planning purposes, will become a benchmark for the activitiesin the HDUGs. Thus, while the Consultant's activities in interviewing potential HDUGmembers regarding their perceived information needs constitute a bottom-up approach toidentifying the requisite capabilities of the HIS, the study described here will provide theoverall framework through a more top-down assessment. The institutional analysis willinclude:

• a study on National and State policies, objectives, and strategies of the water andwater-related sectors;

• an assessment of the activities that are required to implement these policies andachieving their objectives.

Hence, the study will involve two distinct categories of activities: institutional and dataneed analysis; and pilot studies to test the applicability of the HIS.

The Consultant proposes to engage the services of a short-term expatriate WaterResources Management and Planning Specialist. Terms of reference for the study will besubmitted to the RNE for approval, in order that the study may proceed as planned inApril-May 1999.

b. Additional support to the agencies

In addition to implementation of the general institution development strategy as outlinedabove, the Consultant will provide additional support to the agencies on procurement andbudgeting.

Procurement. There has in the past been frequent mention of the agencies’ lack ofknowledge about requirements for tender documentation. Due to this lack of knowledge,the agencies see the IDA requirements as a stumbling block to Project implementation.An inventory has been made of the different requirements and the related difficulties forthe agencies, and presentations have been developed for workshops to be held asneeded. This activity will continue on and off on request. In addition, the ProcurementExpert has collected information on the latest prices of equipment and materials to beprocured, differentiated per State where appropriate. A draft bid document for jointprocurement of equipment for reservoir sedimentation surveys is also under preparation.

Budgeting. The Project provides retroactive financing for the installation of the HIS andthe initial expenditures for staff to operate the system. The approach of the Consultant todevelopment, installation and initial operation of the HIS aims specifically at sustainablesolutions. Thus, the institution development strategy involves inter alia improvingunderstanding of the usefulness of the HIS both in the implementing agencies and among(potential) data users, and creating awareness of and professional pride in the functioningof the system as a whole. However, all efforts in this regard will come to naught if theagencies do not consciously keep the system going after completion of the Project.Because the Project has such a high technology content, keeping the offices open will notsuffice in this regard. A determined and planned operation and maintenance effort isessential. This is not among the core capabilities of the public sector. Rather, anorganizational situation exists in which project investments are left to their own despite


increasing defects, until it becomes necessary to formulate a rehabilitation project tocorrect the (by then serious) malfunctioning.

To prevent this, operation and maintenance is required in proper relation to the investmentconcerned and, conversely, investments should only be made if sustaining O&M can beguaranteed. Both the investment and the O&M must be financed within a certain budget.While the budget ceiling can be raised, this is not without limit, so both components mustbe carefully considered. For investments this is generally not a problem: projectappraisals will produce sufficiently clear understanding of the cost of implementing theproject. Such is also true for the Hydrology Project. However, for O&M there seems to belittle basis for sustainable funding. To assist in developing such a basis, the Consultantproposes to formulate a sample O&M budget in relation to a given set of assets.Formulating this budget would require the following steps:

• identification of the outputs of O&M, i.e. what needs to be done to what asset andwhen;

• translating these O&M outputs to inputs, i.e. what is required to do this in terms ofpersonnel, transport, fuel, stationary, communication, daily allowances, travelallowances, etc.;

• developing unit rates for the different inputs, possibly within a certain range to allowfor situational differences;

• calculating the budget for a specific set of assets based on the outputs, inputs, andunit rates.

It is possible that Government budgeting principles and practices will not allow theimplementing agencies to have a budget exactly as discussed here. Still, the result of itsformulation can be taken into account when estimating the O&M fund requirement –however to be provided – in framing the regular government budget.

A clear understanding of O&M requirements will have significant impact on sustainabilityof the HIS. Therefore, even though the system is not expected to be up and runninganywhere before late-1999, there is a certain urgency to prepare for having the O&Mprovisions in place once the time comes. Accordingly, the Consultant considers mountinga joint effort by Task Groups 2 and 3 to identify the outputs and inputs mentioned above,after which the Procurement Specialist can assist in developing unit rates and theresulting sample budget.

3.3 Management Information System

With the Model HIDAP, a suitably defined direction exists for growth and evolution of anMIS that can function as an effective monitoring tool. The activities covered by the ModelHIDAP involve the creation and maintenance of the HIS, and a different style offunctioning by the hydrological institutions. The MIS, based on this Model HIDAP, wouldassess the realisation of output objectives of the different components presented in themodel.

Activities under the Project go beyond building an infrastructure. Rather, both the donorand the recipient agencies appreciate the fact that the long-term sustenance and growthof the HIS depends on developing institutions committed to the development objectives ofthe project.


The MIS in its current form has been designed for central-level reporting of Project fundutilisation for establishing the planned infrastructure. As reflected in the reports of thesuccessive donor review missions, the MIS outputs have reasonably satisfied themonitoring requirements for inputs to the Project. As the HIS is gradually taking shape,the implementing agencies' orientation to the Project must shift from inputs to outputs.This requires a revision of the MIS to provide management information on the realizationof the Project's objectives. Accordingly, upon completion of the Project, the Consultantmust be able to provide the implementing agencies with an MIS that can routinely monitorthe performance indicators laid down in the Model HIDAP.

The model HIDAP is a dynamic document. Depending on the evolving requirements of thehydrological data and organizational change, the HIDAP also will undergo revisions. TheMIS, synchronized with the HIDAP, must be similarly updated from time to time.

3.3.1 Results to date

During the period of report the MIS has been updated and refined to meet the informationrequirements of the central-level monitoring agencies. As well, the data inputs havebegun to change by including some of the HIS-related operational information. Apart fromthis, the MIS has become stabilized: reports for the quarter ending 30 June 1998 wereavailable by 15 July 1998. The two most important factors contributing to thisachievement were the commitment and support from the PCS and the fact that theimplementing agencies provided their inputs timely and accurately. The streamlining ofthe system, and growing familiarity of the implementing agencies with the characteristicsof the input forms, also contributed to the success.

Development of an integrated MIS. After much delay due to pre-occupation withdevelopment of HIS data entry software, the Consultant re-commenced expansion of theMIS down to agency level. This constitutes an effort to develop a fully integrated MIS,based on the Model HIDAP and also including elements of the Training InformationSystem perceived earlier. The integrated MIS will comprise divisional level data entrybased on a Geographic Information System module currently being developed. Thus, theagencies can avail of monitoring reports relevant for building the HIS infrastructure as wellas for detailed management of the HIS function. The information heretofore produced forcentral monitoring would be obtained by extracting specific data from the agency-leveldatabases, and compiling this at a relevant level of abstraction.

The State of Maharashtra has been selected for development of a prototype for thispurpose. MIS experts visited the State to conduct a system study and had extensivediscussions with State officials involved in management of the Project. Based on thissystem study, an outline of the integrated MIS was circulated among the officials andrelevant experts in the different Task Groups. Based on their input, the design is beingmodified to ensure its compliance with the Model HIDAP and to ensure that it will cater tothe special needs of the State officials.

Module for qualitative evaluation of MIS data. To date, the MIS has produced largevolumes of data reflecting the state of affairs in the different agencies. Part of this data ispresented in graphical and tabular form to allow comparison of progress between differentStates. Yet RNE’s Monitoring Specialist expressed his concern that the resultingdocuments as a whole might be "data rich but information poor". To address this issue,the Consultant has developed a module to show broad-based achievement inconstruction, procurement, staffing, and training for the major physical elements of the


Project (observation sites including laboratories, offices, and data centers). For eachState and differentiated for surface water and groundwater, the module presents overallfigures of achievement in these areas compared with the overall Project objective andspecific annual targets. Furthermore, the module presents an evaluation of these data bylisting reasons for discrepancies between targets and realization, and actions taken forimprovement. The module has been tested using the MIS data as of March 31 and June30, respectively, with the SMCs providing the analysis.

A limitation has been that the Government has until now not included annual target figuresin the reporting requirements under the Project. Hence, the MIS contains only overallProject objectives (as listed in the SAR) to monitor progress against. Yet, in a situation ofsignificant implementation delays, the fact that the absorption capacity of any organizationis by definition limited suggests that realistic annual targets cannot infinitely include unmettargets from previous years. Hence, the more relevant question is how today'sperformance measures up to what an agency can realistically hope to achieve in afinancial year.

The Consultant has attempted to include the figures listed in the Aspect Plans under"commitment this FY" as a proxy for official annual plan data. However, using AspectPlan information in an MIS reporting context has revealed a number of inconsistencies.Hence, for the qualitative assessment module to function properly it became necessary tocreate a structured interface between the two data sources. The MIS expert has visitedtwo States so far to test the methodology for generating the requisite inputs from theAspect Plan. Once these inputs become routinely available, quantitative reports on theprogress against the annual targets in the Aspect Plan can be generated from thequarterly progress inputs of the present MIS. The SMCs and central Project staff wouldthen subject these reports to qualitative evaluation.

Preparations for the mid-term review. The MIS report for the quarter ending September1998 will contain the basic information for the mid-term review. The inputs for the saidquarter had to be modified for this purpose. Regular interactions among the Consultant,the PCS, and the IDA aim to improve and customize the quality of the monitoringinformation.

3.3.2 Departures from planned program

The decision to integrate a GIS component in the development of a comprehensive MIS,supporting both central and agency-level monitoring, was a significant change from plan.A GIS expert has been added to the team to ensure well balanced system development.

With the crystallization of the model HIDAP, the emphasis now is to develop a prototypethat would cover all the components of the model HIDAP. The prototype will be validatedin Maharashtra, a State that is relatively advanced in Project implementation. TheConsultant has already visited the State to prepare for this activity. After validation andrefinement, the system is proposed to be introduced for use by agencies in the otherStates on a regular basis.

Finally, the development of the module for qualitative evaluation of MIS data, as requestedby the RNE, has been a significant activity not planned in the SAPR of April 1998. Thisactivity in turn has led to an effort to firm up the Aspect Plans in order to make the datacontained therein compatible with that in the MIS.


3.3.3 Emerging issues and lessons learned

Interface between HIS and MIS. As the agencies approach the stage where data beginto flow through the HIS, the question of long-term management of the entire systemoperation (physical network, data centers, personnel, etc.) becomes more urgent. As hasbeen said before, the objective of the Project is not to build a physical infrastructurenetwork, but to leave behind a sustainable operational HIS. This requires attention to themanagement of the system, i.e. issues such as whether the stations are producing datafor all the required variables, whether defective equipment is repaired and how long thattakes, whether data collection occurs according to standard procedure, etc. To facilitatemanagement of these issues, based on sound monitoring and feedback, the agencies willrequire some sort of information system. While the HIS software is essentially geared todata processing, a module must be developed to extract the necessary management dataas well. For the duration of the Project, the MIS must be able to report (abstracts of) thisdata to the relevant monitoring levels.

Conclusion: The plan for MIS development should take into account the eventualintegration/interface building between the HIS and MIS. This can be initiated onlyafter the selection and installation of the HIS software.

3.3.4 Program until December 1999

As mentioned earlier, preparatory work for the mid-term review is already in progress. Theactual review is in January 1999, but the MIS reports for the entire Project period throughSeptember 30 will provide the information for the review. The generation of these reportsis therefore of utmost importance. In addition, the MIS may be used to provide ad-hocinformation for unanticipated queries.

The SAR, which forms the basic plan document for the project, is expected to undergoextensive revision. The MIS expert will provide the necessary technical support on thedesign of the revised plan documents, and generate a new set of documents for theremaining project period.

Once the concerned State and central agencies approve the integrated MIS prototype forMaharashtra, it can be introduced in other States/agencies. The plotting of locations ofHIS observation stations and other system elements, and loading of the GIS with attributeinformation of the elements, will progress simultaneously.

The conceptual design for the interface between HIS and MIS should also commence.The actual design may commence once the database management software has beenselected and the specifications are made available.

The program of activities for MIS development and reporting is presented in Figure 3.4below.

Figure 3.4: MIS work plan through December 1999

1998 1999Activity

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

Creating geographicaldatabase


Plotting of entities & loadingof attributes

Developing prototype forintegration at system level

Developing master attributedatabase (at state)

Trial run in Maharashstra

Finalization of integration atsystem level

Development of GIS-basedfunctional integration

Full documentation of theintegrated MIS

Implementing in all States(incl. training)

Updating and upgradingbased on initial feedback

Development of module formonitoring aspect plans

Upgrading of reportingmodules as the need arises

Production of reports forMTR

Production of quarterlyreports

Activities to support reviewmission and production ofrevised SAR


3.4 Hydrological Information System

3.4.1 Assessment of hydrological data needs

Progress till date

When setting up a demand driven Hydrological Information System first the potentialhydrological data users have to be identified and their hydrological data needs have to beassessed. A preliminary inventory of potential data users is available. Subsequently, thepotential data users are to be interviewed to assess their hydrological data requirementsin view of their mandate/objective. For this the Consultant developed questionnaires tostreamline the data need assessment. This information is vital to design/adjust a monitor-ing network that is fully tuned to the requirements of data users. However, theprocurement time table in the SAR gives no opportunities to the agencies to carry outsuch an analysis. As a consequence, the agencies have devoted all their efforts toprocuring as quickly as possible the equipment listed in the SAR. In a number of casesthere is no solid justification for the equipment selections made. In this environment, theConsultant had to devote in the beginning substantial time to network design (usingcommon sense and experience only, without having their wisdom supplemented with userinformation), equipment specifications and procurement procedures. Accordingly, theConsultant slowed down their assistance to the agencies in their hydrological informationneed assessment.

Activities with respect to HDUG were scheduled to be resumed in September 1998alongside the implementation of the software for entry of surface water data. The lattergot delayed with a few months (see 3.5.3), and so has the resumption of the HDUGrelated activities.

Program till December 1999

The scheduled activity with respect to data user need assessment till the end of 1999includes first of all information need gathering in a phased, stepwise manner throughinterview teams, consisting of representatives of the state surface and groundwaterdepartments, who will approach the users one by one. The Consultant has to assist theseteams in the initial stages through input from a surface water and a groundwater expert.This activity will run parallel with the implementation of the data entry software SWDES,as from November 1998 onward. The results of applying the questionnaire in data userinterviews will become subject of meetings of the HDUGs. To make the outcomes of thesemeetings manageable for system development, the Consultant will prepare a standardisedagenda and reporting formats (refer also to section 3.2.4). Furthermore, the followingdocuments will be drafted:

• Terms of Reference for HDUGs• Guidelines for user identification• Guidelines for user need prioritisation, and• Model for documentation of information needs.


3.4.2 Overall structuring of the HIS

In the course of time general consensus on the overall structure of the HIS has grown.Based on this, early 1998, Consultants drafted a document about the staff requirements(type and number) for all components of the HIS and prepared and reviewed the jobdescriptions for each HIS function. This document was submitted to the States in April1998. Though to date not all the states gave their comments on this document theremarks received so far are encouraging. The importance of the HIS staffing plan is ofvital importance as it will serve as guideline for future HIDAP staffing plans and as termsof reference for training coverage. Progress made in staffing at various locations (gaugingstations, laboratories, data processing and data storage centres) and their training will bevisualised on State/Regional maps, which match with GIS maps. The staffing plan and jobdescriptions will be incorporated in the HIS status report, finalisation of which will be takenup once the staffing document has been fully discussed.

HIS promotion took place by means of presentations during HIDAP-sessions, whileintroducing the model HIDAP in the various States. Since the model HIDAP is now fullyconsistent with the HIS logic, HIS promotion through the HIDAP sessions proved to bevery effective. Nevertheless, still further expansion of the audience is required. This will betaken up alongside the guidance in the application of the surface water and groundwaterdata entry and processing software, while providing on the job training at the variousagencies. Such an approach makes the HIS and its promotion practical and lessacademic, as about all components can then be visualised.

Emerging Issues

Although the overall structure of the HIS has been generally accepted, state and centralagencies do not seem to be inclined to store the processed data in each other’sdatabases. This aspect may be resolved once the data storage centres are in place andfull agreement is reached on the rules to be adopted for dissemination of authenticateddata.

Central storage of the processed data of a state, collected by the state and centralorganisations, is not of great importance, though it would ease the access to data for theusers and it certainly has a positive psychological effect. Sharing raw data among the datacollectors is, however, of vital importance for data validation purposes and should not benegotiable.

Programme till December 1999

The activities planned till the end of 1999 comprise:

• Finalisation of the HIS status report as soon as the state and central organisationshave commented on the draft staffing and job description document, and

• Continuation of HIS promotion, during Consultants regular visits to the states and inparticular alongside the hands-on training in application of the surface water andgroundwater data processing software, thereby addressing the state surface andgroundwater departments and the central organisations operating jointly in that state.


3.4.3 Demonstrating the use of data and the relevance of the HIS

The Hydrology Project aims at establishing a sustainable Hydrological InformationSystem, which produces reliable hydrological data for planning and design. The use ofthese data for planning and development of water resources and infrastructure formanagement of the same is as such beyond the scope of HP. However, a demonstrationproject on the consequences of the use of pre- and post HIS data for managementplanning and design purposes is considered valuable to stress the importance ofoperating a sound HIS. This would also help the agencies to obtain budgets for futureoperation and, hence, guarantee the sustainability of the HIS.

The hydrological data presently produced by the hydrological organisations show anumber of shortcomings. Their availability in time and space is very limited and often nottuned to the needs of external users, whereas the quality of the data in a number of casesis doubtful. Using low quality data for planning or design purposes may lead to impropermeasures, if not catastrophes, and will certainly not help solving the water disputesbetween the various states. It may be noted, that in India data validation did not find wideapplication, neither in the surface and groundwater organisations nor in IMD, notwith-standing their claims to the contrary. To demonstrate the relevance of the HIS the presentand future use of the data should be compared. Similarly, planning and design based onpre- and post HIS data can be compared using the historical data being entered into theHIS.

The Consultant made available the services of a Water Resources Planner to formulate a'HIS demonstration study'. This study will be embedded in the R&D study proposed byCWC’s Planning Division, entitled: ‘Integrated river basin planning and management inSabarmati River basin, Gujarat, a demonstration study using modern system engineeringtechniques’. The Sabarmathi river basin has been chosen for this purpose as it issufficiently complex to cover a variety of planning and management issues. It suffers fromwater scarcity and has conflicting water interests, but it is confined to one State, whichavoids inter-State controversies. Moreover, a large amount of data is available,hydrological and other, to avoid a time consuming collection of data. The objectives of thestudy are threefold:

• to demonstrate the use of the HIS output for water resources planning,• to show the necessity of the use of thoroughly validated data in such studies, and• to introduce a modern planning tool, also applicable to other river basins.

The concerned SW/GW agencies have shown keen interest to participate in the executionof the R&D study and will make data available. The study will commence early 1999 witha training programme at WL|Delft Hydraulics for 7 officers of CWC (including the CTU atPune) and Govt. of Gujarat, to be funded from the Overseas Post-graduate TrainingBudget. The study is expected to take 2.5 years, and will be concluded with a seminar in2001. Consultants will provide input of the above Water Resources Planner and ofnational experts of its team, and will also provide five copies of the RIBASIB software(River Basin SIMulation), i.e. 3 for CWC and 2 for Govt. of Gujarat.


3.5 Surface water and hydro-meteorology

3.5.1 Summary

The development and upgrading of the hydro-meteorological and hydrological monitoringnetworks is lagging considerably behind schedule in almost all states. Non-availability ofstaff, lack of skills and lengthy procurement procedures are the most important factorscausing this delay. On the other hand, decisions in spurts occasionally causedprocurement of sub-standard equipment. Therefore, all aspects need constant attention ofthe Consultant. It is only after considerable effort that the station locations in most stateshave been firmed up. The gross picture in each state has now crystallised. The situationfor data processing looks brighter. Computers have become gradually available and thedata entry software SWDES is about to be installed at the various agencies. Early 1998 amajor step forward was made in the field of data processing. The advanced softwarepackage for data processing HYMOS-4 was selected for implementation. As this avoideda tedious procurement procedure, it is estimated that this move has saved about one yearin this domain and as a result a full implementation of all HIS processing components isenvisaged during 1999.

Consultants input in the review period concentrated on:

• network review and installation planning, site selection and station design• drafting of manuals for monitoring and data processing• finalisation of equipment specifications• assistance in the preparation of bidding documents and evaluation of bids• preparation and execution of a workshop on Digital Water Level Recorders• assistance to CWPRS in modernising the current meter rating tank at Pune• development and thorough testing of software for data entry, SWDES• customisation of data processing software HYMOS-4, Windows version• preparation of data processing training modules in collaboration with NIH• assistance to CTU in preparation of training modules for ToT courses• assistance to HIDAP• R&D study proposal development and guidance in study implementation, and• assistance to the development of a real-time flood forecasting and telemetry system

for the Brahmani and Baitarani basins in Orissa.

Generally, the activities were carried out as scheduled. Though the first release of thesoftware for data entry, SWDES, is now available, its implementation got delayed by a fewmonths due to the development of additional system capabilities (graphical features). Thesoftware will be installed as from October 1998 onward. The R&D study component hastaken much time and attention of the Consultant in the review period. The number of studyproposals is now nearing 30, with a multitude of different versions, which all needed to becommented upon.


In the next review period attention will focus on:

• network review and site selection with emphasis on making locations operational• assistance to station design and equipment selection• assistance in the preparation of bidding documents• monitoring equipment installation• design of layout of data processing and data storage centres• implementation and assistance in the application of SWDES data entry software• customisation of HYMOS-4 software and its implementation• hands-on training in data entry and data processing• R&D studies: assistance in development and implementation• return flow studies including a workshop• provision of assistance to the execution of the following studies:

- development of a real-time flood forecasting and telemetry system for theBrahmani and Baitarani basins in Orissa

- improvement of the flood forecasting system of Tambraparani basin in Tamil Nadu- calibration of stilling arrangements, and- design of a HF communication system between reservoirs in Karnataka.

The time table for the execution of the activities is given in sub-section 3.5.6. The long-term planning is presented in sub-section 3.8.8.

3.5.2 Design and operation of the monitoring network

Progress till date

Network review. A major activity in this review period has been a thorough review of thestate and central agency rainfall, full climatic and hydrometric monitoring networks, stationdesigns, equipment selection, buildings, computer procurement and installation, andstaffing in all States of the Hydrology Project. Each State was provided with 5 proformasto furnish details of hydrometric, rainfall and climatic stations and show their locations on1:250,000 scale maps. All details are now available in tabular forms.

Considerable time was spent by the Consultant in rendering necessary assistance to theconcerned officers of each division of the State Surface Water Departments and IMD onnetwork, site selection, instrumentation and other related issues for timely implementationof the Project programme in view of the World Bank’s Mid-term Review.

With respect to the rainfall and climatic network, the Consultant aimed at starting with theminimum network density as per WMO requirement to enable the States to achieveadequate network for the development of the HIS. The WMO norm had to be adopted forthe time being as the Pilot Study on network design carried out by the Consultant last yearindicated that the existing rainfall data are to a large extent of doubtful quality and withoutproper data validation unfit for network design. Once the HIS has created reliable hydro-meteorological and hydrological databases and the user requirements have beenquantified, the appropriate network design procedure will be introduced again.


Site selection and design of civil works. Consultants continued supporting siteselection and designs of civil works. Numerous queries raised from various States wereanswered, particularly on design of water level gauging stations and cable-ways. Adocument has been prepared on the design of bank operated cable-ways, with examplecalculations. Layout plans for setting up rainfall and climatic stations as per IMD standardwere provided.

Equipment specification and selection. The updating of all SW equipmentspecifications was finalised in the review period and discussed in the SpecificationCommittee of CWC. Box-files covering all specifications, updated 20 May 1998, weresent to all States and Central Agencies. The Consultant developed a computerisedadministration and processing system to organise the present update and futuredevelopments of draft and final versions of the specifications.

Since May 1997 assistance was provided to CWC to start up a pilot study on digital waterlevel recorders and tipping bucket rain gauges. For this, three test sites were selected,appropriate vendors were identified and bids were evaluated to arrive at a final selectionof equipment for the various test sites. Due to administrative difficulties the MoWRdecided in June not to continue with the implementation of the equipment at the pilotstations and to stop the study. The termination of this study is considered a serious setback as it was meant to get experience with and to create confidence in the use ofmodern monitoring equipment.

Review/design of standards for monitoring, processing and dissemination.Standardisation of collection and processing procedures for hydro-meteorological,hydrological and geo-hydrological quantity and quality data is an important objective of theHydrology Project. The standards are documented in the manual ‘Hydrological FieldMeasurements and Data Processing Practices’. Significant contributions were madeduring the review period in the field of data processing, simultaneously with thepreparation of related training modules. To improve the readability and practical use ofthe manual in view of its large volume, a start was made to split up the document in threeparts:

• Part 1: Text Book, explaining principles and procedures

• Part 2: Reference Manual

• Part 3: Operations Manual.

Equipment procurement, installation, testing and maintenance. Consultants assistedthe state and central organisations in reviewing their bidding documents. As before,Consultants’ attitude towards evaluation of the technical parts of the bids is a passive one.Consultants give their expert opinion only when specifically requested by the concernedagencies.

The Consultant prepared and conducted a workshop on Digital Water Level Recorders(DWLR) for Groundwater and Surface Water Organisations. The Workshop was held inChennai from 21 to 23 September, 1998 (see also Section 3.6.2), where the latter twodays were specifically devoted to DWLR applications for surface water. The objective ofthe workshop was to familiarise the agencies in all aspects of the DWLRs fromprocurement stage to training, installation, operation and performance monitoring stages.During the workshop presentations were given by the Consultant as well as by vendors.Excellent attendance was obtained from the State and Central agencies; both the


managerial and operational levels were well represented. The workshop was well receivedand it may be stated that with the workshop the knowledge gap on DWLRs has beenbridged.

Departures from planned program

Activities were carried out as planned. The workshop on DWLRs was not scheduled forthis review period.

Emerging issues and lessons learned

As before, the design, development and upgrading of the hydro-meteorological andhydrological monitoring networks in almost all states is lagging considerably behindschedule. A major constraint was, and still is, the non-availability of staff and when staff ispresent, it lacks the proper skills to upgrade the network, having an irrigation engineeringbackground rather than a hydrological one. Furthermore, lengthy and complexprocurement procedures hamper a speedy implementation. To avoid flaws in installationplanning and equipment procurement, Consultant’s input is still essential. All aspects needconstant attention of the Consultant. It is observed that the state and central organisationsare as before still very reluctant to involve and obtain Consultant’s opinion on the technicalpart of received bids. Though the specifications in the bid document are very detailed, itappears to be of utmost importance that appropriate acceptance protocols areimplemented, to get assurance that the procured equipment indeed complies with thespecifications. Therefore, due attention was given to this aspect in the workshop onDWLRs in Chennai (September 1998).

Planned activities till December 1999

• Follow up to the network review and installation planning of April-May 1998, and toseek the operationalisation of some sites to HP standards with each agency

• Finalisation of guidelines for selection of sites and equipment for sediment transportmonitoring

• Continuation of assistance to states on site selection and design of civil works; thetwo experts operating in Kerala and Orissa will continue their work on a part-timebasis

• Continuation of assistance to the state and central organisations in procurement ofequipment including preparation of bid document for the procurement of DWLR

• Continuation of assistance to the state and central organisations in the application ofAcceptance Protocol, installation, testing and maintenance of equipment.

• Further updating of equipment specifications as required• Finalisation of second draft of the manual ‘Hydrological Field Measurements and Data

Processing Practices’• Attention to O&M responsibilities, planning and procedures, including the preparation

of an O&M Manual• Introduction of HIS job descriptions and staff requirements in the various agencies, as

part of the HIDAP planning process.


3.5.3 Design and operation of data entry and data processing centres

Progress

Design of data processing centres. Designs were made for the layout of the dataprocessing and data storage centres in Orissa, Tamil Nadu and Gujarat, on the basismade of the staff and office requirements as documented in “Staff Requirements and JobDescriptions for Operation of Hydrological Information System”, draft April 1998, and in“Data Processing and Data Storage Centres, Staffing and Layout”, draft March 1998.

Procurement and implementation of hardware and software. The HLTG in its meeting of23 January 1998 selected the HYMOS- 4 (Windows version) hydrological data processingsoftware for implementation at the various state and central organisations (see previousSAPR). The package was offered by WL/DELFT HYDRAULICS free of charge, and RNEagreed to make 6 staff-months available to customise the package to the requirements asoutlined in the software specifications as accepted by the HLTG. With the early selection ofthe dedicated software considerable time has been saved in the implementation of the dataprocessing components of the Hydrological Information System. During the review period thedetails of the contract between the receiving parties and the supplier were thoroughlydiscussed and full agreement is about to be reached. The customisation of the software,which started in February 1998, is going on and it is expected that early 1999 a customisedversion can be implemented in the various state and central agency data processing offices.Prior to this, the HYMOS-3 DOS version of the mentioned software package wasimplemented in the data processing centres in Pune, Maharashtra and Ahmedabad, Gujarat.Through this these organisations got an early opportunity to familiarise themselves with thetools for data validation. In June and July 1998 hands-on training was provided in its use.

Design of State specific data storage and processing procedures. The drafting of thedata processing part of the manual ‘Hydrological Field Measurements and DataProcessing Practices’ continued. The text of the manual is used for the preparation oftraining modules for data processing (see Section 3.5.5).

Entry of historical data. Consultants spent considerable amount of time on the developmentof SWDES, the data entry software for hydro-meteorological and surface water data. Also auser manual for SWDES was prepared. In June the Beta-version of SWDES wasimplemented in the data processing centres at Pune in Maharashtra, at Ahmedabad inGujarat and in Delhi at CWC headquarters for testing purposes. Feed back from the state andcentral organisations was received and implemented. Extra graphical features wereconsidered necessary to be implemented to further enhance the primary data validationcapabilities of the software. The first release including a draft user manual is now availableand will be implemented in the various state and central organisation data processing officesfrom October 1998 onwards.

Departures from planned programme

The finalisation of the SWDES data entry software got delayed with a few months relativeto the planning presented in the last SAPR. This was caused by the time required toimplement the feed back received from the agencies and the addition of extra graphicalfeatures. This delay, however, does not affect the implementation of the HIS, as in moststates no computers would have been available at the earlier scheduled time to receive


the software. Those who had the hardware available received in June the test-version andwere trained in data entry.

Considerable time was gained by the selection of the HYMOS software for surface waterdata processing. Due to this, the implementation of the surface water data processingsoftware will be about one year ahead of the same for ground water, leaving more time forConsultants till the project end to provide hands-on training to the agencies in theapplication of the software (consolidation).


The entry of historical data can only gradually be taken up, as the availability of computersas well as of staff is still limited. Furthermore, at present no experience is available withcomputerised data validation and processing. Hence, a considerable training effort isrequired to develop the required skills. Consultants play a prominent role in thedevelopment of these skills, first of all by preparing with NIH some 50 training modules forthe ToT data processing courses and secondly through provision of hands-on training inthe data processing centres of the state and central organisations. This latter activity willbe an ongoing one as soon as HYMOS has been customised and implemented.


• Assistance to state and central agencies in the design of the layout of data storageand data processing centres

• Implementation of SWDES software, provision of hands-on training in its use andfurther extension of the software with entry screens for sediment transport and waterquality data

• Initiation and planning of historical data entry by the various organisations andprovision of assistance in the entry of the data

• Visits of HYMOS experts to customise the Windows based HYMOS Version 4.0 to thesoftware requirements

• Testing of the Windows based HYMOS Version 4• Implementation of HYMOS Version 4 and provision of hands-on training in its use• Development of training modules for ToT training courses on data processing with

NIH• Delivery of ToT training course for NIH staff on data processing• Provision of assistance to the state and central organisations in design of dedicated

data processing procedures using the standardised set of tools provided by theHYMOS software

• Finalisation of the data processing part of the manual ‘Hydrological FieldMeasurements and Data Processing Practices’

• Design of the layout of the Hydrological Yearbook new style.


3.5.4 Research and development

Progress till date

From March 1997 onward the Consultant played an active role in the set up of the R&Dstudy on reservoir sedimentation survey. A pilot project was executed and based on thefindings CWPRS drafted guidelines for the execution of such surveys, a draft of which wasreviewed by the Consultant. The required equipment will be procured centrally throughGujarat Surface Water Department. The Consultant prepared the specifications for thereservoir sedimentation survey equipment.

The Consultant devoted a considerable amount of time in assisting NIH and the state andcentral agencies in framing proper R&D proposals, preparation of comments on submittedproposals and discussing the proposals in the R&D Evaluation Committee. At presentnearly 30 proposals have been submitted for review. Pilot areas were visited to discussthe set up of the R&D studies. A model proforma for R&D study progress reports wasprepared.

The Consultant drafted a guideline for the set up of Return Flow Studies in the states asrequested for in the SAR. The objective of these studies is to get a better assessment ofthe percentage of return flow in the applied irrigation water.

Assistance was given to Orissa State in the design of a Flood Forecasting System forBrahmani and Baitarani rivers. A field visit was made and a report on the proposed layoutof the forecasting system was drafted.


Precious time was lost by the state and central agencies by submitting R&D proposals,which were not in accordance with the model proforma for R&D study proposals. Manyproposals appeared to be very sketchy and generally the submitted proposals lackedproper scheduling of activities in time and of manpower. The Consultant has to give adisproportionate amount of time to this subject, which puts other important activities understress. Given the large amount of proposals and the limited funds available under theHydrology Project, it is required to select a limited number of most promising projects outof the large stock of available proposals to avoid further wastage of time on either side.Afterall, only a few of these R&D studies have an impact on the implementation of theHydrological Information System.


• Review of Reservoir Sedimentation Survey study report and drafting of a model biddocument for the procurement of the related survey equipment

• Review of and assistance in framing of R&D study proposals• Assistance to design of return flow studies, including the organisation of a workshop• Monitoring of execution of the R&D studies under the Hydrology Project.• Further assistance to Orissa state in the implementation of a Flood Forecasting

System for Brahmani and Baitarani rivers.


3.5.5 Institution and human resource development

Progress

HIDAP. In this review period TG2 cooperated with TG3 in providing assistance to allstates and central organisations in preparing their HIDAP, based on the Model HIDAP.

Training. The Consultants discussed with NIH the contents of ToT courses on dataprocessing. In total 50 training modules are required to be developed for use by NIH intheir ToT courses in the future. Both the Consultant and NIH are currently working on thepreparation of the modules. The Consultant made a technical editor available for thispurpose.


The training modules were planned to be finalised in September 1998. It appears,however, that considerable extra effort is required to scale up the first drafts of modules tothe required HP standard.


Since there is little experience in India with computerised data validation and processing,Consultants’ part in the development of training modules for surface water dataprocessing is expected to be considerable.


• Consultants will give further input in the clarification of the Model HIDAP and in thepreparation of the agencies HIDAP, including the implementation of HIS jobdescriptions and staff requirements

• Review of course curricula and course material for hydrometry and hydro-meteorology

• Preparation of training modules for ToT course on data processing in closecollaboration with NIH

• Delivery of the above ToT course for NIH staff• Hands-on training in the application of SWDES data entry software and HYMOS

Version 4 data processing software.

3.5.6 Activity plan till December 1999

The timing of the activities of the Surface Water and Hydro-meteorology sub-group ofTask Group 2 till December 1999 are presented in Figure 3.5. The long-term planning isbriefly discussed in Section 3.8.8.

Figure 3.5 Activity Schedule: Surface water & hydrometeorology

No Activities Status 1998 1999

4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

1 USER NEEDS & HIS OBJECTIVES

1.1 Workshop on HIS structure 1996

1.2 HIS concept/development document ongoing

1.3 HIS promotion ongoing

1.4 ToR for HDUG planned

1.5 Guidelines user identification planned

1.6 Guidelines user need prioritisation planned

1.7 Questionnaire user needs 1997

1.8 Training of interview teams planned

1.9 Model document information needs planned

1.10 HDUG-meetings 1999/2000

1.11 HIS demonstration project planned

1.12 Review HIS vs National Water Policy planned

2 NETWORK

2.1 Manual network design ongoing

2.2 Pilot study network optimisation 1997

2.3 Review/optimisation of networks ongoing

2.4 Guidelines for site selection 1997

2.5 Site selection & field visits ongoing - - - - - -

2.6 Design of civil works ongoing - - - - - -

2.7 Equipment specifications ongoing - - - - - - - - - -

2.8 DWLR & TBR test with CWC cancelled

2.9 DWLR Model bid doc. & acceptance criteria ongoing - - - - - -

2.10 Monitoring equipment installation planned

2.11 Doc. maintenance tasks & responsibilities planned

2.12 Manual maintenance planning/procedures planned

3 DATA COLLECTION

3.1 Manual data collection procedures ongoing

3.2 Workshop on review of standards 1997

3.3 Demonstration of novel equipment ongoing


4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

4 DATA PROCESSING/REPORTING

4.1 Lay-out of data processing centres ongoing

4.2 Manual for data processing ongoing

4.3 Hardware and software specifications 1997

4.4 SWDES development ongoing - - - - - - - -

4.5 SWDES implementation and HoT planned

4.6 HYMOS-Version 3 implementation ongoing

4.7 HYMOS-Version 4 customisation ongoing - -

4.8 HYMOS-Version 4 implementation planned

4.8 Data processing training modules ongoing

4.9 Data processing training planned

4.10 HoT area specific data validation planned

4.11 Processing of historical/current data planned

4.12 Example yearbook new style planned

5 DATA EXCHANGE & COMMUNICATION

5.1 Data transport volumes 1997

6 DATA STORAGE & DISSEMINATION

6.1 Options promotion hydrological information planned

6.2 Model document on regime and trends planned

6.3 Examples added value of HIS planned - - - - - - - - -

7 RESEARCH & DEVELOPMENT STUDIES

7.1 Model proforma R&D study proposals 1998

7.2 Ass. in formulation of R&D proposals ongoing

7.3 Evaluation of R&D study proposals ongoing

7.4 Monitoring of R&D studies planned

7.5 Reservoir sedimentation monitoring ongoing

7.6 Return flow estimation study ongoing

7.7 Bhima joint reservoir operation study ongoing

7.8 Brahmani flood forecasting system planned

8 INST. & HUMAN RESOURCES DEV.

8.1 Model HIDAP design 1998

8.2 Assistance in HIDAP preparation ongoing - - - - - - - - - - -

8.3 HIS staff requirements & job descriptions ongoing

8.4 Review of course curricula 1996/1999 - - - - - - - - - - - - -

8.5 Review of course material 1996/1999 - - - - - - - - - - - - -


3.6 Groundwater

3.6.1 Summary

The integration of state and central monitoring networks has been completed. Theconstruction of piezometers has progressed substantially, though the total numberremains behind schedule. The levelling of the same, aimed at linking all piezometers tothe same zero level (MSL), is still far from completed. The installation of digital water levelrecorders (DWLRs) is getting real momentum. Some 775 DWLRs have been or are aboutto be installed now. The procurement process benefits from the draft model bid documentfor procurement of DWLRs. Views on experiences with the procurement, testing andinstallation of the same were exchanged in a workshop on DWLRs, organised by theConsultant at Chennai (September 1998).

Progress was achieved with respect to the groundwater software and hardware. The firststage bids for the dedicated groundwater data processing software and hardware wereopened on 21 April 1998. The bids have been evaluated and the second stage is about tostart. Still there is a long way to go as it is anticipated that the wide implementation of thesoftware will take the full year 2000, which leaves little time for consolidation of theprocessing procedures. The full year 1999 will be needed to complete the procurementprocess and the further development and customization of the software. The applicationof the data entry software GWDES, developed by the Consultant, is now in full swing.

The various groundwater departments submitted a large number of R&D study proposals,though their scope and set up did usually not comply with the R&D EvaluationCommittee’s requirements. Hence, progress in this domain is still limited. In April the firstgroundwater R&D study (Krishna delta) commenced and the irrigation return flow studywith a strong groundwater component is about to commence in Karnataka.

Consultants input in this review period concentrated on:

• Assistance in optimisation and integration of network design• Monitoring the design and construction of piezometers• Updating of DWLR specifications, review of bid documents, technical evaluation of

bids for DWLRs, introduction of acceptance protocols and monitoring of equipmentinstallation

• Organisation and conduction of Workshop on DWLR in Chennai• Review of first stage bids for dedicated groundwater software and hardware• Implementation of data entry software and provision of hands-on training• Finalisation of the manual on piezometer design and construction, and preparation of

the second draft of the manual for groundwater data processing procedures andresource assessment

• Assistance in framing of R&D study proposals and evaluation of the same• Assistance in the preparation of HIDAPs.

Consultants input matched generally with the planning for the review period.


From the experiences gained so far there is no need to change the TA strategy and,hence, for the next review period Consultant’s activities will be a continuation of thosecarried out in the last half year. Still further input will be required to get proper equipmentacceptance protocols introduced as most clients have little knowledge on how to properlyassess the quality of the deliveries.

Further details about the progress made and planning of activities till 31 December 1999are dealt with in the next sub-sections. The time table for the execution of the activities isgiven in Sub-section 3.6.6. The long term planning is presented in Sub-section 3.8.8.

3.6.2 Design and operation of the monitoring network

Progress

Optimisation and integration of networks. Integration of monitoring networks operatedby the State Ground Water Agencies and CGWB has been completed in all the states.However, the preparation of 1:1,000,000 and 1:250,000 scale maps showing theintegration of the stations at state and at district level respectively has not yet beenfinalised. The Consultant regularly pursued the agencies to complete this at the earliestduring their field visits to all the States.

Design and implementation of piezometers. At the end of the review period some3,642 piezometers (690 by CGWB and 2,652 by the state departments) were constructed.The design and implementation of piezometers was closely monitored by the Consultantthrough a series of field visits to all States.

In July 1998 the document “Guidelines for the implementation of piezometers” wasfinalised and circulated to all state and central agencies. The need for such a documentwas heavily felt based on past experiences gained during the field visits. Though thepractising groundwater professionals are mostly well familiar with the design criteria andinstallation operations for production wells, a number of aspects in the construction ofpiezometers is different, which was stressed by the Consultant time and again. Theguidelines highlight these differences and are expected to assist the professionals inrealising the necessary re-orientation of their drilling expertise and experience.

DWLR selection, installation, testing and operation. The procurement of DWLRequipment is getting momentum now. A total of 775 has been delivered and has been orare being installed in Andhra Pradesh, Tamil Nadu, Orissa, Maharashtra, MadhyaPradesh and Gujarat. Since the beginning of the Hydrology Project, the Consultant hasgiven considerable input on all aspects of the DWLR procurement and deployment.Attention was particularly focused on the preparation of specifications, development of amodel DWLR bid-document, assistance (when requested for) in the evaluation of thetechnical parts of bids, drafting of acceptance protocols and attending installations; seealso Sub-section 3.8.2. Particular attention was given to pre-installation tests on DWLRs,through which shortcomings in some of the applied software surfaced and improvementswere implemented by the vendor.

The Consultant prepared and conducted a workshop on Digital Water Level Recorders(DWLR) for Groundwater and Surface Water Organisations. The Workshop was held inChennai from 21 to 23 September, 1998 (see also section 3.5.2), where the first day wasspecifically devoted to DWLR applications for groundwater. The objective of the workshop


was to familiarise the agencies in all aspects of the DWLRs from procurement stage totraining, installation, operation and performance monitoring stages, as well as toexchange experiences gained so far with the new equipment. During the workshoppresentations were made by the Consultant as well as by the agencies. Excellentattendance was obtained from the State and Central agencies; both the managerial andoperational levels were well represented.

Departures from the planned programme

The Equipment Specification document for groundwater equipment was scheduled to becompleted by mid 1998. Various drafts were discussed and meetings took place. Now theSpecification Committee and agencies are near to a final conclusion, and the release ofthe documents is imminent.

To share experiences on procurement and installation issues for groundwater levelmonitoring the Consultant arranged a workshop on DWLRs in September 1998, whichwas not in the original programme for this review period.


• Lack of interest with contractors for small assignments in remote areas slowed downthe construction of piezometers, whereas complex procurement procedures delayedthe delivery of DWLRs.

• Progress in carrying out reduced level surveys and marking of the piezometerslocations on 1:50,000 scale topo-sheets is slow. The lack of availability of latitude,longitude and altitude values of the piezometers hampers the interpretation of thegroundwater flow regime. The need for the procurement of DGPS (Differential GlobalPositioning System) for obtaining elevation data and geographical co-ordinates hasbecome very relevant.

• Inadequate development of the piezometers after completion of drilling is sometimesobserved, which implies that piezometers are not always properly connected to thesurrounding acquifers. This is likely to give erroneous water level values, rendering thecomputation of groundwater flow directions very difficult. There is need for carrying outrecovery/pumping test in the piezometers using small diameter submersible pumps, orfor development through compressors, as impressed upon the agencies time and againby the Consultant during his field inspections.


• Continuation of the periodic visits, though at a lower frequency, to the different statesto follow-up on the construction of piezometers and integration of State groundwaterand CGWB networks and production of district wise maps, showing integrated sites

• Finalisation of the document on Equipment Specifications for groundwater• Finalisation of the model Bid document for DWLRs• Assistance to the procurement and installation of equipment will be continued,

including assistance to the formulation of bid documents and related acceptancecriteria and tests, evaluation of technical bids as requested, installation tests, etc

• Review of the performance of functional DWLRs and identification of monitoringintervals to be set for different seasons. Study of the water level information gatheredfor identifying cyclic events and the interpretation of the same

• Finalisation of the report “Reduced levels of monitoring network stations”, dealing withthe connection of piezometric levels to MSL


• Preparation of a document on equipment maintenance, tasks, responsibilities,planning and procedures

• Finalisation of manual on data collection (static/semi-static data, piezometric levelsand water quality samples) procedures.

3.6.3 Design and operation of data entry and data processing centres

Progress

Design of data processing centres. Layouts of the state data processing centres inOrissa, Gujarat and Tamil Nadu were reviewed and advice was given on the integration ofthe centres with the surface water data processing centre and the state data storagecentres, including sharing of staff.

Dedicated software and hardware for groundwater data processing centres. On 21April, 1998 some nine first stage bids for dedicated software and hardware forgroundwater data processing were received by CGWB, of which after detailed evaluationby the concerned HLTG five were considered to be responsive and eligible forparticipation under stage 2. The Consultant participated in the bid presentations by thebidders, and in the evaluation of the bids. The second stage bid documents are likely tobe floated around November 1, 1998.

Groundwater data entry software. The groundwater data entry software HIS-GWDES-Iwas finalised in September 1997 and the latest updated version 1.06, including a numberof added reporting and graphical features, was released in August 1998. The softwarepackage has been made available to all the agencies along with a user manual. TheConsultant continuously visits the state and central agencies to provide hands-on trainingin the installation and application of the software. Progress, particularly with the stateagencies, is ranging from acceptable to good. The progress with data entry in GWDES-I inthe CGWB offices is lagging behind due to late availability of computer hardware.

A large amount of computerised groundwater data is available in a variety of formats. TheConsultant spent considerable time to help the agencies in converting these data intoGWDES-I format.

Application guidelines for groundwater data processing centres. The first draft of the‘Application guidelines for Ground Water Data Processing Centres’ has been updated.The revised version will be distributed in November 1998. These guidelines also include adocument on “Groundwater data processing for resource evaluation”.


Issues

• The agencies, which have already carried out substantial data entry work, aredemanding additional features to be incorporated in the software, essentially forspecialised analyses. The need for continued input of a software specialist forimproving and upgrading the software is emerging.

• It appears that the CGWB Regional Offices are neither informed nor consulted by theirhead-office on the planning of the data processing and data storage centres and theirrole in the Hydrological Information System.


• Review of data centre layouts and provision of advice on installation issues• Manual for Ground Water Data Entry and Processing will be further updated once the

dedicated groundwater data processing software is in place• The Consultant will continue to assist the HLTG and its Working Group in the bid

evaluation procedure for the procurement of the dedicated software and hardware forgroundwater data processing

• Preparation of validated data sets for pilot testing of the dedicated groundwater dataprocessing software

• The Consultant will provide assistance to the HLTG and its Working Group in testingof the dedicated groundwater data processing software to ensure that thecustomisation of the software complies with the specifications

• Further assistance will be provided to the state and central agencies in the conversionof all existing groundwater data available with all the agencies into GWDES-I format.The data entry work will be monitored as well as the systematic organisation of thecomputerised data

• A File Administration System will be developed for storage of DWLR data in Excelfiles, to bridge the period till the dedicated processing software is in place

• The Consultant will implement data validation procedures on historical data and datafrom newly drilled piezometers to gradually introduce data validation

• Design of the layout of the Hydrological Yearbook new style, including regime andtrend information.


Progress

Consultants devoted an appreciable amount of time in assisting NIH and the state andcentral agencies in formulating R&D study proposals, as well as the R&D EvaluationCommittee in evaluating the proposed studies.

The R&D study “Inter-Relationship in Coastal Multi-Aquifer System of the Krishna DeltaBasin-Andhra Pradesh” study started on 1 April, 1998. The Consultant drafted a model-proforma for progress reports.

The R&D study proposal on return flow from irrigation command areas in Karnataka hasbeen approved by the R&D Evaluation Committee in August 1998. Though the proposal isnot clear on the effectiveness of some of the proposed methodologies the study got theapproval to start with the notice that once the geo-hydrological setting has been analysedthe approach will have to be reviewed.


A number of study proposals is still pending, among others also the study on artificialrecharge, which is promoted to be taken up.

Issues

The proposed R&D themes are largely dealing with local problems. National level issuesdo not appear to be of interest to the state agencies, so a more systematic disseminationof information on the different R&D issues is to be pursued.


• Review of and assistance in framing of R&D study proposals• Monitoring of execution of the R&D studies under the Hydrology Project

3.6.5 Institution and human resources development

Progress

HIDAP. In this review period GW experts cooperated with TG3 in providing assistance toall States and central organisations in preparing their HIDAP, making use of the newModel-HIDAP.

Training. The Consultant regularly visits the offices of the State and central agencies toprovide hands-on training in GW data entry work and in the interpretation of the data.


• Consultants will give further input regarding the clarification of the Model HIDAP andthe preparation of the agencies’ HIDAPs

• Training modules for data entry and data processing will be prepared in closecollaboration with the Rajiv Gandhi Training Institute Raipur

• Hands-on training in the application of GWDES data entry software will be continued• Hands-on training will be given to the agencies once the data validation procedures

for spatial and time series data have been implemented.


The timing of the groundwater related activities of Task Group 2 till 31st December 1999are presented in Figure 3.6, whereas the long term planning is briefly discussed in sub-section 3.8.8.

Figure 3.6 Activity Schedule: Groundwater


4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 122 NETWORK

2.1 Manual network design 2000

2.2 Pilot study network optimisation 1997

2.3 Optimisation/integration of networks ongoing

2.4 Guidelines supervision piezometer drilling 1997/98

2.5 Implementation of piezometers/field visits ongoing

2.6 DWLR specifications ongoing

2.7 DWLR Model bid doc. & acceptance criteria ongoing

2.8 Monitoring DWLR installation ongoing

2.9 Doc. maintenance tasks & responsibilities 1999

2.10 Manual maintenance planning/procedures 1999

3 DATA COLLECTION

3.1 Manual data collection procedures ongoing

3.2 Water quality monitoring 1997/1998



4.2 Manual for data entry/processing ongoing


4.4 GWDES development ongoing - - - - - - - - - - - - - - - - - - - - -4.5 GWDES implementation 1998 - - - - - - - - - - - - - -4.6 HoT data entry with GWDES ongoing

4.7 Ass. GW processing sw/hw procurement planned

4.8 GW processing software testing planned

4.9 Training modules data processing 1999

4.10 HoT data processing 1999

4.11 Example yearbook new style 1999




4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 126 DATA STORAGE & DISSEMINATION

6.1 Options promotion hydrological information 1999

6.2 Model document on regime and trends 1999

6.3 Examples added value of HIS 1999 - - - - - - - - -



7.2 Ass. in formulation of R&D proposals ongoing


7.4 Monitoring of R&D studies ongoing



8.2 Assistance in HIDAP preparation ongoing - - - - - - - - - - -8.3 HIS staff requirements & job descriptions ongoing

8.4 Review of course curricula 1996/1999 - - - -8.5 Review of course material 1996/1999 - - - -

-


3.7 Water quality

3.7.1 Summary

Water quality monitoring mandates and objectives were discussed during four regionalmeetings. Organisations other than HP agencies, which are operating water qualitymonitoring networks, took part (including CPCB, NRCD, state PCB, PHED and WSSB). Themandates and objectives of water quality monitoring, and their distribution between thevarious agencies, were discussed and clearly defined. The need for a common vocabularyin which poorly defined terms as 'routine' and 'multi-purpose' are replaced by well-definedterms was subscribed.

It was agreed that for assessment of monitoring needs and optimisation of monitoringefforts, review of monitoring data should be carried out at a regular interval of three years.Often there is no communication among the various agencies, with the result that there isduplication of effort and agencies do not draw upon the experience of each other. It wasrecommended that for each state a co-ordinating committee should be formed, whosemembers are drawn from all agencies engaged in water quality monitoring in the state. Inthis committee each member would present activities of his organisation.

In general, Consultants realised good progress in the period under review and nosignificant departures from the planning did occur. The activities included, inter alia:

• Running four regional meetings on water quality monitoring mandates and draftingtheir findings and recommendations

• Review of proposals for the design of water quality networks• Delivery of hands-on training for level I and level II laboratory staff and chemists on

newly introduced parameters and giving awareness training to staff havingengineering qualification

• Finalising specifications for field and laboratory equipment• Review of R&D study proposals.

For the next review period Consultants' activities will focus on the formation of a Nationalworking committee, as a follow up of the regional meetings for defining the mandates andobjectives of the agencies with respect to water quality monitoring. Major inputs will begiven to the finalisation of the design and rationalisation of both surface and ground waternetworks and to the implementation of water quality aspects in the SWDES and HYMOS.An important ongoing activity is the production of training modules.


Non-availability of staff with chemistry qualification has become a critical issue, which willresult in hindrance to the operationalisation of water quality monitoring networks, if notattended to immediately.


3.7.2 Design and operation of the quality monitoring network

Progress

The design of surface and groundwater quality monitoring networks is ongoing in part ofthe states as indicated the table below:

State Surface water Ground water

AP interaction started not startedGU near completion not startedMH near completion near completionKE not started not startedKA not started not startedMP interaction started Interaction startedOR not started not startedTN interaction started Interaction started

Submersible pumps are required for sampling of groundwater and specifications for thesame were finalised and sent to CGWB for further action, which is pending for quite sometime. The use of continuous water quality monitoring equipment in groundwater wells isnot recommended.


One of the issues identified at the inception of the project was lack of clearly definedmandates for water quality monitoring. This was reflected in the lack of progress withrespect to the design of water quality networks as reported in the previous review period.After conducting the four regional meetings to identify and define mandates, the progresswith respect to the rationalisation of existing networks and design of new networks isspeeding up. In five states the work is now ongoing, in some cases nearing completion.

For groundwater sampling submersible pumps are deemed necessary. Pumps should notbe ‘replaced’ by other sampling equipment (like compressors) or by continuous monitoringequipment. CGWB is expected to recognise this point urgently. Submersible pumps willhave to be procured under ICB. Since specifications are to a large extent determined byconditions in the field, a close co-operation between the procurement agency and itsregional or divisional offices must be promoted in order to arrive at a cost-effectiveprocurement.


• Finalisation of findings and recommendations of the four regional meetings onobjectives and network design

• Formation of a national review committee for approval of future modifications innetwork design or change of mandates and objectives

• Finalisation of the design of new networks and rationalisation or review of existingnetworks. A suitable standardised way of reporting on the networks will have to bedeveloped


• Provision of assistance to the state and central groundwater agencies in the processof procuring submersible pumps.

3.7.3 Laboratories

Progress till date

Buildings. On request modifications in layout plans for laboratories in Bhopal, MadhyaPradesh, and Rajkot, Gujarat were prepared.

Equipment specifications and testing. Specifications adopted at the Water QualityStandardisation Workshop, December 1996, were finalised and approved by theEquipment Specification Committee. The document is entered, together with all other SWequipment specifications, into a version control system developed by the Consultant, seealso 3.5.2. The Consultant advised on specifications for equipment tenders to AndhraPradesh, Maharashtra, Orissa, and Madhya Pradesh and suggested priorities forprocurement. The Consultant also participated in installation and testing of routineequipment received at the State Groundwater Department Trivandrum, Kerala.

Standard analytical procedures. Some 39 (28 in the previous reporting period)simplified procedures for determination of various water quality parameters, based onStandard Methods, 19th edition and BIS, were distributed to a selected group of ninechemists for proof-reading and comments. The response so far is very encouraging.Furthermore, PCS was requested to form a committee, preferably this year, to formallyapprove the document and its implementation in all HP laboratories. The document isentered into a version control system that will ease the hand over to the concernedagency in future.

Analytical Quality Control. The second round of within laboratory Analytical QualityControl was initiated in March 1998. Some laboratories are continuing the exercise now allby themselves because they value the benefits. Others still need persuasion for which theConsultant payed regular visits to the concerned laboratories.

An inter-laboratory exercise is initiated and will hopefully start before the end of this year.The CPCB, New Delhi, acts as a co-ordinating laboratory and will take care of thepreparation and distribution of control samples.


The response to the inter-laboratory Analytical Quality Control exercise is somewhatdisappointing: after more than three months only 5 out of 31 nominated laboratories havepaid their fees to the CPCB.

The Consultant plans to add to the laboratory equipment the following two items: coldroom for proper storage of samples and a D type computer package for lab-administrationand data entry.

With the construction activity for laboratories and ordering of equipment gainingmomentum, the posting of staff with adequate chemistry qualification is becoming critical.This will ultimately result in hindrance to the operationalisation of the networks.



• Planned activities are essentially the same as for the previous review period sincethese activities are ongoing for another year

• Advice on equipment specifications, procurement and testing• A formal approval of the Standard Analytical Procedures is to be obtained and the

actual implementation in each laboratory under HP will be pursued• Provision of hands-on-training as and when the laboratories are ready and the

agencies request for such assistance• Finalisation of the second round of within-laboratory AQC and of the first round of

inter-laboratory AQC.

3.7.4 Data processing

Progress till date

Consultants drafted a document on the required staffing of laboratories and dataprocessing centres in the HIS and updated the job descriptions for these staff.


• Finalisation of the software for surface water data entry, addition of water quality entryforms

• Start of the entry and analysis of historical water quality data of CWC• Preparation of a data analysis protocol (DAP) for water quality analysis. This protocol

will include an application (in the form of a worked out example) for both surface andgroundwater. For surface water the Mahanadi basin is selected, for groundwater aregion in the state of Karnataka will be selected

• Assistance to customisation and testing of HYMOS-4 software with respect toprocessing of water quality data.


Progress

Five research proposals in the area of water quality were received from various agenciesunder HP. These were reviewed and in each case returned with the comment that theproposals have to be more specific in stating the research objectives and should alsoprovide a detailed work plan. One of the proposals was rewritten with the assistance ofthe Consultant and was accepted by the R&D Evaluation Committee. Another proposal isbeing reframed on the advice of the Consultant.


Encouraging state agencies to define small scale research projects, e.g. to start usingtheir newly received advanced laboratory equipment, has not been successful so far.Additional effort will be put into convincing state organisations to write such proposals.Defining research proposals is part of the job description of staff working in dataprocessing centres. Once such staff is identified, they must be approached and convincedto start acting on R&D. In case the existing staff is not knowledgeable enough to write


such proposals, the help of academic institutions and e.g. PhD students must bepromoted.


• Assistance to the agencies to define and draft R&D study proposals• Evaluation of R&D study proposals• Monitoring and assisting in execution of R&D studies.

3.7.6 Institution and human resources development

Progress

Hands-on training. The Consultant organised four hands-on training programmes atVadodara, Chennai, Pune and Konkan Bhawan, Vashi (New Mumbai) during the periodunder review. The first one was for level I laboratory in-charges with engineeringbackground, with the aim to create awareness regarding water quality issues. The otherthree were on newly introduced parameters (Coliforms, BOD and COD) and aimed atchemists. These programmes were conducted at the request of the respective stateagencies.

ToT training program. Previously, it was decided to de-centralise the WQ training. Seniorand experienced chemists from various laboratories, after going through a ToTprogramme, would organise training programmes at their agency/region level according totheir needs, once the laboratories are established and become functional. Material wasprepared for the first and second ToT program, held in April and September 1998,respectively. A list of 70 modules, covering various levels of courses, was prepared. Outof these modules some 15 lecture notes were prepared in cooperation with the trainers.The production of these training modules has proved to be a time consuming exercise.Ways are explored to out-source the production of (part of) these training modules underthe 10Mfl budget.


The trainers, who participated in the ToT programme, are asked to convert lecture notesinto complete training modules. Unfortunately, their contribution to the production oftraining modules is not as extensive as was anticipated. Therefore, a substantial amountof extra work will have to be done by the Consultant in preparing training modules forwater quality, unless (part of) this work can be out-sourced.


Planned activities till 31 December 1999

• Hands-on training programme for microbiological determinations, BOD and COD, isplanned for the state GW department of Madhya Pradesh. It is promoted to hold HoTprogrammes as and when the laboratories are ready and the agencies request forsuch assistance.

• Completion of the list of 50 training modules with the help of trainers. Consultants willnot only correct the modules received from the trainers, but will also write missingmodules. The basis of all training modules are lecture notes, which are all produced bythe HP Consultant. However, in view of the amount of work involved, the conversion oflecture notes into training modules will partly have to be out-sourced under the 10MflBudget.


Activities planned for the period till December 1999 are given below in Figure 3.7. Thelong term planning is presented in sub-section 3.8.8.

No. Activities Status 1999

4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

1 USER NEED & HIS OBJECTIVES

1.1 Regional meetings on mandates 1998

1.2 Recommendations on mandates ongoing

1.3 Formation National review committee planned

2 NETWORK & LABORATORIES

2.1 Manual SW quality network design ongoing

2.2 Manual GW quality network design ongoing

2.3 Review/optimisation of network SW ongoing

2.4 Review/optimisation of network GW ongoing

2.5 Equipment specifications 1998

2.6 Monitoring equip.proc.install./testing ongoing

2.7 Doc.maintenance tasks & responsibilities 1999


2.9 Lay-out water quality lab./applications ongoing

3 DATA COLLECTION

3.1 Manual data collection procedures SW 1997

3.2 Manual data collection procedures GW 1997/1998

3.3 Manual standardised lab.procedures ongoing

3.4 Analytical Quality Control, within-lab ongoing

3.5 Analytical Quality Control, inter-lab ongoing

3.6 Preparation of training modules ongoing

3.7 Prepation in ToT programme ongoing

3.8 Participation in trg. program for chemists planned

3.9 Review of training modules ongoing

3.10 HoT Laboratory staff ongoing


4.1 Manual for data processing planned

4.2 SWDES development ongoing

4.3 SWDES implementation and HoT 1999

4.4 SW processing software specification 1998

4.5 SW processing software testing planned

4.6 GW processing software specification 1997

4.7 GW processing software testing 1999

Figure 3.7 Activity Schedule : Water Quality

1998

No. Activities Status

4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

4.8 Data processing training modules planned

4.9 Data processing training modules 1999

4.10 HoT data processing 1999

4.11 Processing of historical/current data 1999

4.12 Example yearbook new style 1999




6.1 Options promotion hydrological information 1999

6.2 Model document on regime and trends 1999

6.3 Examples added value of HIS 1999

7 Research & Development Studies


7.2 Ass. In formulation of R&D study proposals ongoing


7.4 Monitoring of R&D studies planned



8.2 Assistance in HIDAP preparation ongoing


1998 1999


3.8 Database management and communication

3.8.1 Summary

Initially, it was planned to focus the activities mainly on data storage and communicationissues. However, activities were extended to provide guidance to equipment selection,procurement, testing, installation, operation and maintenance, since at present theagencies lack knowledge on novel equipment like DWLRs and sophisticated laboratoryequipment. A workshop on DWLRs has been conducted. Equipment specifications havebeen prepared and model bid documents are being finalised. Similarly, expert input hasbeen provided on information technological aspects of computer hardware and softwareand communication.

During the next review period assistance in procurement, implementation, testing andmaintenance of equipment will still continue, though attention will gradually change fromspecification matters to acceptance tests and implementation and maintenance issues.Attention will also be given to the further development of surface and groundwater dataentry and processing software. State and central organisations will be assisted in thedesign of the data processing and data storage centres. Pending documents on reducedlevels and data communication options will be finalised. A model bid document for theprocurement of Reservoir Survey Equipment will be prepared.

3.8.2 Data collection

Progress

The procurement of data collection equipment and in particular of DWLRs has gainedmomentum. DWLRs for groundwater monitoring were procured and installed (or are underinstallation) in Andhra Pradesh, Orissa, Tamil Nadu, Madhya Pradesh, Gujarat andMaharastra. The Consultant drafted a number of documents to facilitate the procurementand deployment of instruments. Particular attention has been given to the finalisation ofthe specifications for surface water and for groundwater equipment. The EquipmentSpecification document for surface water has been issued, whereas a similar documentfor groundwater is nearing completion and was sent to the Specification Committee forfinal comments. A draft model bid document for DWLRs (groundwater monitoring) hasbeen prepared.

The planned pilot study on DWLRs and TBRs, to be executed under CWC guidance, andto which much time has been devoted, was cancelled for administrative reasons, see Sub-section 3.5.2.

From 21 to 23 September 1998 a technical workshop on DWLRs was held forGroundwater and Surface Water agencies in Chennai. The workshop covered the varioustypes of digital water level recorders and all aspects from equipment selection tomaintenance were dealt with, see also Sub-sections 3.5.2 and 3.6.2.


The report: “Reduced levels of monitoring network stations” is under preparation. Itincludes the various options available for the connection of piezometric levels to MSL. Inthe report due attention is given to the feasibility of application of Differential GPS forlevelling purposes, including solutions to the difficulties incurred in the transformation ofellipsoid levels to the geoid.


The Equipment Specification document for groundwater equipment and the Model Biddocument for DWLRs were scheduled to be complete by mid 1998. Various drafts werediscussed and meetings took place. Now the Specification Committee and agencies arenear to a final conclusion, and the release of the documents is imminent.

To gain momentum in the application of novel equipment and to share experiences onprocurement and installation issues for water level monitoring the Consultant arranged aworkshop on DWLRs in September 1998, well before the earlier scheduled time. To someextent this workshop has mitigated the set back incurred by the cancellation of the pilotstudy on DWLRs and TBRs.


The main difficulty with the equipment procurement is that virtually no actor in this processhas sufficient knowledge of instruments. Hence, the vendors do not interact at a technicallevel and there is no feed back from the purchasers aimed at quality improvement.Amongst the vendors, it is common practice to state that the offered instruments complywith all specifications. Subsequently, the lowest priced instrument is procured, withoutapplication of an acceptance protocol or pre-procurement tests. Then, after fieldinstallation the data return is likely to fall short of the requirements due to poorperformance of the (sub-standard) instruments. Although the procurement process has in-built a wealth of refined legal and administrative procedures, the primary goal, i.e.procurement of adequate instruments, requires due attention of the technical aspects aswell. In particular the specification claims by the vendors should be verified. Suchverification can only be done by staff with expertise in instrumentation, a task which will bethe responsibility of the equipment managers at the divisional and regional centres, oncethe HIS is in place. The operation and maintenance of field instruments also needconsiderable attention from the agencies at the operational and managerial levels.


• Finalisation of the document on Equipment Specifications for groundwater• Finalisation of the model Bid documents for DWLRs and reservoir sedimentation

survey equipment• Assistance to the procurement and installation of equipment will be continued,

including assistance to the formulation of bid documents and related acceptancecriteria and tests, evaluation of technical bids as requested, installation tests, etc

• Finalisation of the report “Reduced levels of monitoring network stations”, dealing withthe connection of piezometric levels to MSL

• Preparation of a document on equipment maintenance, tasks, responsibilities,planning and procedures.


3.8.3 Data processing

Progress

The development of Data Entry Software (DES) for surface water (SWDES) hasprogressed well, and has been finalised for groundwater (GWDES). The groundwatersoftware has been implemented in the offices of the state and central agencies, whereasfor surface water the software implementation will take place as from November 1998onward.

The Consultant participated in the evaluation of first stage bids for groundwater dataprocessing software and hardware. Comments were provided on amendments to the biddocument made by the HLTG and its working group.

For several agencies bid documents for D-type computer packages were reviewed andcommented upon.

Advice was given to Orissa, Tamil Nadu and Gujarat on the layout of data processingcentres and provisions for installation of hardware.


The completion of SWDES was delayed with a few months due to inclusion of additionalgraphical data validation procedures (see Sub-section 3.5.3).


At data entry level, the GWDES and SWDES have to interface with the data files asproduced by data collection equipment, such as DWLR. The DWLR industry has not yetstandardised the output format, i.e. each manufacturer employs his own data format. Forthe time being the piezometer data are stored in Excel files until the dedicatedgroundwater data software becomes available. Hence, procedures have been developedfor proper administration of such storage.


• Provision of technical support in the evaluation and testing of the groundwatersoftware/hardware procurement

• Rendering assistance to the formulation of specifications related to IT aspects of dataprocessing, i.e. specifications of hardware and supporting software

• Provision of input to the further development of SWDES and GWDES to meetadditional user requirements

• Provision of service on IT, where needed and feasible within available time andmanpower resources.


3.8.4 Data communication

Progress

Data communication technology will keep on changing during the implementation of theHydrology Project and the data communication performance and the services provided willlikely improve. The Consultant closely monitors these changes. A policy report on datatransport is available.


• Finalisation of the draft document on data transport options, including also the resultsof tested communication options

• Drafting/updating of communication equipment specifications• Drafting of report on communication procedures.

3.8.5 Data storage

Progress

Comments were provided on the layout of the State Data Storage Centres in Orissa, TamilNadu and Gujarat and their linkage with Data Processing Centres.


The software specifications for the data storage system can only be finalised once thedata processing software has been selected, since for a smooth interaction between thededicated data processing software and the data storage system their specificationsshould be tuned to each other. Moreover, it is likely that at least one of the dedicated dataprocessing software packages by default supports a considerable part of the functionalityrequired for the Data Storage System. Hence, it would be most time and cost effective totake the required data storage functions from the dedicated data processing software as abasis for the Data Storage System. Subsequently, this basic system is to be completed byaddition of any missing functionality to make it a data storage system complying with thespecifications. Obviously, some design and development effort will be needed, but to amuch lesser extent than if an entirely new data storage system would have to bedeveloped. Other advantages of extending the data storage component of the dedicatedsoftware are a more consistent HIS, a shorter learning time for novice users, simplermaintenance and less maintenance cost, a single vendor, etc.


• Review of and advice on designs of the layout of data processing and data storagecentres

• Preparation of specifications for data storage hardware and software• Preparation of guidelines for data supply to data users.



Progress

Specifications for Reservoir Sedimentation Survey equipment were drafted and guidelinesfor execution of the surveys were commented upon. A clear development plan for theprocurement of reservoir sedimentation survey equipment has been set up, with outliningof responsibilities.

Communication options for flood forecasting in the Brahmani and Baitarani basins arebeing evaluated.


• Drafting of bid document for procurement of a reservoir survey system• Review of R&D proposals with respect to data collection, transport and storage

aspects• Provision of advice on communication network design and selection and procurement

of communication equipment for reservoir operation and flood forecasting.


The planned activities till 31 December 1999 are presented in the following Figure 3.8. Anoverview of the activities of the entire Task Group 2 till the end of the Project is given insub-section 3.8.8.

Figure 3.8 Activity Schedule: Database management & communication


4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

2 NETWORK

2.1 SW equipment specifications ongoing - - - - - - - - - - - - -

2.2 DWLR specification for GW 1998

2.3 Assistance in equipment procurement ongoing

2.4 DWLR Model bid doc. & acceptance criteria 1998

2.5 Monitoring equipment installation ongoing - - - - - - - - - - - - -

2.6 DWLR & TBR test with CWC cancelled

2.7 GPS for piezometer leveling ongoing

2.8 Doc. maintenance tasks & responsibilities 1999


3 DATA COLLECTION

3.1 Demonstration of novel equipment ongoing




4.3 SWDES development ongoing - - - - - - - -

4.4 GWDES development ongoing - - - - - - - - -

4.5 DWLR-SWDES & -GWDES data interface ongoing

4.6 IT ass. GW processing software procurem. ongoing

4.7 Reporting hardware/software installation planned - - - - - - - - - -


5.1 Data communication options 1997

5.2 Communication equipment specifications 1999 - - - - - -

5.3 Report on tested communication options 1999 - - - - - -

5.4 Report on communication procedures 1999 - - - - - -


6.1 Lay-out data storage centres ongoing

6.2 Guidelines for data supply to users 1999

6.3 Hardware and software specifications 1999 - - - - - -

6.4 Inspection of hardware/software installation 2000

6.5 Manual storage & diss. procedures 2000

6.6 Data base for data request and supply 2000


7.1 Resevoir Sedimentation Survey ongoing

7.2 Research & Development Projects ongoing - - - - - - - - - - - - - - - - - - - - -




3.8.8 Long-term planning of Task Group 2 activities

Concentration of Consultant’s activities has been and will be on the development andimplementation of all components of the Hydrological Information System, as much aspossible in a logically phased manner. Along with the development, implementation andoperation of the HIS, the Consultant assists in the framing and execution of research anddevelopment projects. Furthermore, Task Group 2 assists the organisations in thedevelopment of their HIDAP in cooperation with TG3. Finally, Task Group 2 participates in thedevelopment of training modules and occasionally acts as trainer, in cooperation with TG4.

The activities of TG2 during 1998 and beyond are presented in Figure 3.9, which reflects thedelays encountered in the implementation of the Hydrology Project. The following commentsapply.

• The Hydrological Information Needs (HIN) assessment, which was started late 1996, wasslowed down in 1997 due to enforced priority settings and staff constraints. The HINassessment will be taken up as stated in Section 3.4, and due attention will be given toget the activity institutionalised. Interview teams of surface and groundwater staff will beformed to approach potential hydrological data users. This activity will be repeated in theyear 2000.

• Given the present state of affairs, the Consultant still has to devote much time on mattersrelated to network operationalisation, equipment selection, installation and stationoperation in 1998. Network reviews will take place as a follow up to the HIN-assessments.

• The Consultant is gradually changing its activities from network aspects to assistance inthe establishment and operation of water quality laboratories and in the procurement,customisation and operation of the dedicated data processing software for surface waterand groundwater.

• Entry of historical groundwater data is well underway and will be completed mid 1999.The transfer of surface water data to magnetic media has started in a few states and willbe at full swing before the year’s end. Since the amount of historical surface water data ismuch larger than for groundwater, this activity is likely to continue till 2001.

• Following the customisation of the software, the activities will concentrate on theimplementation and operation of the software and hardware in the various DataProcessing Centres. Data processing procedures, though standardised, will be tuned tothe local conditions. For surface water these activities have started and for groundwater itwill be taken up once the dedicated software is in place.

• Simultaneously, attention will be given to the development of Database ManagementSystem software for the Data Storage Centres. This may be derived from the datamanagement system procured for groundwater, if it is thought to be suitable forpermanent storage of surface water data as well.

• Finally, in the years 2000 and 2001 Consultant’s attention can fully be devoted to guidingof the operation of all components of the HIS and to fine-tuning of the procedures, as acontribution to its sustainability for the foreseeable future.

Figure 3.9: Activity Plan 1997 - 2001 for Task Group 2

TASK GROUP 2 ACTIVITY PLAN 1997 1998 1999 2000 2001DESCRIPTION Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

GENERALAssessment of Hydrological Information NeedsOverall structuring of HISHIS promotionAssistance in preparation of HIDAP (with TG3)Training (with TG4)Research and DevelopmentSURFACE WATER & METEOROLOGYDesign/review of monitoring networkDesign and implementation of stations and equipmentProcessing software and hardware specificationSoftware and hardware customisation/implementation Implementation of processing proceduresModule development/entry of historical dataHIS-operationGROUNDWATERDesign/review of monitoring networkImplementation of piezometers and equipmentProcessing software and hardware specification/tenderingSoftware and hardware implementation Implementation of processing proceduresModule development/entry of historical dataHIS-operationWATER QUALITYDesign/review of monitoring networkDesign and implementation of stations and equipmentLaboratory equipmentLaboratory proceduresImplementation of data processing proceduresHIS-operationDATABASE and DATA COMMUNICATIONData communicationDevelopment of data entry softwareSoftware specifications/evaluation Design of Data Processing and Data Storage Centres Database management system specs/tender/implementHIS-operation/maintenanceIT-contribution

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3.9 Training

3.9.1 Objective and outputs

In the project’s client organizations, the introduction of HIS implies the adoption of a widerange of new, job-related skills, knowledge and working attitudes. Improvement of jobperformance in these areas is a typical training domain. For the majority of the project’straining requirements, a framework of specialised training institutions and professionaltraining staff are mobilised, to create sustainable training provisions for trainingdevelopment and delivery under own management, both during and beyond the projectperiod. The targets involved are high, and include an estimated total of 50 differenttraining courses for more than 10,000 trainees in 40 HIS functions.

Training prepares hydrology staff for the various project components including networkdesign, instrumentation, hardware, software, data collection, data processing, analysis,storage, reporting and interaction with data users. As the various organizations go throughthis process in their own particular pace, training deliveries should be synchronized withactual progress made in HIS development and related staffing patterns. For this reason,the consultant promotes decentralisation of training activities and demand-based trainingdevelopment by both local and central institutes, which are in the best position to keep intouch with the beneficiary organisations.

Concrete training outputs, as listed in the logical framework for the Technical Assistance(see SAPR, May 1998) include:

• Central training institutes, with faculty, trainers and training managers, who are ableto initiate, deliver and further develop HIS training in response to the present and newlyemerging needs in the hydrology sector.

• Local training teams, institutes and in-house training cells, with trainingcoordinators, trainers and training-minded managers who are able to identify trainingneeds, schedule, deliver, administrate and monitor training programmes, both in-houseand externally.

• Reference documents as required by trainers and training institutes to develop andmanage training programmes. These documents include: catalogues on postgraduatetraining and study tours in India, course prototypes, job descriptions, annual plans andguidelines for training development.

• Training modules, covering all HIS tasks, based on project HIS standards and goodtraining practice. The final library of HP modules will contain hundreds of titles. TheConsultant’s involvement ranges from full production to reviews and re-production ofmodules produced by participating trainers.

• Training information systems that allow monitoring of progress in training coverageand the posting of trained staff. The system will be part of the detailed project MIS andgenerate reports that will make it easy to identify constraints and specify correctiveaction.


3.9.2 Results to date

Training approach (1): Demand-based training development. For training to beeffective, it should respond to organizational objectives, HIS re-oriented job descriptionsand the personal job performance level which participants seek to improve. Theconsultant promoted this style of demand-based training development in response to themore supply-based practices of training providers. Active training institutes often designtheir curricula on the basis of faculty availability and with an academic bias for concepts,away from the participants job descriptions and the project’s HIS standards. The project’sGuidelines for HIS staffing, and related documents on HIS job descriptions and Courseprototypes, are useful tools to consistently repeat the message how training should focuson the practicalities of HIS jobs, rather than mere academic generalities. It is a good signthat agencies themselves come forward with proposals to change course durations, addnew courses and increase the amount of time spent on guided exercises at the sites.

Training approach (2): Demand-based training planning. Supply orientation in trainingis not only apparent in its quality but also in the quantitative aspects of training planningand deliveries. The SAR is still used as the main source of inspiration for trainingcoverage, quarterly and annual coverage targets, course fees and the financialsanctioning of training plans. It still happens that training targets are pursued which do notmatch with staffing plans or the actual posting of staff. Too early training also takes placeat the level of observers and future computer users who have to wait for months beforethey can apply newly mastered skills on equipment yet to be procured.

The possibility to deviate from the SAR is slowly recognized after repeated confirmation byThe World Bank and PCS. To make demand-based training planning work, the Consultantstarted a series of three-day planning sessions (Training of Trainers – II) for all eightStates, the CWC and CGWB. Five states are already covered. During this ToT-II, which isattended by all active SW, GW and WQ trainers in the State or central region, all postedand required data collection and laboratory staff are tabulated per site, and calculated astraining target. Subsequently, a training plan and calendar are made for the presentfinancial year. A polished version of these documents is submitted to the trainingcoordinator for further authorisation. At this level, staffing confirmation and training plansfor the other HIS staff is to be completed, as part of the staffing and training plan.

Training capacity (1): Central and local training institutes. Collaboration wascontinued with the following institutes:

• Central Training Unit (CTU) of the CWC in Pune, with respect to additional requests fortraining of surface water trainers (ToT-I), hosting of ToT-II for active CWC trainers,delivery of SW data entry training and basic computer skills for CWC staff, andinvolvement of faculty in the data processing training by NIH.

• Rajiv Gandhi Institute for Ground Water Research and Training (RGI) of the CGWB inRaipur. With the conclusion of ToT-I and the postponement of the GoN support forfurther development of the Institute towards a national centre of excellence,professional contacts with the Institute also slowed down. Discussions on RGI’s role inGW data entry and data processing training are pending.

• National Institute for Hydrology (NIH) in Roorkee. Working contacts intensified todesign syllabi for SW data processing, to produce about 50 training modules as a jointeffort, and to prepare a delivery plan. The consultant will train NIH faculty in the subject


matter and training skills. In the first half of 1999, the NIH is in charge of training 350data processing staff in both Roorkee and in their regional branches.

• The Central Water and Power Research Station (CW&PRS) in Pune is approached todevelop and deliver special DWLR courses, as the short manufacturers’ training is notadequate to cover all aspects of calibration, operation and maintenance.

• The India Meteorological Department (IMD) has an ongoing programme of localobservers and central FCS supervisors training. Contacts are maintained to obtaindelivery information and prepare a curriculum for advanced hydrometeorological dataprocessing courses intended for senior hydrologists in the States and the CWC.

• CGWB’s Southern Region Water Quality Laboratory in Hyderabad, to host andorganise the ToT-I for two batches of WQ trainers.

• Advanced laboratories (Central Pollution Control Board in Delhi, Industrial ToxicologyResearch Centre in Lucknow, Environmental Protection Training and ResearchInstitute in Hyderabad) arrange centralised introduction training in advanced chemicalanalysis equipment.

• Selected universities and technical colleges participate in the postgraduate programmeand were willing to develop special short courses for HP purposes, as reflected in theproject’s Catalogue for postgraduate training. Others act as host for ongoing HPcourses and provide guest faculty for selected topics.

• Locally, WALMIs, computer training institutes, manufacturers and individually invitedfaculty are frequently hosting or contracted for HP training services.

Annex 5 provides an overview of all institutes who play an active central or local role astraining provider, as host or as resource for selected faculty.

Training capacity (2): Local trainers, training teams and in-house training cells. Withthe delivery of seven rounds of ToT-I by February 1998, a total of 75 SW trainers and 59GW trainers are available for in-house training in data collection. In practice, thesenumbers are somewhat higher, as other (untrained) faculty and site staff is also mobilisedas guest trainers in local courses.

Special request from Maharashtra were received to train additional SW trainers beyondthe 10 available, as the authorities intend to have in-house trainers available at divisionrather than state level. This request is as yet not accepted by the CWC/PCS. In somestates there is a need for a few extra GW trainers. This would warrant an extra round ofToT-I at the RGI in Raipur. Karnataka proposed IMD to train hydrometeorology trainersand proceed with observers training under their own management. In response, the IMDrightly insisted that only IMD staff would undertake the training to avoid dilution of trainingquality.

In April and September, two batches of WQ trainers received training on training skills,including development, management and communication aspects. A total of 33 laboratory-based chemists were trained at the CGWB laboratory in Hyderabad. The availability ofState and Central laboratory staff who can undertake training for their colleagues,subordinate chemists and field staff, is an important asset in water quality trainingprovisions, as there are no designated central institutes who can undertake this task.

The consultant trained GW data entry staff during workshops in Hyderabad, Ahmedabadand Mysore. The participants, who form a cross section of data entry offices, are available


as in-house trainers and coaches for their staff. RGI faculty also participated with theunderstanding that they can provide additional data entry courses, as required.

During ToT-II courses, it is possible to directly assess the availability and quality of thetrainers, in some cases even one year after their initial training. It was found that themajority of trainers are still traceable, many are active and there are only a few drop-outs.All of them have access to the modules provided to them. Many courses were started (seeTraining history in Annex 2) and the trainers feel free to adapt and translate the originalhandouts. These are all positive indications. With the right facilitation, local training teamsappear to have the knowledge and willingness to proceed with their tasks in trainingdevelopment, management and deliveries.

The real strength of local training capacity lies not in the quality of individual trainers but intheir total capacity as a team, as initiated and coached by the training coordinator(s). Itappears that such teambuilding is hardly taking place and the communication betweentrainers and their coordinators needs serious attention. The composition of in-housetraining teams in the States and Regions is summarised below.

Coordinators Trainers (data collection)

SW GW MET SW GW WQ MET

Andhra Pradesh 1 1 - 5 6 2

Gujarat 1 shared 6 4 5

Karnataka 1 shared 6 3 2

Kerala 1 1 6 4 2

Maharashtra 1 shared 10 5 3

Madhya Pradesh 1 shared 8 3 2

Orissa 1 1 4 7 2

Tamil Nadu 1 shared 4 8 1

CWC: Delhi, Pune 2 5

CWC: Regions (5) 5 20 6

CGWB: Delhi, Faridabad, Raipur 3 5

CGWB: Regions (9) 9 14 10

IMD: New Delhi, Pune 2 ?

IMD: State Offices (8) 8 ?

NIH 1 1

Totals 14 18 10 75 59 33 ?

Course deliveries. In the reporting period, a promising series of training deliveries tookplace. The Training history in Annex 2 indicates an increasing course variety andregularity. The majority of ongoing training focuses on data collection in surface water,ground water and meteorological observations. Basic computer training is also picking upwell. A growing number of local training providers and in-house trainers feel confident toadapt handouts and training modules to local practices and languages, and they realise


that the courses should be short and very practical. Established training venues, such asWALMIs and Colleges, which are not the most logical place for observers and supervisorstraining, are being exchanged for more accessible training venues such as offices and theobservation sites where participants actually work. Annex 6 lists all standard and newcourses and indicates the present development stage. Overviews like this are updated ona monthly basis and distributed to the training coordinators to solve recurring questionsabout the definition and main actors in course and module development.

Training information system. Data loading for hundreds of available trainee records hasyet to start and is part of the new project MIS. In the meantime, two page State andCentral Organisation specific summaries were made on the basis of the project’sGuidelines for HIS staffing which make it possible to quickly compare staffingrequirements for all HIS functions, staff posted and staff trained. This manual trackingsystem is manageable for most HIS functions, but rather difficult for the high numbers offield staff. As a summary report it cannot replace the forthcoming MIS reporting system inwhich achieved training volumes are directly related to personal records rather thangeneral training supply figures.

Training coordination. The National Hydrology Training Committee (NHTC) whichincludes State Training Coordinators and representatives from the CTIs, is a useful forumto match training demands from the States and Central Regions with the supply offered bythe CTIs. In the reporting period no meetings were held.

In terms of time spent, the training team was mainly engaged in (1) ToT-II sessions (threemanweeks per State, including mobilisation, delivery and preparation of outputs), (2)module production (three mandays per module), (3) nomination, mobilisation andguidance of three batches of overseas trainees (two manweeks per batch), (4)consultations with central training institutes, and (5) processing of training information.

3.9.3 Planning deviations, issues and lessons learnt

Module production. Production of training modules is, as such, not on the TA agenda.The policy is to involve and guide specialised faculty for this purpose and create a pool ofindependent module producers. This is also important in view of the expected adaptationof modules to local practices and languages. Teaming-up for module production tookplace with the CTU (for 30 SW data collection modules), RGI (for 20 GW observationmodules), qualified laboratories (for special equipment), the first batch of WQ trainers (for70 modules on laboratory practices) and the NIH (for 50 modules on SW data processing).For GW data processing (50 modules), the choice of module producing faculty is stillopen.

In all cases of collaboration, the amount of work for the Consultant to prepare modulesfrom scratch, and review or reproduce the modules drafted by other authors, was alwayshigher than expected. Effectively, the consultant spends an average of 3-4 days toprepare the technical contents of one module. Another 3 days are needed to addinstructor notes and polish the format. The TA capacity is not sufficient to generallycommit to a total of 200 – 250 HP modules. It was considered to involve technical andtextbook publishers in India for this task, but they would also face the fact that HIS isbasically a new technology. Procurement of existing materials from other countries is alsonot an option, as hydrology systems at national levels are not comprehensivelydocumented and would have to be adapted for HP conditions and practices anyway. Forthe moment, a solution is found in adapting the time schedules for selected experts in task


group 2 and 4, and make use of short-term experts and additional contracted parties fordrafting training documents.

Training teams. Upon completion of their ToT course, many in-house trainers find it difficultto take up their new tasks. This is due to a variety of reasons. Some were sent to ToTcourses without an explicit management commitment to really become an in-house trainer.Others lack the status to play a role in training development and delivery. Some havepersistent doubts on their skills to become an active trainer. In some States there isconfusion on the question who is responsible to take initiatives: trainers, beneficiaryorganisations, training coordinators, central training institutes or the Consultant.

For the sustainability of training development, it is important that training actors cooperateas teams, share experiences, ideas and materials, and deliver courses together.Independently operating trainers, coordinators and providers do not stand a chance tosurvive in an institutional environment where training is as yet not fully recognised ashuman resources development tool. This aspect is further discussed below.

Training cells. Among hydrology organisations, the common perception is that externaland knowledgeable training institutes should take care of the training development cycleand come forward with appropriate courses and training calendars. This expectation isreasonable in case of specialised courses on new or unfamiliar topics, but for the majorityof ongoing data collection training, the organisations themselves should be the maininitiators in defining training needs and reviewing training impact. With the introduction ofin-house trainers and the availability of training modules, more and more organisationsstart to play this new role in training development, management and deliveries. It isexpected that the influence of hydrology organisations on training programming will furtherimprove when, during HIDAP sessions, unit performance reviews are made and optionsfor training and non-training solutions are identified.

However, not all in-house trainers have the interest or organisational status to engagethemselves in training needs analysis in their organisation and assess training impact.Further, in States where training coordination is designated to an external institute, suchas WALMIs, a similar vacuum exists in training development and initiatives as theseinstitutes have only working relations with the surface water organisations. As a result,nobody speaks out on specific training demands. It is essential that in each hydrologyorganisation at least one officer (training cell) takes care of in-house training interests.

Course deliveries. Among training initiators, coordinators and trainers, there is still someunderstandable confusion on the wide array of HP training courses. The Consultant isoften approached with questions like: How do HIS courses fit with the local jobnomenclature? Who will take the lead in starting new courses? Are deliveries local orcentralised? Will the modules for data processing be distributed for local deliveries or keptat a central institute? How do we get access to locations outside the State for study visits?How to coordinate between the States to mobilise sufficient nominations for apostgraduate course? Who should be approached to get more trainers trained for SW andGW data collection? How to avoid that confirmed participation in central courses getcancelled in the last minute because the course fees are not paid on time? How to makesure that HP trainers, ready for their job, are bypassed by local training institutes when theactual training is organized? Many of these and other questions can be avoided andaddressed, if the training coordinators would more actively look into these matters, inclose consultation with the available trainers and training institutes.



For the remainder of this year and the planning period till December 1999, the followingactivities are proposed. More details and the context of these activities are provided in theactivity schedules in Figure 3.10, which also indicates long term activities till the end of theproject.

• Complete ToT-II courses and planning sessions in Orissa, Gujarat, Kerala, CWC andthe CGWB (3 days each). The results are used as updated training plan and serve asinput for a revised SAR training plan.

• Review trainability of 70 WQ training modules and distribute these among the 33newly trained water quality trainers. Facilitate continuation of special WQ equipmenttraining for AAS, UVS and GC.

• Document and consolidate the training course on SW data entry at CTU, and GW dataentry at RGI. Assist the faculty with delivery management.

• Assist the NIH faculty with training design and module production for SW dataprocessing courses, conduct a first round of ToT for the faculty and assist with trainingdelivery management. It is also considered to add sessions on general managementskills, including time management, communication skills and supervisory practices.

• Upon availability of the GW data processing software: assist with training coursedesign and prepare faculty for their task as regular trainers. For this purpose, thedecision to involve RGI or a combination of CTIs has yet to be taken.

• Organise the last batch of OTT (WQ) postgraduate training (1998), and overseasstudy tour(s) and individual placements in international hydrology events for theremainder of the OTT budget (1999).

• Update and distribute supporting training documents, including: catalogues on studyvisits and postgraduate training, directories of active trainers and institutes, traininghistory, course prototypes, training modules, and course status reports.

• Participate in HIDAP and institutional assessment sessions.

• Include training aspects in the design of the project MIS, manage data entry of existingtrainee records, produce first reports and distribute aggregated findings withrecommendations to training managers and coordinators. Training status reports (perState, Region) will preferably be GIS based. Complementary tracer studies amongtrained staff and trainers are considered.

• Participate in donor review missions and national level meetings: National HydrologyTraining Committee, National Coordination Committee. As agenda point, it will bepromoted to discuss inclusion of HIS training in CWC’s and CGWB’s ongoing inductionprogrammes and university curricula.

Sustainability prospects. In the first half of 1999, all key training institutes are expectedto be ready with course designs and the capacity to conduct training on a regular basis.On the demand side, the hydrology agencies are supposed to confidently specify theirtraining requirements, manage in-house training provisions and critically make use oftraining supplied by external institutes. For this purpose, it is essential that availabletrainers and their coordinator(s) team up on a regular basis to replace random training


initiatives and poor training quality with systematic, HIDAP-based training plans and open,professional discussions on training practices. The first round of ToT-II sessions by theconsultants was done in this spirit and demonstrated that this is feasible and positivelyreceived. Some hurdles have as yet to be overcome to continue the same under ownmanagement and on a regular monthly basis. The most notable constraints are the lack ofrecognition of HP trainers and the poor support given to them. Also, the confusion createdby having too many (functional, formal and external) coordinators who are not alwaystaking a lead in training planning and review meetings, still hampers the consolidation oflocal training action teams.

Regularity in centralised training is as yet not secured. Most training institutes considerand implement HP courses as additional task, sometimes as a burden, on top of theirother hydrology programmes. As a result, the institutes may no longer offer their serviceswhen the HP is running out of its attractive training funds. In fact, even at the presentproject stage, external institutes loose interest and cancel or avoid course deliveriesbecause the client organisations are very slow in paying the course fees and in comingforward with timely nominations. Institutes and participants often asked the Consultant tofacilitate in the planning, nomination and even the administrative aspects of centralizedtraining. Of course, from a sustainability point of view, this is not an attractive option.Direct communication and networking between training beneficiaries and providers is amuch better basis for sustainable training provisions. In the process, both parties need tolearn how to maintain good relations. The beneficiaries have to show that they are regularand properly paying clients. The external institutes have to learn how to respond to theclient needs in terms of training relevance, contents, timing and flexible arrangements.

In this context, it is important that the CTU and RGI are given a clearer mandate to directlyrespond to their clients’ needs at various HIS job levels. The central organisations have astanding commitment for staff training and are both expanding into high profile nationalcentres. It is also logical that HIS courses and technical components of ongoing inductionprogrammes for the same staff, are not considered as distinct courses but offered as oneintegrated service.

The above-indicated efforts towards training sustainability at local and central levelsshould be noticeable in the first half of 1999. Beyond that date, when the majority oftraining programmes will have started or been completed, sustainability efforts do notmake sense. The intention to act and cooperate as training partners is proven duringtraining development and delivery, not afterwards.


Quality assurance. In the course of 1999, when the HP training culture is expected tobecome consolidated in the hydrology organisations, and external training providersregularly offer training programmes in response to their clients’ needs, the TA has to focuson quality assurance efforts. This will be done in a variety of ways, including systematicreview meetings with local training teams, reproduction and distribution of modules asstandard training materials, promotion of prototype HIS courses, assessments of MIStraining reports and through independent tracer studies on long term training impact.

Integration of TG3 and TG4. As discussed in the SAPR of May 1998, there are variousreasons to combine the resources of TG-3 and TG-4: (1) Most outputs are interrelated andthe experts already take part in activities of the other task group. This includes theparticipation of TG-4 members as management consultant for the CWC and CGWB. (2) Inthe course of 1999, local training teams and HP training institutes should be at fullstrength and confidently performing their training tasks. (3) Further, available TAresources do not permit to extend the assignment of the Task Manager much beyond1999. It appears logical to combine the resources of TG3 and TG4 in one task group,headed by one task manager by the end of 1999. The appropriate label for this task groupwould be ‘Institution and human resources development.’

Figure 3.10 Activity Schedule Task Group 4: Training

domain Activities status Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1 mixed User needs and HIS objectives optional

2 Network designmixed Prepare prototype WB procurement course and materials optional

3 Data collectionSW Design 1st training of trainers courses, review modules with CTU, deliver 4x completedSW Evaluate 1st ToT courses, prepare prototype completedSW Evaluate selected helpers course, prepare prototypeSW Evaluate selected observers courses, prepare prototypeSW Evaluate selected supervisors courses, prepare prototypeSW Advice on special equipment training (20-30 types) by suppliersMET Training of hydrometeorology trainers deletedMET Decentralization of basic meteo training for observers, promote HP requirements completedMET Promote HIS training completedGW Design 1st training of trainers courses, review modules with RGI, deliver (3x) completedGW Evaluate 1st ToT courses, prepare prototype completedGW Evaluate selected observers/supervisors courses, prepare prototypes (4)GW Advice on special equipment training (3 types) by suppliers and CTTWQ Design training of trainers courses, deliver 2x completed ∆ ∆WQ Coordinate module production (50), review & reproduce delayedWQ Evaluate selected in-house laboratory courses, prepare prototypes (3-4)WQ Arrange centralized training for advanced instruments (3 types, various labs.) 2 completed ∆WQ Evaluate selected advanced instruments courses, prepare prototypes

4 Data entry SW Prepare prototype data entry course (historical, current, sediment data) delayedSW Produce/review modules for data entry training, plan delivery with NIHSW Prepare prototype supervisors courses (inspect, maintain, data mngt)SW Produce/review modules for supervisors courses, plan delivery with NIHGW Prepare prototype data entry course (historical and current data) completed ∆GW Produce/review modules for data entry training completedGW Prepare prototype supervisors course (inspect, maintain, data mngt)GW Produce/review modules for supervisors course

20011998 1999 2000


domain Activities status Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q420011998 1999 2000

5 Data processing, analyses, reportingSW Prepare design for SW data processing (2 courses: basic and advanced) delayedSW Coordinate module production, review trainability delayedSW Train NIH faculty in contents and training skills, make delivery planSW Evaluate first deliveries, prepare prototypesSW As above: for HYMOS 3 > 4 transitionMET Co-design and monitor advanced level refresher courses GW Prepare design for GW data processing (2 courses: basic and advanced)GW Coordinate module production, review trainabilityGW Train faculty in contents and training skills, make delivery planGW Evaluate first deliveries, prepare prototypes

mixed Design and mobilize for overseas postgraduate training (3 batches) completedmixed Prepare catalogue (4x) on postgraduate training in India, expand scope, update completed ∆ ∆mixed Organize overseas study tours (3-4 batches) 2 completed ∆∆mixed Prepare catalogue (4x) on study tours in India, expand scope, update completed ∆ ∆

6 mixed Data exchange and communication optional

7 Data storage and disseminationmixed Prepare curriculum for database managementmixed Organize deliveries of database managementmixed Evaluate database management courses, prepare prototypes

8 Other supporting trainingmixed Prepare prototype course for basic computer skills (MSOffice) completedmixed Evaluate selected basic computer skills trainingmixed Promote advanced MSOffice trainingmixed Promote training for in-office automation supportSW Design and arrange maintenance training, evaluate, prepare prototypes optionalGW Design and arrange maintenance training, evaluate, prepare prototypes optionalWQ Design and arrange maintenance training, evaluate, prepare prototypes optional

mixed Design and arrange basic management training, evaluate, prepare prototypesmixed Identify HP workshops and seminars for (selected) emerging training needs optional

9 Capacity building: Central organizations & training institutesmixed Participate in selected planning HIDAP sessions completedmixed Participate in model HIDAP sessionsmixed Participate in institutional assessments & coaching (CWC, CGWB)mixed Deliver 1st ToT for CTI faculty (3: CTU, RGI, NIH) 2 completed ∆SW CTU: follow-up ToT and HIS-based induction training review optionalSW CTU: assist towards National Water Academy optionalGW RGI: follow-upToT and HIS-based induction training review optional


domain Activities status Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q420011998 1999 2000

GW RGI: forthcoming GoN project and national positioning delayedmixed NIH: follow-up ToT and HIS-based curricula reviewmixed Assist with preparation of NHTC meetings and participate ∆ ∆ ∆ ∆ ∆ ∆

10 Capacity building: Statesmixed Participate in selected planning HIDAP sessions completedmixed Participate in model HIDAP sessionsmixed Participate in institutional assessments & coachingmixed Assist State Training Coordinators (bilateral + 2 meetings/year)mixed Promote training action teams and deliver ToT II in 8 Statesmixed Deliver ToT- III optionalmixed Promote HRD/training cells in hydrology organizationsmixed Review of HIS components in State level induction training

11 training development toolsmixed Specify HIS functions, staffing requirements and job descriptions completedmixed Define module format and promote application completedmixed Prepare example modules, distribute, promote completedmixed Propose re-production plan for all HP modules ∆mixed Re-production of HP modules

12 Training information systemmixed Prepare, distribute and promote use of TIS forms completedmixed Refine forms and data processing for detailed training MISmixed Test loading and data entry (training history)mixed Loading of current data (monthly, quarterly)mixed State, Region and domain specific training coverage reports ∆ ∆mixed Tracer studies

13 Consolidated reference documents/deliverablesmixed 1: Study visits in India (catalogue) ∆mixed 2: Postgraduate training in India (calalogue) ∆mixed 3: Training manual with prototype HIS courses and user guidelines ∆mixed 4: HIS faculty, trainers and institutes directory ∆mixed 5: International hydrology training directory optionalmixed 6: HIS C94 training module library ∆mixed 7: HIS staffing and training coverage reports ∆



4 Staffing requirements of consultancy services

4.1 Staffing until September 1998

Most of the long-term staff of the consultancy team has been in position since late 1996.The actual staffing pattern till date is reflected in the enclosed actual staffing schedules for1996, 1997 and January till September 1998 (Figures 4.1, 4.2 and 4.3). The ProcessApproach is truly reflected in the number of modifications, which initially took place in theteam. Some staff members had to be replaced due to personal reasons. However, most ofthe modifications concern the appointment of new staff for designations already identifiedin the Inception Report and in the Annual Programme and Budget 1997. Themodifications, which till date took place, are summarised in the enclosed Table 4.1. A brieftask description of all experts listed in Table 4.1 is given in Section 4.2. Henceforth, onlyminor modifications can be expected.

Sl. No. Designation Name of Expert Nationality Duration of Name of Expert in Remarksin Position Employment Technical Proposal

1 Project Director A.D. van der Boon A.D. van der Boon Not included in staff budget2 Team Leader J.G. Grijsen Dutch LT J.G. Grijsen

Task Group -1 3 Task Manager - 1 R.K. Visvanath Indian LT R.K. Visvanath4 Management Consultant- Andhra Pradesh P.S. Murthy/C.L.N.Sastry Indian LT K.N. Raja Rao RR Replaced due to demise/ PSM replaced

for medical easons5 Management Consultant- Gujarat S.C. Sharma Indian LT C.D. Thatte Replacement due to place of residence.6 Management Consultant- Karnataka N.K. Venkatesha Prasad Indian LT N.R. Venkatesha Prasad 7 Management Consultant - Kerala K.S. Narayanan Indian LT V.N. Vappicha VNV replaced for medical reasons8 Management Consultant-Madhya Pradesh B.B. Ghosh Indian LT B.B. Ghosh 9 Management Consultant-Maharashtra V.P. Shimpi Indian LT A.H. Navkal Replacement due to place of residence

10 Management Consultant -Orissa G.N. Padhi Indian LT G.N. Padhi11 Management Consultant-Tamil Nadu S.M. Krishnan Indian LT K.O. Palaniswamy Replacement due to non-availability of expert12 Facilitator Bid. Doc. (Karn.) Kempanna Indian ST Newly identified designation13 PR Advisor N. Gokhale Indian ST Newly identified designation

Task Group - 214 Sr.Hydrologist-Task Manager -2 H.J.M. Ogink Dutch LT H.J.M. Ogink 15 Sr.Hydrogeologist Amos Bein Israel LT M. Botbol Replacement due to family reasons16 Sr.WQ Expert P.M.A. Boderie Dutch LT S. Groot SG not available for LT assignment17 WQ Expert M.T. Villars Dutch ST Mobilized for Inception Phase only18 Data Base Specialist B.W.G. Blok Dutch LT/ST B.W.G. Blok Frequent ST (7 months/yr.)19 Equipment Specialist J. van der Pot Dutch ST Newly identified designation20 Laboratory Equipment Specialist J. van den Broek Dutch ST J.T. Meulemans JTM not timely available21 Network Expert S.C. Child U.K ST S.C. Child 22 Data Processing Expert D.R. Archer U.K ST D.R. Archer 23 Database Designer B. van Mourick Dutch ST Newly identified designation24 CGDM Specialist W. Honijk Dutch ST Newly identified designation25 SWQ Monitoring Expert C.R. Hoggart U.K ST C.R. Hoggart 26 Sediment Transport Expert J.J. Peters Belgium ST Newly identified designation27 DSWS Expert M. van Dijk Dutch ST Newly identified designation28 DSWS Expert R. Suiker Dutch ST Newly identified designation29 Water Resources Planner E. van Beek Dutch ST Newly identified designation30 Sr.Hydrogeologist G. Dhoolappa Indian LT T.S. Raju Replacement due to family reasons31 GW Data Processing Expert (2) K.A.S. Mani/P. C. Naik Indian LT Newly identified designations

Table 4.1 Summary of staff particulars

Table 4.1 Contd......

Sl. No. Designation Name of Expert Nationality Duration of Name of Expert in Remarksin Position Employment Technical Proposal

32 Sr.Hydrologist D.V.L.N. Rao Indian LT D.V.L.N. Rao

33 Network Design Expert (Orissa) Panda Indian ST Newly identified designation (Orissa)

34 Network Design Expert (Kerala) G. Sreedharan Indian ST Newly identified designation

35 SW Data Processing Expert H. Chowdhary Indian LT Newly identified designation

36 WQ Expert R.H. Siddiqi Indian LT R.H. Siddiqi

37 Sr.Chemist A.N. Khan Indian ST Newly identified designation

38 Information Specialist A.B. Sharma Indian LT N.N. Kaulgud A.B. Sharma left the project in 1997

39 IT Specialist M. Bein/D. Mealins Israel/UK LT Newly identified designation40 Advisor GW D.K. Dutt Indian LT D.K. Dutt On part-time basis41 Advisor Meteo ( Including Training) S.D.S. Abbi Indian LT S.D.S. Abbi On part-time basis42 Advisor SW, Sr. Hydrologist Y.V. Dharma Rao Indian LT Y.V. Dharma Rao 43 GIS Expert Swaran Jaggi Indian ST Newly identified designation

Task Group -3 44 ID Specialist -Task Manager-3 R. van Ommen Dutch LT R. van Ommen 45 ID Specialist N. Bhatt Indian LT P. Kongari P. Kongari left the project46 ID Specialist/OD Specialist Ravi Pandit/Ramakrishnan Indian LT S. Agarwal SA left JPS; RP replaced by OD Specialist47 ID Specialist Roshan Bhatnagar/Kumar Paty Indian LT Newly identified designation/RB left JPS48 MIS Expert Pulak Mukherjee Indian LT Newly identified designation49 MIS Expert Sanjay Sangal Indian ST Newly identified designation50 Workshop Facilitator /OOPP J.H. de Goede Dutch ST A.W. Rijneveld AWR not available51 Log-Frame Expert E. Kroese Dutch ST Newly identified designation52 Procurement Specialist K.N. Venkataraman Indian ST Newly identified designation Task Group - 4

53 Training Task Manager-4 H.J. Wittenberg Dutch LT H.J. Wittenberg 54 Training Facilitator Eric Korsten Dutch ST Mobilized for Inception phase only55 Training Facilitator P.G. Sastry Indian ST Mobilized for Inception phase only56 Dpty. TM R.L. Qazi Indian LT S. Chandra Replacement due to non availability of expert57 TDB Manager Vinay Jain Indian LT Newly identified designation58 Training Facilitator M.K. Chatterjee Indian ST Newly identified designation59 Training Facilitator Sandeep Jagota Indian ST Newly identified designation60 Technical Trainer GW D. Kashyap Indian ST D. Kashyap 61 Technical Trainer WQ H. Joshi Indian ST Newly identified designation

Figure 4.1 HP Staffing Schedule 1996

ID Designation Previous Dec. May June July August Sept. Oct. Nov. December

mm mm 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52Task Group 1

1 TL JG 3.7 12 Dpty TL/TM1 RKV 1.6 13 MC AP PSM 1 14 MC GUJRAT SCS 1.9 15 MC KARNATAKA NRV 5.6 16 MC KERALA NVP 5.3 1

7 MC MP BBG 4.4 18 MC MAHARASHTRA VPS 1.6 19 MC ORISSA GNP 5.5 1

10 MC TN SMK 5.2 1Task Group 2

11 Sr. Hydrogeologist (F) AB 2.6 112 Sr. Hydrogeologist (F) HO 4.2 0.713 Sr. WQ Expert (F) PB 1 0.4514 WQ Expert (F) MV 2.415 DB Specialist (F) BB 1.1 0.4516 Equipment Spec. (F) JP 2.217 Lab Eq. Specialist (F) JB 1.5 0.4518 Network Expert (F) SC 119 Data Proc.Expert (F) DA 0.8 0.7

20 Database Designer (F) BM 0.721 Sr. Hydrogeologist (N) TSR/DHL 4.1 122 Sr. Hydrogeologist (N) DVR 6 123 Sr. Hydrogeologist (N) DHR 2.3 124 WQ Expert (N) RHS 3.7 125 Inform Spec. (N) ABS/NNK 3.5 126 Advisor GW (N) DKD 5 127 Advisor SW (N) DHR 2.928 Advisor Met (N) ABB 5 1

Task Group 329 ID Spec. (F) RO 4.1 0.530 ID Spec.(N) PKO 3.2 0.8531 ID Spec. (N) RP 2 132 ID Spec.(N) RB 1.3 133 MIS Expert (N) PMU 5.5 134 MIS Expert (N) SSA 1.15 1

Task Group 435 TL Training (F) HW 3.1 0.936 Training Exp. (F) EK 2.837 Training Exp. (N) PBS 3

38 Dpty TL RLQ 0.3 1

39 Training Man. Exp(N) MKC 0.5

40 Training Man. Exp(N) SJA 0.5Full TimePart Time

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ID Designation Previous Sept January February March April May June July August September

mm mm 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40

Task Group 1

1 Team Leader JG 11.32 1.0

2 Task Manager RKV 10.28 1.0

3 MC AP CLNS 9.75 1.0

4 MC GUJARAT SCS 10.53 1.0

5 MC KARNATAKA NRV 14.63 1.0

6 MC KERALA NVP 11.99 1.0

7 MC MP BBG 13.20 0.86

8 MC MAHARASHTRA VPS 10.04 1.0

9 MC ORISSA GNP 14.46 0.91

10 MC TN SMK 13.68 1.0

11 Facilitator Bid Documents KEM 1.95 0.23

Task Group 2

12 Sr. Hydrologist (F)-TM2 HO 10.71 0.63

13 Sr. Hydrogeologist (F) AB 11.02 1.0

14 Sr. WQ Expert (F) PB 7.54 1.0

15 WQ Expert (F) MV 2.43

16 DB Specialist (F) BB 5.82 0.79

17 Equipment Spec. (F) JP 3.39

18 Lab Eq. Specialist (F) JB 1.94

19 Network Expert (F) SC 4.58

20 Data Proc.Expert (F) DA 3.14

21 Database Designer (F) BM 0.72

22 CGDM Spec (F) WH 1.0

23 SWQ Monitoring Expert (F) CH 2.04

24 Sediment Transport Expert(F) JJP 1.08 0.43

25 Sr. Hydrogeologist (N) DHL 12.39 1.0

26 GW DPE (N) MAN 7.63 1.0

27 Sr. Hydrologist (N) DVR 13.70 0.72

28 Network DE (N) PAN 4.12 -

29 Sr. Hydrologist (N) DHR 13.75 0.72

30 WQ Expert (N) RHS 9.83 -

31 Sr Chemist ANK 2.22 1.0

32 Inform Spec. (N) ABS 12.26 1.0

33 IT Spec. (N) MB 7.69 1.0

34 Advisor GW (N) DKD 12.91 0.82

35 Advisor Met (N)/Meteo Tr. ABB 12.67 1.0

36 SW DPE HCH 3.65 1.0

Task Group 3

37 ID Spec. (F)-TM3 RO 11.1 0.76

38 ID Spec.(N) PKO 10.63 1.0

39 ID Spec. (N) RP 10.26 1.0

40 ID Spec.(N) BKP 9.71 1.0

41 MIS Expert (N) PMU 14.5 1.0

42 MIS Expert (N) SSA 9.83 1.0

43 Workshop Facil. KG 0.50

Task Group 4

44 TM Training (F) HW 10.86 1.0

45 Training Exp. (F) EK 2.83

46 Training Exp. (N) PBS 3.00

47 Dpty TM (N) RLQ 9.32 1.0

48 TDB Manager (N) VIN 7.52 1.0

49 Training Man. Exp(N) MKC 8.44 1.0

50 Training Man. Exp(N) SJA 8.53 0.82

51 Trainer SWQ HJO 2.14 0.51

52 Trainer GW KAS 0.93 0.91

Full time Part Time

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ID Designation 1996-97 Previous Sept. January February March April May June July August September October November December

mm 1998 mm 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53

Task Group 11 Team Leader JG 14.76 6.48 1.0

2 Task Manager RKV 14.05 7.40 1.0

3 MC AP CLNS 12.99 7.86 1.0

4 MC GUJARAT SCS 13.85 7.72 0.77

5 MC KARNATAKA NRV 17.75 7.77 1.0

6 MC KERALA KSN 15.97 5.49 1.0

7 MC MP BBG 16.50 7.54 0.91

8 MC MAHARASHTRA VPS 13.63 7.59 0.82

9 MC ORISSA GNP 17.76 7.50 0.86

10 MC TN SMK 17.14 7.35 0.86

11 Facilitator Bid Documents KEM 3.42 1.20 0.14

12 PR Advisor GOK 1.83

Task Group 2

13 Sr. Hydrologist (F)-TM2 HO 13.34 6.17 1.0

14 Sr. Hydrogeologist (F) AB 14.24 1.56

15 Sr. WQ Expert (F) PB 11.29 4.61 0.59

16 WQ Expert (F) MV 2.43

17 DB Specialist (F) BB 8.46 4.11 0.82

18 Equipment Spec. (F) JP 3.85

19 Lab Eq. Specialist (F) JB 2.01

20 Network Expert (F) SC 4.51 1.43

21 Data Proc.Expert (F) DA 3.16 0.53

22 Database Designer (F) BM 0.72

23 CGDM Spec (F) WH 1.04

24 SWQ Monitoring Expert (F) CH 2.04 1.81

25 Sediment Transport Ext.(F) JJP 2.00 0.46

26 DSWS Expert (F) MD 2.16 1.0

27 DSWS Expert (F) RS 1.00

28 WR Planner EB 0.23

29 Sr. Hydrogeologist (N) DHL 15.87 6.85 0.49

30 GW DPE (N) MAN 10.84 7.31 0.86

31 GWDPE (N) PCN 2.30 1.00

32 Sr. Hydrologist (N) DVR 14.92

33 Network DE (N) PAN 5.44 1.51 0.37

34 Network DE (N) SRD 1.63 6.88 0.64

35 Sr. Hydrologist (N) DHR 17.30 6.95 1.00

36 WQ Expert (N) RHS 12.41 7.43 0.86

37 Sr Chemist ANK 5.98 5.40 0.55

38 Inform Spec. (N) PMU 13.71 6.03 1.00

39 IT Spec. (N) MB 10.95 0.91

40 GIS Expert (N) SJ 2.30 1.00

41 Advisor GW (N) DKD 14.93 5.91 0.46

42 Advisor Met (N)/Meteo Tr. ABB 15.08 4.63 0.32

43 SW DPE HCH 7.49 7.95 1.00

Task Group 344 ID Spec. (F)-TM3 RO 14.60 5.36 0.84

45 ID Spec.(N) NBH 14.60 7.62 0.56

46 ID Spec. (N) RP 14.05 7.81 0.28

47 ID Spec.(N) BKP 13.34 7.26 1.00

48 MIS Expert (N) PMU 18.15

49 MIS Expert/DB Spec TG2(N) SSA 13.14 7.17 1.00

50 Workshop Facil. KG 0.82 0.39

51 LF Expert EKr 1.05

52 Procurement Spec. VEN 0.76 2.31 0.14

Task Group 4

53 TM Training (F) HW 14.51 6.93 1.00

54 Training Exp. (F) EK 2.80

55 Training Exp. (N) PBS 3.04

56 Dpty TM (N) RLQ 12.32 8.00 1.00

57 TDB Manager (N) VIN 11.08 7.78 1.00

58 Training Man. Exp(N) MKC 11.45 1.69

59 Training Man. Exp(N) SJA 11.51 7.45 0.86

60 Trainer SWQ HJO 4.00 3.00

61 Trainer GW KAS 4.76 2.43

62 DTP Expert DJM 0.92

Full time Part Time

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4.2 Brief task descriptions of experts

The following summarises in brief the tasks being performed by the experts as listed inTable 4.1.

1. A. D. van der Boon, Project Director: Overall responsibility for the Project andliaison with the Client (not included in the staff budget).

2. J.G. Grijsen, Team Leader: Overall in charge of the internal and externalmanagement of the Consultancy Team, and responsible for finance andadministration and for the adequate and timely inputs of the expatriate and nationalexperts. His responsibility also includes advising the Project Co-ordinationSecretariat (PCS) of the Ministry of Water Resources on various organisationalmatters, high level liaison with Government of India and donor/funding agencies,and regular liaison with decision-making levels in the States. Participation insupervision missions of the WB and RNE, and in NCC and NLSC meetings.

Task Group 1 - Co-ordination and Management

3. R.K. Visvanath, Task Manager: General co-ordination and managerial servicesand regular contact with the eight State Management Consultants. Based on theinputs from SMCs, other team members and the Project management are advisedon actions to be taken. Co-ordination of the interactions of the Central Consultancyteam with the agencies participating in the Hydrology Project. Frequent visits to theStates and discussions with the State agencies implementing the Project areundertaken. Liaison with other Task Managers is made to ensure overall co-ordination of activities, workshops etc. Participation in supervision missions of theWB and RNE, and in NCC and NLSC meetings.

4 to 11. State Management Consultants (SMCs): SMCs are the eyes and ears of theConsultant in the eight State capitals, with emphasis on co-ordinating,communicating and monitoring of the activities of the State Agencies in relation tothe Hydrology Project. Because of the frequent interaction required with the StateAgencies, SMCs are generally former senior members of the State service. Thespecific responsibilities include familiarising with the State Action plan, trainingprogram and other implementation aspects of the Project, while maintaining afrequent and close liaison between State Agencies (Nodal Officer and officers incharge of units implementing the Project) and the Central Consultant team ontechnical matters. Their other responsibilities include pursuing and helping theState agencies in the preparation of HIDAPs (Hydrological Institution DevelopmentAction Plan), optimisation of the networks of gauging stations, facilitation in thepreparation of bid documents, MIS input etc.

12. Kempanna, Facilitator Bid Documents (Karnataka): The State of Karnatakaentered HP only in early 1997, creating a backlog of at least one year in thepreparation of bid documents. In order to support the State agencies in speedingup the procurement process, Mr. Kempanna has been appointed as “Facilitator BidDocuments”. He assists the SW and GW Departments in the preparation ofprocurement planning, bid documents for civil works, goods and equipment, andfacilitates in the evaluation of bids as requested.


13. PR Advisor (position vacant since July 1998):• assess ongoing HP events and activities, which have an intended or implicit

PR value and advice on the scenario and styling as to improve the impact• identify and design special PR events to promote HP/HIS concepts in the

wider institutional environment of the HP, including data user groups, waterresources management organisations and related government authorities

• improve coverage (quality and frequency) of HP and water resourcesmanagement topics in the mass media

• manage and co-ordinate production of selected media products, includingnewsletters, HP brochure, a promotional video programme, standardpresentation package of HP products, housestyle development, andsupporting documentation for ongoing and special events.

Task Group 2 - Technical Services

14. H.J. M. Ogink, Senior Hydrologist/Task Manager: In charge of the overalldirection of the work carried out by TG2 as per planned activities. Additionally, heworks on the Hydrological Information System (HIS), its layout, its components andhow to set up a modern system including data centres, dedicated software, database management and communication aspects. He also leads visiting teams ofexperts to participating States with the main purpose of rationalising theprocedures for network review, site selection, and equipment selection such asDWLRs, cable and boat, etc. Several rounds of field visits and discussions withfield officers are conducted, in order to systematise the entire work of setting up ofmonitoring stations, and making them operational. The guidance of R&D activitiesand the production of manuals and guidelines for various project activities areother important responsibilities.

15. A. Bein, Sr. Hydrogeologist: Responsible for all GW related activities under theTA and coordination of the same with SW, WQ and DBMC experts. Involved in allactivities of the GW group, including preparation of standards for groundwatermonitoring, processing and data dissemination and drafting of specification fordedicated software for GW data processing centres and guidance to R&D projectinitiation. Visits all States on a regular basis for review of progress of work in HPimplementation, with particular attention on integration of networks, construction ofpiezometer nests, installation of DWLR, frequency of measurement for quantityand quality, etc. (left project in January 1998).

16. P.M.A. Boderie, WQ Monitoring Expert: Responsible for all WQ related activitiesunder the TA, and coordination of the same with the SW and GW experts. Involvedin all activities of the WQ group with emphasis on data validation and dataprocessing, design of monitoring networks, laboratory design and procedures, anddevelopment of training modules. Visits central and State agencies on a regularbasis for review of progress of work in HP implementation.

17. M. Villars, WQ Monitoring Expert: Assisted in completing the Inception Phase ofthe Project. She prepared sections of the Inception Report in which the presentstatus of WQ activities was evaluated.

18. B. Blok, Data Base Expert: Responsible for all technical services related to database management systems and communication in TG-2. Particularly responsiblefor the design of the main database as part of the HIS, the design of the


communication system and of data storage and data processing centres.Responsible for supporting the implementing agencies with the installation andoperation of DB systems. Preparation of specifications for DWLR and other novelequipment, intensive guidance of the procurement of the same, and testing of suchequipment for GW and SW has been a time consuming task till date. InspectsDWLR-workshops and field stations.

19. J. van der Pot, Equipment Specialist: General specifications for all equipmentunder the Project, in consultation with specialists from CWC and CGWB.Inspection of workshops and facilities for manufacturing, calibration, qualityassurance and maintenance of equipment. Support to the pilot project on reservoirsedimentation survey in Maharashtra. Provided substantial contribution to thespecifications of DWLRs.

20. J. van den Broek, Laboratory Equipment Specialist: Made several visits toexisting water quality laboratories and advised on laboratory layout, equipmentspecifications, furnishing of laboratories, chemical analysis methods and goodlaboratory practices. His specialised input was documented in the proceedings ofthe WQ standardisation workshop.

21. S.C. Child, Network and Hydrometric Expert: His main task is to visit theparticipating States for the optimisation of SW networks and inspection of specificsites, which involve considerable investment in equipment such as DWLRs,cableways, and civil structures. He reviewed streamflow measurement methods inseveral States and contributed substantially to the hydrometry subject in themanual on hydrological field practices and data processing. This work will becompleted in 1998.

22. D.A. Archer, SW Data Validation and Processing Expert: His main task is toprepare necessary guidelines for SW data processing of both historical and newdata. He has been visiting several participating States to discuss data processingand adopted practices and procedures. He has prepared chapters on dataprocessing for the manual on hydrological field practices and data processing. Hehas also undertaken the review of streamflow monitoring networks in severalStates and contributed to other sections of the manual. Finally, he reviews alltraining modules related to SW data processing with the HYMOS system.

23. B. van Mourick, Database Designer: ST - expert with particular experience in theOracle database, who has assisted the Project staff in the initial conceptualisationand design of the HIS - data base.

24. W. J. Honijk, Computerised Groundwater Data Management Specialist:Assisted the Project staff to identify requirements, develop specifications andprovide advice on the selection of dedicated software. Assisted in the developmentof work protocols for the computerisation of GW data. The expert also assisted inthe preparation of the workshop on Standards for Monitoring, Processing andDissemination of GW data.


25. C.R. Hoggart, Surface WQ Monitoring Expert: Developed comprehensive,practical guidelines for the design of surface water and groundwater qualitymonitoring networks, site selection and sampling procedures. Provided input onadvanced processing of groundwater quality data and is developing a largenumber of training modules for water quality.

26. J.J. Peters, Sediment Transport Specialist: Prepared guidelines for sedimenttransport measurements and bed material sampling under HP, includingmeasuring techniques, equipment and sampling frequency. Advised on networkdesign, site selection, equipment selection and sediment laboratory practices.Wrote the sediment transport section of the manual on hydrological field practicesand data processing.

27/28. M. van Dijk and R. Suiker, DSWS Experts: The main task of these experts is tocustomise and test the HYMOS software (WINDOWS version) for application asDedicated SW Data Processing Software, as per the requirements of the Project,including inter alia:• provision of facilities for specific data entry screens resembling standard

layouts as used in the field forms• provision of facilities for data validation and processing, and for handling

additional data types and computations, as stated in the specifications• provision of facilities for specific and customisable data reporting tools• provision of data transfer utilities specifically required for transfer of data

between different locations of data processing• adjustment of its modular structure to suit the requirements of different levels

of data processing (Sub-divisional, Divisional and State/Regional/Nationallevel offices).

29. E. van Beek, Water Resources Planning• formulation of the objectives of the R & D Resources Planning study of CWC,

including its significance, relevance and background• outlining of the methodology and workplan for the execution of the study and

specification of the required software• specification of the requirements for historical hydro-meteorological, water use

and socio-economic data and formulation of any additional data collectionprogramme

• formulation of the expected outputs and their relevance• drafting of a training programme for water resources planning for central and

state agencies to promote wider application of the developed planning tool,and

• Guidance of the concerned agencies with the implementaion of the R&D study(1999-2001).

30. G. Dhoolappa, Sr. Hydrogeologist: Prepared listings for static and dynamic datacollection and reporting by State and Central agencies. Formulated requirementsfor optimisation of network stations and designs. His main task is to visit all Statesregularly to review progress of HP work and prepare tour reports with technicalrecommendations. Contributed to the standardisation of formats for data entry andwill be involved in interviews of potential data users (HDUG members). He alsoprepared guidelines for the implementation of piezometer wells.


31. K.A.S. Mani, GW Data Processing Expert: Reviewed the HIS structure andprocedures for acquisition, processing, validation and dissemination ofgroundwater data of various participating States and central agencies. Conductedvisits to State Groundwater and CGWB Departments to collect relevant datatowards the preparation of draft guidelines for computerisation of historical data.Participated substantially in the development of a data entry software (GWDES) forhistorical GW data. Currently he is in the process of implementing the GWDES inall participating GW agencies.

P.C. Naik, GW Data Processing Expert: Implementation of the GWDES in allparticipating GW agencies.

32. D.V.L.N. Rao, Senior Hydrologist: Advised on the rationalisation ofhydrometeorological networks and the selection of station locations throughregular visits to all States. Participated in a pilot project study on networkoptimisation in the Mahanadi basin in Orissa. Assisted the State and centralorganisations in the preparation of their HIDAP (resigned in October 1997).

33. Panda, Network Design Expert (Orissa): Assisted the SSW organisation ofOrissa substantially in the review of their hydrological network, selection of sites,site surveys and choice of equipment. This work will be continued with specialemphasis on guidance in station design, civil works, procurement andimplementation of equipment, station operation and maintenance.

34. G. Sreedharan, Network Design Expert (Kerala) : The progress of the surfacewater component of HP in Kerala is slow. The officers of SSW Dept. find problemsin site selection, site surveys and site specific designs for equipments and civilworks. They also require assistance in the preparation of cableways, weirs andother related structures required for measurement of discharges of therivers/streams. Mr. Sreedharan helps in optimisation of the network of hydrologicalstations, selection of sites and site surveys. He also assists the design staff of theSSW Department in finalising the type designs of cableways, weirs, etc.

35. H. Chowdhary, S. W Data Processing Expert: Prepared the specifications fordedicated software for hydrological data processing. Prepares the documents forHIS promotion and training modules for ToT data processing. Guides thedevelopment of the computer module for entry of historical hydro-meteorologicaland hydrological data (SWDES). Responsible for providing necessary guidance toStates to implement the software used for SW data processing and validation. Hewill be visiting all States to impart on-the-job orientation in using the software andmonitor the progress of computerisation of the historical SW data. The preparationof training modules for SW data processing (jointly with NIH) is another prioritytask.

36. R.H. Siddiqi, WQ Monitoring Expert: Involved in all activities of the WQ group(standardisation, staffing, training, quality control, network design, etc.) withemphasis on WQ training. He looks particularly after the communication andinteraction with central and State agencies, the implementation of AQCprogrammes, etc.

37. A.N. Khan, Senior Chemist: His main task is to visit Level I, II and II+ laboratoriesto introduce and assist in performing new methods of chemical analyses (on-the-


job training). He also takes care of implementation of an Analytical Quality Controlprogramme in the laboratories under HP and provides support to the introductionof novel equipment.

38. A.B. Sharma, Information Specialist: Responsible for the development of adesign for optimum State specific communication systems. Developing connectivitydiagrams and data flow from field to various levels of processing and storagecentres (resigned in October 1997).

48. P. Mukherjee,Information Specialist: (from January 1998 onward) Developmentof user interfaces for communication with the database and involvement in thecustomisation of dedicated software and design of the HISDB.

49. S. Sangal, General DB Specialist:• development of data entry systems for GW and SW data (GWDES and

SWDES)• participation in the testing and implementation of the dedicated SW Data

Processing Software• support to design and implementation/operation of data storage systems.

39. M. Bein/D. Mealins, Information Technology Specialist: Preparation of a datadirectory and dictionary, which contain all details on how data are to be stored inthe database, how data fields are to be determined etc. Preparation of tenderdocuments for the procurement of dedicated software and hardware for theprocessing of groundwater data (turnkey, 2-stage bid approach). Review of officeautomation and preparation of templates and standards for reporting.

40. D.K. Dutt, Adviser, GW: Visits all States on a regular basis for reviewing theprogress of and giving advice on the implementation of HP work in the States,integration of network sites of State/CGWB agencies, etc. Visits the States alsounder the HIDAP programme for providing technical input to the planning process.

41. S.D.S. Abbi, Advisor Meteorology: Coordination with IMD (CMC) on theimplementation of joint inspection programmes for selection of sites and selectionof standard equipment for hydrometeorological stations and climatic stations. Visitsto all participating States for joint discussions with local IMD officials andconcerned State officials. Preparation of travel reports with recommendations onthe setting up of hydromet stations in the States. Participated in the execution ofthe pilot project on network optimisation in the Mahanadi basin and contributedsubstantially to the meteorological section of the manual on hydrological fieldpractices and data processing.

42. Y.V. Dharma Rao, Senior Hydrologist: His primary task is to assist the State andcentral organisations in the rationalisation of their hydrometric networks, siteselection, choice of equipment and design of civil works. Prepared guidelines forthe design of cableways. Visits the State and central agencies on a regular basisas part of a team of SW experts. Guides CWC is setting up and conducting thepilot project on intercomparison of ARGs including Tipping Bucket raingauges andvarious types of DWLRs. He will also become involved in the coaching of SWagencies with respect to data entry and data processing, the design of an O&Mprocedure and other matters related to field operations.


43. Swaran Jaggi, GIS Expert:• study the salient characteristics of the central-level MIS and the perceived

agency-level MIS with a view to possibilities for integration• design and develop, jointly with the MIS expert, an integrated agency-level

MIS/GIS system• collect attribute information and create a geographical database for the GIS

(scale 1:1,000,000)• integrate spatial and attribute information• design the necessary input formats for GIS/MIS• make a presentation of the GIS/MIS prototype• implement, test, and conduct training on the integrated system• train staff on the GIS module.

60. D. Kashyap, Groundwater Quantity Training Expert: Preparation of guidelinesfor the validation and processing of geo-hydrological data and the development ofprocedures for the assessment of groundwater resources.

61. H. Joshi, Water Quality Training Expert: Assessment of the mandates of theState and central organisations with respect to the monitoring of water qualityparameters. Drafting of training modules for water quality analysis and ofdocuments to create awareness on the importance of water quality monitoringprogrammes.

Task Group 3 - Institution Development

44. R. van Ommen, Institution Development Specialist/Task Manager:• direct and manage the activities of the Task Group• provide support to the Team Leader for Project planning and implementation• guide development of a Management Information System (MIS)• develop the approach to formulation and use of Hydrology Institutional

Development Action Plans• introduce HIDAP at the State level and guide agencies on its implementation• guide development of objectives and indicators of success for the Project• guide development and implementation of an organizational assessment of the

implementing agencies• develop a methodology for assessing the performance of the agencies and

their units and guide its introduction• guide sector study on potential use of HIS.

45. N. Bhat, Institution Development Specialist:• assist in the management and direction of the ID activities• assist in introduction of HIDAP in the States• assist in developing appropriate objectives and indicators for success of the

Project• assist in developing a methodology for the organizational assessment, and assist

in analyzing the results• assist in developing a methodology for assessing the performance of the

agencies and their units• review outputs of HIDAP planning and develop feedback to agencies• assist agencies in applying the formats for aspect plans to be appended to

HIDAP.


46. R. Pandit, Institution Development Specialist: (resigned in September 1998)• assist in the organisation and implementation of HIDAP workshops• review outputs of HIDAP workshops and develop feedback to agencies• participate in introduction of HIDAP in the States• assist agencies in detailed planning for HIDAP Aspect Plans.

Ramakrishnan, Organisation Development Specialist:• assist in developing a methodology for the organizational assessment• lead the implementation of the organizational assessment and the analysis of the

results• assist in developing the unit-level performance evaluation system• assist in developing a methodology for assessing the performance of the

agencies and their units• lead the introduction of the unit-level performance evaluation system to the

agencies and assist them in making it operational• ensure that any interventions proposed are relevant to the government

environment at State level.

47. B. K. Paty, Institution Development Specialist:• assist in developing the formats to be used in HIDAP• assist in the introduction of HIDAP in the States• review outputs of HIDAP planning and develop feedback to agencies• assist agencies in applying the formats for aspect plans to be appended to

HIDAP• ensure a stable linkage between HIDAP planning and reporting of progress

through the MIS.

48. P. Mukherjee, Management Information Specialist:• conduct system analysis and formulate starting point for developing the

integrated MIS• coordinate MIS development with PCS and World Bank• provide relevant technical demonstrations and training, including on-site in the

States• provide guidance and direction to short-term MIS specialist developing GIS

module.


49. S. Sangal, Management Information Specialist (and General DB Specialist):• assist in finalizing the MIS• providing demonstration and training on the technical use of the system• provide intensive support to the implementing organizations in the States and at

the center for installing and commencing operation of the system.

50. J. H de Goede, Workshop Facilitator: Acts as facilitator for (semi-) annualplanning meetings.

51. E. Kroese, Log-frame Expert: Mobilised for the preparation of the third internalworkshop on Model HIDAP and TA outputs (April 1998). Her input focused on:

• support to the Task Managers in formulating the draft logframes ensuring theuse of similar formats and comparable presentation

• preparation of a tailor-made presentation of the logframe method for theproject staff

• preparation of workshop materials and handouts as well as preparation of theworkshop programme in close consultation with the project management

• formulation of the workshop report, including comprehensive lists of TAoutputs related to goals and constraints of the participating agencies.

52. K.N. Venkataraman, Procurement Specialist:• coaching and training of agencies with respect to WB procurement procedures• preparation of procurement plans, including works and goods• preparation of revised cost estimates and O&M budgets• review of bid documents and coordination of the tendering of GW-SW/HW• regular visits to participating agencies to resolve issues impeding the

procurement process• preparation of standard reporting formats.

Task Group 4 - Training Services

53. H. Wittenberg, Training Specialist/Task Manager:• co-ordinate and undertake direct coaching at the CTIs and in the States• develop training systems and courses• monitor and evaluate progress made by training actors• liaise, in close cooperation with his deputy, with the GoI and Project

counterparts, both bilateral and in joint meetings• prepare progress reports and work plans (monthly, six monthly, annual).

54/55. P.G. Sastry and E. Korsten, Training Experts: Participated in fact findingactivities during the Inception Phase. They completed their tasks in the period midJune till mid September 1996 and produced the first planning drafts for trainingunder HP.


56. R.L. Qazi, Training Manager (Deputy Task Manager):• liaise with national stakeholders in training (CWC, CGWB, PCS, Ministries,

CTIs)• prepare and participate in national training coordination meetings: NHTC,

NCC• overseas Training and Study Tours: prepare database and programmes,

manage logistics• postgraduate training and study visits in India: prepare database, update and

distribute results• central Management Consultant for CGWB and CWC.

57. Vinay Jain, Training Database Manager:• design database for training information and monitoring. This includes test

runs, report formatting and guidance to data typists• implement MIS systems in the participating States• assist with management of office development hard and software• provide training and coaching in software applications.

58/59. M.K. Chatterjee and S. Jagota, Training Facilitators:• guidance and assistance of CTIs, STCs, State level training providers and

Training Cells on all aspects of the training development cycle• advice training providers on institution and human resource development.• deliver training skills courses for CTI faculty and State trainers• undertake independent training monitoring and evaluations, and advise on

corrective actions• maintain training databases.

41/60/61 S.D.S. Abbi, D. Kashyap and H. Joshi, Technical Trainers:• prepare technical job descriptions for core HIS functions• specify training needs at sector and organisation levels• review curricula prepared by CTIs• assist CTI faculty with module production, as required: provide basic technical

documentation, prepare State specific case studies, review draft modules ontechnical aspects, production of selected lecture notes

• take part in course delivery, as guest trainer, for selected sessions• generally stimulate networking among faculty, ensure HIS knowledgeability,

etc.

Mr. S.D.S Abbi performs these tasks for hydrometeorology training, in consultationwith IMD staff. Mr. D. Kashyap was recruited for the same task in Ground WaterQuantity Training. Mr. H. Joshi is recruited for Water Quality Training.


4.3 Staff planning for 1999 and beyond

4.3.1 General

The detailed staffing patterns for 1998 and 1999 are presented in Figures 4.4 and 4.5, whileFigure 4.6 presents the current views on the desirable staffing pattern for the remainingperiod of the project (2000 - 2001). The proposed annual distribution of staff months for theentire period of the project is also tabulated in Table 4.2, and is discussed below for the fourtask groups. The staffing tables and figures are nearly identical to the staff planning presentedin earlier reports. The required staff inputs are directly linked to the TA activities as discussedin this report for the short and long terms.

It has earlier been suggested that the required Consultant input in terms of staff monthsshould be calculated per agency and per State, based on the performance of eachagency. In practise this is neither feasible nor of much practical use. Similarly, it isimpossible to develop a separate and meaningful work programme for each State. Thesuggestion has been considered several times in the past, but was found impractical.

It may be noted (see column 'reallocation' in Table 4.2) that several of the earlier proposedshort-term staff will not be mobilised. Most of the requirements for TA can well be cateredfor by the long and short-term staff already mobilised. Hence, the policy remains to reducethe number of 'new faces' and to increase the input of experts who have already proved todeliver adequate output.

The main reason to develop a detailed staff planning till 2001 was RNE's earlier concernthat at the end of the project not enough resources would be left to cater to the needs ofthe participating agencies, particularly in view of the delays experienced in theimplementation of the project. The staffing plan embedded in Table 4.2 still presumes thatthe project will be completed in September 2001. Even then it was necessary to addadditional national expert staff months from the contingencies in the staffing budget, toarrive at a feasible staffing plan. These additional staff months can indeed be financedfrom the said contingencies. Hence, the staffing position is sound and feasible as long asthe project is completed as planned in the SAR.

In the event IDA would decide to extend the project by e.g. one year (till September 2002),an additional TA input of some 200 staff months may be required, equivalent to about 30%of the planned input for the period 1999 – 2001 and an additional expenditure of about 3.4MDfl. Squeezing these staff months from the present planning for the said period isconsidered irresponsible, and the necessary funds would need to be found elsewhere. Itmay be noted here that a saving of at least 1.3 MDfl is expected under the budget forreimbursable expenditures (expected expenditures 8.2 MDfl against 9.5 MDfl in thecontract), or even 1.8 MDfl against the initial budget provision of 10 MDfl (refer to ToR). Itis proposed to review this situation in January 1999, at the time of the IDA Mid-termReview Mission, when the project may even be curtailed or rescheduled depending on theprogress achieved to date, and during RNE’s mid-term review (December 1998)

It may be noted that a perception as if the TA is mainly focused on technical aspects ofHP rather than on institution development aspects, is not justified. Task Group 2,Technical Services, is indeed the largest task group, which consumes about 40% of theavailable staff resources, i.e. less than half. However, TG2 contributes to all HIDAPmeetings, reviews HIDAP documents and interacts frequently with TG4. TG3 and TG4


frequently request contributions of TG2, and not the least do SMCs (TG1). Several of itsactivities are also of a mixed technical/ID nature, e.g. the rationalisation of monitoringnetworks (jointly with central and state agencies, i.e. perhaps for the first time),standardisation of working procedures, job descriptions, coaching, etc. Therefore, theConsultant is of the opinion that the composition of the team of experts is well balanced,albeit that most TGs are to some extent understaffed (not least TG2) in view of the hugeneed of TA under HP, operating within not less than some 40 government agencies,including the regional offices of CWC and CGWB.

4.3.2 General Coordination and Management (TG1)

No modifications of the earlier staffing plan for 1998 are proposed. It is expected that theSMCs may be employed part-time during the last year of the project. The SMC-Keralahad to be replaced for medical reasons.

4.3.3 Technical Services (TG2)

The initial input of only 24 staff months for the Task Manager of TG2 was consideredinadequate in view of his crucial role in the project, and his planned input was increasedsubstantially through a reallocation of staff months assigned to ST-experts and the Sr.Hydrogeologist (no longer available as per end of January 1998). For serious familyreasons he will function as ST expert as from January 1999. At this point of time, it is notfelt desirable to replace him by a new TM on long-term basis, neither are the resourcesavailable for the same.

In the SW sub-group the national Sr. Hydrologist, Mr. Dharma Rao, remains focused onhydrological measurements and equipment at field level, O&M practices, and supervisionof installation works. He will also be responsible for drafting the O&M manuals andprocedures. The national SW Data Processing Experts (the second still to be nominated)will remain till the end with the Project, while the input of other experts in the SW-groupwill gradually diminish along with the change in orientation of the TA. A Water ResourcesPlanner was mobilised in September 1998 on short-term basis to assist with theformulation and execution of the ‘HIS demonstration project’ discussed in sub-section3.4.3.

The services of the national Sr. Hydrogeologist in the GW sub-group will be terminatedtowards the middle of 1999, in view of the reduced needs for his input (rationalisation ofnetworks completed, piezometer construction making good progress, etc.). Instead, asecond GW Data Processing Expert was mobilised in June 1998. His services wereurgently required in order to speed up the entry of historical GW data, and also in view ofthe departure of the foreign Sr. Hydrogeologist. The two national GW Data ProcessingExperts will remain until the end with the Project, while the input of other experts in theGW-group will gradually diminish along with the change in orientation of the TA.

The domain of water quality (WQ) under HP remains a matter of concern, in view of theslow progress in this area. Therefore, the long-term assignment of the foreign WQ expertwas earlier increased with one year (till June 1999), and it is proposed to appoint asecond national WQ Expert as of early 1999 for about two years. The national Sr. Chemistwill continue to focus on the improvement of laboratory practices, on a part-time basis tillthe end of the project.


The input of the Database and Communication group was reduced slightly for 1998, andwill be reduced further in the course of time, as soon as the implementation of software forSW and GW data processing and data storage is well on its way. A GIS Expert wasmobilised on short-term basis to assist with the development of a GIS based detailed MISsystem.

4.3.4 Institution Development (TG3)

TG3 consists mainly of four LT staff members, and will continue to do so till at least theend of 2000. One of the national ID Specialists has been replaced by an OrganisationDevelopment Expert, in line with the activity plan depicted in Figure 3.1.

4.3.5 Training (TG4)

The staffing schedule of the Task Group for training follows the short and long-termdevelopment and consolidation efforts in training, as described in this report.

• Long-term availability of a small core group of three experts who are responsive totraining development, consolidation and potential risks in the States/Regions and atCentral Training Institutes.

• Timely short-term inputs for the production of technical training documents inadvanced HIS training. As advanced training in HIS will be taken up in 1999, in closecollaboration with NIH, these short-term experts may be needed as scheduled. Thetime to produce training modules is estimated at five working days per title: three daysfor the technical part and two days for the instructer notes and formatting.

• Short-term inputs for further sophistication in training practices and systems in bothacademic and job-related training institutes. The proper timing for these inputs wouldbe 1999, when it will be clear which institutes have the best potential and havedemonstrated their willingness to undertake and manage hydrology training for thelonger term.

In general terms, TG4 follows the policy to mobilise adequate capacity to develop trainingprogrammes, modules and systems. Direct training management assistance is avoided. Inthe course of 1999, the various training providers are expected to initiate and deliver mosttraining under their own management.

It is planned to integrated TG3 and TG4 towards the end of 1999 into one Task Group“Institution and Human Resources Development” managed by the present TM3, Mr. R.van Ommen.



TABLE 4.2

STAFFING HYDROLOGY PROJECT

1996 - 2001

Task Group 1: General Coordination and Management

Budget Reall. Total 96/97 1998 1999 2000 2001 Mobil.No. Designation Name mm mm mm mm mm mm mm mm date1 Team Leader J.G. Grijsen 50 -2 48 14.8 10.0 9.0 9.0 5.2 27.05.962 Dpty Team Leader R.K. Visvanath 63 -10 53 14.0 11.0 11.0 10.0 7.0 14.10.963 Facil. Bid Docs Kempanna (**) 4 4 1.7 1.0 1.3 0.0 05.06.974 MC Andra Pradesh C.L.N. Sastry 50 -2 48 13.0 11.0 11.0 9.0 4.0 01.11.965 MC Gujarat S.C. Sharma 50 -1 49 13.9 11.0 11.0 9.0 4.1 01.10.966 MC Karnataka N.R.V. Prasad 50 3 53 17.7 11.0 11.0 9.0 4.3 10.06.967 MC Kerala K.S. Narayanan 50 50 16.0 9.5 11.0 9.0 4.5 20.06.968 MC Madhya Pradesh B.B. Ghosh 50 2 52 16.5 11.0 11.0 9.0 4.5 15.07.969 MC Maharashtra V.P. Shimpi 50 -1 49 13.6 11.0 11.0 9.0 4.4 01.10.96

10 MC Orissa G.N. Padhi 50 3 53 17.8 11.0 11.0 9.0 4.2 15.06.9611 MC Tamil Nadu S.M. Krishnan 50 2 52 17.1 11.0 11.0 9.0 3.9 25.06.96

Total Foreign MM 50 -2 48 14.8 10.0 9.0 9.0 5.2 Total Local MM 463 0 463 141.3 98.5 100.3 82.0 40.9 Total TG 1 513 -2 511 156.1 108.5 109.3 91.0 46.1

Task Group 3: Institution Development

Budget Reall. Total 96/97 1998 1999 2000 2001 Mobil.No. Designation Name mm mm mm mm mm mm mm mm date1 ID specialist R. van Ommen 45 2 47 14.6 9.0 9.0 9.0 5.4 03.06.962 WR Planner(s) t.b.n. 2 2 2.0 0.03 LF Expert E. Kroese 1.5 1.5 1.0 0.5 0.0 22.03.984 Budget Expert Singh 25 -25 0 0.0 Nov. '975 ID specialist Kongari/Bhat 35 18 53 14.6 11.0 11.0 11.0 5.4 25.06.966 ID specialist Ravi Pandit 35 -13 22 14.0 8.0 0.0 14.10.967 ID specialist R. Bhatn./Paty 45 45 13.3 11.0 11.0 9.7 0.0 14.10.968 Organis. Spec. Ramakrishnan 24 24 3.0 11.0 10.0 0.0 01.10.989 Procurement Spec. Venkataraman 7 7 0.8 3.0 2.0 1.2 0.0 Nov. '97

10 MIS specialist Mukherjee 18 18 18.0 0.0 17.06.9611 MIS specialist S. Sangal 8 8 8.0 0.0 28.10.9612 ID specialist t.b.n. 49 -49 0

Total Foreign MM 45 5.5 50.5 14.6 10.0 11.5 9.0 5.4 Total Local MM 144 33.0 177.0 68.7 36.0 35.0 31.9 5.4 Total TG 3 189 38.5 227.5 83.3 46.0 46.5 40.9 10.8

(**) table shows mm against full rate in proposal for mm-tbn staffing barcharts and budget tables show actual time spent against reduced rate

Summary of Staffing Hydrology Project(Update 13.10.1998)

Task Group 2: Technical Services

Budget Reall. Total 96/97 1998 1999 2000 2001 Mobil.No. Designation Name mm mm mm mm mm mm mm mm date1 Sr. Hydrogeolog. A. Bein/Botbol 24 -6.0 18 14.2 2.3 1.0 0.5 0.0 12.06.962 Sr. Hydrologist H.J.M. Ogink 24 14.8 38.8 13.4 9.5 6.0 6.0 3.9 10.06.963 Sr. WQ expert Boderie 26 5.6 31.6 11.3 7.3 8.0 5.0 0.0 10.10.964 WQ expert (ST) Villars 0 2.4 2.4 2.4 0.0 21.06.965 W.R. Planner E. van Beek 2.5 2.5 0.5 0.8 0.7 0.5 Sept.'986 DB Manag. Spec. B.W.G. Blok 24 -3.5 20.5 8.5 6.0 5.0 1.1 -0.1 04.09.967 Equip. spec./hydrom. J. van der Pot 0 4 4 3.9 0.1 30.06.968 Sr.Hydrogeologist Dhoolappa 50 -19 31 15.9 10.0 5.1 0.0 05.08.969 GW data proc. exp. K.A.S. Mani 50 50 10.8 11.0 11.0 11.0 6.2 06.01.97

10 GW data proc. exp. P.C. Naik 33 33 6.0 11.0 11.0 5.0 22.06.9811 Sr. Hydrologist D.V.L.N. Rao 50 -35 15 14.9 0.1 01.06.9612 Sr. Hydrol./DP Exp. t.b.n. 27 27 11.0 11.0 5.013 Sr. Hydrol./Adv. SW Dharma Rao 10 32 42 17.3 11.0 11.0 2.7 0.0 18.06.9614 SW data proc. Exp. H. Chowdhary 47 47 7.5 11.0 11.0 11.0 6.5 11.05.9715 Netw. Design Exp. Panda (**) 7 7 3.6 1.9 1.5 0.0 13.01.9716 Netw. Design Exp. Sreedharan (**) 10 10 0.8 4.5 4.7 0.0 Oct. 9717 WQ expert R.H. Siddiqi 50 2 52 12.4 11.0 11.0 11.0 6.6 30.06.9618 WQ expert t.b.n.(N) 22 22 11.0 11.0 0.019 Sr. Chemist A.N. Khan 29 29 5.9 8.0 8.0 7.1 0.0 10.03.9720 Information Spec. Sharma/Mukherjee 50 -15 35 13.8 11.0 10.2 0.0 20.06.9621 Gen. DB Spec. S. Sangal 23 23 5.1 11.0 6.9 0.0 July '9722 IT Specialist (N) M. Bein/Mealins 13 13 11.0 2.0 0.0 01.01.9723 GIS Expert S. Jaggi (**) 6 6 3.0 3.0 0.0 22.06.9824 Lab. eq. special. Van den Broek 3 -1 2 2.0 0.0 05.10.9625 Monit. manuals SW P.H. von Lany 1 -1 0 0.026 Monit. manuals GW H. Michelson 1 -1 0 0.027 Network Optim.Exp. S.C. Child 3 3.8 6.8 4.5 2.3 0.0 01.11.9628 Data validation P.T. Adamson 4 -4 0 0.029 R&D spec. GW J. Bear 3 -3 0 0.030 R&D spec. SW J.L. Stephens 3 -3 0 0.031 Telemetry spec. A. Willis 3 -3 0 0.032 Reserv. sed. spec. E. Mosselman 3 -3 0 0.033 WQ spec. GW A. Mercado 2 -2 0 0.034 WQ spec. SW C. Hoggart 2 2 2.0 0.0 03.03.9735 Water Balance Mod. P.H. von Lany 3 -3 0 0.036 Data proces. exp. D.R. Archer 3 0.2 3.2 3.2 0.0 05.11.9637 CGDM Spec. (GW) W.J. Honijk/tbn 1 1 1.0 0.0 11.01.9738 DB Designer B. van Mourick 0.7 0.7 0.7 0.0 01.12.9639 DSWS Experts vanDijk/Suiker 6 6 5.0 1.0 0.0 Febr.'9840 Monitoring & Eval. J.C. de Goede 2 -2 0 0.041 Sediment Tr. Expert J.J. Peters 3 3 2.0 1.0 0.0 24.03.9742 Advisor GW D.K. Dutt 6 25 31 14.9 8.0 5.0 3.1 0.0 01.06.9643 Advisor Meteo. S.D.S. Abbi 6 15 21 9.1 6.0 3.9 2.0 0.0 01.06.9644 Add. Experts t.b.n. 190 -190 0 0.0

Total Foreign MM 134 8.5 142.5 69.1 33.9 21.8 13.3 4.4 Total Local MM 412 82 494 143.0 115.4 125.3 80.9 29.4 Total TG 2 546 90.5 636.5 212.1 149.3 147.1 94.2 33.8


Task Group 4: Training Services

Budget Reall. Total 96/97 1998 1999 2000 2001 Mobil.No. Designation Name mm mm mm mm mm mm mm mm date1 Team Leader H.J. Wittenberg 40 -4.8 35.2 14.5 10.0 10.0 0.7 0.0 01.09.962 Training Exp.(ST) E. Korsten 2.8 2.8 2.8 0.0 13.06.963 Dpty. TL Training R.L. Qazi 37 7 44 12.3 11.0 11.0 9.7 0.0 22.11.964 Training Exp.(ST) P.B. Sastri 3 3 3.0 0.0 17.06.965 ID specialist G.J. van Reenen 1 -1 0 0.06 Monitoring & Eval. J.C. de Goede 1 -1 0 0.07 Data Validation P.T. Adamson 2 -2 0 0.08 Reservoir Sedim. E. Mosselman 2 -2 0 0.09 SWQual. Trainer C. Hoggart 2 1 3 1.8 1.2 0.0 03.03.97

10 Info. Manag. (SW) D.R. Archer 2 2 1.0 1.0 0.0 05.11.9611 Telemetry A. Willis 2 -2 0 0.012 SWQuan. Trainer R. Harpin 2 -2 0 0.013 Trainer GW (Q & Q) J. Bear 2 -2 0 0.014 Info. Manag. (WQ) S.R. Brown 2 -2 0 0.015 WRM spec. G. Uittenboogaard 1 -1 0 0.016 OOPP spec. J.H. de Goede 1 2 3 0.8 0.7 0.8 0.7 0.0 09.03.9717 Tr. Managem. Spec. t.b.n. (F) 1 1 1.0 0.018 Tr. Systems Spec. t.b.n. (F) 1 1 1.0 0.019 Educ. Design Spec. t.b.n. (F) 0.020 Trainer SW Parida 12 -12 0 0.021 Tr. Hydromet. S.D.S. Abbi 12 -6 6 6.0 0.0 01.06.9622 Training spec. K. Ramana Murthy 12 -12 0 0.023 Trainer GW (Q & Q) D. Kashyap 8 2 10 4.8 3.0 2.2 0.0 Aug. '9724 SW Qual.Trainer H. Joshi/tbn 8 8 4.0 4.0 0.0 June '9725 Training DB Manager V. Jain (**) 22 22 5.5 5.5 5.5 5.5 0.0 01.01.9726 Tr. Managem. Spec. M.K. Chatterjee 13.2 13.2 11.5 1.7 0.0 16.12.9627 Tr. Systems Spec. S. Jagota 42.8 42.8 11.5 11.0 11.0 9.3 0.0 16.12.9628 PR Advisor N. Gokhale/tbn 11 11 3.0 4.0 4.0 0.0 01.01.9829 Training spec. t.b.n. (N) 25 -25 0

Total Foreign MM 60 -12 48 18.1 13.5 15.0 1.4 0.0 Total Local MM 106 54 160 58.6 39.2 33.7 28.5 0.0 Total TG 4 166 42 208 76.7 52.7 48.7 29.9 0.0

TOTAL FOREIGN 289 0 289 116.6 67.4 57.3 32.7 15.0TOTAL NATIONAL 1125 169 1294 411.6 289.1 294.3 223.3 75.7TOTAL PROJECT 1414 169 1583 528.2 356.5 351.6 256.0 90.7


ProposalChange


FIGURE 4.4

STAFFING BARCHARTS

1998

Staffing Barcharts 1998

Staffing Barchart Task Group 1 GENERAL COORDINATION AND MANAGEMENT

No. Designation Name National Foreign 1998 mm mm 1 2 3 4 5 6 7 8 9 10 11 12

1 Team Leader J.G. Grijsen 10

2 Dpty. Team Leader R.K. Visvanath 11

3 SMC - Andhra Pradesh C.L.N. Sastry 11

4 SMC - Gujarat S.C. Sharma 11

5 SMC - Karnataka V. Prasad 11

6 SMC - Kerala V.N. Vappicha/ 9.5 Narayanan

7 SMC - Madhya Pradesh B.B. Ghosh 11

8 SMC - Maharashtra V.P. Shimpi 11

9 SMC - Orissa G.N. Padhi 11

10 SMC - Tamil Nadu S.M. Krishnan 11

11 Facilitator Bid Doc. Kempanna 2

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14.09.98


Staffing Barchart Task Group 2-A SURFACE WATER & HYDROMETEOROLOGY

No. Designation Name National Foreign 1998mm mm 1 2 3 4 5 6 7 8 9 10 11 12

1 Sr. Hydrologist H.J.M. Ogink 9.5

2 Data Processing Expert H. Chowdhary 11

3 Site Selection & Network Expert S.C. Child 2.3

4 Sr. Hydrologist / O&M Expert t.b.n. 5

5 Network Design Experts S. Panda 3G. Sreedharan 9

6 Sr. Hydrologist Dharma Rao 11

7 Advisor Hydrometeorology S.D.S. Abbi 6

8 Sediment Transport Expert J.J. Peters 1

9 Water Resources Planner E.van Beek 0.5

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14.09.98


Staffing Barchart Task Group 2-B GROUNDWATER


1 Sr. Hydrogeologist A. Bein 2.3

2 Sr. Hydrogeologist Dhoolappa 10

3 R & D Expert J. Bear

4 Data Processing Expert Honijk /tbn

5 Data Processing Expert K. Mani 11

6 Data Processing Expert P.C. Naik 6

7 Advisor GW D.K. Dutt 6

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14.09.98


Staffing Barchart Task Group 2-C WATER QUALITY


1 WQ Monitoring Expert R.H. Siddiqi 11

2 Senior Chemist A.N. Khan 8

3 WQ Monitoring Expert P.M.A. Boderie 7.3

Staffing Barchart Task Group 2-D DATABASE AND COMMUNICATION

No Designation Name National Foreign 1998mm mm 1 2 3 4 5 6 7 8 9 10 11 12

1 Database Management Specialist B.W.G. Blok 6

2 Information Specialist P. Mukherjee 11

3 General Database Specialist S. Sangal 11

4 DSWS Expert v. Dijk/Suiker 5

5 GIS Specialist S.Jaggi 4.5

6 IT Specialist M. Bein/Mealins 2

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14.09.98


Staffing Barchart Task Group 3 INSTITUTION DEVELOPMENT

No Designation Name National Foreign 1998mm mm 1 2 3 4 5 6 7 8 9 10 11 12

1 ID Specialist/TM R. van Ommen 9.0

2 ID Specialist N.Bhatt 11

3 ID Specialist R. Pandit 8

4 ID Specialist Kumar Paty 11

5 Procurement Spec. Venkataraman 5

6 LF Expert E. Kroese 1

7 OP Specialist tbn 3

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14.09.98


Staffing Barchart Task Group 4 TRAINING SERVICES


General training support1 Task Manager H. J. Wittenberg 102 Training Manager/ Dep. TM R.L. Qazi 113 Training Database Manager V. Jain 114 Training Management Specialist tbn/pending5 Training Facilitator M.K. Chatterjee 1.76 Training Systems Specialist tbn/pending7 Training Facilitator S. Jagota 118 Educational Design Specialist tbn/pending

Hydrology training9 Information/Data Management Trainer D.R. Archer 110 Groundwater Trainer J. Bear11 Groundwater Trainer (Q&Q) D. Kashyap 312 Surface Water Quality Trainer C. Hoggart 1.813 Surface Water Quality Trainer H. Joshi/ tbn 414 OOPP Specialist J.H. de Goede 0.715 PR Advisor N. Gokhale 5

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14.09.98



FIGURE 4.5

STAFFING BARCHARTS

1999



No. Designation Name National Foreign 1999 mm mm 1 2 3 4 5 6 7 8 9 10 11 12

1 Team Leader J.G. Grijsen 9.0





6 SMC - Kerala K.S.Narayanan 11





11 Facilitator Bid Doc. Kempanna 2.6

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14.09.98




1 Sr. Hydrologist H.J.M. Ogink 6


3 Sr. Hydrologist / D P Expert t.b.n. 11

4 Network Design Experts S. Panda 2.2G. Sreedharan 9.4


6 Advisor Hydrometeorology S.D.S. Abbi 3.9

7 Water Resources Planner E. van Beek 0.8

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14.09.98




1 Sr. Hydrogeologist A. Bein 1

2 Sr. Hydrogeologist Dhoolappa 5.1




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14.09.98




General training support1 Task Manager H. J. Wittenberg 10

2 Training Manager/ Dep. TM R.L. Qazi 11

3 Training Database Manager V. Jain 11

4 Training Management Specialist tbn/pending 1

5 Training Systems Specialist tbn/pending 1

6 Training Facilitator S. Jagota 11

Hydrology training7 Information/Data Management Trainer D.R. Archer 1

8 Groundwater Trainer (Q&Q) D. Kashyap 2.2

9 Surface Water Quality Trainer C. Hoggart 1.2

10 OOPP Specialist J.H. de Goede 0.8

11 PR Advisor tbn 4

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14.09.98



FIGURE 4.6

STAFFING BARCHARTS

2000 - 2001

Staffing Barchart 2000 - 2001


No. Designation Name National Foreign 2000 2001mm mm 1 2 3 4 1 2 3 4

1 Team Leader J.G. Grijsen 14





6 SMC - Kerala K.S. Narayanan 13





Full time Part-time

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17.09.98




1 Sr. Hydrologist H.J.M. Ogink 10


3 Sr. Hydrologist / DP Expert t.b.n. 16


5 Advisor Hydrometeorology S.D.S. Abbi 2

6 Water Resources Planner E. van Beek 1.2



1 Sr. Hydrogeologist A. Bein 0.5




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17.09.98


Staffing Barchart Task Group 2-C WATER QUALITY


1 WQ Monitoring Expert R.H. Siddiqi 18

2 WQ Expert t.b.n 11

3 Senior Chemist A.N. Khan 7

4 WQ Monitoring Expert P.M.A. Boderie 5

Staffing Barchart Task Group 2-D DATABASE AND COMMUNICATION

No Designation Name National Foreign 2000 2001mm mm 1 2 3 4 1 2 3 4

1 Database Management Specialist B.W.G. Blok 1

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17.09. 98


Staffing Barchart Task Group 3 INSTITUTION DEVELOPMENT

No Designation Name National Foreign 2000 2001mm mm 1 2 3 4 1 2 3 4

1 ID Specialist/TM R. van Ommen 14

2 ID Specialist N. Bhatt 16

3 Organ. Specialist Ramakrishnan 10

4 ID Specialist Kumar Paty 10

5 Procurement Spec. Venkataraman 1



1 Task Manager H. J. Wittenberg 1

2 Training Manager/ Dep. TM R.L. Qazi 10

3 Training Database Manager V. Jain 11

4 Training Facilitator S. Jagota 9

5 OOPP Specialist J.H. de Goede 0.7

6 PR Advisor tbn 4

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17.09.98


5 Procurement and project offices

5.1 Establishment of Delhi office

The (temporary) Delhi Office shifted on 18th August 1997 to the permanent office in thebuilding of the CSMRS (part of MoWR) in Delhi, where a space in the order of 400 m2 hasbeen allotted to the Project, including space for the PCS. The allotted office and adjacenttoilets have been rehabilitated completely; civil works through a private contractor andelectrical works through CPWD. The work of rehabilitation started only in February 1997and was completed by the end of July 1997. A central AC system, a large capacitygenerator and a small LAN have also been established. The new office suitablyaccommodates the placement of about 25 experts with supporting staff.

5.2 Establishment of State offices

The Project operates fully furnished and equipped small offices in all eight participatingStates. One car has been provided to all State Management Consultants (SMC). E-mailconnections have been established with all SMC offices.

5.3 Equipment for Delhi and State offices

An inventory of equipment procured till date for the Delhi and SMC offices is given in thefollowing tables. In total 15 desktop and 20 laptop computers have been procured for theDelhi office, along with 7 small printers and two high capacity laser printers. A small network(LAN) has been established for sharing of printers, data files, software, email, etc. Throughinternal training courses all experts were made familiar with the use of computers andMSOffice software, while some experts and secretaries have received advanced training indesktop publishing, MS-Project, etc. E-mail and Internet facilities and a heavy-dutyphotocopier have also been provided.

S.NO DESCRIPTION QTY UNITVALUE (RS.)

VEHICLES1 MARUTI ESTEEM-VX/DL-3CH-6937 1 483599.00 483599.002 MARUTI ESTEEM-VX/DL-3CH-7066 1 483599.00 483599.003 MARUTI ESTEEM-VX/DL-3CH-9197 1 491662.00 491662.004 MARUTI ESTEEM-VX/DL-3CH-9361 1 491662.00 491662.005 MARUTI ESTEEM-VX/DL-6CB-0568 1 509864.75 509864.756 MARUTI ESTEEM-VX/DL-3CB-0869 1 509865.00 509865.00

2970251.75

OFFICE EQUIPMENT1 P-586 WIPRO ACER COMPUTER 4 87000.00 348000.00

WITH CD ROM2 486DX2 COMPUTER 2 57000.00 114000.003 LAPTOP (COMPUTERS) 2 133333.33 266666.664 HP LASER PRINTER-5 1 66750.00 66750.005 HPDJ 690 PRINTERS 6 17000.00 102000.006 HP DJ 820 C/X PRINTER 1 19000.00 19000.007 UPS 1KVA 1 24000.00 24000.008 PRINT SHARING DEVICE 4:1 SWITCH 1 1500.00 1500.009 AIRCONDITIONER 1.5 TON WINDOW 1 22500.00 22500.0010 AIRCONDITIONER 1.5 TON SPLIT UNIT 2 33500.00 67000.0011 AIRCONDITIONER 2 TON SPLIT UNIT 1 41500.00 41500.00 12 STABILIZER FOR A/C 3 2240.00 6720.0014 STABILIZER 5KVA-FOR A/C 1 2800.00 2800.0015 PHOTOCOPIER-MODI XEROX 1 121085.00 121085.0016 MS-OFFICE PROFESSIONAL 4.3 1 17250.00 17250.0017 FAX MACHINE (SALORA KXF 2510B) 1 21000.00 21000.0018 AQUA GUARD (WATER PURIFIER) 1 5290.00 5290.0019 EPABX (CROMPTON & GREAVES) 1 18750.00 18750.0020 CVT WITH 2 BATTERIES FOR EPABX 1 4500.00 4500.0021 GENERATOR (BIRLA YAMAHA) 1 30000.00 30000.0022 GODREJ REFRIGERATOR 1 8200.00 8200.0023 VIRUS INTERCEPTOR SOFTWARE 1 2400.00 2400.0024 MODEM-FAX 1 13200.00 13200.0025 E-MAIL SOFTWARE 1 2500.00 2500.0026 UPS 1KVA 2 21000.00 42000.0027 COMPAQ DESKTOP COMPUTERS 6 81090.00 486540.0028 COMPAQ LAPTOP 5 111000.00 555000.0029 CD-ROM I-UNIT(EXTERNAL) 1 10600.00 10600.0030 PRINTER SHARER DEVICE 4:1 4 1200.00 4800.0031 HEAT CONVECTORS 8 1125.00 9000.0032 UPS 1KVA 3 20000.00 60000.0033 IBM LAPTOPS 5 119900.00 599500.0034 OVERHEAD PROJECTOR 1 24910.00 24910.0035 COLOR MONITORS FOR LAPTOPS 3 10770.00 32310.0036 KEY BOARDS 3 950.00 2850.0037 MICROWAVE OVEN 1 12690.00 12690.0038 ANTI-VIRUS SOFTWARE 1 2530.00 2530.0039 O.H.VIDEO PROJECTOR(IMPORTED) 1 324945.17 324945.1740 AIRCONDITIONER SPLIT 1 52890.00 52890.0041 COMPAQ LAPTOPS 3 107916.00 323748.00 42 COMPAQ DESKTOPS 3 68238.00 204714.0043 UPS 1KV 2 19000.00 38000.0044 STAND/COVER FOR OHP SCREEN 1 2688.00 2688.0045 LAPTOP COMPUTER 1 94500.00 94500.0046 EPBAX SYSTEM-TATA TELEPHONE 1 153000.00 153000.0047 PHOTOCOPIER 1 453000.00 453000.0048 LAPTOP COMPUTERS 2 89500.00 179000.0049 LAPTOP COMPUTERS 1 115000.00 115000.0050 FIRE EXTINGUISHER 1 1350.00 1350.0051 FAX MACHINE 1 26000.00 26000.0052 A/CS-1.5TON-1 & 2TON - 2SPLIT 3 159454.00 159454.0053 A/CS-7.5 TRS - 4 UNITS WITH DUCT 4 895833.00 895833.0054 TELEPHONE INSTRUMENTS 8 2827.00 22616.0055 ANALOG CARD - TELEPHONE 1 10000.00 10000.0056 MOUSE - 2UNITS 2 1050.00 2100.0057 TELEPHONE INSTRUMENTS 11 635.00 6985.0058 EXHAUST FAN 1 2650.00 2650.0059 ALUMINIUM LADDER 1 1348.00 1348.0060 SCANNER 1 14500.00 14500.0061 PORTABLE PRINTER 1 13500.00 13500.0062 HAND-DRIER 1 5428.00 5428.0063 ELECTRONIC DOOR LOCKER 1 6800.00 6800.0064 1.2 MB FLOOPY DRIVER 1 1600.00 1600.0065 NETWORK MATERIALS - 269818.00 269818.0066 FIRE EXTINGUISHER 3 5250.00 5250.0067 VACUME CLEANER 1 5990.00 5990.0068 UPS 0.450 VA 1 17000.00 17000.0069 COLOR MONITOR 17" 2 25000.00 50000.0070 CD WRITER 1 26000.00 26000.0071 UPGRADATION COST RAM ETC. - 41000.00 41000.0072 4.3GB HARD DISK DRIVE 1 13000.00 13000.0073 ANITI-VIRUM SOFTWARE-SOLMON 1 18135.00 18135.0074 EXTERNAL MODEM-RVO LAPTOP 1 5800.00 5800.0075 CRYSTAL REPORT SOFTWARE 1 11000.00 11000.0076 DOTMATRIX PRINTER - 132CLMN-NEC 1 12000.00 12000.0077 WATER COOLER 1 21950.00 21950.0078 COMPAQ NOTE BOOK 1220 1 119000.00 119000.0079 UPGRADATION COST RAM ETC. 1 75200.00 75200.00

6972133.83

TOTALVALUE (RS.)

INVENTORY STATUS AS OF 31.09.1998 (NEW DELHI OFFICE)

S.NO DESCRIPTION QTY UNITVALUE (RS.)

TOTALVALUE (RS.)

op FURNITURE AND FIXTURES CHAIRS1 EXECUTIVE CHAIRS 5 3136.00 15680.003 COMPUTER CHAIRS WITHOUT ARMS 2 1680.00 3360.004 CAPSULE CHAIRS WITH ARMS 6 924.00 5544.005 VISITORS CHAIR 16 1434.00 22944.006 COMPUTER CHAIR 1 1506.00 1506.00

TABLES1 COMPUTER TABLE (4'X2') 1 3773.00 3773.002 COMPUTER TABLE (3'X2') 1 2218.00 2218.003 OFFICE TABLE 72" 1 3920.00 3920.004 OFFICE TABLE 60" 2 3401.00 6802.005 OFFICE TABLE 54" 15 2800.00 42000.006 COMPUTER TABLE 1 2088.00 2088.00

ALMIRAH & SHELVES1 STEEL ALMIRAH WITH LOCKER 1 2150.00 2150.002 WOODEN RACKS 9 25220.003 SHELVES(FIXED AS ALMIRAHS) 4400.004 BOOK-SHELF 1 1700.005 FIXTURES (VENITION BLINDS) 1 47000.006 ALMIRAH 2 AND 1 RACK 3 8980.007 CASHBOX 1 1455.008 2 BOOKSHELVES AND 1 ALMIRAH 3 9036.009 CHAIRS AND TABLES 54208.0010 WOODEN RACKS AND ALMIRAHS 116469.0011 WOODEN ALMIRAHS/RACKS 46474.0012 WOODEN BATTERY BOX 1 1850.00

428777.00

MISCELLANEOUS ITEMSKITCHEN KIT/CURTAINS/ETC 30000.00

GRAND TOTAL 10401162.58

CONSOLIDATED STATEMENT OF ASSETS (STATE MANAGEMENT OFFICES)

AS OF 30.09.1998

S.NO PARTICULARS GUJARAT KARNATAKA ORISSA TAMILNADU TRIVANDRUM MADHYA PUNE ANDHRA TOTAL SMCPRADESH PRADESH EXPENSES

1 VEHICLES-CAR WITH A/C 340300.00 376320.00 331800.00 383370.00 345066.00 329928.00 370385.00 348074.00 2825243.00

2 OFFICE EQUIPMENT

COMPUTER & PERIPHERALS 83700.00 114908.00 74496.00 80000.00 115878.00 81800.00 74900.00 89520.00 715202.00UPGRADATION COST 6900.00 8000.00 25200.00 21500.00 17750.00 19935.00 21850.00 9158.00 130293.00REGRIGERATOR 9000.00 10450.00 10000.00 9950.00 8395.00 9300.00 9900.00 9440.00 76435.00FAX MACHINE 19500.00 19500.00 22848.00 19500.00 20000.00 18125.00 19500.00 19500.00 158473.00PHOTOCOPIER 127139.00 123507.00 123507.00 121885.00 121085.60 125929.00 123507.00 123507.00 990066.60AQUA GUARD 5725.00 NOT NEEDED 5540.00 5540.00 5530.00 5540.00 5540.00 6426.00 39841.00GENERATOR(OR)INVERTOR NOT NEEDED NOT NEEDED 23470.00 25450.00 11600.00 23850.00 24320.00 23850.00 132540.00AIRCONDITIONERS 86000.00 NOT NEEDED 120762.00 88050.00 104880.00 92602.00 82038.00 112132.00 686464.00E-MAIL MODEMS 11500.00 11500.00 10750.00 11500.00 7600.00 10750.00 11500.00 11500.00 86600.00TELEPHONE 15000.00 15000.00 PERS.PHONE 15000.00 15000.00 15000.00 NOT NEEDED 15000.00 90000.00

3 FURNITURE & FIXTURE 57727.00 61266.00 83139.00 58709.00 75000.00 52118.00 71505.00 63496.00 522960.00GRAND TOTAL 762491.00 740451.00 831512.00 840454.00 847784.60 784877.00 814945.00 831603.00 6454117.60


6 Budgets for 1999 and beyond

6.1 Staffing budget

Detailed budget tables for the staffing budget (the 17 million budget) have been preparedseparately for 1998 and 1999 and for the period beyond 1999. These tables, which aresubmitted under separate cover to RNE, cover the cost related to staff months, includingremunerations and direct costs such as daily allowances, house rent, school fees, lodgingand furnishing. Details are included on a quarterly basis, as realised or planned for theperiod till December 1999, and on annual basis for the period beyond 1999. The plannedbudgets follow directly from the staffing schedules. The proposed staffing plan for theentire period of the project is commensurate with the available total budget, includingcontingencies (ref. Table 6.1).

6.2 Reimbursable expenditures

Planned and realised expenditures under the 10 million budget are also submitted underseparate cover to RNE for the entire project period. All major expenditures for officeequipment, vehicles and office establishment were completed in 1997. Recurring costsare estimated on the basis of experience gained till date. A provision has been made forthe out-sourcing of the production of WQ training modules as discussed in Sections 3.7.6and 3.9.3. The 10 MDfl budget for the entire project period shows an expected saving of1.2 MDfl against the contract value of 9.5 MDfl (ref. Table 6.2).

6.3 Budget for overseas tours and training (OTT)

The total amount for training and study visits abroad is 1.2 MDfl including airfares, lodging,DSA, course subscription and other relevant costs. The costs are reimbursed on basis ofactual expenditure statements. The first two study tours took place in October 1997. ThreePG-training programmes are implemented during 1998. Two additional study tours werealso planned for late 1998, but these were shifted to 1999. The main reason is that theorganisation of study tours and PG (overseas) programmes has appeared to be extremelytime consuming for TG4. Therefore, these programmes should not overlap, lest other TG4activities would get too much delayed. Consequently part of the OTT budget for 1998 wasshifted to 1999 (ref. Table 6.3). An overseas training programme for 7 officers of CWCand Govt. of Gujarat has also been planned for 1999, as part of the “HIS demonstrationstudy” discussed in Section 3.4.3. The small remaining budget is kept as a provision forindividual placements in international hydrology events.

Table 6.1 Summary of staffing budget

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Consultancy budget K4332.17 9 Budget Proposal Planned Planned 1999 Total Planned Planned Budget DGIS Description 1999 1996-99 1996--98 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1999 1996--99 2000 2001 1996-2001 Proposalcode 1996-2001301 1 Ti N th l d 108 024 17 701 17 701 14 524 14 524 64 449 172 473 16 095 8 805 197 373301.1 Time Netherlands 108,024 17,701 17,701 14,524 14,524 64,449 172,473 16,095 8,805 197,373302.1 Time ST 235,055 2,593,222 1,698,908 216,616 296,659 203,550 146,739 863,564 2,562,472 607,680 211,311 3,381,463 2,803,291302.2 Time LT 1,214,105 5,814,911 3,864,215 323,239 288,077 197,665 227,949 1,036,929 4,901,143 596,326 360,309 5,857,779 6,674,995302.3 Local Consultants 967,951 3,643,496 2,695,282 343,316 301,592 303,821 261,850 1,210,578 3,905,860 945,740 325,632 5,177,231 4,406,729302.4 Local Support Staff 140,814 496,088 344,515 35,195 35,195 35,195 35,195 140,778 485,293 145,002 74,676 704,970 675,400303.1.6 Luggage 23,730 23,730 23,730303.2.1 DSA New Delhi 69,056 416,619 310,368 48,202 53,661 39,641 30,313 171,817 482,185 99,179 28,824 610,188 469,003303.2.1 DSA Elsewhere 35,807 216,965 60,387 3,016 3,016 63,402 13,610 4,124 81,136 244,128303.6.1 Lodging 76,500 76,500 76,500 76,500 76,500303.6.2 Furnishing House 60,000 59,349 59,349 59,349 60,000303.6.3 House Rent 91,812 525,794 519,894 24,000 25,000 67,000 17,000 133,000 652,894 30,000 8,000 690,894 583,220303.7 Living Allowance 66,685 351,867 248,450 25,122 22,526 14,266 16,944 78,857 327,307 44,208 26,816 398,330 394,068303.8.1 School Fees 44,267 206,763 98,482 35,000 35,000 133,482 18,000 151,482 233,365Total 2,865,552 14,402,225 10,108,103 1,033,389 1,078,425 875,660 750,513 3,737,988 13,846,091 2,515,838 1,048,496 17,410,425 16,620,699

Contingencies 5% 790,301Total 17,411,000

Table 6.2 Summary of reimbursable expenditures

Budget Summary (1996-2001)

Description Budget Planned Remaining Budget

Amount 1996-98 1999 1996-99 2000 2001 1996-2001 Amount %A. Management Fee

Management/Administration Fee 357,544 168,256 63,096 231,352 63,096 63,096 357,544B. Office establishment at Delhi

Fixed Cost 489,000 336,804 6,000 342,804 2,000 2,000 346,804 142,196 29.1Recurring Cost 1,103,600 677,757 344,000 1,021,757 290,000 195,000 1,506,757 -403,157 (36.5)

C. Office Establishment at 8 states Fixed Cost 1,226,000 213,432 71,000 284,432 78,000 57,000 419,432 806,568 65.8Recurring Cost 930,000 126,846 127,000 253,846 118,000 68,250 440,096 489,904 52.7

D. Travel/Transportation & DSA International Travel 560,000 217,074 75,000 292,074 60,000 30,000 382,074 177,926 31.8O&M of Vehicles/Hire charges 1,465,500 665,508 177,000 842,508 160,000 110,000 1,112,508 352,992 24.1Inland Travel 2,107,700 1,358,775 680,000 2,038,775 590,000 350,000 2,978,775 -871,075 (41.3)

E. Equipment Computers/Printers/Software 412,000 299,419 98,000 397,419 55,000 19,000 471,419 -59,419 (14.4)Other Office Equipments 227,000 159,760 4,000 163,760 2,000 1,500 167,260 59,740 26.3O&M all equipments 188,650 40,321 26,000 66,321 30,000 10,000 106,321 82,329 43.6

Total 9,066,994 4,263,950 1,671,096 5,935,046 1,448,096 905,846 8,288,988 778,006 8.6

Contingencies 5% 453,006 453,006

TOTAL BUDGET 9,520,000 1,231,012

Table 6.3 Budget Overseas Study Tours

Total budget Invoiced Invoiced 1998 Planned 1998 Planned Planned 1999 Planned RemainingDescription Unit Qty Rate amount 1997 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1998 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1999 Budget

1 Study Tours(4 tours/50 Nominations planned)

1 International roundtrips tickets 50 3,000 150,000 51,224 60,000 60,000 38,776Airport taxes, visa, insurances travel docs 50 300 15,000 2,712 4,000 4,000 8,288

1 Out of Pocket expenses day rate 750 60 45,000 19,800 21,000 21,000 4,200Board and Lodging full board 750 250 187,500 49,849 31,234 31,234 80,000 80,000 26,417

1 Local Transport (car, driver) day rate 60 1,250 75,000 8,538 11,469 11,469 25,000 25,000 29,9931 Fees (Hosting organisations) hosting cost 40 1,500 60,000 20,801 13,171 13,171 30,000 30,000 -3,972

Fees(facilitator in India) day rate 40 50 2,000 2,000Fees (tour manager) day rate 60 750 45,000 12,787 16,011 16,011 30,000 30,000 -13,798

Subtotal (A) 579,500 165,711 71,885 71,885 250,000 250,000 91,904

2 Post graduate training 2 International roundtrips tickets 40 2,500 100,000 30,000 60,000 90,000 14,000 6,000 20,000 -10,000

Airport taxes, visa, insurances travel docs 40 500 20,000 3,000 6,000 9,000 2,000 1,500 3,500 7,5002 All in DSA day rate 1,600 200 320,000 99,000 198,000 297,000 28,000 6,000 34,000 -11,0002 Course Fee subscription 40 2,500 100,000 52,000 104,000 156,000 26,000 3,000 29,000 -85,0002 Fees (facilitator in India) day rate 20 50 1,000 1,000

Fees (management, extra coaching) day rate 20 1,500 30,000 7,000 14,000 21,000 3,000 3,000 6,000Local transport & Communication 7,000 14,000 21,000 3,000 1,500 4,500 -25,500Field visits 8,000 16,000 24,000 -24,000

Subtotal (B) 571,000 206,000 412,000 618,000 76,000 18,000 94,000 -141,000

Total (A) + (B) 1,150,500 165,711 71,885 206,000 412,000 689,885 76,000 250,000 18,000 344,000 -49,096

3 Contingencies (5%) 49,500 49,500

TOTAL - OTT 1,200,000 165,711 71,885 206,000 412,000 689,885 76,000 250,000 18,000 344,000 404


Annex - 1

List of Reports and Manuals

1. Contractual Reports

1. Inception Report (September 1996).2. Annual Programme and Budget for 1997 (November 1996).3. Semi Annual Progress Reports (April 1997, May 1998).4. SAPR and APBs October 1997 (with clarification memorandum in January

1998) and October 1998.

2. Technical Specifications and Standardization

1. Specifications of Equipment (SW) (July 1996).2. Specifications of Equipment (GW) (September 1996).3. Equipment Specifications (GW and SW, comprehensive update August

1998.4. Specifications for DWLR equipment (February 1997 and February 1998).5. Design document for Data Centre and Data Processing Centres (SW and

GW) (April 1997).6. Specifications and Tender Documents for dedicated GW data processing

software and hardware (January 1998).7. Specifications for dedicated SW data processing software (December

1997).8. Model bidding document for procurement of DWLR (GW) (March 1998).9. Data Processing and Data Storage Centres; Staffing and Layout (March

1998).10. Model Proforma for R&D study proposals (March 1998).11. Staff Requirements and Job Descriptions for Operation of Hydrological

Information System, April 1998.12. Standard Analytical Procedures for water analysis, Draft Version 1.0,

August 1998.

3. Manuals and Guidelines

1. Guidelines for site selection (SW stations).2. Manual of Hydrological Field Measurement and Data Processing Practices,

Vol. I and II - First Draft (April 1997).3. Analytical Quality Control - A within Laboratory exercise (May 1997).4. Surface Water Quality Network Design Guidelines and an Example (June

1997).5. GW Sampling for purpose built observation wells (October 1997).6. HIS-GW Data Entry Software (HIS-GWDES-I), User’s Manual (November

1997).7. Positioning and leveling of observation wells in reference to geographical

and mean sea level (June 1997).8. Guidelines for implementation of piezometers (July 1998)9. Application Guidelines for Groundwater Data Processing Centres (draft

August 1998).10. Groundwater Quality Monitoring; Objectives, Networking and Data

Acquisition (March 1998).11. Guidance on the design of cableways (October 1998).

4. Workshop Documents


1. Water Quality Standardization WorkshopVolume 1: Laboratory design, SOPs, equipment specifications, and staffrequirements and training (December 1996).Volume 2: Analytical methods (December 1996).

2. Workshop document on Standards for Groundwater Monitoring, Processingand Data Dissemination (January 1997).

3. Proceedings of the GW workshop on Standards for Data AcquisitionProcessing and Dissemination (March 1997).

4. Summary reports of internal workshops (March and October 1997, April andNovember 1998).

5. Proceedings of Technical Meeting on Review of Standards for Collection,Storage and Processing of Surface Water Data (June 1997).

6. Document for Introduction and Demonstration Session on HIS-GW DataEntry Software (HIS-GWDES) (August 1997).

7. Findings of Within-laboratory AQC, first round 1997 (February 1998).8. Procurement procedures for WB aided HP (May 1998).9. Technical Workshop on DWLR, Chennai (September 1998)

- ICB Document preparation and Evaluation- DWLR Specifications and Acceptance and Verification tests- Equipment selection and civil works for DWLR (SW)- Installation, training, operation and performance monitoring

5. Training Documents

1. Catalogue of postgraduate training in India. Revised edition, January 1998.2. Catalogue of study tour sites in India. Revised edition, March 1998.3. Directory of active HP trainers. First edition, September 1998.4. Directory of active HP training institutes. First edition, September 1998.5. Status report of HIS courses. Monthly updates.6. Example training modules in meteorology and water quality, for trainers and

external producers.7. How to develop a training programme. Training module in ToT-I course,

revised edition, September 1998.8. How to manage a training programme. Training module in ToT-I course,

revised edition, September 1998.9. Communication skills. Training module in ToT-I course, revised edition,

September 1998.10. Review and detailed planning of data collection training. Training module for

ToT-II course, August 1998.11. Training history. Track record of all training deliveries, with monthly

updates.12. Training coverage reports. Combined staffing, posting and training

summaries for all States and Central Organisations. Data loading and GISdata mapping in progress.

13. SW Data processing training modules (draft).14. WQ training modules (draft).


6. HIDAP

1. HIDAP - Initial Planning Meetings.2. HIDAP - Consolidation Meeting.3. Final HIDAP documents for all States.4. Model HIDAP (June 1998).5. Reporting formats on project progress for SW & GW (September 1998).

7. MIS

1. An approach to project Monitoring MIS for the Hydrology Project.2. Consolidation of Project monitoring concepts.3. Instructions for filling up quality inputs.4. Instructions for filling up Annual Plan.5. System Manual and User Guide.6. Input Forms.7. Output Reports.8. Concept of dedicated state/agency MIS.

8. HIS

1. HIS database and data dissemination, concepts and issues.2. Provisional data dictionary for the data base system.3. Note on issues related to communication systems (February 1997).4. HIS Presentation.

9. Publications (presented during Seminars/Conferences/Workshops)

1. GW Quality Monitoring Objectives, Networks and Data Acquisition - A. Bein,P. Boderie, C. Hoggart (Nagpur - September 1997).

2. Network for Riverflow Measurements – C.L.N. Sastry (Hyderabad - July1997).

3. Approach to Computerisation of GW Data under the HP - K.A.S. Mani(Hyderabad - July 1997).

4. GW Quality Monitoring Objectives, Networks and Data Acquisition - A.Bein, P. Boderie, C. Hoggart (CGWB-Bangalore - October 1997).

5. Upgrading Groundwater Monitoring Infrastructure in the State ofMaharashtra under the Hydrology Project – K.A.S. Mani (Nagpur, October1998)

Annex-2HP Training History

Date Training courses and events Place & provider Participantsfrom totals

March 1996

8 - 9 Workshop World Bank procurementprocedures

WB, Bangalore CWC(8) 38

July 19964 - 5 Workshop World Bank procurement

policy and proceduresCTU, Pune CWC (18) 66

? Post Graduate Course on ?? IIT, Roorkee Maharashtra 2

August 199626/8 -7/9 GW Observers course # 1 WALAMTARI, Hyderabad Andhra Pradesh 23

October 19968 - 9 Workshop Establishment of data centres NDC, Pune ?? ??

November 199627 - 30 Basic computer awareness #1 WALMI, Anand Gujarat 16

December 19969 - 10 Workshop Water quality standardization ESC, Hyderabad All States, CWC (8),

CGWB51

10 - 13 Basic computer awareness #2 WALMI, Anand Gujarat 1312 - 13 Workshop HIS and project management ESC, Hyderabad ?? ??16/12 - 10/1 Meteo Observers training # 1 IMD, Pune Maharashtra 25

January 19976 - 7 Workshop World Bank procurement

proceduresCSMRS, New Delhi CWC(40), CGWB (5),

MP(6), KA(6), AP(3),TN(3), OR(3), Guj(4),KE(2)

72

7 - 10 Workshop for field observers on rivergauges

WALMI, Anand Gujarat 31

20 - 31 Hydrological modeling NIH, Roorkee KA(2)20/1 – 7/2 Computer appreciation course ??, Hyderabad ?? ??21/1 -1/2 GW observer Course # 2 WALAMTARI, Hyderabad Andhra Pradesh 2727/1 - 21/2 Hydromet Observers course # ?? IMD, Pune Gujarat 2428 - 30 Workshop Standards for GW monitoring,

data processing and disseminationIndian Institute of Science,Bangalore

CGWB, MP(5), AP(4),TN(2), OR(3), Guj (2),KE(1), KA(13)

25 ?

February 199726/2 –1/3 Training skills for faculty #1 Consultants at CTU Pune CWC faculty

March 19973/3 - 27/3 Hydromet Observers training # 2 IMD, Pune Maharashtra 303/3 - 11/4 SW training of trainers #1 CTU, Pune TN(2), other States,

CWC24

7 - 27 Basic computer course # 1 IMTI, Trichy Tamil Nadu 831/3 - 12/4 Basic computer course #1 OCAC, Bhubneshwar Orissa 1031/3 - 14/4 Basic computer course # 1 (GW staff) NIC Hyderabad Andhra Pradesh 15

April 199721/4 - 16/5 Hydromet Observers training # ?? IMD, Pune Gujarat 2330/4 - 2/5 Workshop on standards for SW field

observations and data processingCICSR, IIT, Chennai Tamil Nadu (8),

Karnataka (4), CWC20

May 19975 - 30 Meteo for observers #1 IMD, Chennai Tamil Nadu 275 - 19 SW Observers course # 1 Irrigation Deptt, Satara Maharashtra 255 - 16 Basic computer course # 2 IMTI, Trichy Tamil Nadu 97 - 31 Basic Computer Course # 1 IMG, Trivandrum Kerala 2412/5 - 20/6 GW Training of trainers #1 RGI, Raipur All States, CGWB 1919 - 29 Basic computer course # 1 WALMI, Dharwad Karnataka 8

June 19972 - 27 Meteo for observers course # 3 IMD, Pune Maharashtra 282 - 13 Meteo for observers course # 1 ESC KR Sagar Karnataka 113 - 14 Basic computer course # 1 (SW) WALAMTARI, Hyd’bad Andhra Pradesh 129 - 21 Basic Computer Course # 2 OCAC, Bhubneshwar Orissa 199/6 - 8/7 SW Supervisors course # 1 ESC KR Sagar Karnataka 1017 - 28 Basic computer course # 2 (SW) WALAMTARI, Hyd’bad Andhra Pradesh 1223/6 - 11/7 Basic computer course # 2 WALMI, Dharwad Karnataka 7

July 19971 - 12 Basic computer course # 3 IMTI, Trichy Tamil Nadu 104/8 - 3/9 Basic computer course # 2 Institution of Engineers,

AhmedabadGujarat 6

4/8 - 6/9 Basic computer course # 3 ACT, Palanpur Gujarat 14? PG course ???? ,Roorkee Andhra Pradesh 2? PG course IIT & Roorkee Maharashtra 34 - 14 Basic computer course # 1 IMTI, Trichy Tamil Nadu 97/7 – 14/8 Meteo for supervisors # 1 IMD, Pune MA(5), TN(3), AP(3),

MP(3), GU(5), KA(3)22

7 - 30 Basic computer course # 2 IMG, Trivandrum Kerala 249/6 - 21/6 Basic computer course # 2 OCAC, Bhubneshwar Orissa 1014 - 17 SW & GW Quality Training of Supervisor

Course # 1WALMI Laboratory,Anand

Gujarat 19

28 - 31 General computer awareness WALMI, Anand Gujarat 2030/6 - 10/7 Basic computer course # 2 IMD, Pune IMD 36

August 19971 - 14 GW field staff training # 1 WALMI, Aurangabad Maharashtra 251 - 12 Basic Computer Course # 3 IMG, Calicut Kerala 94 - 16 Basic computer course # 2 (GW) WALAMTARI, Hyderabad Andhra Pradesh 184 - 14 Basic Computer Course # 4 IMTI, Trichy Tamil Nadu. 96 - 7 GW Data entry # 1 ESCI, Hyderabad AP (2), Orissa (2),

CGWB (4)8

13- 22 SW Quality Chemical Ass’ts course # 1 KGO - WQ Laboratory,Hyderabad

All 8 States, CWC 20

18/8 - 20/9 GW Training of Trainers # 2 RGI, Raipur All States 1718/8 - 5/9 Meteo for observers # 1 IMD Pune Gujarat 2418 - 30 GW Observers course # 3 WALAMTARI, Hyderabad Andhra Pradesh 2018 - 30 GW field staff training # 2 ??? , Maharashtra 2518 - 19 GW Data entry # 2 JC College of Engg.,

MysoreKarnataka ( ), Kerala ( ),CGWB ( )

10

21 - 22 GW Data entry # 3 ACT in Ahmedabad MP, GUJ, MAH andCGWB

13

26/8 - 6/9 SW Supervisors course # 1 KERI, Peechi Kerala 2226 - 30 SW & GW Quality # 2 for supervisors

courseWALMI Laboratory inAnand

Gujarat 18

27/8 - 4/9 SW Quality Chemical Assistants course# 2

KGO lab, H’bad All 8 States, CWC 20

September 971 - 19 Meteo for observers # ? IMD, Bhopal Madhya Pradesh 341- 19 Meteo for observers # 2 IMD, Chennai Tamil Nadu 182 - 26 SW Training of trainers # 2 CTU, Pune Tamil Nadu(2), other

States, CWC20

4 - 10 GW field staff training Arippa Forest TrainingCentre at Trivandrum

Kerala 22

8 - 26 Hydromet Observers training WALAMTARI, Hyderabad Andhra Pradesh 2010 - 18 SW Quality Chemical Ass,ts course # 2 at KGO- WQ Laboratory,

HyderabadAll 8 States, CWC 19

10 - 30 SW supervisors #2 ESC KR, Sagar Karnataka 1115 - 26 Basic computer course # 1 NIH, Roorkee Gujarat (2), Orissa (1) ?18 - 30 GW field staff training # 3 WALMI, Aurangabad Maharashtra ?22/9 - 10/10 Hydromet observers training course # 4 IMD, Pune Maharashtra 2122/9 -4/10 GW observer course # 4 WALAMTARI, Hyd’bad Andhra Pradesh 2025 - 27 International symposium Emerging

trends in hydrologyUniversity of Roorkee ?? ??

October 199712 - 26 Overseas Study Tour #1 GW various organizations in

NL and UKAll States, CGWB 12

13/10-5/10 GW Observers/Supervisors #5, WALAMTARI, Hyd’bad Andhra Pradesh 2014 - 23 SW observers course # 1 Guest house of Irrigation

Department, RaipurMadhya Pradesh 15

14 - 23 GW observers/supervisors # 1 Laboratory of IrrigationDepartment, Raipur

Madhya Pradesh 10

14 - 24 WQ SW sampling for sub-engineers # 1 at GWS, Sagar Madhya Pradesh 1015 - 25 Basic computer skills # 1 NIH, Roorkee All States, except KE

and TN11

19/10 - 2/11 Overseas Study Tour # 2 (SW/WQ) various organizations inNL and UK

All States, CWC & IMD 13

24/10 HP Workshop Methodology of qualitymonitoring & data dissemination to users.

CGWB SE Region,Bangalore

CGWB, All States 100

November 19973 – 22 SW supervisors # 3 ESC, Sagar Karnataka 125 – 20 Basic computer skills for SW staff # 1 NIC, Bhopal Madhya Pradesh 1010 - 28 Meteo # ? for observers IMD, Pune Gujarat 2811/11- 19/12 WQ Chemist training (level II) # 1 CWC Lab., H’bad (with

Osmania Un. and EPTRI)All 8 States and CWC. 18

17 - 26 SW observers couse # 2 Irrigation Deptt, Satara Maharashtra 2617 - 28 GW field staff training # 4 WALMI, Aurangabad Maharashtra 2617/11 - 12/2 Meteo for observers # 3 IMD, Chennai Tamil Nadu 1824/11 - 5/12 SW observer course # ?? WALMI, Anand Gujarat 2024/11 - 6/12 GW observers course # 6 WALAMTARI, Hyderabad Andhra Pradesh 2224/11 -12/12

Basic computer skills # 3 WALMI, Dharwad Karnataka 11

26/11 - 6/12 Basic computer skills # 1 (GW staff) WALMI, Bhopal Madhya Pradesh 9

December 19971 - 6 SW observers # 1 WALMI, Cuttack Orissa 141 - 6 SW observers course # 3 WALMI, Aurangabad Maharashtra 242 - 12 SW supervisor course # 2 KERI, Peechi Kerala 182 - 24 Training of SW trainers #3 CTU in Pune TN(1), other States,

CWC15

3 - 23 Meteo for observers # 1 IMD at WALMI, Dharwad Karnataka 166 - 9 Basic computer course # ?? WALMI, Anand Gujarat 198 - 12 GW observers/supervisors course # 2 FRI, Areeppa Kerala 188 - 19 GW observers/supervisors # 1 Remote Sensing Inst.,

Anna University, ChennaiTamil Nadu 20

8 - 26 Meteo # ? for observers IMD, Pune Maharashtra 2110 - 16?? Special AWLRS-DRS training # 1 In-Situ (USA) at Ins. of

Engineers, Hy’badAndhra Pradesh 15

??

12/12 – 2/1 Computer appreciation & datamanagement

M&ERO, Bhubaneswar CWC 24

12 - 23 SW observers training # 1 C&SRO, Coimbatore TN CWC SouthernRivers Division, SRD

15

12 - 24 GW field staff training # 5 WALMI Aurangabad Maharashtra 3415 - 18 GW observer course # 3 Forest Research

Institute, AreeppaKerala 17

15 - 24 SW observers course # 4 Irr. Department, Satara Maharashtra 2215 - 26 Basic computer course #5 IMTI, Trichy Tamil Nadu 1016 - 24 GW field observers course # ?? WALMI, Anand Gujarat 1317- 19 CWC-SW observers course # ?? N&TBO / GERI,

VadodharaCWC & Gujarat 4

22/12 - 9/1 Meteo for observers # 4 IMD, Chennai Tamil Nadu 1929/12 - 9/1 SW field observers course # 2 WALMI, Anand Gujarat 2529/12 - 10/1 SW observers training # 2 C&SRO, Coimbatore TN CWC Southern

Rivers Division, MCSD15

January 19982 - 11 GW field staff training # 6 WALMI, Aurangabad Maharashtra 315 - 17 Basic computer course # ?? Eng. Staff College, Nasik Maharashtra 345 - 17 SW observers course #1 Site 31, Neeleeswaram CWC SW Rivers Div.

Kochi15

5 - 17 SW observers course #1 CD, Bangalore CWC, Cauvary Division 155 - 23 Meteo for SW observers # 2 IMD, Bhopal Madhya Pradesh 225 - 24 Meteo for observers #2 IMD, WALMI, Dharwad Karnataka 116 - 29 Training of SW trainers #4 CTU in Pune TN(2), other States,

CWC13

9 - ? Meteo for SW observers #4 IMD, Chennai Tamil Nadu ?12 - 21 SW observers/khalasi # 5 State WR office, Satara Maharashtra 2512 - 22 SW observers/khalasi # 6 WALMI in Aurangabad Maharashtra 1716 - 29 SW observers training # 4 C&SRO, Coimbatore CWC, South. Rivers

Div. LCSD, Trichy15

19 - 23 SW Data management CWC monitoring, Nagpur CWC 1619 - 24 GW supervisors course # 1 KRSUC, Bangalore Karnataka 1619 - 29 Basic computer training # 6 REC, Trichy Tamil Nadu 2619 - 29 GW observers/supervisors course # 2 WALMI, Anand Gujarat 13?? Workshop-cum-training programme on

???CWC at ???? Gujarat 4

19 - ?? Basic Computer course # ?? for GW staff C-DAC, Pune Maharashtra 4019 - 30 SW supervisors course # 1 IMTI, Trichy Tamil Nadu 1519 - 30 GW supervisors course # 2 IRS, Chennai Tamil Nadu 2019 - 31 SW observers course # 2 Cauvery Division,

BangaloreCWC Cauvery Division, 15

19 - 31 SW observers course # 2 Site 31, Neeleeswaram CWC / SW Rivers Div.Kochi

15

19/1 - 7/2 Meteo for SW observer course # 2 WALAMTARI,Hyderabad.

Andhra Pradesh 20

19/1 - 27/2 Meteo for supervisors # 2 IMD, Pune MA(2), KE(4), TN(3),AP(2), GU(4), KA(3),OR(1), MP(3)

22

31/1 National workshop on AWLR-DR GWD, Hyderabad All states ?

February 19982/2 - 6/3 Training of GW Trainers ToT # 3 RGI, Raipur CGWB (4), MA(2),

TN(3), AP(2), OR(3)14

2 - 7 SW observers course # 1 IMTI, Trichy Tamil Nadu 152 - 14 GW hydrometry for supervisors # 3 IRS, Chennai Tamil Nadu 203 - 13 SW supervisors course # 3 KERI, Peechi Kerala 12

3 - 13 SW observers course # 3 C&SRO, Bangalore CWC, Cauvery Division 209 - 21 SW observers course # 3 Site 15N,

RamamangalamCWC, SW Rivers Div.Kochi

20

9 - 21 SW hydrometry for khalasi / gaugereaders / work sarkars

at ?? Andhra Pradesh 27

9 - 26 SW supervisors course ??# IMTI, Trichy CWC, South. RiversDiv.

14

9 - 27 Meteo for observers # 4 IMD, Chennai Tamil Nadu 159 - 28 Meteo for observers #3 IMD at ESC, K.R.Sagar Karnataka 14? - ? Basic computer course # 4 IMG, Trivandrum Kerala (GW

supervisors)3

? - ? GW data entry training # ? IMG, Trivandrum Kerala ??15 - 27 SW supervisors course # 2 IMTI, Trichy Tamil Nadu 1516 - 27 Basic computer course IMTI, Trichy CWC South. Rivers

Div.20

23/2 - 13/3 SW supervisors training # ?? KESC, Mysore CWC, Cauvery Division 16

March 19982 – 7 ?? SW observers course # 2 IMTI, Trichy Tamil Nadu 152 – 7 Application of remote sensing and GIS

techniques in hydrology # ??NIH, Roorkee All States, except OR

and MP24

2 - 13 Basic computer training # 7 REC, Trichy Tamil Nadu 302 - 14 SW observers training # 3 C&SRO, Coimbatore TN CWC Southern

Rivers Division, MCSD15

2 - 14 Observers course # 2 ESC, K.R. Sagara Karnataka 124 - 12 GW supervisors course # ?

& Data entry # ??GWS&I office atBhubaneshwar

Orissa 12

9 - 12 Basic computer skills WALMI, Anand Gujarat 49 - 28 Meteo for observers # 4 IMD at ESC K.S. Sagar Karnataka 139 - 28 SW supervisors course # 1 SWRD, Kochi CWC, SW Rivers Div. 1916 - 27 Basic computer skills IMTI, Trichy CWC 2016 - 27 ?? GW hydrometry for supervisors # 4 IRS, Chennai Tamil Nadu 2016 - 27 SW Observers course # 1 WALMI, Anand Gujarat 2016 - 28 SW Observers course # 3 ESC K.R. Sagar Karnataka 1616 - 31 ?? Basic computer training # 5 IMG, Trivandrum Kerala, GW supervisors 717 - 21 SW observers course # 4 CD, Bangalore CWC, Cauvery Division 1523 - 31 Basic computer skills # ?? WALMI, Anand Gujarat 423/3 – 10/4 Meteo for observers # 1 IMD, Trivandrum Kerala 2224 - 25 GW data entry # 1 HP-SMC office, Bhopal Madhya Pradesh 2130/3 – 17/4 SW observers course # 1 WALMI, Cuttack Orissa 16

April 199813/4 – 1/5 Meteo for observers # 10 IMD, Pune Gujarat ??15 - 25 GW supervisors/observers # 7 WALAMTARI, H’bad Andhra Pradesh 1815/4 - 2/5 Meteo for observers # 5 ESC, K.R. Sagar Karnataka 1915/4 – 6/5 Basic computer skills # 4 WALMI, Dharwad Karnataka 1816 - 21 ToT for laboratory staff # 1 Consultants at CGWB

Lab, HyderabadAll States/Regions,except Kerala and AP

18

22 – 30 Basic computer skills # 2 IICE, Bhopal Madya Pradesh 10

May 19984 - 5 Workshop World Bank procurement

procedures # 2Consultants & WB atCSMRS, New Delhi

All States and Regions ??

4 - 22 ?? Meteo for SW observers # 3 IMD, Bhopal Madhya Pradesh ??11 - 30 SW observers # 4 ESC K.R. Sagar WRDO, Karnataka 1012 - 22 Basic computer skills # 3 IICE, Bhopal Madhya Pradesh 1012 - 29 Meteo for SW observers # 11 IMD, Pune Maharashtra ??12 - 29 Meteo for SW observers # 4 WALMI, Bhopal Madhya Pradesh 1018 - 28 Basic computer skills # 4 IICE, Bhopal Madhya Pradesh 1025 - 29 Introduction to advanced chemical

equipment #1EPTRI, Hyderabad AP(4), KAR(5) 9

25/5 - 16/6 Overseas PG course # 1SW dataprocessing

IHE, Delft, TheNetherlands

One per State + 4Central

12

June 19988/6 – 17/7 Meteo for supervisors # 3 IMD, Pune AP(3), all States?? Study tour to gauging sites AP, GUJ, TN Andhra Pradesh SW 415 - 19 Introduction to advanced chemical

equipment #2EPTRI, Hyderabad CWC: TN(1), KE(1), AP

(2), MAH(1)5

July 19981 - 3 Training of Trainers - 2 Consultants at KERS,

MysoreKarnataka trainers 11

53 - 5 AWLR refresher course ? Maharashtra 720 – 24 Introduction to advanced chemical

equipment #1ITRC, Lucknow CWC, CGWB 5

27 - 31 Introduction to advanced chemicalequipment #3

EPTRI, Hyderabad CGWB 6

28 - 30 Training of Trainers - 2 Consultants at WALMI,Bhopal

Madhya Pradeshtrainers

10

August 19983 - 7 Introduction to advanced chemical

equipment #2ITRC, Lucknow MP (?), Orissa (?) ?

3 - 21 Meteo for SW observers # 12 IMD, Pune Gujarat ??3 - ? Induction training Hydro-geological

investigation, development andgroundwater resources management

RGI, Raipur CGWB ??

5 - 7 Training of Trainers - 2 Consultants at PWDepartment, Chennai

Tamil Nadu 12

26 – 28 Training of Trainers – 2 Consultants atWALAMTARI, H’bad

Andhra Pradesh 10

31/8 – 4/9 Introduction to advanced chemicalequipment #1

CPCB, New Delhi Kerala (2) ?

September 19982 - 19 SW Supervisors and Junior Staff ESC, K.R.Sagar Karnataka 147 - 11 Introduction training special WQ

equipmentCPCB, New Delhi GU (2)

?? Postgraduate training Environmental??….

Anna University AP (1) ??

7 - -25 Meteo for SW observers # 13 IMD, Pune Maharashtra ??7 - 25 ?? Hydromet course for SW observers # 4 IMD, Bhopal Madhya Pradesh ??7/9 – 9/10 Overseas PG course # 2 GW data

processingIHE, Delft, Netherlands One per State + 4

Central12

22 - 25 WQ Training of Trainers (batch 2) Consultants at CGWBlab, Hyderabad

13

Annex - 3Model HIDAP

Key Task Goal Performance Indicator Output Objective

User needs and HIS objectives

1. Identify anddocument theuser needs.

1. Establish andmaintain decisionmaking structureand process toidentify and updatethe data usersneed annually

1. Availability of clear “TOR” forHDUG and its members

1. “Terms of Reference” forHDUG and its membersformulated and discussed by(date).

2. Availability of documentation ofHDUG establishment, withmembers from agencies operatingHIS and potential data users ofthe region.

2. Governmentregulation/directive regardingestablishing HDUG drawn by(date).

3. Number of HDUG meetingsconvened every year

3.a. Schedule of meetingsannounced by (date)3.b. Meetings held as perschedule [every year].

4. Number of interviewsconducted for SW/GW sectors foridentifying data need for newmembers.

4.a. Develop and test HINquestionnaire by (date)

4.b. X number of interviewsconducted by (date) [everyyear].

5. Mandate for WQ monitoring 5. Clear mandate availablewith hydrology organisation by(date).

6. Hydrological Information Needdocument formulated andapproved for implementation

6.a. Data Processing Centersformulate draft HIN outliningHIS objectives and dataoutputs by (date)6.b. HDUG recommendationson draft HIN available by(date).

7. Implementation budget for HIS 7.a. System configuration fordata output of HIS, taking intoaccount the HDUGrecommendations HINformulated by (date)7.b. Personnel and financialramifications of (new)HISconfiguration identified by(date)7.c. Approval/decision of theSecretary, WRD on the HISobjectives and configuration ofthe system obtained by (date)


Network

1. Build,maintain, andkeep in line withchanging dataneeds anintegratedobservationnetwork

1. Makeobservationnetworkresponsive touser needs andensureintegration ofdifferentagencies’networkresources

1. (Revised) design of anintegrated observationnetwork indicating spatialdistribution and monitoringfrequency of different variablesto be observed in the system.

1.a.. Revised design of an integratedobservation network finalised by StateData Processing Centers (SW&GW)by (date).

1.b. System capable of observing Xnumber of variables by (date).1.c. Y1 no. of new/adjusted sitesestablished for measuring variable P1by (date1), Y2 new/adjusted sitesestablished for P2, etc. by (date2)1.d. Q1% network design accuracyfor variable P1, Q2% accuracy for P2,etc. achieved by (date)

2. New or adjustedobservation sites selectedthrough (joint) inspections byagencies operating in theregion.

2.a. Selection of X no. of new oradjusted sites completed by (date).

2.b. Site location maps with sitecoordinates available at DivisionOffice by (date)2.c. Joint inspection report availablefor each site by (date)

3. Availability of land forestablishment of observationsites

3. Land papers obtained for X no. ofsites by (date).

4. Site surveys and drawingsfor new/adjusted observationsites.

4. Site surveys and drawingscompleted for X no. of new/adjustedsites by (date).

5. Finalisation ofspecifications for requiredequipment.

5. Specifications for X no. ofequipment finalised by (date).

6. Procurement of requiredequipment.

6. Procurement of X no. of equipmentcompleted by (date).

7. Civil construction atobservation sites.

7. Civil construction for X no. of sitescompleted by (date).

8. Installation of requiredequipment at new/adjustedsites.

8. Installation of equipmentcompleted at X no. of sites by (date).

2. Expand thecapability forWQanalysis

1. Availability of physicalfacilities for WQ laboratories ofvarying levels

1.a. Civil works for all WQ Level Ilaboratories completed by (date).

1.b. Civil works for all WQ Level IIlaboratories completed by (date).1.c. Civil works for all WQ Level II+laboratories completed by (date).


2. Availability of requiredequipment for all the waterquality laboratories establishedby the agency.

2.a. Required equipment installed inall WQ Level I laboratories by (date).

2.b. Required equipment installed inall WQ Level II laboratories by (date).2.c. Required equipment installed inall WQ Level II+ laboratories by(date).

3. Introduceimprovedmaintenancepractices forobservationsites

1. Maintenance plan 1.a. Maintenance plan for all sitesdrawn up by (date)

1.b. Maintenance log available at allsites by (date)1.c. Updated list of all equipment atall relevant sites, indicating state ofmaintenance, available at Sub-Division Office [every 3 months]

2. Availability of maintenancemanual for equipment.

2. Maintenance manual available atall observation sites by (date).

3. Maintenance inspectionreports with recommendationsfor rectification

3.a. Maintenance inspectionschedule drawn up by (date) [everyyear]3.b. X % of sites visited formaintenance inspection as perschedule [every 3 months]3.c. X% of equipment in working orderand Y% of material available for datacollection [every 3 months].3.d. X% of equipment (of each type)re-calibrated by (date).

4. Report on rectifications 4.a. Maintenance log reflectingrectifications carried out for all sites[every 3 months]4.b. Major maintenance requiredcompleted for X% of equipment (ofeach type) [every 3 months]


Data Collection

1. Collecthydrological,geohydrolo-gical, hydro-meteorologicaland waterquality data atrequiredlocationsand frequencyas desired bythe HISobjectives

1. Uninterruptedfunctioning of allobservation sitesfor collection ofdata on requiredvariables at desiredfrequency

1. Availability of number ofqualified staff for all types ofactivities at observation sites withregard to data collection

1.a. X no. of observers and Yno. of supervisors (re)deployedand on post by (date)

1.b. X no. of observers and Yno. of supervisors trained by(date)

2. Availability of equipment forfield staff

2.a. List of equipment to beavailable with field staffavailable in each Sub-DivisionOffice by (date)2.b. Field equipment availablewith field staff by (date)

3. Availability of transport 3.a. Vehicle allocation planavailable in Div. Off. by (date)3.b. X no. of vehiclesavailable with field staff by(date)

4. For each variable, % of sitesnot delivering data (idleness rate)

4.a. X1% of sites notdelivering data > Y1% of thetime for variable P1, X2% >Y2% for P2, etc. [every 3months]4.b. Idleness rate for allvariables <5% [every 3months]

5. For each variable, averageduration of idleness

5. Effect repairs/correctionswithin 1 month for X % of sitesfor each variable. [every 3months]

6. Timely reporting of thecollected data to the controllingoffice

6. % of sites reporting data ontime to controlling office (every3 months)

7. Collection of WQ samples fromspecified sites at desiredfrequency.

7. X% of sites collecting Y %of desired number of WQsamples [every 3 months (SW)6 months (GW)]

8. Dispatch of water qualitysamples to designated WQlaboratories.

8. X% of sites dispatchingWQ samples on time todesignated laboratories [every3 months].


2. Formulate/revise andimplementstandardobservationprocedures for alltypes of data

1. Regular updating of manualson standard observationprocedures forall types of data and use of relatedequipment.

1.a. Systematic recordkeeping of changes inobservation proceduresestablished by (date)

1.b. Availability of updatedmanuals at sites on standardobservation procedures by(date).

2. No. of staff trained onobservation procedures

2.a. All staff trained on newprocedures by (date).2.b. X no. of new staffrequiring training on allrelevant observationprocedures completed by(date) [every year]

3. Report on implementation ofstandard observation practices.

3. Report of supervision bycontrolling office submitted toauthority by (date) [every 3months]

3. Upgrade WQanalysis

1. Availability of operation manual 1. Operation manual availablein each lab by (date)

2. % of equipment not functioning 2. X% of equt. working > Y %of the time [every 3 months]

3. Average length of time faultyequipment remains out of order

3. Keep average repair timefor faulty equipment to <2weeks [every 3 months]

4. Availability of material requiredregularly for WQ analysis.

4. X% of WQ laboratorieshaving required material insufficient quantity to conductanalyses [every 3 months].

5. Availability of adequate staff forall activities at the WQlaboratories.

5. X% of WQ laboratorieshaving required number andcategory of staff by (date).[Every year]

6. Training of staff on all aspectsof water quality analysis.

6.a. All laboratory staff trainedfor their jobs by (date).6.b. All new staff trained fortheir activities [every year]6.c. X% of WQ laboratoriescovered by hands-on trainingfor 2 or more new parameters[each year].


7. Receipt of water qualityanalysis results from thelaboratories within stipulated time.

7. For each level, X% of labssupplying results of analysis onY% of targeted number ofsamples within stipulated time[every 3 months].

8. Number of parametersanalysed

8.a For each lab, X number ofparameters designated onwhich it must be capable to doanalysis by (date).8.b. For each lab, Y% ofdesignated parametersanalysed [every 3 months]

9. Volume of WQ analysis carriedout as per the targeted amount.

9. For each lab, no. ofsamples analysed at least 95%of target, with respect tonetwork objectives [every 3months].

10. Labs’ participation inAnalytical Quality Controlprogram.

10.a. X% of Level I labs takingpart in AQC at least once everyyear for 2 parameters (EC, pH)[every year]10.b. X% of Level II labstaking part in AQC at leastonce every year for 10 or moreparameters [every year]10.c. X% of Level II+ labstaking part in AQC at leasttwice every year for at least 15parameters including at leasttwo by Atomic Abs.Spectrophotometer [everyyear]

11. Report on follow up action onthe recommendations.

11. For each lab, report onfollow up action on therecommendations of AQCprogram by (date) [before nextAQC program round] [everyyear]


Data processing, analysis, and reporting

1. Validate rawdata andinterpret fieldand laboratorydata

1. Establish/upgrade andmaintaincomputerised dataprocessing atdifferent locationsin the system

1. Availability of physicalinfrastructure for data handling atall locations.

1. X no. of offices equippedwith required infrastructuralfacilities required for datahandling by (date).

2. No. and type of requiredhardware and software for dataprocessing at new/adjustedlocations.

2. X no. of hardware andsoftware for data processinginstalled at new/adjustedlocations by (date)

3. No. and type of staff requiredfor various data processingactivities (HIS functions).

3.a. No. and type of staff(re)deployed by (date)

3.b. No. and type of staffrecruited by (date)

4. No. of staff trained for differentdata processing activities

4. X no. of staff trained forcarrying out different activitiesof data processing (HISfunctions) by (date).

5. Equipment maintenance log 5.a. Eqt. maint. log availableat all locations by (date)5.b Eqt. maint. log completedby all locations [every 3months]

6. % of hardware / software notfunctioning

6. For each location, < X% ofhardware and software notfunctioning more than Y% ofthe time [every 3 months]

7. Average time elapsed untilrepair of hardware / softwaremalfunction

7. Keep time lapse betweenreport and repair of malfunction<2 weeks [every 3 months]

8. TOR for maintenance contract 8. Maintenance need identifiedat all locations andmaintenance contract TORformulated by (date)

9. No. of locations benefiting froma maint. contract for hard &software

9. All locations benefiting frommaintenance contract by (date)

2. Computeriserequired historicaldata available withthe agency.

1. Inventory of available historicaldata that is required in thedatabase.

1. Inventory of all historicaldata available with agencyprepared by (date).

2. Time frame for computerisingthe historical data.

2. Time frame forcomputerising historical dataprepared by (date).

3. % of historical data availablein the computerised database.

3. X% of historical dataavailable in computeriseddatabase by (date).

4. Reporting on the historicaldata.

4. Reporting on X% ofhistorical data completed by(date).


3. Introducepractice of routineandconsistent datavalidation

1. Availability of manual on datavalidation, processing andanalysis.

1. Manual on data validation,processing and analysisavailable at all locations by(date).

2. Timely data entry in thevarious offices.

2.a. % of data loaded on timeat sub-division level [every 3months]2.b. % of data loaded on timeat division level [every 3months]

3. Timely completion of datavalidation for all types of data

3.a. % of data validated ontime at sub-division level [every3 months]3.b. % of data validated ontime at division level [every 3months]

4. Timely completion of requireddata processing and analysis.

4.a. % of data processing andanalysis completed on time bydivision [every 3 months]4.b. % of data processing andanalysis completed on time bydata center [every 3 months]

5. Finalisation of all types of dataafter joint data validation exerciseby all agencies operative in theregion.

5. X% of data finalised by jointdata validation exercise by(date) [each year].

6. Annual report on joint datavalidation exercise undertaken bytheagency

6.a. Annual report on jointdata validation exerciseprepared [every year]

6.b. Report on feed backgiven to the staff at observationsites from controlling offices(date) [every 3 months]6.c. X% of sites consistentlyreporting good quality of dataon all variables [every 3months].

7. Statistical accuracy achieved inactual observation for eachparameter

7. q1% of accuracy achievedfor variable P1, q2 for P2, etc.[every 3 months]

4. Establishcapability tointerpretcharacteristics ofthe hydrologicalregime of theregion

1. Availability of yearbooks on alltypes of data giving overall idea ofthe hydrological regime of theregion.

1. Completion of yearbooks by(date) [each year].

2. Documents giving vitalinformation regardingcharacteristics that require specialattention.

2. Documents oncharacteristics which requirespecial attention prepared by(date).


Data Exchange and communication

1. Maintain datacommu-nicationbetween variouslocations of datahandling in thesystem.

1. Establish andmaintain efficientand optimalcommunicationlinks betweendifferentlocations of datahandling in thesystem.

1. Identification of need for(different types of) data links

1. Requisite type(s) ofcommunication links betweendifferent levels and parts of thesystem identified by (date)

2. Data exchange protocol clearlystated for smooth flow of databetween agencies.

2. Data exchange protocolsdefined and agreed mutuallyby agencies by (date).

3. Amount of raw data exchangedeach year between agencies forthe purpose of data validation.

3.a. Identification of type andpotential volume of dataneeded to be exchanged by(date)3.b. X % of potential volumeof data exchanged [Every year]

4. No. of communication linksestablished in the system.

4.a. Prescribedcommunication linksestablished betweenobservation sites and Sub-Divisional Office (or controllingoffice) by (date).4.b. Prescribedcommunication linksestablished between Sub-Division Office and DivisionOffice by (date).4.c. Prescribedcommunication linksestablished between DivisionOffice and State DataProcessing Center by (date).4.d. Prescribedcommunication linksestablished between DataProcessing Center andrespective Data StorageCenter by (date).4.e. Prescribedcommunication linksestablished between DataStorage Center of agency andData Storage Centers ofRegional Offices of Centralagency by (date).


5. % of communication linksfunctioning

5.a. % of communication linksfunctioning >X% of the timebetween:site and sub-divisionsub-division and divisiondivision and data processingcenterdata processing center anddata storage centeragency DSC and central DSC[every 3 months]5.b Less than X % ofcommunication links out oforder more than Y % of thetime [every 3 months]

6. Maintenance log ofcommunication links

6.a Have maintenance log ofcommunication links availableat all relevant locations by(date)6.b. All sites completemaintenance log [every 3months]

7. Average time elapsed betweenmalfunction and repair ofcommunication links

7.a. Keep maximum timeelapsed between notification ofmalfunction and repair ofcommunication links below 4weeks [report achievementevery 3 months]7.b. On average, keep timeelapsed between notification ofmalfunction and repair belowtwo weeks [reportachievement every 3 months]

8. % of data sent on timebetween different locations.

8.a. X % of data sent by sub-division to division on time[every 3 months]8.b. Y% of data sent bydivision to data processingcenter on time [every 3months]8.c. Z% of data sent by DPCto data storage center on time[every 3 months]


Data storage and dissemination

1. Maintaincomputeriseddatabases ofraw andprocesseddata.

1. Ensure properstorage of raw andprocessed datasets.

1. Number and type of physicalinfrastructure required formaintaining the data storage andarchival facility.

1. X1 no. of facility Y1available by (date)X2 no. of facility Y2 availableby (date)etc.

2. Number and type of hardwareand software required forcomputerised databases

2. For each Data StorageCenter, hardware and softwareavailable by (date).

3. Guidelines on procedures to befollowed for archival.

3. Guidelines on proceduresfor archival of databases andpaper record available by(date).

4. Archival of computeriseddatabases as per guidelines.

4. Archival of X% ofcomputerised data for the yearcompleted by (date) [eachyear].

5. Archival of paper records asper guidelines.

5. Archival of X% of paperrecords for the year completedby (date) [each year].

6. Number of staff to carry outdata storage and archivalactivities.

6.a. For each position, X no.of staff available at DataStorage Center by (date).6.b. For each position, % ofstaff in post [every year]

7. Number of staff trained in datastorage and archival activities.

7.a. For each position, X no. ofstaff trained by (date)7.b. For each position, % ofincumbent staff trained [everyyear]

8. % of raw and processed dataas expected from theobservationalnetwork for the year.

8.a. X% of raw data available[every 3 months]

8.b. Y% of processed dataavailable [every 3 months]

2. Disseminatedata to generalpublic andrecognisedusers

1. Makedesigners, policymakers andother data usersaware of changinghydrologicalcharacteristics.

1. Data users having yearbooks 1. X number of potential datausers and agencies suppliedwith yearbooks by (date) [eachyear].

2. Special reports on specificphenomena/developments sent torelevant authorities

2. List of addressees forspecial reports that have beensent [every year]

2. Establishunambiguousregulations forsupply-on-requestof data to theusers.

1. Approved guidelines for supplyof data to the users.

1.a. Draft guidelines for supplyof data to the users availableby (date).

1.b. Draft guidelines for datasupply approved by (date)1.c. Approved guidelines fordata supply in use by (date)


2. Annual report on acceptanceand rejection of requests fromdata users

2. Annual report on meetingthe requests received from thedata users available by (date)[each year].

3. Establishefficientdisseminationpractice

1. Availability of State andNational catalogues on dataoutputs that can be generated bythe system.

1.a. Format for cataloguedefined by (date)

1.b. Catalogue available by(date).

2. Circulation of the catalogue tousers.

2. Circulation to X number ofusers completed by (date)[each year].

3. Number of users supplied withdata annually.

3. X number of users suppliedwith the requested data [every3 months].

4. Data volume supplied annually. 4. X no. of data valuessupplied to users [every 3months].

5. Average time elapsed betweenrequest for and supply of data

5. X number of days requiredon an average to supply therequired data to users [every 3months].

6. Maximum time elapsedbetween request for data and itssupply, along with amount of datarequested.

6. At maximum X number ofdays required for supply of Ynumber of data values to theuser [each year].

7. Report on feed back fromusers, on their level ofsatisfaction.

7.a Report number of usersusing catalog in a year (eitherphysical presence in DSC orvia web page by (date)7.b. User satisfaction surveyestablished by (date)7.c. User Satisfaction Surveyconducted [every year]7.d. X% of users satisfied bythe services rendered to themin supply of data andinformation [each year].7.e Report on the list of dataitems which could not bedelivered to the users [everyyear]

3. Analyse datademandpatterns

1. Improvehydrology units’own understan-dingof users’information needs

1. Amount of data supplied tousers for specific purposes likedesign, policy making, operationsand research.

1.a. Establish systematicrecord keeping on types ofusers receiving data from thesystem by (date)

1.b X1%, X2%, X3%... etc. oftotal available data suppliedeach year for design, policymaking, operations, research,etc. [Every year]


Institution and Human Resources Development

1. Maintain anestablishmentappropriate topolicy, system,and operationalfunctions relatedto HIS

1. Introducehydrologyorganisations toactive demand forHIS information

1. No. of contacts with potentialinformation users

1.a Strategy / action plan tocreate demand for HISinformation among (potential)users by (date)

1.b. List of potential usersidentified in differentcategories, e.g. WR policybodies, water users, and otherorganisations available by(date) [updated every year]1.c. Contacts established andmaintained with all potentialusers by (date) [updated everyyear]

2. No. of new usersparticipating in HDUG meetings

2. X% of newly identifiedusers participating in HDUGmeetings within one year ofinitial contact [every year]

2. Establish aprocess of regularassessment of HISin light of changinguser needs

1. Independent hydrology unitexists with mandate to liaise withentities relevant for waterresources and to decide onchanges in the HIS

1.a. Proposal for (changes in)monitoring and networkauthority submitted toSecretary, WRD by (date)

1.b. Proposal to vest (revised)network/monitoring authority inhydrology unit approved by(date)

2. Existence of transparentdecision making procedureensuring participation of allrelevant interests

2. Proposal for transparentprocedure for periodic HISadjustment, incorporating roleand position of inter alia theHDUG, submitted to‘government’ by (date)

3. Availability of guidelines forprioritising different user needs

3. Guidelines for prioritisinginformation needs adopted byData Processing Centers by(date)

3. Establish theorganisationalsetuprequired forsustainableexecutionof the HIS functions

1. Establishment for all HIS-related functions approved

1.a. Submit establishmentproposal by (date)

1.b. Establishment proposalapproved by (date)

2. Budget for establishment ofhydrology organisation allocated

2.a. New establishmentincluded in budget by (date)2.b. Budget allocated by(date)


3. Offices established 3.a. X nos. of office facilityavailable by (date)3.b. Y nos. of officeequipment operational by(date)3.c Job descriptions for staffcirculated by (date)3.d. Recruitment /(re)deployment / training ofstaff completed by (date)

2. Manage thehydrologyfunction

1. Establishregular review ofunit levelperformance of HISfunctions to identifypossibleorganisational,management,and/or trainingintervention

1. Improvement in supervisorypractice

1. Responsibilities ofcontrolling offices spelled out interms of inspection reports tobe made by (date)

2. Report on performance reviewoutlining organisational,management, and traininginterventions

2.a. Decide on indicators forunit performance by (date)

2.b. Identify managementinterventions with potential toinfluence unit performance by(date)2.c. First report fromperformance review system by(date)2.d. Review and report onunit performance [every year]

3. Annual report onimplementation of interventionsidentified in performance review

3. Report on implementationof interventions, listing type &frequency of interventions andtheir observed impact on unitperformance [every year]

2. Improveretention of HISknowledge andpractices in theorganisations

1. Staffing patterns rationalised 1.a. Minimum staffingrequirements identified by(date)

1.b Effective teams institutedby (date)1.c Report on vacancies inHIS teams [every year]1.d Action taken on vacanciesby (date) [every year]

2. Documentation of HIS tasksand procedures

2. Full documentation of allHIS tasks and proceduresavailable at all relevantlocations in the system by(date)


3. % of trained officers employedin relevant technical/HIS posts

3. Trained officers remainingin post for which they havebeen trained after 1,2,3,...years as % of optimum staffingrequirements [every year]

4. % of new staff trained /coached by incumbent technicalstaff

4. All new staff trained byincumbent technical staff onorganisation-specific HIS tasksand procedures within 3months of joining [every year]

3. Hydrologyorganisations’ ownHRD cellcoordinating andpromoting staffdevelopment

1. Existence of HRD cell 1. All hydrology organisationshave HRD cell by (date)

2. Participation in unit-levelperformance reviews

2. Training needs in allperformance review reportsjustified [ every year]

3. Availability of information onHIS training options (internal &external)

3.a. Task-related trainingoptions identified by (date)

3.b. HRD cells have info onHIS training options by (date)

4. In-house training activities 4. Evaluation report on all in-house training [every year]

5. Formal contacts with externaltraining providers

5. Contacts betweenhydrology organisations andtraining suppliers (for externalcourses) established by (date)

6. Number of coordination andaction planning meetings withtraining providers chaired

6.a. Monthly trainingcoordination and actionplanning meeting held bytraining coordinator [every 3months]

by training coordinator 6.b. X% of relevantorganisations participating inmonthly training coordinationmeetings


Annex - 4

Reporting Format on Project Progress

HYDROLOGY PROJECT (IDA CREDIT 2774 - IN)

STATUS REPORT FOR MID-TERM REVIEW

SECTOR: SURFACE WATER

NAME OF STATE/CENTRAL AGENCY :

ESTIMATED COST :

REPORT FOR THE PERIOD : From Project start to September 30, 1998

PERIOD FROM AGREEMENT DATE : --- year and --- months (-------%)

PERIOD LEFT FOR CLOSE OF PROJECT : ---years and --- months (-------%)

Part I: ACTION TAKEN REPORT

Action taken on the comments/Recommendations of World Bank in its review mission report of July 1998

Comments/Recommendations Actions Taken

1.

2.

3.

4.etc

Part II: STATUS REPORT

Filling in Instructions:

1. Please ensure that data supplied in this report complies with the information in the MIS and the Model HIDAP.

2. Please do not leave any column blank. Indicate n.a. (not applicable) if a particular column of the report is not relevant at this time.

3. Unless noted otherwise, information requested under "planned" pertains to the total objective for the entire Project. Where relevant, please indicate the physical target (number) andtarget date (FY/Month).

4. Information requested under "achieved" pertains to the period from Project start to date ("Cumulative") or for the period from the beginning of the financial year to date ("Year to Date")

Section I: Key result areas

1. User needs and HIS objectives

1.1 Identify and document the user needs(a) Establish and maintain decision making structure and process to identify and update the data users need annually

Performance Indicator Planned Achieved Remarks

1. Issue of Government Order establishing HDUG FY/Month: FY/Month:

2. Number of organizations having membership in the HDUGNumber:

3. Number of HDUG meetings convened this FY Number: Number:

Govt.

NGO

4. No. of organizations participating in meetings thisFY(indicate the major disciplines of these organizationsunder Remarks) Private

5. Hydrological Information Need documentapproved for implementation

FY/Month:n.a. FY/Month:n.a.

n.a.

6. Budget for HIS adjustment allocated n.a. n.a.

2. Network

2.1 Build, maintain, and keep in line with changing data needs an integrated observation net work(a) Make observation network responsive to user needs and ensure integration of different agencies’ network resources

Performance Indicator Planned Achieved Remarks

1. Integrated observation networkcompleted

FY/Month: FY/Month:

2. Maps of integrated network available Number: Number:

Planned Achieved

3. Observation Sites:Totalnumber innetwork

Number to bebuilt/upgradedunder HP

CumulativeNumber

Hydromet sitesa. Joint inspectionof sites completed

River gaugesites

Hydromet sitesb. Land obtained

River gaugesites

Hydromet sitesc. Site surveys &site specificdesigns completed River gauge

sites

Hydromet sitesd. Civil workscompleted River gauge

sites

Hydromet sitese. Equipmentinstalled River gauge

sites

(b) Expand the capability for Water Quality Analysis

Performance IndicatorPlannedNumber

NumberAchieved

Remarks

I

II1. Possession of land forWQ labs

II+

I

II2. Completion of Civilworks for WQ Labs

II+

I

II3. Installation ofequipment

II+

(c) Introduce improved maintenance practices for observation sites

Performance IndicatorPlannedFY/Month

FY/MonthAchieved

Remarks

1. Comprehensive maintenance manualavailable at site2. Maintenance log available at all sites

NumberPlanned

NumberAchieved

River gaugeSites

3. Reports on sitesinspected this FY

Hydromet Sites

RivergaugeSites4. Action taken

reports filed for sitesthis FY

Hydromet Sites

3. Data collection

3.1 Collect hydrological, geohydrological, hydrometeorological and water quality data at required locations and frequency as desired by the HIS objectives(a) Uninterrupted functioning of all observation sites for collection of data on required variables at desired frequency

Performance IndicatorNo.Planned

Sanc-tioned

In position Remarks

Supervisors1. Availability ofqualifiedstaff Observers

2. TransportPlannedNumber

Cumul. No.Achieved

Made available under HP

Used for data collection

3. Stations monitoring all variables (forwhich they were

Number thisPeriod

% of allStations

Hydromet n.a. n.a. n.a.

River gauging n.a. n.a. n.a.

designed) at least90% of the time.

Water Quality n.a. n.a. n.a.

4. Stations reporting data toNumber thisPeriod

% of allStations



controlling office,as per HISstandards


5. Stations dispatching collected WQsamples to

Number thisPeriod

% of allStations



WQ labs as perHIS standards


(b) Formulate/revise and implement standard observation procedures for all types of data

Performance IndicatorNo. Planned forHP

Number Achieved Remarks

Training of observers/supervisors

(c) Upgrade WQ laboratories

Performance Indicator Planned FY/Month FY/Month Achieved Remarks

1. Operation manual available at allLabs

2. Availability of equipment (for alllabs)

No.Planned

No. Pro-cured

No. Func-tioning

a. Analytical balance

b. BOD incubator

c. Drying oven

d. EC meter

e. Flame photometer

f. pH meter

g. Spectrophotometer

h. Water Distill. Unit

Planned Sanc-tioned In Position

Level I

Level II

3. Number ofscientific staff inposition at WQlabs

Level II+

Upgrade WQ laboratories (Continued)

Performance IndicatorPlannedFor HP

Number Achieved Remarks

Level I

Level II

4. Number ofscientific staff trainedon WQ analysis

Level II+

Target Actual

Level II5. Number ofparameters analyzed

Level II+

Target Actual

Level II6. Number ofsamples analyzed

Level II+

7. Number of Labs taking part in inter-laboratory AQC program:

Planned forthis FY

Number Achieved

-- Level I (> 1x per year for 2parameters)

-- Level II (> 1x per year for 10 ormore parameters)

-- Level II+ (> 2x per year for at least 15parameters of which at least two byAAS)

8. No. of Action Taken Number Achieved

Level I

Level II

Reports by Labsfollowing inter-laboratory AQCprogram

Level II+

4. Data processing, analysis, and reporting

4.1 Validate raw data and interpret field and laboratory data(a) Establish/upgrade and maintain computerized data processing at different locations in the system

Performance Indicator Planned

1. No. of offices Number FY/Month

ActualNumber

Remarks

StateRegionDivision

set up withbuildings &furniture, etc.

Sub-Div.2. New and/or upgraded

StateRegionDivision

locations withhard & softwareavailable

Sub-Div.

NumberPlanned

NumberSanctioned

No. inposition

State

Region

Division

3. No. ofqualified staff inposition for dataprocessing

Sub-Div.

Number Planned Achieved

State

Region

Division

4. No. of stafftrained on dataprocessing

Sub-Div.

Establish/upgrade and maintain computerized data processing at different locations in the system (Continued)

Performance Indicator % of Total Remarks

Computers

Peripherals

Modems

HYMOS

5. Percentage ofHardware/Software notfunctioning morethan 10% of timethis period

Data Entry System

(b) Computerize required historical data

Performance Indicator% of total datavalues entered todate

Remarks

Historical data available in the computerizeddatabase as per plan

(c) Upgrade practice of routine and consistent data validation% of total data valuesachieved this period

Performance IndicatorSub-Div.

Div.DataCenter

Remarks

1. % of data loaded on time n.a. n.a. n.a. n.a.

2. % of data validated on time n.a. n.a. n.a. n.a.

3. % of data finalized after joint datavalidation

n.a. n.a. n.a. n.a.

4. % of data processing and analysiscompleted

n.a. n.a. n.a.

No. % of total5. Stations reporting good quality dataon all variables as verified from datavalidation n.a. n.a. n.a.

(d) Establish capability to interpret characteristics of the hydrological regime of the region

Performance IndicatorNumberPlanned

NumberProduced

Remarks

1. Completion of yearbooks on thehydrological regime of the region andhighlighting important specific trends inquality and quantity.

Investigations2. Special investigations conducted as perSAR, e.g.: Planned

NumberNumberDone

- sedimentation surveys n.a. n.a. n.a.

- return flows n.a. n.a. n.a.

- etc. n.a. n.a. n.a.

- etc.n.a. n.a.

n.a.

5. Data exchange and communication

5.1 Maintain data communication between various locations of data handling in the system(a) Establish and maintain efficient and optimal communication links between different agencies and locations of data handling in the system


FY/MonthAchieved

Remarks

1. Type(s) of communication links betweendifferent parts of the system identified (for alllinks).

n.a. n.a. n.a.

2. Data exchange protocol for smooth flow of dataclearly defined and agreed mutually by all agencies

n.a. n.a. n.a.

Nos. of data valuesTarget Achieved3. Volume of data to be exchanged each year

between agencies for the purpose of data validation.n.a. n.a. n.a.

4. Number of communication links established andfunctioning more than 95% of the time between:

NumberEstab-lished

NumberFunction-ing

Observation sites & sub-division n.a. n.a. n.a.

Sub-division & division n.a. n.a. n.a.

Division & Data Processing Center n.a. n.a. n.a.

Data Process Ctr & Data Store Ctr n.a. n.a. n.a.

State Agency Data Storage Ctr &Cental Agency R.O. Data Center

n.a. n.a. n.a.

Time in Days5. Average time elapsed between malfunction andrepair of communication links.

n.a. n.a.

% of data values sent6. Percentage of data sent on time between thelocations mentioned above

n.a. n.a.

6. Data storage and dissemination

6.1 Maintain computerized databases of raw and processed data(a) Ensure proper storage of raw and processed data

Performance IndicatorPlanned

FY/MonthFY/MonthAchieved

Remarks

1.Required physical infrastructure for DataStorage Center identified and its availabilityassessed.

2. Availability of the number and type ofhard and software

Number Planned Number Available

Computers n.a.

Modems n.a.

Peripherals n.a.

requir-edfor DataStorageCenter(DSC)

Database ManagementSoftware

These items are awaiting finalization bythe HLTG

n.a.

3.Number and type of staff for DataStorageCenter

PlannedSanc-tioned

In Position

Inform. Techn. Expert

Database Administrator

(DSC)

DSC Manager

4.Number and type of staff trained in datastorage activities

Planned for HP Achieved

Inform. Techn. Expert

Database Administrator

DSC Manager

5.Percentage of anticipated dataAnticipated No.of values

Stored as % ofAnt'd Number

Raw Datavolumestored

Processed Data

6.2. Disseminate data to recognized users:(a) Make designers, policy makers and other data users aware of changing hydrological characteristics

Performance Indicator Number Remarks

YearbooksNumber of data users supplied with infofrom HIS on initiative of the DataCenter Other Info

(b) Establish unambiguous regulations for supply-on-request of data to the users

Performance IndicatorReportPrepared

Remarks

Preparation of the annual report on acceptance and rejectionof requests made by the data users.

n.a. n.a.

(c) Establish efficient dissemination practices

Performance IndicatorPlannedNumber

NumberAchieved

Remarks

State1. Catalogs on data outputs available:

National

State2. Catalogs dis-tributedto HDUG members

National

3. Total number of users supplied with dataon request in period

4. Total number of data values supplied tousers this period

Days Days5. Average response time in supplying datarequested by users

6. User satisfaction Survey conducted n.a. n.a.7. Satisfaction Survey Report prepared n.a. n.a.

6.3 Analyze data demand patterns(a) Improve hydrology units’ own understanding of user’s information needs:

Performance IndicatorNo. ofRequests

No. of datavalues

Remarks

Policy making n.a. n.a. n.a.

Regulatory n.a. n.a. n.a.

Project development n.a. n.a. n.a.

Operational research n.a. n.a. n.a.

Inter-State disputes n.a. n.a. n.a.

Public litigation n.a. n.a. n.a.

Datasupplied forspecificpurposes

Etc. n.a. n.a. n.a.

7. Institution and Human Resources Development

7.1 Manage the Hydrology function(a) Establish regular review of unit level performance of HIS functions to identify possible organizational, management and/or training interventions

Performance IndicatorFY/MonthAchieved

Remarks

1. Instruction to Controlling Offices specifyingInspection Reports to be made

2. Annual report re follow up on inspection reports,listing type and frequency of actions and impact onunit performance

(b) Improve retention of HIS knowledge and practices in the organizationsPerformance Indicator Achievement Remarks1. Full documentation of HIS tasks and proceduresavailable at all relevant system locations

n.a. n.a.

2. Trained officers still in post for which they havebeen

% of all HISofficers

1 year after training

2 years after training

trained:

3 years after training

(c) Hydrology organizations’ own training cell coordinating and promoting staff development


FY/MonthAchieved

Remarks

1. Training cell established

2. Evaluation Report on

In-house trainingtrainingduringlast FY

External training

7.2 Maintain an establishment appropriate to policy, system and operational functions related to HIS(a) Generating active demand for HIS information

Performance IndicatorNumberAchieved

Remarks

1. Potential data users identified during period2. Contacts made during period with potential data users3. Newly identified users participating in HDUG withinone year of initial contact.4. Total number of data users this Financial Year

(b) Establish a process of regular assessment of HIS in light of changing user needs


FY/MonthAchieved

Remarks

1. Hydrology unit vested withauthority to change HIS2. Guidelines for prioritizing differentuser needs available

(c) Establish the organizational setup required for sustainable execution of the HIS functions


FY/MonthAchieved

Remarks

1. Organizational set-up for all HIS-related functions2. Budget for hydrology unit allocatedand released

Section II: Procurement Status

PlannedCategory of Procurement

Number Target Date

NumberAchieved to

dateRemarks

Constructions at observation sites

Constructions for WQ laboratories

Constructions for Data Centers

Civilworks

Other civil works

Vehicles

Equipment for observation sites

Equipment for WQ laboratories

Hard and software for dataprocessing and storage

Meteorological equipment

Sedimentation survey equipment

Pro-cure-ment ofgoods andequip-ment

Office equipment

Section III: Program and Budget for the current FY:

Total fund requirement as per Program(Rs. Million)

Available budget(Rs. Million)

Section IV: Financial progress -- Expenditure

Items of Credit AgreementDuring the current FY

(Rs. Million)Cumulative from start of project

(Rs. Million)

Works

Equipment

Training

Recurrent

TOTAL

Anticipated during remainder of current FY

Works

Equipment

Recurrent

Training

TOTAL

GRAND TOTAL

Section V: Disbursement progress:

Claims and receiptsPlanned

(Rs. Million)Achieved

(Rs. Million)Remarks

(a) Value of reimbursement claims submitted to GOIduring the current FY

(b) Value of disbursement received from the WorldBank during the current FY

(c) Value of disbursements received from the WorldBank since Project start

Section VI: Compliance with ceilings of procurement methods

Category and PackagesCeiling Amount

(Rs. Million)Actual Amount Spent

(Rs. Million)Remarks

Force Account Civil works

Sub-total

Goods and equipmentLocal shopping

Vehicles

Sub-total

Civil worksGoods and equipment

InternationalCompetitiveBidding Vehicles

Sub-total

Civil worksGoods and equipment

NationalCompetitiveBidding Vehicles

Sub-total

Total all methods

Part III: PROGRAM FOR WORKS AND PROCUREMENT AND INSTALLATION OF EQUIPMENT DURING THE CURRENT FINANCIAL YEAR

Annex - 5

HP training network: providers, partners and hosts

Central training organizations

AU = Anna University, Centre for EnvironmentalStudies, Chennai, Tamil Nadu

Post graduate courses in hydrology

Consultants = GoN Technical Assistance team of the HP Guest trainers for HIS, HIDAP andTraining. Includes several counterparthydrology organizations in TheNetherlands and the United Kingdomas hosts for overseas study tours.

CGWB Lab = Central Ground Water Board Laboratory,Hyderabad, Andhra Pradesh

WQ Training of Trainers(TOT)

CPCB = Central Pollution Control Board, NewDelhi

Advanced WQ analysis equipment

CSMRS = Central Soil and Material ResearchStation, New Delhi

Hosted workshops in WB procurementprocedures

CTU = Central Training Unit, CWC, Kharakwasla,Pune, Maharashtra

SW Training of Trainers and data entrytraining. Will develop into the NationalWater Academy under the HP. Futureprovider of all SW HIS staff inductiontraining

CWPRS = Central Water and Power ResearchStation, Khadakwasla, Pune, Maharashtra

Delivers courses in sedimentationsurveying . Co-host for current trainingat CTU.

EPTRI = Environmental Protection, Training andResearch Institute, Hyderabad, AndhraPradesh

Advanced WQ instruments

IHE = International Institute for Infrastructural,Hydraulic and Environmental Engineering,Delft, The Netherlands

Overseas post graduate training for HIS-SW, GW and WQ data processing

UoR University of Roorkee, Department ofHydrology and Department of CivilEngineering

Post graduate courses in hydrology andHIS

IISc = Indian Institute of Science, Bangalore Post graduate courses in hydrology

IMD = India Meteorological Department, Pune,Maharashtra.Local centres in: Bangalore (Karnataka),Thiruvanathapuram (Kerala), Bhopal(Madhya Pradesh), Bhubaneshwar(Orissa), Chennai (Tamil Nadu)

Hydrometeorology training forsupervisors (states & central) andobservers (Maharashtra and Gujarat).Refresher courses in advancedhydrometeorology (CWC and states).

ITRC = Industrial Toxicology Research Centre,Lucknow, Uttar Pradesh

Advanced WQ analysis equipment

KGO-WQLab

= Krishna Godavari basin OrganisationLaboratory, Hyderabad, Andhra Pradesh

WQ sampling and analysis for SW staff

NEERI = National Environmental EngineeringResearch Institute, Nagpur, Maharashtra

Post graduate training in WQmonitoring and modelling

NIH = National Institute of Hydrology, Roorkee,Uttar Pradesh

SW data processing training. Futureprovider of all academic HIS Training.

REC = Regional Engineering College,Tirucharapalli, Tami Nadu

Post Graduate courses in Hydrology

RGI /RGNGWTRI

= Rajiv Gandhi National GroundwaterTraining Research Institute, Raipur,Madhya Pradesh

GW Training of Trainers and data entrytraining. Will develop into the RajivGandhi National Ground Water Trainingand Research Institute under the HP,with additional GoN funding. Futureprovider of all GW HIS staff inductiontraining

Andhra Pradesh

ESCI = Engineering Staff College of India,Hyderabad

Hosting of HIS workshops

NIC = National Informatics Centre, Hyderabad Basic computer courses

OU = Osmania University, Hyderabad Faculty for water quality training

WALAMTARI = Water and Land ManagementTraining and Research Institute,Hyderabad

Hosts GW supervisors training, hydro-meteorology training for observers, andbasic computer courses

Gujarat

ACT = ACT Computer Institute, Ahmedabad Basic computer courses

GERI = Gujarat Engineering Research Institute,Vadodhara

SW observers training, WQ lab for localtraining

IE = Institution of Engineers, Ahmedabad Host/Venue: Basic computer courses

N&TBO = Narmada & Tapti Basin Organisation SW observers training, in-house forCWC

WALMI = Water and Land Management Institute,Anand

SW observers courses

Karnataka

CD = Cauvery Division CWC, Bangalore In-house SW observers training

KRSUC = Karnataka Remote Sensing UtilisationCentre, Bangalore

GW field staff training

JCoE = JC College of Engineering, Mysore Host/venue: GW data entry training

KESC = Karnataka Engineering Staff College, K Rsagara, Mysore

SW supervisors training

RMC = Regional Meteorology Centre of IMD,Bangalore

Local hydro-meteorology training forobservers

WALMI = Water and Land Management Institute,Dharwad

Basic computer skills and host forIMD’s local hydro-meteorology trainingfor observers

Kerala

AFTC = Arippa Forest Training Centre,Thiruvanathapuram

GW field staff training

IMG = Institute for Management in Government,Thiruvanthapuram and Calicut

GW data entry and basic computerskills training

KERI = Kerala Engineering Research Institute,Peechi

SW supervisors training

RMC = Regional Meteorology Centre of IMD,Thiruvanathapuram


Sites = Site 15N (Ramamangalam), 31(Neeleeswaram)

Frequently used for in-house and on-site CWC SW observers training

Madhya Pradesh

IICE = Indian Institute of Computer Education,Bhopal

Basic computer skills

RMC = Regional Meteorology Centre of IMD,Bhopal


WALMI = Water and Land Management Institute,Bhopal

Host for meteo training for observersand basic computer skills

Maharashstra

C-DAC = Centre for Development of Application ofComputers, Pune

Basic computer training

ESC = Engineering Staff College, Nasik Host of SW training for Supervisors

WALMI = Water and Land Management Institute,Aurangabad

Training of SW observers & Khalasi,and GW field staff.

Orissa

M&ERO = Mahanadi and Eastern RiversOrganisation, CWC, Bhubaneshwar,Orissa

Observers training –in-house

OCAC = Orissa Computer Application Centre,Bhubaneshwar

Basic computer training

RMC = Regional Meteorology Centre of IMD,Bhubaneshwar


WALMI = Water and Land Management Institute,Cuttack

SW observers training

Tamil Nadu

AU = Anna University, Centre for EnvironmentStudies, Centre for Water Resources,Chennai

Postgraduate courses

AU = Anna University, Institute of RemoteSensing, Chennai

Groundwater hydrometry for middlelevel staff

AU = Anna University, Department of Geology,Chennai

Groundwater hydrometry for middlelevel staff and observers

AU = Anna Institute of Management Basic Computer Training

C&SRO = Central Water CommissionCauvery & Southern Rivers Organisation,Coimbatore

Surface water hydrometry forObservers

FRI = Forest Research Institute, Areeppa Hosted groundwater field staff training

IIT = Indian Institute Technology, Chennai Hosted HIS workshops

IMTI = Irrigation Management Training Institute,Trichy

Surface water hydrometry for middlelevel staff and Observers

REC = Regional Engineering college, Trichy Basic computer training

RMC = Regional Meteorology Centre of IMD,Chennai



Annex - 6

Status report of HIS courses

Surface water

Course titles Status and actions

Training of SW hydrometry trainers(ToT-1)

Four scheduled courses completed by CTU, Pune. CTU inposition to deliver additional rounds, as required.

SW khalasi/helpers, observers,supervisors

With the completion of the SW ToT, all states and centralorganizations have the trainers and training modules tosystematically train all SW field staff. Initiatives rest withstates/central organizations to accomplish the targets, basedon availability of staff.

SW special equipment Training in installation, operations and maintenance ofspecial equipment should be included in tender documentsand/or arranged directly with the supplier/manufacturer.

SW instrumentation and electronics The suppliers training on special instrumentation is justenough to familiarize. More intensive training on specificaspects and maintenance is required. CWPRS approachedfor delivery.

Training of Trainers – 2: SW, GW andWQ combined.

For active SW, GW and WQ trainers, the consultants providea short course to refresh training skills. Emphases are onsorting out current issues and prepare detailed plans for (theremaining) local training. Completed for Maharashtra,Karnataka, Madhya Pradesh, Tamil Nadu and AndhraPradesh. All states, the CWC and CGWB will be covered in1998.

Reservoir sedimentation surveying More deliveries requested by The World Bank, in whichCWPRS, Pune, is to play a role.

SW data entry training. Software and training modules under preparation by theconsultants. First training sessions scheduled for September1998, in collaboration with CTU, Pune. Pls. wait forannouncements.

Basic SW data processing(HYMOS 3)

Under preparation by consultants and NIH. First deliveriesscheduled in November – December 1998.

Advanced SW data processing (HYMOS 3)

Under preparation by consultants and NIH. First deliveriesscheduled per end 1998 and early 1999.

Refresher course SW data processing .(Conversion HYMOS 3 to 4)

Under preparation by consultants and NIH. First deliveries in1999.

SW data processing,on-the-jobcoaching

Personal coaching by consultants in active SW dataprocessing centres, upon installation of computers andHYMOS-3 and/or version 4 software.

Post graduate courses in India See related catalogue prepared by the consultants.Interested parties should directly contact these providers toarrange training. Collaboration between training coordinatorsis required to mobilize the minimum group size.

Study tours in India See related catalogue prepared by the consultants.Interested parties should directly arrange study visits forsmall groups.

Overseas postgraduate SW HIS training One batch of 12 SW staff completed. Future similar trainingto be developed in India.

Overseas study tours (SW, GW andWQ).

Fully organized by the consultants. Two mixed groups wenton tour in 1997. One more mixed tour is scheduled in 1999.


GroundwaterCourse titles Status and actions

GW training of trainers(ToT - 1) Planned courses completed. RGI, Raipur is in the position todeliver additional rounds, as required.

GW field staff (supervisors/observers) With the completion of the GW ToT, all states and centralorganizations have the trainers and training modules tosystematically train all GW field staff. Initiatives rest withstates/central organizations to accomplish targets based onstaff availability.

GW special equipment Training in installation, operations and maintenance ofspecial equipment should be included in tender documentsand/or arranged directly with the supplier/manufacturer.

GW instrumentation and electronics The suppliers training on special instrumentation is justenough to familiarize. More intensive training on specificaspects and maintenance is required. The consultant willprepare a course layout and suggest possible providers andfaculty.

Training of Trainers – 2: GW, SW andWQ combined.


GW data entry training. Consultants trained first batches of data entry staff in 1997-98. RGI, Raipur can to deliver additional rounds, as required.

GW data processing. Related software not available yet. Training and on-the jobcoaching expected in 1999.

Post graduate courses in India See related catalogue prepared by the consultants.Interested parties should directly contact these providers toarrange training. Collaboration between training coordinatorsis required to mobilize the required minimum group size.

Study tours in India See related catalogue prepared by the consultants.Interested parties should directly contact these providers toarrange study visits.

Overseas postgraduate GW HIS course A batch of twelve persons left for Delft, The Netherlands.Course period: 7 September – 9 October 1998. Similarcourses to be arranged in India.

Overseas study tours Fully organized by the consultants. Two mixed groups wenton tour in 1997. One more mixed tour is scheduled in 1999.


Water qualityCourse titles Status and actions

WQ Training of Trainers - 1 Two batches (33 persons) trained in Hyderabad by theconsultants.

WQ laboratory staff training All training of laboratory and WQ field staff will be initiatedand delivered by the WQ trainers, as in-house provision.Additionally, hands-on-training (HOT) is provided by theconsultants. 50 WQ training modules to be produced anddistributed to get started.

Training of Trainers – 2: WQ, SW andGW combined


WQ advanced instruments, introductioncourse

As offered by the CPCB (New Delhi), EPTRI (Hyderabad)and ITRC (Lucknow). First round completed at eachparticipating institute. These institutes can conduct futuretraining courses for small groups of 4-6 persons. As thenominations from an agency will generally be about 2-3persons, it is necessary to contact other states to form anappropriate group size.

WQ advanced instruments, coaching. Upon installation of advanced equipment and completion ofthe introduction course. HP consultants for subsequent in-house coaching

Post graduate courses in India See related catalogue prepared by the consultants.Interested parties should directly contact these providers toarrange training. Collaboration between training coordinatorsis required to mobilize the required minimum group size.

Study tours in India See related catalogue prepared by the consultants.Interested parties should directly contact these providers toarrange study tours.

Overseas postgraduate WQ HIS course To be delivered by IHE, Delft, The Netherlands: 26 October –30 November 1998.

Overseas study tours Fully organized by the consultants. Two mixed groups wenton tour in 1997. One more mixed tour is scheduled in 1999.


HydrometeorologyCourse titles Status and actions

Hydrometeorology for observers Ongoing regular programmes. No training of trainers.

Hydrometeorology for (FCS) supervisors As announced and delivered by IMD in Pune. No training oftrainers.

Hydrometeorology refresher courses. IMD is seeking advice from the States on the coursecontents. First delivery is scheduled to take place in Pune,January 1999.

Other coursesBasic computer training: MS Windows,MS Office, printing, file management,virusses etc.

Started in all states and is often subcontracted to localcomputer training institutes. All initiatives are taken locally.These courses do not include hydrology topics.

Advanced computer training: MS WORD

Advanced computer training: MS Excel

Advanced computer training: MS Access

Distinct courses, which should include HP specific report anddatabase formats, as exercises. Local arrangements are yetto be made by most states and central organizations.

Advanced computer training: Computersystems management

Upon installation of computer hard and software, there is astrong need to have some staff around who can act astroubleshooter, and coach computer users in case ofdisturbances, hang-ups, (re-)installation etc. Some stateshave already started preparations for such training,contracting local computer training institutes. Allorganizations are requested to do the same. One small crewof system managers could of course act as mobile team,serving several computer users at various places.

General management skills New course, under preparation by Consultants, for seniorHIS managers. Start in 1999.

Download-manuals-general-sapr-october1998

Business

project progress

project offices

project elements

project management support

interpretation of ta

hydrology project figure

core project data

staffing budget