Foreword
The Government of Andhra Pradesh has initiated the process of providing substantive and enabling
role to farmers benefiting from irrigation projects for management, operation and maintenance of the
irrigation infrastructure by enacting the APFMIS Act, 1997. Following this, I&CAD Department has
carried out minimum rehabilitation of the M.I tanks through Water User Associations. Performance
evaluation of the WUAs highlighted the need for investment in institution building to enable WUAs to
take up irrigation system management responsibilities. This has now been initiated in the I&CAD
Department as part of the ongoing sector reforms process under the flagship of Jalayagnam
programme of Government of Andhra Pradesh in tune with the Mid-Term Appraisal of the X Plan and
observation of the Sub-Group on Agriculture and Irrigation of the National Development Council.
I&CAD Department is already implementing a project on Repair, Renovation and Restoration of
water bodies directly linked to Agriculture with assistance from Government of India in the districts
of Ananthapur and Mahaboobnagar. I&CAD Department has developed a step-by-step process
guideline towards scaling up of the above programme to benefit 2.5 lakh ha under 3000 tanks at an
estimated cost of Rs. 1000 crores with financial assistance from the World Bank and the Government
of India under the AP Community Based Tank Management Project. This restoration work is
proposed to be undertaken in three batches over a period of next five years.
The Project Implementation Plan has been prepared to act as a guiding document, describing the
activities of the project on spatial and temporal scale. In addition, a set of six Operational Manuals on
various components has also been prepared to steer the project stakeholders in effective
implementation of the project. Present volume is one of the series of these six manuals. Though
sufficient care is taken to avoid any contradiction with the existing provisions, however in cases of
any ambiguity or contradiction, the existing statutes and government orders would prevail. We
welcome any suggestions for further modifications and improvement.
Commissioner,
Irrigation & CAD Department
Government of Andhra Pradesh
List of Contents
Chapter /
Section No.
1
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
1.10
1.11
Page No.
Introduction
About the state
Agro-climatic features
Geographical distribution of tanks
Status of tanks
Reason for decline to tank irrigation
State strategy on tank management
Community involvement in tank management
Groundwater and tank
GoI pilot on renovation and rehabilitation
GoI National Framework for design of project
Related Bank projects
1
1
2
4
4
5
6
8
10
10
12
2
2.1
2.2
2.3
2.4
13
16
16
19
3.3
3.4
3.5
3.6
3.7
24
25
26
28
32
4
4.1
4.1.1
4.1.2
4.1.3
4.1.4
4.1.5
4.1.6
4.1.7
4.1.8
4.1.9
4.1.10
4.1.11
4.1.12
4.1.13
39
39
39
39
40
41
42
42
44
47
47
47
47
3.1
3.2
ii
20
20
4.1.14
Pradesh
Post project sustainability strategy
47
4.2
4.2.1
4.2.2
4.2.3
4.2.4
4.2.5
4.2.6
63
63
63
64
65
66
5
5.1
5.2
5.2.1
5.2.2
5.2.3
5.2.4
5.2.5
5.3
5.3.1
5.3.2
5.3.3
5.3.4
5.3.5
5.4
5.4.1
5.4.2
5.4.3
5.4.4
5.4.5
5.5
5.5.1
5.5.2
5.5.3
5.5.4
5.6
5.6.1
5.6.2
5.6.3
5.6.4
5.6.5
5.6.6
121
121
121
127
130
131
6
6.1
6.2
149
149
iii
67
69
69
69
70
75
76
95
95
95
97
100
101
107
107
108
108
111
116
116
117
118
6.3
6.4
6.5
6.6
6.7
6.8
6.9
6.10
6.11
Implementation arrangements
Project Management Support
Partnering institutions
Support Organization selection criteria
Terms of Reference for Support Organization
Capacity building objective and strategy
Project Monitoring and Learning
Project Sustainability
Project Risks
7
7.1
7.2
7.3
7.4
7.5
7.6
8
8.1
8.2
8.3
149
154
156
156
160
165
169
172
173
178
178
183
184
188
189
8.4
8.5
9
9.1
9.2
9.3
9.4
238
238
239
240
10
10.1
10.2
10.3
10.4
10.5
Financial Management
Annual Action plan preparation
Head of Account
Drawing Disbursing Officer
Fund Release Process
Audit
245
245
245
245
246
11
11.1
11.2
11.3
11.4
11.5
11.6
11.7
209
211
215
215
216
247
247
247
248
250
253
255
11.8
11.9
Capacity building
Reporting arrangements
12
12.1.
12.2.
12.3.
12.4.
12. 5.
12.6.
12.7.
12.8.
13
Table 01
Table 02
Table 03
Table 04
Table 05
Table 06
Table 07
Table 08
257
257
Cost Tables
Component 01: Institutional Development
Component 02a: Minor Irrigation Systems
Improvement
Component 03a: Agriculture & Horticulture
Component 03b: Animal Husbandry
Component 03c: Fishery
Component 03d: Foreshore Plantation
Component 03e: Agri-business & Marketing
Component 04: Project Management
278
278
278
281
281
282
283
283
1. Introduction
1.1. About the state
Andhra Pradesh is the fourth largest state in India in terms of geographical area of 27.44
million ha, i.e., 8.4 % of the countrys territory. It is the fifth largest in terms of population at
75.7 million (2001 Census). The state is bound in the north by Maharashtra and Chattisgarh
states, on the east by Bay of Bengal, on the north-east by Orissa state, on the west by
Karnataka state and on the south by Tamil Nadu state. It lies between the north latitudes of
12 14 and 19 54 and east longitudes of 76 50 and 84 50. The state is divided into 23
districts and three popular cultural regions of Coastal Andhra, Rayalaseema and Telengana.
The population of Andhra Pradesh was about 75.7 million in 2001, with a population density
of 272 per km2. The female population is about 37.4 million, which is slightly less than 50 %
of the total population, giving the state a sex ratio of 978 females per 1000 males. The state
witnessed a population growth of 24.2 % between 1981 and 1991, which reduced to 13.8 %
between 1991 and 2001. Off the total state population 20.5 (27 %) million lived in urban areas
in 2001 and 55.2 million (73 %) lived in rural areas, making the state population
predominantly rural.
In the rural areas of the state, in 1991 the main work force formed about 47 % of the total
rural population. Off the total main work force, 61 % were men and 39 % women. Among the
marginal workers, however, women constituted 93 % of the work force and men only 7 %. In
urban areas the main work force constituted about 30 % of the total urban population. Men
made up 82 % of this work force while the women constituted of only 18 %. However, among
the urban marginal workers women made up 80 % of the work force, while the men only 20
%.
Agriculture is the mainstay of the states economy and also the largest employment provider.
The total cropped area in the state is about 13 million ha, contributing about 34 % (Rs. 372
billion) to the net state domestic product (Rs. 1,105 billion)1. Out of the 29.9 million work
force in the State as much as 19.5 million (65 %) are occupied in agriculture.
Food crops occupy about 67 % (8.8 million ha) of the cultivated area of Andhra Pradesh. The
annual total food grain production in the State is about 13.7 million tones. The major food
crop is rice, which is cultivated in about 4 million ha with an average annual production of
about 10.6 million tones. The other principal crops are cotton, sugarcane, tobacco, onion and
chili. Horticulture and plantation crops occupy about 1.37 million ha (10.5 %), with an
average annual yield of more than 9.5 million tones. The other important agricultural
activities are dairying, poultry and fishery.
1.2. Agro-climatic features
The cropped area in Andhra Pradesh state is divided into seven distinct agro-climatic zones.
The classification mainly concentrates on the range of rainfall received, type and topography
of the soils. The seven agro-climatic zones are as follows:
Zones
Districts
Rainfall
(mm)
Soil Type
Crops Grown
Paddy, Groundnut,
Jowar,
Bajra,
Tobacco,
Cotton
Chillies, Sugarcane
and Horticultural
crops
Paddy, Groundnut,
Mesta,
Jute,
Sunhemp,
Sesamum, Jowar,
Bajra, Black gram
&
Horticultural
crops
Paddy, Groundnut,
Cotton, Sugarcane,
Millets
and
Horticultural crops
Paddy,
Castor,
Jowar,
Maize,
Sugarcane,
Sunflower,
Turmeric, Pulses
and Chillies
800-1100
Deltaic Alluvium,
Red soils with clay,
BC
soils,
red
loams,
costal
sands, saline soils.
Srikakullam,
Vizainagaram,
Vishakapatnam & uplands of
East Godavari
1000-1100
Southern
Zone
700-1000
North
Telangana
Zone
Adilabad,
Karimnagar,
Nizamabad, Medak, (Northern
part) Warangal (Except N.W
Part) Eastern tips of Nalgonda
and Khammam
900-1500
700-900
Red
eaths with
loamy
subsoils
(Chalkas)
Paddy, Safflower,
Grapevine,
Sorghum, Millets,
Pulses, Sunflower
and Orchard crops
500-750
Cotton,
Korra,
Sorghum, Millets,
Groundnut, Pulses,
Paddy
1400
Hill
slopes,
Undulating
transported soils
Horticultural crops,
Millets,
Pulses,
Chilles, Turmeric
and Pepper
Krishna
Godavari
Zone
North
Coastal
Zone
Southern
Telangana
Zone
Scarce
Rainfall
Zone
Hyderabad,
Ranga
Reddy,
Mahaboobnagar,(Except
Southern
border)
Nalgonda,(except North eastern
border) Medak (Southern parts)
Warangal (North Western part)
Kurnool,
Ananthapur,
Prakasham,
(Western
parts)
Cuddapah
(Northern
part),
Mahaboobnagar
(Southernborder)
High
Northern borders of Srikakullam,
Altitude &
Vizianagaram, Vishakapatnam,
Tribal
East Godavari and Khammam
Areas
Source: I&CAD Department, GoAP
No. of
Tanks
66,195
Command
(ha)
594,968
Tanks < 40
ha
11,277
1,155,119
Tanks > 40
ha
77,472
1,750,087
Total Tanks
Source: GoAP, 2006 JALAYAGNAM
The district wise distribution of tanks in the state is given in the table below.
Name of
District
Tanks > 40 ha
Tanks < 40 ha
Total
No. of Command (In ha)
No. of Command (In ha)
No. of
sources
sources
sources
Srikakulam
1026
64933
Vijayanagaram
1173
53253
Vishakhapatnam
389
67372
E. Godavari
332
53436
W. Godavari
254
37462
Krishna
284
41894
Guntur
83
10019
Prakasam
354
48338
Nellore
775
106372
Ananthapuram
445
48445
Chittoor
627
52898
Cuddapah
309
30841
Kurnool
163
26747
Mahaboobnagar
655
60456
Ranga Reddy
280
31647
Nalgonda
541
69034
Warangal
756
75482
Khammam
393
57870
Nizambad
325
34492
Medak
889
66348
Karimnagar
622
64977
Adilabad
602
52802
Total
11,277
1155118
Source: Calculated from GoAP, 2006 JALAYAGNAM
7638
8318
3111
1253
1054
663
213
551
984
2199
7395
1542
454
5374
2037
4076
3920
2097
2272
5174
4495
1375
66195
72451
63715
29501
15953
12716
10082
3737
7406
14708
21068
55285
13068
4785
41732
19242
32287
30253
21914
25078
41048
42583
16366
594978
8664
9491
3500
1585
1308
947
296
905
1759
2644
8022
1851
617
6029
2317
4617
4676
2490
2597
6063
5117
1977
77472
Command (In
ha)
137384
116968
96873
69389
50178
51976
13756
55744
121080
69513
108183
43909
31532
102188
50889
101321
105735
79784
59570
107396
107560
69168
1750096
13. Irrigation Department, as competent authority, is made fully accountable to the farmer
organizations
14. Right to recall an elected member after one year
15. Social audit and annual accounts audit
1.7. Community involvement in tank management
Farmers
(Any person using water for the purpose of irrigation and
paying water tax as recorded in the revenue records)
W U A
t h e
o f
B o d y
G e n e r a l
President
Managing Committee
The primary farmers organization for the minor irrigation tanks is the Water User
Association. A WUA is created by delineating the command area under a minor irrigation
tank system. All land holders (farmers and tenants) within the delineated area constitute the
members of the WUA. The area of a WUA is subdivided in order to equitably handle water
management, maintenance, and governance. These constitute the Territorial Constituencies
within a WUA, which are 6 in numbers. The elected representatives of these territorial
constituencies constitute the Managing Committee of a WUA. The managing committee
members in turn elect the WUA President from among themselves. The area covered by a
WUA ranges from 40 to 3,500 ha. A typical structure of a WUA is given in the figure below.
Elections to the WUAs are conducted through a democratic process of secret ballots under the
Andhra Pradesh Farmers Management of Irrigation Systems Act 1997. Detailed rules have
been notified under the Act for the delineation, notification and functioning of the WUA.
The process of formation of a WUA entails the following steps:
1. The area proposed to be constituted into a WUA is delineated by the irrigation agency,
under an irrigation project either in full or in part depending on the irrigation system. In
the case of a minor irrigation tank, the area could be as low as 40 ha to a maximum of
2000 ha. While delineating natural and administrative boundaries are preserved as far as
possible. Delineation is done on a hydraulic basis.
2. The District Collector of the District in which the WUA is located notifies the proposed
WUA in the District Gazette and calls for objections. After hearing the objections a final
notification is made in the District Gazette and the WUA is constituted. Along with the
WUA a Competent Authority to the WUA is notified by law. The competent authority
provides technical advice to the WUA and assists in the technical supervision of the works
undertaken by the WUA.
3. The Commissioner CADA is the authority who notifies the process of election to the
WUA. The District Collector of the District concerned issues the election notification. The
process of election starts with the following sub processes:
i.
All the members of a WUA who use water and pay water tax as recorded in the
revenue records and who are 18 years and above are the voters of a WUA. Each
member has a vote regardless of the extent of his or her land holdings. The electoral
rolls are prepared Territorial Constituency wise and listed against each survey number.
The voters list is then issued Territorial Constituencies wise.
ii.
The District Collector issues a schedule for calling for nominations of interested
candidates for the post of member of the Territorial Constituencies. A time frame for
the scrutiny and withdrawal of nominations is specified in the election schedule and a
final list of contesting candidates is put up on the notice board.
iii.
The elections are conducted immediately. Each voter casts his/her vote. The candidate
securing the maximum number of votes is declared the winner. In some cases the
elections may be unanimous. The consensus candidate is then declared as the winner.
The winner is handed over the election certificate. For minor irrigation WUAs, the
entire election process i.e., from receiving nominations to election of MC members,
President and Vice President is accomplished within one day.
iv.
Where a dispute arises in the election of a member, the aggrieved could redress in the
District Civil Court as an election dispute. All the District Civil Courts have been
designated as the election tribunals for the purpose of the election disputes.
v.
The WUA notifies a place as its office and the work begins for a period of six years the tenure of the WUA. However, every two years the term of one third of the
members expires, who are then replaced through elections. The term of the President
and Vice President is also for two years.
4. Each WUA has a separate bank account. The President and a member are the signatories
to the Bank Account.
The primary roles and responsibilities of the WUA as designated in the APFMIS Act are as
follows:
1. To prepare and implement a warabandi schedule for each irrigation season, consistent
with the operational plan, based upon the entitlement area, soil and cropping pattern.
2. To prepare a plan for the maintenance of irrigation system in the area of its operation at
the end of each crop season and carry out the maintenance work of feeder channels and
field drains in its area of operation with the funds of the association from time to time.
3. To regulate the use of water among the various pipe outlets under its area of operation
according to the warabandi schedule of the system.
4. To promote economy in the use of water allocated.
5. To assist the Revenue Department in the preparation of demand and collection of water
rates.
6. To monitor flow of water for irrigation.
7. To resolve the disputes, if any, between the members and water users in the area of
operation.
8. To raise resources.
9. To maintain records and to cause annual audit of its accounts.
10. To encourage avenue plantation on canal bunds and tank bunds by leasing such bunds.
11. To conduct regular water budgeting and also to conduct periodical social audit, as may be
prescribed.
90
10
Figure 1
in late 1970s when the Ground Water Department and the Central Ground Water Board
started making exploratory-cum-production bore-wells and tube-wells to demonstrate the
technology and understand the basic fabric of aquifers, especially the hard-rocks. Irrigation
wells were designated as successful if their yields were more than 150 lpm and drinking water
wells were categorized as successful if their yields were more than 60 lpm. Also in the 1970s,
under drinking water sector, the Panchayat Raj Department got sophisticated drilling
equipment under UNESCO programmes and drilled large number of wells to meet the
drinking water requirements. The second intervention, supported by the government came in
the form of service area banking system, which took National and then the Grameena banks to
very remote areas and these banks gave liberal loans for making bore-wells and for pumping
equipment. Bore-wells proliferated with this support and in 1980 there were 10 lakh wells
with 90% of them dug wells irrigating 12 lakh hectares. Now there are 22 lakh wells in the
state irrigating about 26 lakh hectares of which 70% (16 lakh) are bore wells (table below).
However, spacing norms were ignored in this with large number of closely spaced clusters of
wells that lhas ed to fall in their yields over a period of time.
Growth of wells and area irrigated under groundwater
Year
Bore wells
lakh
1971-72
6.90
1.13
8.03
1980-81
9.33
1.90
11.24
1990-91
13.67
3.94
17.61
2000-01
11.55
15.33
26.92
2004-05
8.78
16.01
24.79
Tanks, in general, have a significant impact on the groundwater resources in their influence
zone including the command area. The magnitude of the impact on groundwater potential
depends largely on the volume of the water stored in the tanks for a given period. The
recharge varies from tank to tank depending upon the geology, geo-morphology, tank design,
storage capacity etc. Utilization patterns and user profiles are also not uniform in all
circumstances and are location and region specific. Some tanks, either by design or because of
their location in a specific hydro-geological setting do not show their influence on the aquifer
system in the immediate vicinity.
The bore well users in the command and influence zones of the tanks would in fact, in a
sense, be using the surface water storage drawn through aquifers thus forming an important
stakeholders in a tanks project. The overall efficiency of the tank system therefore depends on
the utilization of groundwater resource both in command and influence zone of the tank
necessitating the groundwater management in that given unit.
Tank systems are managed by the Water Users Associations (WUAs) supported by the
concerned departments. The definition of water Users as per the APFMIS Act does not
explicitly include the groundwater users. Moreover, the groundwater use is also not part of the
tank management within the command. However, groundwater on the whole, within the tank
system occupies an important place in influencing the tank based livelihoods.
In this context, it is necessary to adopt an integrated approach for surface and groundwater
management at tank as well as a hydrological unit level.
Managerial
Social Issues
Productivity
Enhancement
Water Management
Tax collection
Regular WUA meetings
WUA records maintenance
Auditing of WUA accounts
Community taking up for entry point activities Shramadan, desilting,
etc
Identification of best practitioners (change agents) and para-workers
Promotion of ID crops and SRI paddy
Adoption of organic pesticide management practices
Soil sample analysis
Farmers Field Schools
Warabandi and water sharing
Adoption of new technology in water management - drip and
sprinklers
Water audit and crop planning
Social regulation of ground water
th
10
11
GoI will assist the state governments in the preparation of projects. The framework and the
principles recommended will have to be converted into project development framework in a
much more detailed manner. This will be achieved by creating a Mission Directorate at the
Ministry of Water Resources (MOWR) with funding support in order that the Mission
Directorate can effectively play its role. The MoWR will also centrally monitor the project
and ensure experience sharing, learning and dissemination. In the event of a state taking a
World Bank loan the entire assistance will be a loan burden to the state government. In view
of this and the fact that there is a definite role envisaged for GoI in the project, GOI will give
a grant of at least 25 % of the project cost to the states.
The unit cost (Rupees / ha) of restoration of water bodies of command size 40-100 ha will be
Rs. 50,000 and of command size 100-501 ha will be Rs. 40,000. This will include 10 % for
capacity building.
1.11. Related Bank projects
The related World Bank funded projects in the state are:
1. Andhra Pradesh II
2. Andhra Pradesh III
3. Andhra Pradesh Economic Restructuring Project
4. National Hydrology Project I
5. National Hydrology Project II
6. Andhra Pradesh Community Forest Management Project
7. Andhra Pradesh District Poverty Initiative Project
8. Andhra Pradesh Rural Poverty Reduction Project
12
Batch No.
1
2
3
Total
Project area
The project will be implemented in 499 Mandals of 22 districts of Andhra Pradesh.
Strategy for decentralization and convergence with other programmers of Government
The project will adopt a Results Based Management Strategy (see figure below) for
decentralization of its planning, implementation and monitoring processes. Results Based
13
14
Other critical components associated with results based management strategy that reinforce or
facilitate the use of performance information are:
1 Accountability: instituting new mechanisms for holding organization staff and units
accountable for achieving results at appropriate levels
2 Decentralization: delegating authority to the organizational level accountable for results,
and empowering them with flexibility to shift resources to better performing activities
3 Client focus: consulting with beneficiary groups concerning their preferences and
satisfaction with goods and services provided, and being responsive to their needs
4 Participation and partnership: involving partners and stakeholders in all aspects of
performance measurement and management processes, and seeking greater harmonization
of efforts
5 Reformed operational policies and procedures: instituting new policy and procedural
directives aimed at changing the way the organization conducts its business
6 Supportive mechanisms: assisting organization staff to effectively implement performance
measurement and management in various ways, such as providing training, technical
assistance, performance information databases, guidebooks, tips and best practices series
7 Cultural change: equally important for successful results based management is
transforming the organizational culture, that is, the values, attitudes and behaviors of its
personnel
The steps in defining the result based management strategy for the project are as follows:
1. Agreement on and initiation of the strategic management process
2. Identification and clarification of the organizations mission, objectives, and current
strategies
3. Identification of the organizations internal strengths and weaknesses
4. Assessment of the threats and opportunities from the external environment
5. Identification of key constituents / stakeholders and their expectations
6. Identification of the key strategic issues confronting the organization
7. Design / analysis / selection of strategy alternatives and options to manage issues
identified in step 6
8. Implementation of the strategy
9. Monitoring and review of the strategys performance
The primary level of convergence of the project with other on-going government development
programmes and schemes will be the District Level Implementation Committee. At the time
of preparation of the TIMP itself, such a convergence plan will be prepared for each tank
system. This will be submitted to the DLIC for approval. Since all the relevant line
department district heads are members of the DLIC, an approval of the convergence plan in
the DLIC will indicate willingness of the respective departments in implementation of the
convergence plan. The District Collector, as the DLIC chairperson will monitor and review
the implementation of the convergence plan approved by the DLIC.
To facilitate implementation of convergence of the project with on-going government
programmes and schemes the Project Steering Committee, with the Chief Secretary as the
Chairperson, will have the powers to issue orders and rules, as required.
15
The State average for these years was 22.7 % irrigation from tank to total net irrigated area.
16
tank received water inflows, an earthen bund to store the water, surplus system to let off
excess flows safely, sluices to release water for irrigation and tank bed to cover the water
spread when the tank is full. The canal system comprises main canal to carry water for
irrigation of required discharge and field channels that bring water to the farmers field. Minor
irrigation source which is above 40 hectares will be considered for project.
As awareness about the project develops among the villagers, social mapping of the villages
will be carried out to identify the various social and economic groups among them. During the
process the various stakeholders of the tank will be identified by listing out all the ways in
which the villagers are using the tank and the household in each user category. This will be
recording on the social maps. Once all the tank stakeholders have been identified a Detailed
Internal Interest Analysis Matrix will be prepared of all the tank stakeholders.
In general the WUA will having two types of stakeholders i.e. direct stakeholders and indirect
stakeholders
1. Direct stakeholders
Ayacutdars (command area farmers)
Fishermen
2. Indirect stakeholders
Washer men
Livestock keepers
Ground water users
Community participation
The project will adopt a participatory implementation strategy. It is envisaged that the strategy
will create a conducive environment for stakeholders to take part collaboratively to:
Decide and articulate on what is needed
Decide on directions, priorities, responsibilities and performance levels
Develop interventions to achieve the agreed objectives
The objectives of the participatory strategy will be to:
1. Supporting and strengthening the capabilities of local people and their institutions
2. Enable people and their institutions to establish working relationships with related
organizations
3. Enhance the sustainability of the project interventions
4. Enabling local level planning, implementation, monitoring and evaluation
5. Creating a suitable environment for better use of capacities of people and resources
available at the community level for sustainable local development
The basic principles of the participation strategy will be:
1. Mutual Respect: All people must be accepted as they are with their strengths and
weaknesses
2. Active Involvement: A prerequisite to participation is active involvement of all and
participation must be continue from planning through evaluation
3. Agree to Disagree: Participation requires an implicit and explicit understanding to agree
and disagree and to accept the common interest above personal interests
4. Building Consensus: Collective responsibility for decisions made
5. Commitment to Action: Collective commitment to action on the basis of agreed upon
decisions and plans
17
Community will participate in the project primarily through the institution of the Water Users
Association.
Tank based livelihood management
Andhra Pradesh has 73% of population living in rural areas and employed mainly in
agricultural activities. An estimated 21.6 percent of the population lives below the poverty
line. In the state marginal (less than 1 ha) and small farmers (1-2 ha) own about 83 % of the
total holdings but own only 46 % of the total land, semi-medium farmers (2-4 ha) own 12.34
% of landholdings, medium farmers (4-10 ha) own 4.34 % of landholdings and large farmers
(greater than 10 ha) own 0.57 % of the total land holdings. Irrigated agriculture provides an
important means to raise incomes and living standards for many farmers, especially the poor
and marginal ones with smallholdings.
Minor Irrigation tanks contribute to 14 % of the state irrigation. The gamut of minor irrigation
tanks comprises minor irrigation tanks (>40 ha ayacut), Panchayat Raj Tanks (<40 ha ayacut).
The traditional tank systems have provided insulation to the people living in fragile rain-fed
areas in this part of the country. Even so, the farmers in rain-fed tanks who are predominantly
marginal and small farmers are highly vulnerable to the vagaries of monsoon. Consequently,
these tanks need to be conserved at any cost to provide a safety net to the livelihood of the
millions who depend on them.
The multiple and diverse uses of tanks to the villagers need to be considered as part of
community centered planning. This is essential to keep up the interests of the local people to
maintain and manage them efficiently. Currently, the fishermen community, livestock owners
are not considered as primary stakeholders. Just as increasing concern with basin management
has shown the need to look more closely at water productivity, not just land productivity,
"more crop per drop," concern for irrigation as a tool for alleviating poverty points out the
importance of "more jobs per drop." Harvests from forests, fisheries, and farm fields are the
primary source of income for the rural poor. These are yet to be effectively tapped.
Experience indicates that water resources management is effective and sustainable only when
it is linked to livelihoods wherein all sections of local community are brought together with a
shared sense of purpose and ownership.
Tank, as an important source of irrigation, has lost its significance during the last three or four
decades as most of the tanks in the state perform below their capacity level and the gap
between the irrigation potential created and actual irrigated area under tanks has been reported
at about 40 to 60 percent depending upon the rainfall during a year. The local communities in
many cases have shifted from tank based agriculture to ground water based agriculture as an
emerging alternative. Moreover, it is also seen that the return from agriculture at state level
has remained stagnated over a period of time due to fluctuations in rainfall, sub-optimal
functioning of physical infrastructure and lack of changes / adoption on newer land use
patterns and agronomic practices.
The primary focus of the project activities is not only to restore the gap ayacut through tank
systems improvement but also to improve the production and economic returns from tank
based livelihoods. The I &CAD Department undertook a study of tank based livelihoods,
which brought forth a range of tank based livelihoods and changes in livelihoods adopted by
WUA members based on water availability. The study indicated that farmers practice multiple
18
livelihood options based on available natural resources and these need to be utilized
effectively for improvement. The inference derived from a number of studies and interactions
with extension workers, professionals and academicians indicate the need and importance of
interventions to improve productivity of crops as well as maximize returns by reducing gaps
in demand-supply chain. There is a specific need for focusing interventions on effective
demonstrations to farmers, to disseminate technology and facilitate its adoption, create
awareness on quality standards, organize farmers and promote collective sale and purchase of
inputs and produce so as to improve returns. Market led extension is the newest approach,
which needs to be adopted for improving the economic returns to farmers and other tank
users.
2.4. Project financing
Extent of World Bank finance
The World Bank will finance the project to the extent of 75 % of the total cost as a loan.
GoI cost share
The Government of India will finance the project to the extent of 25 % of the total cost as a
grant.
Community share
The community will contribute to the extent of 10 % of the total cost of civil works. It will be
5 % in cash and 5 % in kind.
19
20
21
2. provide finances, technical support, supervision and training to WUA to carry out all
WUA functions and activities listed above
3. ensure quality of civil works carried out under the project
4. provide continued technical support, supervision and training to the WUA subsequent to
the handing over of the tank system to the WUA
5. provide resources to carry out repairs of the tank system for damages caused by natural
calamities, subsequent to restoration
(For the text of the MoU see Annex 1.)
Data collection for preparing Tank Improvement and Management Plan (TIMP) PRA
/ Technical Surveys
After signing of the MoU between the WUA and the DPD the process for TIMP preparation
will start. This will begin with a Participatory Rural Appraisal of the tank area villages. PRA
will be carried out over a period of 5 days schedule using the following tools:
Day
Day 1
Day 2
PRA Tools
Resource Mapping / Transect
Production System & Livelihoods Mapping
Day 3
Day 4
Day 5
Problem identification and prioritization will lead to the identification of the root problems of
the tank system and the effect of this on the tank users. This will be done through construction
of a Problem Tree of the core problem of tank system deterioration. The construction of a
Problem Tree will result in list out the causes and effects of the tank system deterioration.
Once the causes and effects have been listed, they will be converted into objective statements
based on which the required interventions will be identified. The interventions so identified
by the tank system stakeholders can not be changed by the project staff without the approval
of the WUA. The identified interventions will be segregated into the following categories:
1. Civil Works
2. Land / Water Resources Management Activities
3. Production / Livelihood Activities
4. Social / Environmental Management Activities
5. Institutional / Management Aspects
6. Trainings
The proposed interventions will also be segregated into categories based on the resources to
be used to implement them. The resources to be used are:
1. Community resources
2. Project resources
3. Convergence / linkage with other programmes
22
4. Credit financing
During this time the assessment based on the Social and Environmental Management
Framework will also be carried out and interventions related to it identified.
Preparation of Work Designs and Cost Estimates
After identification of the interventions the design and cost estimates for the civil works will
be prepared by the project technical staff in association with the Works Sub-Committee
members of the WUA. During the same time the cost estimate and implementation plan for
the other interventions will be prepared by the other relevant project staff in association with
the Works Sub-Committee and other members of the WUA.
With respect to interventions to be implemented through convergence / linkages with ongoing government schemes like National Rural Employment Guarantee Programme
(NREGP), the WUA will pass a resolution to that effect and present it to the concerned Gram
Panchatay for consideration through its co-opted Gram Panchayat members. The WUA Gram
Panchayat members will represent the WUAs interest in the Gram Panchayat meeting and
will follow up on inclusion of these interventions into the Gram Panchayat NREGP plan.
Preparation of TIMP Document
After the design, cost estimates and the implementation plan for all the interventions have
been prepared, it will be compiled into the TIMP document. The TIMP document will be
prepared in a log frame format and with GANTT charts, designs and estimates and cost tables.
It will also include a brief profile of the tank system area and the tank stakeholders.
Consultation and Endorsement of TIMP by WUA General Body
Once the draft TIMP document is ready it will be presented to the WUA General Body for
discussion and approval. The General Body meeting of the WUA will be organized within a
fortnight of the preparation of the draft TIMP document. During this intervening period the
SO in-charge of the WUA will discuss and clarify all queries of the WUA members related to
the implementation plan, designs and cost estimates. Based on the discussions, any required
modification of the TIMP will be carried out. After the final TIMP has been agreed upon, the
extent of the community contribution and its collection strategy and schedule will be agreed
upon.
Once the TIMP has been agreed upon and finalized, a General Body meeting of the WUA will
be held to pass a resolution approving and adopting the TIMP. The WUA Managing
Committee will then fill up the TIMP Implementation Agreement. The WUA Managing
Committee will prepare two copies of the approved TIMP and the Agreement and submit
them to the DPU for approval. On receiving DPU approval, one copy of the TIMP and
Agreement will be kept with the WUA for its records and one copy will be kept with the
DPU. The DPU will compile all the TIMPs prepared in one project phase in the District
Action Plan and submit it to the District Level Implementation Committee (DLIC) for
approval.
23
24
All the works executed and records will be subject to independent third party quality control
as per the agreement with the DPU apart from the regular quality control.
The lists of works to be taken up will be given wide publicity by means of display in the
office of the WUA or other public institutions within the area. Whenever a work is taken up
the estimated cost of the work, item of work proposed to be executed, details of the executing
agency etc., will be exhibited on a display board at the place of the work so that all members
of the WUA are aware of the details of the works being executed and the expenditures to be
incurred. The abstract of work items, quantity, rate and cost will be painted on wall of the
WUA office.
3.4. Maintenance of Records & Book Keeping
WUA will operate the following two accounts which will be audited as required by the
government as per the rules:
1. O&M Account: The WUA has to operate an account in any Nationalized Bank for
depositing water charges collected, O&M funds, 5 % contribution towards share of the
WUA in rehabilitation of the tank. This account will be operated jointly by WUA
President and Vice President, on behalf of the WUA Managing Committee.
2. Works Account: The WUA has to operate another account in a Nationalized Bank for the
purpose of rehabilitation works taken up by the WUA under the project. This account is to
be operated jointly by WUA President (on behalf of the WUA Managing Committee) and
the project technical staff (DPU staff co-opted into the works sub-committee).
The WUA will maintain the following accounts and registers separately for each account.
Each record will bear the name, address and the seal of the WUA and will be machine
numbered.
1. Cash Book
2. Bill Register
3. Contingent Register
4. Anamath Register (Day Book)
5. Receipt Book
6. Cheque Register
The project technical staff of the WUA will also ensure that each WUA maintains the
following records, other than those specifically mentioned in the APFMIS Act and rules:
1. An up-to-date copy of the Act / Rules / Directions and orders of Commissioner /
Government
2. Maps showing:
i. The boundaries of the tank system and jurisdiction of the WUA
ii. Water conveyance system within the boundaries of the WUA jurisdiction
iii. The localized / notified ayacut
iv. The areas under irrigation not falling within notified ayacut
3. Registers:
i. Property Register and Records
Inventory Register
Register of vacant lands and building
Register of income on Miscellaneous property
Register of Machinery
ii.
Membership Register
iii.
Canal gauge Register
25
iv.
v.
vi.
Sanctions Register
Register of Administrative and Technical sanctions and payments
Special fee and tax collection Register
Minutes Register
General Body
Managing Committee
Sub committees
26
vii.
viii.
ix.
x.
Resource mobilization
Water audit and crop planning
Water distribution and sharing
Community based monitoring of WUA activities
27
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.
xi.
xii.
xiii.
xiv.
(For details on capacity building objectives and strategy see Component 4 section on capacity
building)
3.6. Implementation arrangement
Tank Cluster Level Implementation Arrangement
At the tank cluster level a Support Organization (SO) will facilitate community mobilization
and participation. Each SO will be assigned at least one cluster of tanks consisting of 5 to 10
tanks.
The DPU will be responsible for identification and selection of the SO in a district. The
selection procedure for the SO is provided in Component 4. Based on the selection procedure
SOs will be empanelled in a district. The DPU will contract SOs, as required, when tanks are
taken up for rehabilitation in a district. At the time of contracting the SOs will be provided
with the ToR for the SOs, based on which they will prepare their implementation plan and
schedule.
The expected outputs of the SO are:
1. Effective mobilization of all tank stakeholders to participate in the activities of the
Water Users Association
2. Capacity developed of the Water Users Association in effectively performing their
roles in:
i.
Collection of water charges
ii.
O&M of tank system
iii.
Water audit and water sharing (surface water and groundwater wherever
planned)
iv.
Promoting agricultural growth and tank based livelihoods
v.
Resource mobilization and management
3. Effective participation of the Water Users Association in planning, implementation
and monitoring of the project activities
The specific tasks to be performed by the SOs in the various stages of the project are:
28
Sl.
No.
Activity
SO Staff Tasks
Community
Organizer
Agriculture
Water
Management
&
Work Inspector
X
X
X
X
X
X
X
X
X
X
x
X
x
X
x
X
X
X
X
29
Implementation
(18 Months)
28
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
To perform these tasks the SO will depute the following staff for each cluster of tanks:
1. Community Organizer
2. Work Inspector
3. Agriculture & Water Management Staff
Tank level implementation arrangement
At the tank level the project implementation will be the responsibility of the Water Users
Association. The tasks to be performed by the WUA are:
30
1. mobilize community contribution for the project from among the tank users at the rate
of 10 percent of the total civil works (5 percent in cash and 5 percent in kind). The 5
% contribution in cash will be deposited in the WUA O&M Account for future O&M
activities
2. prepare a Tank Improvement and Management Plan to carry out restoration and
revival of the tank system
3. supervise and actively participate the TIMP implementation
4. assist the Revenue Department in making assessment of demand for water charges and
collection of water charges from its members as per the rates notified by GoAP from
time to time
5. undertake management and O&M works of the tank system from the water charges
collected as per the provisions of the APFMIS Act (1997) covering the following
activities:
i.
desilting (feeder channels, irrigation channels and tank bed if required)
ii.
jungle clearance in the tank system
iii.
embankment repairs
iv.
revetment
v.
repairs to shutters
vi.
repairs to masonry and lining
vii.
cleaning and oiling of screw gears and gate groves
viii.
emergent breach closing works
ix.
reconstruction/ repairs of sluices
x.
reconstruction / repairs to drops and regulators
xi.
repairs to waste weir and surplus system
6. distribute water among all the tank users equitably
7. create an awareness on economic use of water and promote efficient water use
technologies & practices among the tank users
8. collectively prepare water use and agricultural plans for each irrigation season
9. arbitrate and resolve any disputes over distribution of water among the tank users
10. prevent future encroachment and protect tank system
11. maintain execution of works and supervise the quality
12. open and operate two bank accounts in any Nationalized Bank
i.
O&M Account: for depositing water charges collected, O&M funds, 5 %
contribution towards share of the WUA in rehabilitation of the tank. This account
will be operated jointly by WUA President and Vice President, on behalf of the
WUA Managing Committee
ii.
Works Account: for the purpose of rehabilitation works taken up by the WUA
under the project. This account is to be operated jointly by WUA President (on
behalf of the WUA Managing Committee) and the project technical staff (DPU
staff co-opted into the works sub-committee)
13. maintain regular ledgers and accounts of the WUA as required under the project
14. perform any other functions to accomplish the objectives of the project as and when
required under the project
To assist a WUA in performing its roles and responsibilities, each WUA will have a few paraworkers linked to it. These para-workers will be educated person from the WUA area
identified by the respective WUAs and trained by the project to perform specific tasks.
Nominally, there will be a para-worker for institutional development, agriculture development
and livelihood promotion and water management with each WUA. The para-workers will be
paid a month honourium by the project through the WUA. The project will cover the full
31
amount of the honourium of the para-workers for the first year and only a partial amount for
the next year. The remaining amount will have to be borne by the WUA. From year 3
onwards, the para-workers will work on the basis of payment of service charge by the WUA
or the member who utilize their services.
Organogram for implementation arrangement for Component 1: Strengthening of community
based institutions is given in Annex 2
3.7. Monitoring
Institution building along with the infrastructure development is the prime focus of the
Project. The former includes the capacity building of WUAs and its functionaries in the
overall management. It includes institution management, system management (O&M), water
management and corpus management. The WUAs are expected to take over regular O&M as
defined in the Act and mobilize resources from various sources, with major portion coming
from water charges collection. Against this backdrop it is essential that WUA becomes an
active partner in the overall process. Participatory Monitoring is thus proposed as an
instrument for facilitating active participation of WUAs in the overall process and continuing
the same beyond the project with enhanced capacities.
The inputs provided in the project and the outputs achieved against them are monitored
through an input output monitoring linked to MIS. The participatory M&L also gets linked to
the outputs part of the MIS providing a prominent space to the WUAs in the monitoring
framework. The WUA functionaries comprising Managing Committee members, Sub
committee members and other users will participate in the M&L activities. Transparency,
performance assessment and lesson learning are important aspects of participatory M&L.
1. WUA Self rating: WUA functionaries are required to perform different roles both on day
to day basis and periodically. The functions are related to institution management, system
management (O&M), water management and corpus management. The functions to be
performed by different WUA functionaries are broadly defined in the APFMIS Act. The
project through specific interventions targets the institutional strengthening that also
requires specific roles to be performed by the WUA functionaries. Self rating enables the
WUAs to assess their own performance vis--vis the functions related to the aforesaid
areas. Self rating is designed keeping in view the simplicity in understanding, analyzing
and awarding suitable marks by the WUA functionaries and other water users to their
performance. Some parameters are identified on which the performance is rated as per the
marks fixed. Each sub parameter is further broken up into statements leading to
measurable outcomes. Once the rating is completed, parameter wise grading can be made
like A+, A, B+, B and C. Self rating will be carried out on a quarterly basis.
2. Participatory Assessment and Cross learning: Institution strengthening is expected to
result in the active participation of WUA functionaries in the project in all the stages of
the projects, namely, pre planning, planning, implementation and post implementation.
There are defined roles of WUA in this process enunciated in the project. They are
sequential and follow a step-by-step approach linked to the project cycle with specific
milestones. The processes along with the outcomes are expected to result in the overall
capacity of the WUAs to manage conflicts among all the water users thereby maximizing
the utilization of the resource and systems O&M. Livelihood component brings in new
dimensions to the project with the active involvement of different tank users. Capacity
32
building through training or exposure visits alone may not bring in the required change
unless WUAs are part of the learning process. Participatory Assessment and cross learning
provides space and scope for learning and improving in a collective action. The exercise
enables the WUAs understand the implementation of the project with focus on the WUAs
role in resolving issues related to stakeholder identification and the interventions
proposed. It examines the sequence of activities and crossing the milestones as defined in
the Project Implementation Plan (PIP) and the Tank Improvement and Management Plan
(TIMP). It also therefore throws light on understanding different interventions proposed
under livelihood component in different tank systems. A simple tool of Quantified
Participatory Assessment (QPA) will be used to enable WUAs to carry out the exercise.
The Quantified Participatory Assessment facilitates the understanding on critical issues of
implementation by providing graded answers with marks allocated to each answer. WUA
members will be encouraged to understand the status, discuss on issues and processes
adopted and award marks accordingly to each item. It is proposed to undertake pre-testing
of QPA tool during the initial period. Appropriate refinements will be done on the basis of
results of pre-testing.
In order to improve cross learning and share experiences WUA from one tank will be
involved in evaluating performance of other WUAs on an annual basis. It will help them
to learn about the methodologies and processes adopted by other WUAs working in
similar situations as well as presenting themselves to the other WUAs. The monitoring
tool is thus expected to result in exchange of ideas among the WUA functionaries while
promoting constructive competition among them.
(For details on monitoring schedule and implementation arrangements see the Monitoring &
Evaluation section)
33
Annex 1
Memorandum of Understanding between WUA and District Project Director
Memorandum of Understanding (MOU) between Water Users Association (WUA) and
the District Project Director (DPD) on Willingness and to establish the Roles and
Responsibilities of both the parties to Implement the Andhra Pradesh Community Based
Tank Management Project
This MOU is signed between ____________________________________ WUA of
_________________ minor irrigation project situated in _______________________
(village) __________________ (Mandal) ________________ (District) (further referred
to as the WUA in the MoU) and the _________________ District Project Director of
Andhra Pradesh Community Based Tank Management Project (further referred to as the
DPD in the MoU) on this ---_______(Day) of_______(Month) _________(Year).
Both the parties have desired to put in writing the contents of the MoU as follows:
1. Objectives of MOU
With the intention to provide meaningful role to WUA in the management of minor
irrigation tanks, the Government of Andhra Pradesh has enacted the Andhra Pradesh
Farmers Management of Irrigation System Act, 1997. As per the APFMIS Act, for the
purpose of management of the minor irrigation tanks, the demarcated command area
under the tank is transferred to the concerned WUA till the stipulated period (the map
showing the command area is appended with the MoU). The task of management of the
minor irrigation tank includes the operation and maintenance of the tank system,
equitable distribution of water to all command area farmers, resolving any disputes that
may arise thereof and collection of the water charges from the command area farmers and
plough it back for the purpose of O&M. However, the ownership of the structures
constructed for water management, the feeder channels and the lands acquired continues
to rest with the Irrigation Department.
The objective of transferring the responsibility of management of minor irrigation tanks
to the WUA is to ensure maximum water use efficiency and increase in productivity.
Towards this, I&CAD Department is implementing the Andhra Pradesh Community
Based Tank Management Project under which the tanks are proposed to be restored to
their design standard by facilitating the participation of the WUAs in the process of their
restoration and there management thereafter.
Therefore the objective of executing this MoU is to arrive at an agreement between the
WUA and the I&CAD Department in understanding and establishing the roles and
responsibilities of the respective parties in undertaking improvement of the tank system
under the Andhra Pradesh Community Based Tank Management Project and for future
management.
34
35
36
President WUA
Executive Engineer
Witness 1
Witness 2
37
DPU
Co-ordination / Supervision /
Monitoring
Co-ordination /
Supervision / Monitorin
Facilitating /
Training /
Monitoring
SO
PW-TA/RP
S O Staff
Specialized Training
/ Monitoring
CO
WI
Facilitating / Training
/ Monitoring
PW-CO
PW-WM
PW-CO
PW-WM
W U A - Staff
WUA
WUA
calls for well defined design principles interwoven with community participation,
collective action, regional planning and integrated resource management. This ultimately
has to result in effective Participatory Irrigation Management in each of the tank systems.
The following paragraphs provide the approach that the project proposes to adopt for
realizing the aforementioned objectives.
Revival and restoration: The project proposes complete revival and restoration of the
selected tanks. Design of the component hence taken into consideration the learning from
some of the previous programmes wherein only minimum rehabilitation was taken up
that resulted in partial impact. The interventions thereby proposed are for improved
inflows and storage and distribution network of the tank system. Adopting such a
methodical approach will allow for arrival at appropriate tank restoration activities.
Willingness of Community: Willingness of community is a prerequisite to the entire
process of tank restoration. This will involve four stages, viz, pre planning, planning,
implementation and post implementation. Willingness of WUA to participate in the
process and collect contribution of 10 % of rehabilitation costs from the command area
farmers is an important feature of the project to ensure effective management of the tank
post restoration.
Participatory planning and TIMP: Tank Improvement and Management Plan will be
developed adopting a rigorous participatory process. Identification of relevant activities
for infrastructure improvement through active community participation will be an
important aspect of TIMP preparation. Prioritization of activities will be done by the
community with technical facilitation provided by the department and project staff.
Participatory Hydrological Monitoring:
The project has identified participatory
hydrological monitoring as an important measure to ensure appropriate crop planning and
water management to maximize benefits to the farmers. This involves installation of
necessary equipment for surface water monitoring and building the capacities of
communities in assessing and analyzing the same.
4.1.4. Selection criteria for tanks
The first level of tank selection will be selection of sub-basins / mandals where the
project will be located. In this priority will be given to sub-basins / mandals where tank
irrigation constituted the predominant form of irrigation in 1991. Using this criteria, 369
mandals (133 mandals with >75 % irrigation by tank +236 mandals with >50 % irrigation
by tank) covering 21 district have been identified for tanks to be taken up in Batches 1
and 2 (Annex 1). As per data available, these mandals contain about 4,800 tanks. All
these tanks will be subject to the the second stage selection criteria (see below) for
identification of the final list of tanks for rehabilitation under the project. In batch 3 the
project would be extended to 130 additional mandals where greater than 35 % area was
irrigated by tank in 1991.
40
41
rain gauge stations in and around the selected tank catchment. These queries will be
administered sequentially to run through the protocol. Different queries built into the
sequence are as follows:
Antecedent Moisture Condition (AMC)
Curve Number
Potential Maximum Retention
Runoff (daily, monthly, seasonal, yearly)
Rainy days above threshold (monthly, yearly)
Total yield for total catchment area
Balance yield after interceptions
4.1.6. Dam safety
A detailed appraisal was carried out for 14 minor irrigation tanks in 6 districts of the state
covering the three regions of Coastal Andhra, Rayalaseema and Telangana. The
appraisal, after making broad assessment on the physical condition of various
components of the tank system, prepared broad technical guidelines including
construction procedures and critical equipment required for preparation of estimates. It
also suggested that technical inputs from the Central Design Organization (CDO) / Dam
Safety Panel would be necessary for tank bunds of height more than 10 m as these
structures are prone to technical deficiencies in various components, particularly in
bunds, surplus weirs and surplus course. The appraisal therefore suggested constituting a
Dam Safety Panel for each of the three regions in order to meet dam safety requirements
for tank bunds above 10 m height. The Panel will issue guidelines to the field engineers
on the remedial measures to be taken for implementation of rehabilitation of these tanks.
Also any other tank reporting such critical problems will be inspected by the Dam Safety
Panel to suggest measures to ensure the safety of the structure.
As a follow up, Dam Safety Panels have been constituted in the three regions of the State,
viz, Coastal Andhra, Rayalaseema and Telangana.
The Chief Engineer, (CDO) and Dam Safety Panel, in consultation with Chief Engineer,
(MI), will finalize the dam safety plan for the project. Remedial measures will be
undertaken accordingly.
4.1.7. Project interventions
Tank structures
The tank structures comprise of (i) bund (ii) sluices (iii) weirs (surplus sing
arrangements) (iv) surplus course (v) feeder channels.
Bund
Proposed to be brought to its original T.B.L, Top Width, Slopes, are as per hydraulic
standards and compacted to 95 to 98 % Proctors density duly benching for connectivity
with old bund and to the proposed profile.
42
The proposals are to be firmed up through detailed surveys by taking levels of (1)
longitudinal section of the bund at intervals depending upon the configuration of top
bund profile; (2) cross sections of the bund for every 2 to 3 metric chains depending upon
the intensity of the damages occurred on the slopes of bund.
The present hydraulic standards of the bund will not be changed except in a few cases as
per the exigencies. The Top Witdh, wherever below 1.8 m, is to be revised to a maximum
of 3 m depending upon the contingency with due justification.
Jungle Clearance: The shrubs and other vegetation on the bund and its slopes are to be
removed clear up to 15 cm girth stems so that any seepages, settlements can be monitored
in case of exigencies of floods and full reservoir storages.
Revetment work is to be attended in cases of:
Where the present revetment level is below the TBL as per the hydraulic standards,
the gap is to be riveted with new revetment
Where there are slips of revetment, these loose revetment stones are to be repacked to
the u/s slopes as per hydraulic standards
Where settlement of revetment is observed, the settled portion of the revetment is to
be removed and the earthen bank below is to be examined for any presence of piping,
leakages or excessive moisture. On ascertaining, earthwork compaction is to be
ensured. Revetment is to be made up (redone) over a filter material as per
specifications
Sluices
The sluices are to be checked for leakages. If there are excessive leakages, the bund is to
be cut open to a reasonable width with slopes of 3H : 1V and proper benching and after
attending to (i) repairs of the pointing to masonry of sluice barrels; or (ii) total
reconstruction in case of unsafe sluice, the earth filling is to be taken up with proper
compaction and revetment is to be redone.
In case of leakages through sluice shutters, same is to be replaced. The anchorages like
gearbox and Screw Gearing Rod are to be replaced in case they are non-functional.
Weirs
Reconstruction of weirs, pointing to weir is to be proposed wherever necessary
Masonry disturbed is to be redone
Leakages through foundations are to be attended by proposing skin concrete walls up
stream of weirs
The weir length may also have to be increased depending upon necessity to
accommodate the maximum flood discharge as per the discharges arrived by rational
formulae
Surplus course
43
Surplus course is to be checked for erosion to see that no retrogression spreads to the
foundation of the weirs. As per necessity, check dams below the weir are to be proposed
with proper width to make the weir functional in effective manner.
Feeder Channels
Feeder channels are to be checked for the carrying capacities and the section brought
to the designed section for realizing the designed supplementary inflows into the tank
Silt removal in the feeder canal, repairs to cross drainage and cross masonry works
are to be undertaken to keep the feeder channel effectively operational
Wherever the canal banks are below the standards, it is to be brought to Top Bund
Level (TBL) with proper compaction
The regulator of feeder channel, pick up anicut are to be ensured for diverting the
required supplies into the tank through the feeder canal
Command area
The command area under every tank is covered by irrigation channels or a distributory
system network depending upon the size of the command under a tank. The irrigation
channel at entry and at control outlet points should have a cut throat measuring devices to
measure the discharge in the canal at various depths and at full supply depth. This would
entail the correct position of water in the canal, whether the users are getting their
required rightful share of water or not.
The irrigation canals are to be maintained to its section to realize its carrying capacity.
Likewise all the cross drainage and cross masonry works are to be revived to their
operable conditions. Revetment, masonry lining or C.C. lining is to be adopted wherever
canal is vulnerable to losses. The irrigation channels are to be made free of weeds,
vegetation and silt.
4.1.8. Technical manual
The Technical Manual for project implementation has been prepared by Chief Engineer,
Minor Irrigation in two volumes cover mainly:
Background and geographical features of Andhra Pradesh
Common problems in tanks and remedial measures
Standard specifications of rehabilitation works
Guidelines on engineering design, construction and control adopted for APERP (MR)
Guidelines on technical specification, construction procedure and article equipment
for preparation of cost estimates
The Technical Manual will be communicated to field engineers for guidance.
4.1.9. Implementation arrangements
State level implementation Arrangement
44
The CADA will form a Project Management Unit (PMU as a Special Purpose Vehicle),
which will be headed by the State Project Director with a rank of Commissioner, CADA
to implement the project.
The PMU will consist of five subject specific units (Technical, Institutional
Development, Agri-Business, Monitoring & Learning and Andhra Pradesh Information &
Resource Centre) and two administrative units.
The existing Chief Engineer, Minor Irrigation will be incharge for technical inputs to the
Technical Unit of the PMU. A new Renovation & Restoration Unit will be established
with a Superintendent Engineer, 2 Executive Engineers, 4 Deputy Executive Engineers
and 12 Assistant Executive Engineers / Assistant Engineers. The engineering staff of the
R & R Unit will be on deputation from the Irrigation Department and will be dedicated
solely to implementation of the project.
District level implementation arrangement
The project at the district level will be reviewed by a District Level implementation
Committee with the District Collector as the Chairperson.
In each project district, CADA will establish a District Project Unit (DPU). The DPU will
be headed by a District Project Director in the rank of an Executive Engineer. The DPU
will be supported by four subject specific units (Technical (Regular Division setup),
Institutional Development, Agri-Business and Monitoring & Learning] and a Finance
unit.
Tank / WUA level implementation arrangement
At the tank level, Water Users Association (WUA) will prepare a Tank Improvement
Management Plan (TIMP) with the assistance of the project Support Organization (SO)
and the DPU staff. Who are the field level engineering staff in the I & CAD and
responsible for the WUAs as per the said act, and district level Engineering support
consultant, after having a joint walk through survey of the respective tank systems. TIMP
will include detailed cost estimates of the interventions that would be carried out for tank
systems improvement. TIMP will be duly approved by the general Body of the WUAs as
well as by the DPU.
For actual implementation of the work it is envisaged that the WUAs will be entrusted
with the works, which do not require technical skill and can be implemented through the
local labour. These broadly includes jungle clearance, de-weeding, de-silting and other
earth works such as ruts filling, filling of rain gullies on the tank bund, etc. All other
works will be carried out by NCB tendering. It will be made clear in the NCB documents
as to what items would be carried out by the WUAs as part of their 5 % contribution and
what would be carried out by the contractor. The quality of works will be closely
monitored by the technical unit of the DPU in association with district level support
engineering consultants. The day-to-day inspection will be carried out by the WUA
works sub-committee and Work Inspector with the SO. In addition, there will also be a
third party quality assurance monitoring. For NCB contracts, payments will be released
45
after the DPD and the WUA authorized representative sign in an agreed format for
release of funds.
Technical consultancy
To ensure that the rehabilitation works are to acceptable construction quality, it is
necessary to engage well qualified and experienced persons as technical consultants at the
district level for continuous monitoring and quality control of the rehabilitation works.
The technical consultants will be associated with the rehabilitation works at all stages i.e.
from joint walkthrough for identifying the deficiencies in the tank system to the
completion of rehabilitation works.
It is proposed to hire consultants in each district, who would be retired Superintending
Engineer or Executive Engineer and are well experienced in the field of construction of
minor irrigation tanks. These consultants will be in position for 8 months of the year,
excluding the 4 months of non-working season and will work in close association with
the District Project Director at the district level and with the WUAs at the field level.
They will send their monthly monitoring reports in the prescribed formats to the
concerned District Project Director, who will forward copies to the Superintending
Engineer (MI), Chief Engineer (MI) and the PMU.
Hiring of contractual staff in DPU: these staff will bridge the gap of technical staff
required and presently available in the technical unit of the DPU and will be working
under the dedicated divisions headed by the Executive Engineers.
Implementation arrangements of civil works
APSRAC
Agency for Quality check
PMU
DLIC
Contractors
Hired Consultants for
civil works
DPU
SO
WUA
46
47
restored condition in the future. To ensure this a standard operation and maintenance
strategy will need to be devised for the tanks. The components of the standard operation
and maintenance strategy for the tanks are:
Bund
(i)
Ruts formed on the bund are to be filled with gravel and top of bund is to be at
flat slope to down stream side slope to see that rain water does not percolate in to
bund Once a year
(ii)
Jungle clearance on top and either slopes of bund is to be done to ensure safety of
tank. Maintaining the earth bund, free of Jungle is the most essential and critical
aspect of M.I. tank. An arrangement for at least once a month Jungle shrub
clearance would ensure this Once a month
(iii) The drain should be free from silt and shrub jungle Once a year
(iv)
Rock toe should be maintained to its section Once a year Sluice
(i)
The tank sluice shutter should be operable
(ii)
Check for the gear box condition, screw gear rod for smooth movement.
Greasing of S.G. Rod and Gear box are to be ensured. In case of any rectification
of Gear box, the same attended to
(iii) Pointing to head wall and pial walls of sluices to be undertaken in case of any
disturbed pointing Weir
(i)
Disturbed pointing to the weir is to be attended
(ii)
Any damage in masonry disturbed to the weir is to be plugged by redoing it with
fresh masonry/concrete Surplus Course
(i)
Check walls / dams on surplus course are to be safe guarded by attending to
pointing, disturbed aprons, and masonry etc., including jungle clearance Irrigation
Channels
(i)
Breaches in the Irrigation canal embankments are to be promptly closed with
proper compaction and revetment
(ii)
Embankments of Irrigation channels are to be maintained to their T.B.L to avoid
overtopping and breaches
(iii) De-silting in Irrigation canals must be taken up before the commencement of
season Feeder Channels
(i)
The feeder channel silt removal must be on a regular basis. Weeds removal and
jungle clearance are to be taken up to see that the feeder canal which is designed
only with a definite number of flood days will be functional and carrying capacity
ensured.
In case of flood damages, all the components of tanks which get badly damaged will need
to be promptly repaired and reconstructed to its original hydraulic standards. During
rainy season / floods, the WUA must undertake vigilance on the vulnerable points of the
tank bund. They must also assess the condition of the smaller tanks up stream well before
the commencement of monsoon to avoid sudden breaches resulting into heavy inflows
into tank.
This would be facilitated by regular plough back of the water charges collected to the
WUA as O&M funds.
48
Annex 1
List of Mandals (133) in Batch 01
Sl.no
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
Mandal name
Rajam
Gangavarisigadam
Laveru
Ranastalam
Bhamini
Kotturu
Hiramandalam
Sarubujjili
Saravakota
Pathapatnam
Meilaputti
Tekkali
Nandigam
Vajrapukotturu
Palasa
Kanchili
Kaviti
Komarada
Kurupam
Garugubilli
Parvathipuram
Makkuva
Seethanagaram
Balajipeta
Bobbili
Salur
Ramabhadrapuram
Badangi
Therlem
Merakamudidam
Datti rajeru
Mentada
Gajapathinagaram
Gurla
Kondapalem @ garividi
Cheepurupalle
Nellimarla
Bhoghapuram
Dm code
0104
0105
0106
0107
0114
0115
0116
0117
0124
0125
0126
0127
0130
0131
0132
0135
0136
0201
0203
0205
0206
0207
0208
0209
0210
0211
0213
0214
0215
0216
0217
0218
0219
0221
0222
0223
0224
0226
49
District name
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Sl.no
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
Mandal name
Denkada
Vizianagaram
Srungavarapukota
Vepada
Lakkavarapukota
Kothavalasa
Madugula
Rolugunta
Ravikamatham
Butchayyapeta
Kintada kotapadu
Pendurthi
Paravada
Makavarapalem
Nakkapalle
Kondapuram
Jaladanki
Kavali
Butchireddipalem
Kovur
Manubolu
Kota
Chittamur
Doravarisatram
Sullurpet
Peddathippasamudram
Kurabalakota
Yerpedu
Srikalahasti
Varadaiahpalem
Nagalapuram
Rompicherla
Pileru
Palamaner
Gangavaram
Ramakuppam
Bhoothpur
Mahbubnagar
Narayanpet
Utkoor
Dm code
0227
0228
0230
0231
0232
0234
0309
0318
0319
0320
0322
0324
0332
0336
0339
0903
0904
0905
0918
0926
0931
0939
0941
0944
0945
1004
1006
1013
1014
1017
1019
1030
1031
1058
1059
1063
1424
1425
1429
1430
50
District name
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Visakhaptnam
Visakhaptnam
Visakhaptnam
Visakhaptnam
Visakhaptnam
Visakhaptnam
Visakhaptnam
Visakhaptnam
Visakhaptnam
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Sl.no
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
Mandal name
Chinnachintakunta
Gopalpeta
Pebbair
Ghattu
Veepangandla
Narayankhed
Alladurg
Shankarampet
Gajwel
Doultabad
Patancheru
Ramachandrapuram
Jinnaram
Hathnoora
Narsapur
Tupran
Kuntala
Lohesra
Dilawarpur
Kagaznagar
Nennal
Bheemini
Chennur
Jaipur
Manthani
Kataram
Mahadevpur
Mutharam
Malhar rao @ tadicherla
Cheriyal
Raghunathpalle
Wardhannapet
Kodakandla
Dornakal
Nekkonda
Kothagudem
Khanapur
Chennaraopeta
Nallabelli
Bhupalpalle
Dm code
1434
1450
1453
1457
1463
1704
1707
1712
1721
1722
1737
1738
1739
1740
1741
1743
1914
1919
1920
1939
1943
1944
1951
1952
2009
2010
2011
2012
2013
2101
2107
2112
2116
2122
2126
2128
2129
2131
2134
2143
51
District name
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Medak
Medak
Medak
Medak
Medak
Medak
Medak
Medak
Medak
Medak
Medak
Adilabad
Adilabad
Adilabad
Adilabad
Adilabad
Adilabad
Adilabad
Adilabad
Karimnagar
Karimnagar
Karimnagar
Karimnagar
Karimnagar
Warangal
Warangal
Warangal
Warangal
Warangal
Warangal
Warangal
Warangal
Warangal
Warangal
Warangal
Sl.no
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
Mandal name
Mulug
Venkatapur
Govindaraopet
Tadvai
Eturnagaram
Mangapet
Pinapaka
Aswapuram
Burgampadu
Yellandu
Singareni
Bayyaram
Chandrugonda
Aswaraopeta
Dammapeta
Dm code
2145
2146
2147
2148
2149
2150
2204
2207
2215
2219
2220
2221
2225
2227
2228
52
District name
Warangal
Warangal
Warangal
Warangal
Warangal
Warangal
Khammam
Khammam
Khammam
Khammam
Khammam
Khammam
Khammam
Khammam
Khammam
Mandal name
Regadi amadalavalasa
Santhakaviti
Burja
Seethampeta
Jalumuru
Mandasa
Gummalakshmipuram
Jiyyammavalasa
Bondapalle
Pusapatirega
Gantyada
Jami
Cheedikada
Paderu
Narsipatnam
Sabbavaram
Bheemunipatnam
Anakapalle
S.rayavaram
Addateegala
Rajavommangi
Tuni
Gollaprolu
Prathipadu
Yeleswaram
Rampachodavaram
Korukonda
Jaggampeta
Gandepalle
Anaparthy
Buttayagudem
Gopalapuram
Chintalapudi
Nidadavole
G.konduru
Mylavaram
A.konduru
Tiruvuru
53
Dm code
District name
0103
0110
0111
0113
0123
0133
0202
0204
0220
0225
0229
0233
0308
0310
0317
0323
0327
0333
0340
0403
0404
0406
0408
0410
0411
0413
0416
0418
0427
0433
0502
0505
0509
0517
0609
0610
0611
0613
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Vizianagaram
Visakhaptnam
Visakhaptnam
Visakhaptnam
Visakhaptnam
Visakhaptnam
Visakhaptnam
Visakhaptnam
East godavari
East godavari
East godavari
East godavari
East godavari
East godavari
East godavari
East godavari
East godavari
East godavari
East godavari
West godavari
West godavari
West godavari
West godavari
Krishna
Krishna
Krishna
Krishna
Total no.of
tanks
25
22
49
9
9
70
23
31
22
73
21
38
0
0
5
25
9
24
4
0
0
21
16
9
4
8
21
0
14
0
1
24
38
0
18
14
10
16
Sl.no
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
Mandal name
Dm code
Vissannapet
Reddigudem
Nuzvid
Chatrai
Musunuru
Donakonda
Markapur
Bestavaripeta
Cumbum
Racherla
Komarolu
Ponnaluru
Kothpatnam
Tangutur
Zarugumilli
Kandukur
Voletivari palem
Lingasamudram
Gudluru
Ulavapadu
Bogole
Kaligiri
Udayagiri @ kondayapalem
Atmakur
Anumasamudrampeta
Dagadarthi
Ananthasagaram
Kaluvoya
Gudur
Dakkili
Venkatagiri
Balayapalle
Ojili
Chillakur
Vakadu
Naidupet
Pellakur
Tada
Peddamandyam
Thamballapalle
0614
0615
0623
0624
0625
0805
0809
0833
0834
0835
0837
0841
0847
0848
0849
0850
0851
0853
0854
0855
0906
0907
0910
0912
0913
0914
0921
0922
0932
0934
0935
0936
0937
0938
0940
0942
0943
0946
1001
1002
54
District name
Krishna
Krishna
Krishna
Krishna
Krishna
Prakasam
Prakasam
Prakasam
Prakasam
Prakasam
Prakasam
Prakasam
Prakasam
Prakasam
Prakasam
Prakasam
Prakasam
Prakasam
Prakasam
Prakasam
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Chittoor
Chittoor
Total no.of
tanks
23
18
26
20
17
17
13
7
3
13
15
5
0
2
2
1
7
7
15
6
15
20
17
8
15
21
11
10
26
29
37
25
22
26
26
30
14
13
9
14
Sl.no
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
Mandal name
Dm code
Molakalacheruvu
Kothakota
Yerravaripalem
Renigunta
Thottambedu
Butchinaidu khandriga
Satyavedu
Kumara venkata bhupalapuram
Chinnagotti gallu
Nimmanapalle
Ramasamudram
Punganur
Chowdepalle
Somala
Sodam
Pulicherla
Pakala
Peddapanjani
Baireddipalle
Kuppam
Koduru
Kalasapadu
Badvel
Kamalapuram
Pullampeta
Settur
Chennekothapalle
Mudigubba
Nallacheruvu
Kadiri
Kothacheruvu
Penukonda
Roddam
Somandepalle
Chilamathur
Lepakshi
Hindupur
Madakasira
Gudibanda
Amarapuram
1003
1005
1010
1012
1015
1016
1018
1023
1029
1034
1036
1037
1038
1039
1040
1041
1042
1060
1061
1066
1108
1109
1111
1125
1145
1221
1236
1238
1242
1244
1251
1252
1253
1254
1255
1256
1257
1259
1260
1261
55
District name
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Kadapa
Kadapa
Kadapa
Kadapa
Kadapa
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Total no.of
tanks
8
8
2
12
31
13
26
31
3
2
8
11
11
8
6
5
11
8
3
8
10
8
3
2
15
6
11
5
2
4
4
10
15
17
11
14
21
13
10
14
Sl.no
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
Mandal name
Kothapalle
Atmakur
Midthur
Rudravaram
Owk
Kodangal
Bomraspeta
Kosigi
Doulatabad
Damaragidda
Nawabpet
Keshampeta
Vangoor
Addakal
Devarakadara
Narva
Kothakota
Ghanpur
Bijinapalle
Nagarkurnool
Telkapalle
Amrabad
Balmoor
Lingal
Peddakothapalle
Kodair
Wanaparthy
Pangal
Dharur
Kollapur
Qutubullapur
Medchal
Shamirpet
Doma
Gandeed
Shankarampet
Tekmal
Kulcharam
Medak
Ramayampet
56
Dm code
District name
1310
1311
1316
1337
1347
1401
1402
1403
1404
1405
1409
1414
1418
1426
1427
1433
1436
1438
1439
1440
1442
1445
1446
1447
1448
1449
1451
1452
1455
1464
1507
1508
1509
1526
1527
1706
1708
1710
1711
1713
Kurnool
Kurnool
Kurnool
Kurnool
Kurnool
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Rangareddy
Rangareddy
Rangareddy
Rangareddy
Rangareddy
Medak
Medak
Medak
Medak
Medak
Total no.of
tanks
6
8
3
17
7
6
13
17
10
7
12
9
6
0
14
16
0
19
13
12
5
8
11
10
8
13
7
15
9
0
11
5
9
16
6
15
13
6
0
22
Sl.no
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
Mandal name
Dm code
Siddipet
Nanganur
Kondapak
Yeldurthy
Kowdipalli
Pulkal
Sangareddy
Shivampet
Kammar palle
Velpur
Madnur
Bichkunda
Dharpalle
Pitlam
Lingampet
Bhiknur
Domakonda
Sarangpur
Bhainsa
Nirmal
Utnur
Mancheriyal
Mandamarri
Kasipet
Rebbana
Sirpur
Kouthala
Dahegaon
Peddapalle
Jagitial
Kathlapur
Ramadugu
Konaraopeta
Kamalapur
Saidapur
Chigurumamidi
Bheemadevarpalle
Maddur
Nermetta
Lingalaghanpur
1716
1718
1719
1724
1725
1733
1736
1742
1807
1809
1816
1818
1822
1828
1832
1835
1836
1913
1916
1921
1926
1933
1934
1935
1940
1945
1946
1948
2016
2020
2024
2037
2040
2050
2052
2053
2056
2102
2103
2106
57
District name
Medak
Medak
Medak
Medak
Medak
Medak
Medak
Medak
Nizamabad
Nizamabad
Nizamabad
Nizamabad
Nizamabad
Nizamabad
Nizamabad
Nizamabad
Nizamabad
Adilabad
Adilabad
Adilabad
Adilabad
Adilabad
Adilabad
Adilabad
Adilabad
Adilabad
Adilabad
Adilabad
Karimnagar
Karimnagar
Karimnagar
Karimnagar
Karimnagar
Karimnagar
Karimnagar
Karimnagar
Karimnagar
Warangal
Warangal
Warangal
Total no.of
tanks
0
12
4
24
0
29
14
16
16
11
2
2
16
11
12
21
11
13
8
4
9
10
3
8
8
11
11
9
8
12
11
13
12
15
13
13
12
13
0
0
Sl.no
199
200
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
220
221
222
223
224
225
226
227
228
229
230
231
232
233
234
235
236
Mandal name
Dm code
Dharmasagar
Hasanparthy
Raiparthy
Maripeda
Mahbubabad
Kesamudram
Gudur
Narsampet
Shayampet
Ghanapuram
Venkatapuram
Cherla
Gundala
Manugur
Palwancha
Tekulapalle
Garla
Kamepalle
Julurpad
Sathupalle
Vemsoor
Yadagirigutta
Gundala
Thirumalagiri
Nuthankal
Atmakur
Jaji reddi gudem
Mothkur
Valigonda
Bibinagar
Kattangoor
Nakrekal
Peddavuru
Gurram pode
Gurram pode
Nampalle
Chintha palle
Devarakonda
2109
2110
2117
2121
2124
2125
2127
2130
2138
2144
2202
2203
2205
2206
2216
2218
2222
2223
2224
2229
2230
2304
2306
2307
2309
2310
2311
2313
2315
2317
2323
2324
2352
2354
2354
2355
2356
2357
58
District name
Warangal
Warangal
Warangal
Warangal
Warangal
Warangal
Warangal
Warangal
Warangal
Warangal
Khammam
Khammam
Khammam
Khammam
Khammam
Khammam
Khammam
Khammam
Khammam
Khammam
Khammam
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Total no.of
tanks
12
16
20
14
25
21
18
5
11
10
15
4
4
9
8
4
0
8
13
6
21
23
7
14
11
18
13
9
11
16
10
13
9
12
14
10
5
8
Mandal name
Vangara
Etcherla
Amadalavalasa
Kotabommili
Sompeta
Golugonda
Kasimkota
Kotauratla
Atchutapuram
Polavaram
Koyyalagudem
Jangareddigudem
Lingapalemm
Ibrahimpatnam
Gannavaram
Agiripalle
Musunuru
Dornala
Pamur
Vinjamur
Duttalur
Sangam
Rapur
Podalakur
Thotapalligudur
Kambhamvaripalle
Pichatur
Vadamalapeta
Kalikiri
Vayalpad
Sreerangarajapuram
Puthalapattu
Irala
Venkatagirikota
Santhipuram
Gudupalle
Kalasapadu
Porumamilla
59
Dm code
District name
0102
0108
0118
0128
0134
0315
0335
0337
0343
0503
0506
0507
0510
0608
0621
0622
0625
0807
0852
0908
0909
0919
0923
0924
0928
1009
1020
1025
1032
1033
1047
1051
1052
1062
1064
1065
1109
1110
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Srikakulam
Visakhapatnam
Visakhapatnam
Visakhapatnam
Visakhapatnam
West godavari
West godavari
West godavari
West godavari
Krishna
Krishna
Krishna
Krishna
Prakasam
Prakasam
Nellore
Nellore
Nellore
Nellore
Nellore
Nellore
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Chittoor
Cuddupah
Cuddupah
Total no.of
tanks
4
3
3
32
20
14
5
7
4
16
10
12
26
5
17
17
17
10
10
18
12
7
20
33
0
1
9
11
0
5
7
10
14
5
4
1
8
10
Sl.no
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
Mandal name
Gopavaram
Atlur
Veeraballe
Rajampet
T.sundupalle
Rayachoti
Gooty
Ramagiri
Dharmavaram
Talupula
Nambulapulikunta
Tanakal
Gandlapenta
Nallamada
Kothacheruvu
Parigi
Agali
Rolla
Velgode
Panyam
Sanjamala
Kolimigundla
Maddikera
Maddur
Koilkonda
Kondurg
Talakondapalle
Midjil
Jadcherla
Dhanwada
Maganoor
Makthal
Atmakur
Achampeta
Gadwal
Itikyal
Bassheerabad
Yelal
Pargi
Kangti
60
Dm code
District name
1112
1128
1138
1139
1146
1149
1206
1235
1237
1239
1240
1241
1243
1247
1251
1258
1262
1263
1313
1331
1345
1346
1352
1406
1407
1411
1415
1421
1423
1428
1431
1432
1435
1444
1454
1460
1524
1525
1529
1702
Cuddupah
Cuddupah
Cuddupah
Cuddupah
Cuddupah
Cuddupah
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Anantapur
Kurnool
Kurnool
Kurnool
Kurnool
Kurnool
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Mahabubnagar
Ranga reddy
Ranga reddy
Ranga reddy
Medak
Total no.of
tanks
10
14
3
7
6
6
5
5
8
3
2
5
2
3
4
9
7
5
4
7
5
5
1
20
12
0
8
9
8
11
10
15
5
14
1
0
12
6
5
5
Sl.no
Mandal name
Dm code
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
Kalher
Papannapet
Dubbak
Jagdevpur
Andole
Sadasivapet
Wargal
Mulug
Bheemgal
Jakranpalle
Nizamabad
Dichpalle
Sirkonda
Machareedy
Sadasivanagar
Gandhari
Nizamsagar
Tadwai
Talamadugu
Kubeer
Mamda
Bejjur
Dharmapuri
Ramagundam
Julapalle
Gangadhara
Yellareddipeta
Thimmapur
Ghanpur
Warangal
Palakurthi
Devaruppula
Thorrur
Nellikudur
Narsimhulapet
Parvathagiri
Dummugudem
Bhadrachalam
Kunavaram
Kukunoor
1703
1709
1714
1720
1726
1734
1744
1745
1808
1810
1812
1821
1823
1824
1825
1826
1829
1833
1901
1915
1923
1947
2005
2007
2017
2027
2041
2047
2108
2111
2114
2115
2118
2119
2120
2132
2208
2209
2210
2214
61
District name
Medak
Medak
Medak
Medak
Medak
Medak
Medak
Medak
Nizamabad
Nizamabad
Nizamabad
Nizamabad
Nizamabad
Nizamabad
Nizamabad
Nizamabad
Nizamabad
Nizamabad
Adilabad
Adilabad
Adilabad
Adilabad
Karimnagar
Karimnagar
Karimnagar
Karimnagar
Karimnagar
Karimnagar
Warangal
Warangal
Warangal
Warangal
Warangal
Warangal
Warangal
Warangal
Khammam
Khammam
Khammam
Khammam
Total no.of
tanks
11
7
17
7
11
7
13
8
17
9
16
16
13
14
15
13
9
7
15
7
6
16
6
10
10
10
17
6
18
12
17
0
21
23
22
11
5
0
1
2
Sl.no
Mandal name
Dm code
119
120
121
122
123
124
125
126
127
128
129
130
Penuballi
Khammam
Rajapet
Thungathurthi
Saligouraram
Bhongir
Choutuppal
Ramannapeta
Chivvemla
Mothey
Nalgonda
Chandur
2231
2236
2303
2308
2312
2316
2319
2320
2327
2328
2334
2338
62
District name
Khammam
Khammam
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Nalgonda
Total no.of
tanks
18
11
10
22
9
11
4
6
6
6
0
12
63
willingness of the well owner to carry out PHM on a sustained basis, sharing and
disseminating the data for groundwater assessment and crop water budgeting.
4.2.4. Activities
Groundwater hydrological assessment
Groundwater assessment will be carried out by the State Groundwater Department of
both quality and quantity parameters. The task will be operational in 300 selected
assessment units. Groundwater monitoring with installed piezometers will provide
information for groundwater assessment and the trends. This superimposed with the
utilisation patterns will give the complete assessment to develop perspective and detailed
plans for regional and local application. It is proposed to install piezometers in the
selected assessment units for monitoring groundwater trends. Quality monitoring will
also be done in all the selected assessment units on important parameters related to
drinking water for humans and animals, agriculture and other uses.
The data generated thereby will be integrated with the data generated through the existing
network of piezometers and observation wells at the assessment unit level and also with
that generated through PHM at micro level (next section). Primary validation and
analysis of the data will be done at the District Data Centres followed by secondary
validation and analysis at the State Data Centre. Periodic and purpose specific reports
will be generated at the Data Centres for dissemination at different levels. The analyzed
data will be shared with the ground water users at the tank level, which will help them in
crop water budgeting and management of the resource at the tank level.
Participatory hydrological monitoring
Participatory Hydrological Monitoring (PHM) will be taken up at the tank level. As part
of this, assessment of local groundwater situation will be carried out through installation
of rain gauges and necessary equipment in selected bore wells. Data on the availability of
groundwater, the yield trends and other dynamics will be collected by the groundwater
users and analyzed periodically. This information will be used in crop water budgeting
and crop planning for improved and efficient groundwater use.
To implement PHM the groundwater users in the selected tank influence zones will be
organized into Groundwater Groups by the project Support Organization (SO). Towards
this, relevant organizational capacities of the users will be built. This will facilitate better
comprehension of the PHM analyses and lead to informed collective decision making on
cropping patterns and social regulation of groundwater use. The Groundwater
Department staff and other subject matter specialists from DPU will provide technical
facilitation in this regard. Based on the experience gained and lessons learnt, the project
will pilot different institutional approaches towards sustaining the groups for effective
long term PHM action. The project will also carry out studies to identify effective
institutional and process mechanisms to scale up the intervention and for policy
formulation.
64
65
4.2.6. Monitoring
Monitoring of the groundwater management activities will be carried out according to the
M&E framework of the project.
66
67
The project will support training of a cadre of lead farmers for agro-based services. The
lead farmers and the WUA Management Committee members will appropriately linked
to the line departments and other partners for continued technical support. The lead
farmers will ensure continuity of the agricultural livelihoods support services to the tank
users beyond the project period. The synergy between tank restorations and agricultural
livelihoods support services interventions will help sustain the interest of WUA members
in tank maintenance and management.
The livelihood activities broadly include improvement in agriculture, horticulture,
livestock, fisheries, foreshore plantations and agri-business. The indicative list of
activities is as under:
Agriculture: technology demonstration for traditional and non traditional crops
Horticulture: technology demonstration for vegetables and medicinal/aromatic plants
Livestock: breed improvement, nutrition management and health management.
Fisheries: technology demonstrations, market linkages
Foreshore plantation
Marketing and Agri-Business: collective marketing, market led production,
developing marketing information system, agri-business development.
The specific interventions to be undertaken in a tank will be included in the Agricultural
Livelihood Support Services Plan (ALSSP), which will be a part of the TIMP. The
ALSSP will be prepared by each WUA with support of the SO, the DPU staff and
technical staff from relevant line departments as a part of the TIMP preparation process.
It will be developed in a participatory manner and will take account of the existing
production systems, agro-climatic and socio-economic conditions, water availability and
distribution and emerging market opportunities. The ALSSP will include development
plans for field and horticultural crops, livestock, fisheries, foreshore plantations and
agribusiness and marketing. Depending upon the local agro-ecological and market
conditions, only a subset of these activities may be undertaken in a particular tank.
Once the ALSSP (as a part of the TIMP) has been approved by the WUA, the proposed
interventions relating to agricultural livelihood development will be reviewed and
prioritized at the DPU level for developing Annual Action Plans. The implementation of
the Action Plans will pursue an integrated and coordinated approach involving sectors /
departments of agriculture, horticulture, animal husbandry, fisheries etc.
68
The agriculture and horticulture sub-component adopts the broad livelihood framework
of the project which is presented in the figure below.
69
Increased Returns
Reduced Cost
Increase in
productivity
Demonstra
tions linked
to
adoption
Adoption
Support
Capacity
Building
Increase in area
of cultivation
Infrastructur
e
development
Water
management
Increase in cropping
Intensity
Market led
production
Crop
diversification
Water audit
based crop
planning
Collective
procurement
of inputs
of
Adoption
improved
package
of
practices
Collective marketing
(Aggregating)
driven
Market
production
harvest
Post
management
(grading/
quality
standard
maintenance/
processing)
70
Process and Implementation: A demonstration plot (DP) of about acre will be selected.
Demonstration plot will be located in the fields of a lead farmers / progressive farmers.
Each DP will be provided with inputs from the project covering seed, fertilizer, pesticide
and incremental operational costs. Lead farmers contribution will be in the protection of
DP. The DPU will identify the existing resource persons in the district either from line
department / KVK / ATMA / DATTC or open market. Each resource person will be
responsible for conducting the DP and training of farmers participating in respective DP
and review the adoption in their fields through periodic field visits. Each resource person
will cover between 5-10 DPs. He/she will conduct trainings on different aspects at the
demonstration plot at critical stages of cropping. The project assumes 3 training sessions
in addition to field day as maximum. The agricultural coordinator from SO will
coordinate with the different actors in the process of demonstration and organize the
farmers for the DPs
The demonstrations and adoption plots approach proposed in the project is different from
the present regular demonstration approach being conducted in the state by the
agriculture department as it monitors adoption continuously and conducts trainings in the
demonstration plot/field itself.
Selection criteria for demonstration plot
Easy accessibility from identified tank villages
Road side plot
Plot soil type is representative of majority soil-type in the tank area
The plot owner is either a lead farmer or a progressive farmer and is willing to adopt
the complete package in a timely manner
Supervision by technical team members: The project plans to utilize the existing technical
expertise present in the districts instead of creating parallel teams. The district/divisional
level members of line departments will supervise the demonstrations and trainings
conducted at tank level along with DPU members. The existing members like assistant
directors/ deputy directors and joint directors or equal designated members of line
department will be associated in supervision of the field activities. The agriculture /
horticulture department at state and district level will play an important role in
supervision and facilitation of the overall process. The DLIC will coordinate this the at
district level. In the districts where ATMAs have been set up, they will be actively
involved in the planning and implementation of project activities. At state level a nodal
officer in the office of Commissioner (Agriculture) / (Horticulture) will coordinate the
same along with the PMU.
Although the exact nature of demonstrations to be organized will emerge from the
ALSSP prepared for a particular tank, the likely DPs will be organized for the following
categories of crops is given in the table below. The table also indicates likely themes to
be covered in these DPs along with indicative list of crops. The crops themes may change
as per the needs of the community which will be reflected in the ALSSP.
71
Category
Demonstration
AGRICULTURE
Traditional crops
of
Non-traditional crops
HORTICULTURE
Traditional crops
Tentative no of
demonstrations
9000
Vegetables
1300
Overall coverage: The project plans to conduct about 10,300 demonstrations (including
agriculture /horticulture) on the above mentioned indicative themes. The demonstrations
will cover training of about 100,000 farmers. It is estimated that the results will
encourage other farmers to adopt the technology under the guidance and support of the
demonstration conducting farmers.
The table below presents the likely demonstration themes and indicative list of sessions
to be conducted. Need based additions / deletions will be made during the
implementation phase.
Demonstration theme
SRI for paddy
Soil testing,
Nursery management
Water management,
72
Demonstration theme
Harvesting practices
SRI cultivation: Minor irrigation faces the challenge of effective water utilization and
improving water use efficiency. Majority of tank areas have paddy as the dominating
crop. It is thought necessary to promote the adoption of the SRI cultivation method of
paddy to improve the productivity of the paddy and for utilization of the unit water for
optimizing output. Hence the project plans to promote the adoption of the SRI cultivation
in the tank command areas by building the capacities of the farmer in technical aspect of
the above method by training, film shows and demonstrations.
Integrated crop management: Integrated crop management demonstrations will be taken
up for major crops under the tanks in the project. This covers seed to seed package of
practices in an intensive way. This includes pre planting agronomic operations, IPM,
INM, post harvest practices etc.
IPNM: Integrated nutrient management is one of the intervention areas to solve the soil
nutrient problem and to enrich the soils with organic matter. The project plans to
establish compost production units at tank level to motivate the farmers to follow and
establish their own units. The establishment of the each and every NADEP unit and
vermicompost units are linked with one training session on the unit management and
technology. Other activities will include promotion of green manuring and bio-fertilizers.
NADEP pits: As part of IPNM strategy the project plans to establish NADEP composting
pits at each and every tank area. The selection of the beneficiary will be based on
transparent and objective selection criteria.
Vermi compost units: As part of IPNM strategy the project plans to establish vermi
compost units at each and every tank area. The selection of the beneficiaries will be based
on transparent and objective selection criteria.
Integrated Pest Management: The pest damage is one of the major problems in the crop
production. Efficient pest management leads to saving in the investment and increase in
the income. The indiscriminative use of the pesticides to control pest leads to the
eradication of the natural enemies which further leads to secondary pest infestations. It
also results in pests developing resistance to pesticides. In this scenario for efficient pest
management farmer have to learn to use a blend of chemical, biological and cultural
methods to control pests. This is nothing but integrated pest management. By identifying
the importance of IPM in the production chain, the project plans to build the capacities of
the WUA members through demonstrations for different crops of that area.
IPM demonstrations in vegetables: IPM plays a very important role in vegetable crops as
the vegetables are directly exposed to the chemical sprays. The reduction in sprays and
73
the resultant reduction of the pesticide plays crucial role in human health. The project
plans to provide support to the IPM demonstration plots in selected 300 tanks.
Vegetable cultivation: The objective of conducting demonstration is to improve the
productivity of the existing vegetables crops and to increase the area under vegetables.
The demonstration on intensification of existing vegetables will help the farmers to adopt
agronomic practices, nutrient management, and pest control and value addition. About
1300 demonstrations will be conducted in project period on intensification and
diversification. Vegetable nurseries / poly tunnels will be promoted. These will be linked
to the demonstrations of vegetable cultivation. The criteria to be used for selection of
tanks for vegetable promotion are proximity to the urban area and availability of water.
About 10% of tanks will be selected for promoting vegetable and diversification from
paddy.
Seed production: One of the major constraints of the command area farmer is the
availability of the right seed in right time at reachable place. To overcome this constraint,
the project plans to introduce seed production in business model. The strategy involves
building the capacities of the command area farmer for seed production in their own
village.
The seed production activity will be taken up in two ways depending on the crop. In case
of the crops where high yielding varieties are popular, the Breeder/foundation seed will
be supplied to the CIG for demonstration and further multiplication. In case of the crops
where hybrids are highly productive, introducing the seed companies for demonstrative
production in the tank area as seed production area will be planned. This will provide an
opportunity to the tank farmers to engage themselves in higher end cultivation providing
increased profits.
Fodder Demonstrations: Fodder availability is the major constraint for the development
of the productivity of the Animal Husbandry of the command area. The project plans to
increase fodder area and create awareness among the command area farmers on the
different varieties of the fodder crops, cultivation practices and nutritional value of the
fodder value.
Fodder multiplication plots: This is demand driven demonstration and the purpose of the
fodder multiplication plots will be to supply the fodder slips/ seedlings to the interested
farmers on cost basis. The multiplication plots will be established in the lead farmers /
gopal mitra field or progressive farmers field or back yard of the veterinary dispensary.
Details of planning, focus, coverage, roles and responsibilities of different stake holders
in conducting demonstrations are given in the Guidelines for Organizing Demonstrations
given in Annexure 1.
Support of demonstration material
Lack of access to the improved implements and farmer inability to procure improved
implements are some reasons for non adoption of new implements in farming as well as
74
75
National level trainings for farmers: National level training will be organized for five
batches of farmers in the entire project period. Each batch will consist of 25 farmers.
Training in new technologies and exposure to national institutions will be the objective of
this training. Progressive and enterprising farmers will be selected for national level
trainings.
Training of SO, line dept and resource persons: It is proposed to organize training
programmes for the resource persons and trainers who are involved in conducting the
demonstrations. These trainers will be trained on participatory technology development
approach, participatory training methods, principles of hand holding along with the
primary trainings on technological aspects of crop cultivation.
Exposure on technology adoption and market led production: WUA members will be
taken for exposure visits both within as well as outside the state. Exposure visits will be
planned to orient the farmers on improved production related technologies practiced
within the same agro-climatic regions. The exposure visits will help farmers to have a
first hand interaction with practicing farmers and help them to clear their doubts and
improve their level of understanding. All this will stimulate their desire for adoption of
new techniques/practices.
The project plans to select 3 farmers every year from each tank for exposure visits within
the state. It will also take one farmer from about 25 % of total tanks for out of state
exposure visit. Each batch will consist of 30 farmers. They will be taken outside the state
to expose them to improved agricultural technologies and to replicate them back in their
villages.
Vegetable cultivation: Farmers will be taken for exposure visits within the state to
explain to them the potential of the vegetable cultivation and motivate them to cultivate
vegetable through interaction with practicing fellow vegetable farmers and sharing of
experiences in production and marketing processes. Two visits per district per year will
be organized during the five years of project implementation. Each batch will consist of
30 farmers.
Project staff: Concerned staff from PMU / DPU and trainers will be taken for exposure
visits outside the state to expose them on recent advances on agricultural activities.
5.2.5. Implementation arrangements
The project design focuses on improving productivity of the tank command area farmers
by fulfilling strategic gaps in extension and increasing outreach of agro-based services.
This necessitates an arrangement that facilitates two way information flows. The project
thus starts from the grassroots level.
Tank level
76
The implementation arrangements at the tank level include three different actors. They
are lead farmer, the WUA and the SO.
Lead farmer: The lead farmer will be a person selected from the community and trained
in the concerned field. The advantage of this system, which has proved successful in a
number of previous projects, is that, it helps to create a local cadre with technical
knowledge, which remains locally available beyond the project period. The selection of
the lead farmer will be on the following basis:
Should be a practicing farmer, having own land
Member of WUA
Should be willing to learn and disseminate new technologies/practices
Water User Associations: The project aims at promoting a more proactive role of the
WUAs in improving agricultural livelihoods of its members. So far, the WUAs have not
taken up this role in many places. But this can help to build more regular interactions
among the members and the Management Committees and can act as a common thread in
binding people together to generate more resources through water charges and other
agricultural livelihoods support service charges. At the same time, collective action will
provide more opportunities for improving productivity and increasing .
The WUAs will be involved in organizing village / WUA level camps and melas,
exposure visits, monitoring demonstrations, maintaining community assets, motivating
the members for adoption of improved technology, etc.
Support Organizations: The agriculture coordinator of the Support Organization will be
responsible for planning at the time of TIMP preparation, coordination with resource
person, farmers and line department for organizing demonstrations, organizing exposure
visits, conducting field level awareness campaigns, organizing service camps,
undertaking regular meetings for planning and implementation, monitoring and reporting
of progress on a regular basis. Activities relating to subject specific interventions viz.
agriculture extension will be implemented through the lead farmer.
Agricultural Livelihood Support Service Plan preparation ( as a part of the TIMP) will be
one of the important activities at the tank level. The Support Organization will initiate the
process of community level needs identification and prioritization. The ALSSP
preparation will need specific effort not only to understand the needs and priorities but
also to orient the community members on emerging opportunities and technical
feasibility of interventions for improving livelihoods. It is proposed to provide such
support to each WUA during ALSSP preparation. The agriculture coordinator of the SO
will be involved in planning and ALSSP preparation with technical backup from the DPU
and line department staff.
District level
The district level implementation arrangement includes DPU and DLIC
77
The District Project Unit: The DPU staff will have the primary responsibility of planning
and implementation of the tank based agricultural interventions This includes design /
development of district level livelihood strategy, covering identification of opportunities,
linking them to operational areas, areas of capacity building, identification of resource
persons, allotment of demonstrations to resource persons, reviewing the progress of the
interventions, identification of partner organizations and working out the operational
modalities for partnership, liaison monitoring of progress.
The DPU functions also include continuous interactions with the staff of SO, planning
and conducting exposure visits, liaison with line departments for synchronizing the
support to the tank areas relating to agriculture extension, animal husbandry as well as
fisheries.
Agriculture interventions will be implemented in close coordination with line department
officials or with the help of technical / professional resource persons and SO staff. The
services of open market resource person will be hired on cost basis.
The DPU will also establish linkages with resource persons and agencies for training. The
KVKs, ATMA, DATT centre, will be involved in organizing training programmes for
field functionaries and staff at district level. These agencies will also be involved in the
project for providing technical support to field level interventions.
The DPU will prepare district level annual action plans. These will include joint working
and collaboration areas with line department, ATMAs and partner organizations. The
action plans will cover activities to be taken up by the line departments along with
specific coverage of tanks. The DPU will finalize specific actions to be taken up by the
line departments. These will include trainings, review meetings, field visits for technical
support.
District Level Implementation Committee: The DLIC will have the most critical role at
the district level of integrating resources and support to improve the returns from the tank
based livelihoods. The district level officers of Agriculture Department, Animal
Husbandry Department, Fisheries Department, Horticulture Department, District Rural
Development Agency, District Watershed Management Agency, Integrated Tribal
Development Agency, etc. will be the members of DLIC, which will be chaired by the
District Collector. The DLIC will review the implementation progress and achievement
of project outcomes.
State level
State level implementation entities include PMU, Nodal Unit at Dept of Agriculture /
Horticulture and the Agricultural Livelihood Consortium.
The Project Management Unit: Implementation of the agricultural livelihood support
services component is envisaged to be taken up in close collaboration with the line
departments, partnerships with resource agencies, professionals and corporate entities.
Hence, strategic planning, visioning and building partnerships form a core function at the
78
project level. Monitoring and capacity building of staff to develop operational systems
focusing on results management will be the critical function at the state level. The Project
Management Unit (PMU) at state level will be responsible for all these aspects of project
management.
The roles and responsibilities of the different actors are described below:
Position
Lead farmer
79
Position
DLIC
Nodal Unit at Dept. of Agriculture and Dept. of
Horticulture
PMU Agri extension specialist
Nodal Units: A strong role of line department personnel at state and district level is
envisaged in this component. It is therefore proposed to set up nodal units in respective
departments at state level for smooth implementation of the programme and coordination
of the department units at district and sub district level. PMU will coordinate with the
Nodal Units at the state level.
Agricultural Livelihood Consortium: The project plans to promote selected innovative
practices through a consortium approach. Rich experience of various agencies,
professional bodies and line departments is available in the state. The challenge is to help
the community / WUA members to adopt an integrated farming systems package. This
will include production enhancement through improved water use efficiency, better water
management and increased returns through collective action. The consortium partners
will work together to evolve an integrated model and demonstrate the same in project
tanks in different agro-climatic and socio economic conditions. The consortium partners
will not only provide strategic direction to the agricultural livelihood interventions in tank
areas, but will also be partners in implementation by developing models through action
research, capacity building of staff and periodic reviews. The consortium will help to
complement the experience and expertise of partner organizations.
The likely consortium partners and their envisaged roles are presented below:
Agencies
ICRISAT
ANGRAU
80
MANAGE
BAIF
MARI
One of the consortium members will lead the consortium. CADA has initiated dialogue
with MANAGE and ICRISAT on the consortium approach. Both the organizations have
wide spread experience and knowledge in agricultural livelihoods different agro-climatic
as well as socio-economic zones in the state.
81
Nodal unit at
DoA,DoH
PMU
DLIC (Dist.Collecter,JDA,JD(Horti),JD(AH))
AD-Agri
AD-Horti
DPU
SO
Resource
persons
WUA
LF
P farmers
82
Annexure 1
Guidelines for organizing demonstrations
The purpose of this annexure is to provide guidance to the all the actors in planning and
implementation of successful demonstrations. This includes the basic concepts and
norms for conducting demonstrations. It guides stepwise tasks from identification of
intervention to implementation and monitoring. This is intended to promote effective
participation of all the stakeholders in organizing the demonstrations.
Andhra Pradesh Community Based Tank Management Project believes in participatory
methods from planning to implementation of interventions. This project will be
implemented in 3000 tanks spread over all agro climatic zones of the state. The soils,
crops, farmers and agro-climatic conditions are different from area to area. Even if there
are some similarities in conditions, each tank should be treated as a different entity and
interventions have to be identified depending on local need. This requires a flexible
framework to identify the needs, interventions and implementation arrangements. There
is a requirement of guidelines for organizing demonstration to guide the process
according to local conditions.
This project aims to disseminate knowledge to farmers by conducting demonstrations on
farmers fields. The project plans to conduct about 10000 demonstrations in 3000 tanks
over a period of 5 years. The identified demonstration themes and technologies should
fulfill the local need with a mix of scientific and local expertise.
Approach
The project will have a two pronged approach to optimize the productivity of existing
crops on one hand and to promote market led cropping/diversification, wherever
feasible, on the other. The project adopts participatory approach from planning to
implementation. The gaps in the present agriculture system in the village are identified
by farmers with the facilitation of project. Interventions are planned according to the
identified gaps with the blend of solutions suggested by farmers and available technical
options. While the project plays facilitative role in identification of gaps and
interventions, technical and input support will be provided for carrying out the
interventions. It also plays the coordination role by coordinating with line departments,
KVKs, ATMAs, research institutions and universities for technology flow and
synergizing effect of the line department activities.
83
Types of demonstrations
The specific demonstrations to be carried out in a particular tank will be identified during
preparation of Agricultural livelihood support service plan (ALSSP) which forms an
integral part of TIMP. However, the demonstrations can broadly be divided into the
following two generic categories:
Existing crop demonstrations
These demonstrations are proposed for the existing crops. This covers 5 major crops
normally grown under tank irrigation, i.e. paddy, groundnut, jowar, sunflower and maize.
Depending on the agro-climatic conditions and socio-economic conditions, the major
crops will be selected. The technology demonstrations on the existing crops will aim at
optimization of the crop productivity per unit land and per unit water use. These
demonstrations should cover the following issues in addition to farmers needs:
84
85
Conducti
ng
trainings
at 2-3
critical
stages
by
resource
person
86
In addition, the specific site where demonstration is to be organized should meet the
following criteria:
87
88
89
Implementation Cycle
Preparatory Phase
Process Initiation
Awareness raising
with community
Problems and
needs
identification
Identification of
interventions
Identification of
roles and
responsibilities
Exposure to
technical
options
Conducting Demo
Awareness
on technical
options
Exposure
visits(if
necessary)
Learning by doing
Learning by
comparing
Synthesis of options
by merging
indigenous
knowledge and
technology options
Monitoring and
sharing
Feedback of
quantitative and
qualitative results
Review of
methodology &
technology
Evolving
interventions for
next season
Monitoring the
demo and
expressing views
in fact sheet
Sharing the
experiences
Judging the
technology
Defining the
future activity
SUPPORT SYSTEM
Project System
Facilitation of process
Support farmers in
conducting the demo by
supplying inputs
Support in planning,
providing technical
knowledge
Document fact sheets
Line Department
Consortium Partners
Providing technical
support
Periodical monitoring
Preparation of fact
sheets
90
Development of model
sites for technology
exposures
Provide technical support
Quantify the farmers
results and test farmers
ideas in controlled
condition
Role of WUA
Identification of lead farmer
Mobilizing the members for trainings
Motivating the members for adoption
Periodical monitoring and evaluation
91
Role of DPU
The DPU is the overall project executive agency at district level. Its roles include:
Planning the suitable demonstrations with the help of SO, line department staff
and lead farmers
Identification of the suitable resource persons
Supervision and monitoring of the demonstrations
Coordination with line departments, resource persons and SO
Reviewing impacts and scalability
Role of DLIC
Role of PMU
92
93
Appendix - 1
Format for identification of gaps
S.No
Area
Technology
Existing practice
Desired Practice
&
94
Gap
Identified
95
Numbers
1710
4867
2839
196
109
9721
Organization
APLDA
AHD
AHD
Dairy cooperatives
BAIF
Other than the 109 BAIF centres, APLDA caters to the frozen semen requirement of all
other centres in the state. APLDA sells frozen semen straws to Tamil Nadu, Orissa,
Madhya Pradesh and west Bengal states and JK Trust Mumbai. APLDA currently
maintains a buffer stock of 15 lakh doses of frozen semen over and above the annual
requirement of 30 lakh doses for domestic need.
With respect to health coverage, AHD veterinary institutions (7000) available at village,
mandal, and taluk and district level as listed in serial numbers 2 and 3 in the above
matrix, in addition to providing breeding services are involved in preventive health cover,
disease diagnosis and treatment. Extension and fodder development is an integral part of
different services provided to farmers and their livestock. AHD has good training
infrastructure and competent trainers under State Management Institute for Livestock
Development in AP (SMILDA). Veterinary Biological Institute (VBRI) produces most of
the vaccines required for the state.
The project will use the support of the line departments in terms of providing professional
back up, supervision and supply of the critical inputs such as vaccines, semen etc. In turn
the project will support AHD and APLDA in appropriately filling the gaps in terms of
capacity building, logistics and consultancy support.
The proposed interventions are:
Introduce new Gopala Mitras in the new dairy potential areas with a result-oriented
model for increasing the outreach of animal husbandry services in selected tank areas
Strengthening the existing Gopal Mitras by bringing in the services in an integrated
package mode .
96
97
The candidate is selected by WUA and with the assistance of the SO and local VAS
Selected candidates will undergo 16 weeks intensive Gopala Mitra training course
offered by the regional training centres of AHD. Certificates will be issued after the
competition of the training.
For every two proposed Gopala Mitra centre 3 individuals will be selected and
trained, keeping in view the probability of some dropouts.
Concerned VAS will provide technical guidance and conduct pregnancy verifications
of inseminated cows and buffaloes
VAS during his visits and in the course of fertility camps and health camps will
provide guidance and on the job training to Gopala Mitras and recommend suitable
refresher training to needy Gopala Mitras
The support environment for Gopala Mitra will be created through planning of village
level orientation, regular fertility camps, animal health and vaccination camps and
calf rallies
This work arrangement will help to achieve the project results of upgrading the breeds to
improve the productivity in coordination with APLDA/ Dept. of AH. The project DPU
through the DLIC will have a contractual arrangement with the APLDA/DoAH to take up
such gopala mitras in their operational areas.
The project aims at producing 1000 cross bred cattle by each gopala mitra area over the
project period of 5 years. This will necessitate proper selection of tanks, close monitoring
of performance of Gopal Mitra and continued technical backup.
Animal health management
Inadequate animal health management is one of the limiting factors for the livestock
development. To build capacities of the cattle farmers in animal health management and
availability of the medication at door step, the project would support positioning of well
trained gopala mitras and conducting animal vaccination camps and de-worming camps,
every year.
The Kisan Melas planned in the tank areas will also be used as one of vaccination event
on yearly basis. This arrangement will ensure regular vaccination of animals and lead to
reduced incidence of diseases. It is proposed to conduct two animal vaccination camps
per year per tank.
Fodder development
Specific interventions planned for nutrition improvement include:
1. Fodder demonstration plots
2. Fodder multiplication plots
3. Promotion of azola on pilot basis
Fodder Demonstration plots: The project plans to establish about 100 demonstration plots
in the tank areas for a period of three years. These demonstrations will display various
fodder varieties, their nutrient values along with crop management methods. The
demonstrations details and its costs are covered in the agriculture/ horticulture sub
component as these demonstrations mainly conducted by lead farmer.
Fodder multiplication plots: The project envisages supporting the cattle owners by
providing fodder slips / seedlings on cost basis. It is proposed to develop fodder
multiplication plots in Gopal Mitras field, other local farmers fields or in the backyard
99
on veterinary dispensary.
Azolla pilots: Protein plays vital role in the animal nutrition for higher yields of milk as
well as meat production. Azolla is the cheapest protein supplement available to the
animal nutrition, which can practiced in the backyard of the dairy farmer. Project plans to
introduce the azolla production on pilot basis in the suitable tanks.
Ram-lamb rearing
Primary focus for this intervention will be on the drought prone districts having high
sheep density. Sheep belts in north costal AP, Mahabubnagar and Nalgonda districts etc
will receive appropriate focus. Five hundred units for ram lamb rearing are proposed
during the project period covering entire project area. The project proposes to promote
one ram lamb rearing unit consisting of 20 animals for a Common Interest Group
consisting of 5 people. Setting up one ram lamb rearing unit involves a shed (sheep pen),
20 animals, medicines, equipment, insurance and feed supplement.
Project will provide full support for shed, equipment and medicines. 25% of the rams cost
will be provided by the project and 75% of the cost will be on credit basis from agri
business and marketing fund. Feed and insurance cover of the animals will be CIGs
contribution.
Selection criteria for ram lamb rearers
CIG members are primarily WUA members
All the members of the CIG are practicing sheep rearers
They are willing to contribute remaining unit cost
CIG shall continue the pen for the purpose defined beyond the project
CIG members have more than 5 years experience in sheep rearing
They are willing to learn and adopt improved management practices
5.3.4. Training
Training is proposed for various stakeholders in the project on cattle management. They
include farmers at tank level, gopala mitra, department staff and project staff. The details
of trainings are as follows:
Farmers: Farmers involved in dairy will be trained on cattle management that includes
preventive health care, nutrition management and calf rearing. The trainings will also
focus on creating awareness among dairy farmers about relationship of animal nutrition,
body weight and milk yield. The trainings will be taken up by the line dept staff at tank
level.
Training of Gopala mitras: Gopala mitras are trained by Dept. of Animal Husbandry. The
training contains standard modules for new gopala mitra training and specific refresher
training for the existing gopala mitras. The training course is usually of 16 weeks
duration for new gopala mitras, which includes class room training, practical, probation
100
at existing veterinary hospital and record maintenance. The training module covers breed
improvement, health management and nutrition management aspects.
Animal Husbandry staff : The role of line department is very important in the effective
and smooth implementation of the interventions. To rope in the line department staff,
project proposes to conduct district level training and workshops to field staff of
department of animal husbandry. The major focus of these trainings are orientation of the
line department staff on the project, periodical workshops any other need based technical
trainings.
Training of ram lamb rearers : Project will provide training to ram lamb rearers in aspects
of nutrition, health management and overall management of the animal for maximizing
the meat yield.
5.3.5. Implementation Arrangement
The project interventions will begin with understanding the current markets, production
areas and production levels. This will be done through mapping of dairy / milk routes in
the state, mapping of government veterinary hospitals and dispensaries and understanding
the proposed expansion plans of the local dairies to strengthen the production base in
these areas. This mapping will be matched with the existing minor irrigation tank
network to identify the operational areas.
The next exercise will be to identify the trained Gopal Mitras in the selected tanks and
assessing the cattle population in these areas. This assessment will lead to tank selection
criteria. Another exercise will be for an interaction with the existing Gopal Mitras and
identification of support requirements.
Based on this information and the TIMP, livestock development needs of the selected
tanks will be identified. These tanks will either have the existing Gopal Mitra support or
need a new gopala mitra.
Another important intervention will be to organize animal health camps for vaccination,
de-worming and disease surveillance.
Technical support of training to Gopal Mitra and supervision will be planned through the
Department of Animal Husbandry on a regular basis. Annual evaluation and monitoring
of the performance of each Gopal Mitra will form core part of implementation.
Sheep and ram lamb are other important animals in the Animal Husbandry sector. These
animals are mainly owned by poor as a survival mechanism. The project envisages
creating a model for poor by organizing the ram lamb rearing community as Common
Interest Group and providing a package support.
Role of DAH as implementation partner
101
It is planned to take up the project interventions in collaboration with the DAH. The
primary role under the collaborative arrangement will be on integrating the animal health
services in tank areas with a result oriented approach. District level Deputy/Assistant
Directors of Animal Husbandry have been nominated to work on livestock development
sub-component in eleven districts where tank rehabilitation is to be taken up during phase
I of the project.
Each DPU will prepare a plan of collaboration within the district. This will be prepared
on the basis of the project process of participatory Tank Improvement and Management
Plans by the Water Users Association. It is proposed that the local departmental officials
will participate in the PRA and TIMP preparation to define the modalities and
interventions to be planned in each tank area. This process will be taken up after the
initial mapping of dairy route and veterinary dispensaries and other government
infrastructure. The operational feasibility of introduction of new gopala mitras will be
known after the TIMP process. Based on this, the DPU and APLDA/DoAH will develop
a joint proposal for activities to be taken up on annual basis. The support of material
inputs, technical backup, training support will be included as part of the proposal.
Extension related activities will be funded from the DPU budget and support of technical
resource persons will be built in this on person days involvement basis.
Monitoring and evaluation will be done as part of the project monitoring and learning
proposed under the project. In addition, the DLIC and the State team will undertake
periodic reviews of progress achieved and performance of the Gopal Mitras. Need based
support will also be provided for training and capacity building of technical back up field
and supervisory staff of Dept of Animal Husbandry and APLDA along with the DPU
staff.
Nodal Unit at State Level
A nodal unit headed by Additional Director (Production) has been set up in DAH. This
unit will help in smooth implementation of the programme and coordination of the
department units at district level and sub district level. The project will provide the
logistic support and incremental operational costs of this nodal unit. PMU will coordinate
with the nodal unit at state level.
102
Nodal Unit at
DoAH
PMU
DPU
VAS
SO
GM
WUA
Farmers
GM Gopala mithra
103
State
Regional
Actors
Planning
Production
Technical
Backup
CEO APLDA
&
Training
Business
Promotion
Business
Implementati
on
Supervision
Facilitation
Facilitation
Facilitation
Facilitation
Facilitation
Facilitation
Facilitation
Facilitation
Facilitation
Facilitation
RAHTC
Facilitation
District
Divisional
Director
Cluster
Village
Assistant
Veterinary
Assistant
Surgeon (VAS)
WUA, WUC,
Gopala Mitra
CIG,
Deputy Director
VPC
Joint Director
AH
AD CSCC (APLDA)
Division
Input supply
Facilitation
-
Facilitation
104
WUA MC
Position
Gopala mitra/Lead farmer
DLIC
105
Position
106
107
selection of tanks, planning, training support on technical aspects relating to production and
technical backup for supervision and monitoring.
5.4.3. Selection criteria
The tanks will be selected based on a set of selection criteria in view of the potential for fisheries
development and the prevailing capacities of the fisher folk community. The selection criteria for
the tanks are:
Tanks where the FCS is willing to pay the WUA the government prescribed share of lease
rights
Tanks falling close to the fish route mapped based on the potential fish markets in
consultation with Fisheries Department
Tanks falling close to input route mapped based on the supply sources
About 75 % of tanks as perennial and long seasonal tanks with effective water spread area (50
% of the actual water spread area) of about 200 ha
About 25 % of tanks as short seasonal tanks with effective water spread area (25 % of the
actual water spread area) of about 50 ha
Tanks falling in a cluster in a given region
WUA and FCS agree on mutual arrangements in sharing of tank resource, agri business and
marketing fund and other project funds
Selection criteria for 70 tanks for intensive approach:
FCS maintaining its records up to date and functioning as per the prescribed cooperative
norms
Perennial and long season tanks having effective water spread area of a maximum of 25 ha
Access to major markets
At least 30 tons of production in an year for critical marketable mass
Willingness of FCS to contribute of at least 10 % of incrmental profits from project fisheries
development interventions to WUA fund
5.4.4. Project interventions
Interventions for adopting extensive approach in 1000 selected tanks
Physical Infrastructure: Revival and restoration of tank system improves the physical
infrastructure including the removal of jungle and weed growth on the tank bed. This aids in the
improved condition for fish growth and harvesting. The WUA and FCS would also resolve for
mutual understanding and cooperation in maintaining the tank bed accordingly in the future.
Strengthening dialogue process between WUA and FCS: WUA and FCS are two formal
institutions representing two distinctly different user communities. Operation and maintenance
wise, the WUA has a dominant role but the fisher folk have the scope to derive substantial
benefits and share 50 % of their traditional lease rights with WUA. In view of the overlapping
seasonality of operations related to agriculture and fish culture and lack of a suitable convergence
platform for resolving arising conflicts, it becomes essential to initiate and strengthen a dialogue
process between FCS and WUA. The project proposes the following interventions in this regard:
108
Co-option of fisher folk into WUA as per the GO - 2 representatives from FCS as special
invitees for the WUA Management Committee meetings
Involvement of fisher folk in TIMP preparation right from the stakeholder identification
staage, supported by the fisheries specialists from the Fisheries Department and the project
Ensuring the participation of FCS representatives in the proposed water audit and crop
planning of the tank to deliberate and plan for fisheries development as well
109
Community Productive assets: Community productive assets will be provided to the FCS that
will be instrumental in improving the production such as nets, harvest gear etc. The provision
will be on credit basis from the agribusiness and marketing fund.
Retail marketing: Women are mostly involved in local retail marketing of fish. Encouraging and
supporting the retail marketing of fish in the local markets by the women results in direct
improvement of their income levels. The project proposes to provide ice boxes to the women.
Interventions for adopting intensive approach in 70 selected tanks
Intensive approach will be adopted in selected 70 tanks. Additional inputs will be provided to
these active FCS and fisher folk from the project beyond production enhancement. The inputs
include institutional strengthening, marketing support and capacity building in production and
marketing management. Business development opportunities in these tanks will be firmed up by
supporting the working capital requirement and building the capacities accordingly. The
following interventions are proposed as part of this approach:
Feed management : Specific feeds as part of improved aqua-management will be provided from
the project for intensive aquaculture. This includes provision of feed consisting of oil cake, rice
bran and organic manure. This will begin from third month of fingerling stocking into the tanks
till the sixth month. The amount of feed as per the prescribed standards of fisheries department is
250 g per day per hectare. A lead fisherman will be identified by FCS from the fisherfolk
community to carry out the same under the guidance of fisheries department. A Zinc boat will
also be supplied for effective feed application and management. Fisheries department will
provide the feed to FCS.
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Supply of prawn seed: As part of diversification, prawn culture is also planned to be promoted
along with existing fish culture for enhanced benefits. Prawn seed will be supplied to the FCS by
fisheries department supported by the project.
Provision of working capital: Working capital requirement for medicines and transportation will
be provided from the agri business and marketing fund. The cost incurred in fingerlings is already
covered in extensive approach. Transportation with ice filled trucks to major markets will be key
intervention which requires short term but bulk requirement. The Dy. Director / Asst. Director
(fisheries) will facilitate the entire process through the lead fisherman from the FCS.
Capacity Building:
Exposure visits: Exposure visits will be conducted for the 2-3 FCS representatives, including
the lead fisherman, to input suppliers, markets and societies / places where fisheries
development is successful. The visits will be within the state facilitated by the fisheries
department.
Skill training on storage, transportation and marketing: Training will be conducted at
Fisheries Department Training centres located in Warangal, Kurnool and West Godavari,
Kakinada and Machilipatnam by Fisheries Department specialist personnel. One training will
be conducted for 2 persons from each tank, including one lead fisherman. The training will be
followed up by the fisheries department and DPU for technical backstopping.
Training on FCS management: This will be conducted by the Fisheries Department with the
support of Cooperatives Department on effective institutional functioning including book
keeping and management. The training will be once for 4-5 representatives from FCS
including the lead fisherman at district / regional level. Follow up will be made by the
Department and DPU through lead fisherman and the leader of FCS.
Partnership development for marketing: The existing contractors agents in the market will be
identified and made partners in the marketing process. They will be linked to the FCS on
commission basis for smooth process of transportation and marketing. As this is on the
commission basis, there is no costing to the project involved.
Figure 1 below depicts the process flow of the interventions proposed.
5.4.5. Implementation arrangements
There are different actors involved in the entire process in both intensive and extensive
approaches involving different stages/activities. Activities include planning, production, training,
business promotion, business implementation, model development and supervision. Actors in this
process consist of officials from Fisheries Department, project staff, Support Organization and
Community Based Organizations (CBOs). The department officials involved will be from subdistrict to state level comprising Fisheries Development Officer, Assistant Director, Joint
Director, Deputy Director and Commissioner. The project staff includes personnel from PMU,
the DPU and commodity specialist on support service basis. Support Organization, working at
tank level (for about 10 tanks) for community organization will also play similar role for fisheries
development. The CBOs include FCS and WUA at tanks level with their defined institutional
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structure. A lead fisherman will be identified for liasoning between the department, project staff
and market. Figure 2 provides the gist of people involved in different activities at different levels.
District level Deputy / Assistant Directors and Fisheries Development Officers of Fisheries
Department have been nominated to work on fisheries development sub-component in eleven
districts where tank rehabilitation is to be taken up during phase I of the project. They will be
responsible for planning and implementation of different activities in the project districts. The
Fisheries Department staff will support the development of fisheries component as part of the
ALSSP. The Support Organization plays the role of community organization and facilitation in
planning stage and link the FCS to Fisheries Department for the production and marketing
interventions. An active person from fisher folk community identified by the FCS will be treated
as lead fisherman. The lead fisherman will undergo the skill development trainings along with the
other selected fisher folk and provide continuous liaisoning between the FCS and Project
functionaries/market as envisaged in the component interventions. Production, technical backup
and training will be provided by the Fisheries department. The contact fisherman at the tank site
will be the lead fisherman. Business promotion will be handled by the commodity specialist from
the project on service charge basis working with the FCS. The commodity specialist along with
the agri-business specialist from the DPU, along with the identified agent / contractor will
implement the business closely coordinating with the lead fisherman and FCS. The fisheries
department staff at the state and district level will carry out the supervision along with agriextension specialist and monitoring and learning specialist from the DPU.
Nodal Unit
A nodal unit headed by Joint Director (Inland Fisheries) has been set up in the Fisheries
Department. This unit will help in smooth functioning of the programme and coordination of the
department units at district level and sub-district level. The project will provide logistic support
and incremental operational costs of the nodal unit. The PMU will coordinate with the nodal unit
at the state level.
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Figure 1
Process Flow Diagram
Growth Monitoring
Support to retail marketing
Preparation of business
and marketing plan in
model tanks
Execution of
Plan
113
Figure 2
Roles of different actors involved in Livelihoods (fisheries) component
Level/
Activity
Planning
Production
and
Technical Backup
Business
Promotion
Training
Business
Implementation
Commissioner
(Fisheries)
Supervision
PMU
(Livestock and Fisheries
Expert)
District
Deputy
Director
(Fisheries), Joint Director
(Fisheries)
Deputy
Director
(Fisheries), Assistant
Director (Fisheries) and
DPU Agri Extension
Officer
Joint
Director
(Fisheries), Assistant
Director (Fisheries)
and
Resource
Agencies
Sub District
Cluster
Support Organization
WUA
WUA MC
Lead person
Lead Fisherman
Lead Fisherman
Group
FCS
FCS
Commodity
Specialist
Agent / contractor
Lead Fisherman
Lead Fisherman
FCS
114
FCS
Deputy
Director
(Fisheries),
Agriextension
officer,
District
M&L
officer
Nodal unit
PMU
at DoF
DLIC (Dist.Collecter,JD(Fisheries),JDA,JDH,JD-AH)
DPU
AD(F)
SO
FDO
WUA
FCS
115
116
117
CIG
FRO / DFO
118
Position
DLIC
Nodal Unit of State Forestry Office
119
PMU
DLIC (Dist.Collecter,JD(Fisheries),JDA,JDH,JDAH)
DPU
DFO
SO
WUA
Common
interest
group
120
121
various commodities, gain knowledge about existing and emerging opportunities, insights
into different business models present and its suitability to the tank command area
farmers, identifying gaps in the present market system at village level, etc. This will then
lead to designing the implementation strategies for field level support and identification
of the appropriate partners. A state level study will be taken up to assess the above prior
to defining field level actions.
Identification of the Commodities: This plays vital role in introduction of a successful
venture. The commodity identification depends on the following:
Quantity of commodity production
Extent of the area of production
Availability of potential buyers
Shelf life of the produce in storage and transportation
Market price fluctuations in season and out-of-season
The project will concentrate on building the capacities of the WUA members by orienting
and training them properly and guiding/helping them in identification of commodities for
marketing.
Value chain analysis and identification of the gaps: The Commodity specialist and DPU
would undertake a value chain analysis through special studies to identify the gaps in the
entire value chain. This SWOT analysis of particular commodities within the tank area
will be helpful in identifying and leveraging comparative advantages. The actions then
will focus on minimizing the gaps identified and shortening the chain.
Identification of potential buyers: The Commodity specialist with the help of DPU and
PMU maintain the data base of all the available suppliers of inputs and buyers of
different commodities. The DPU team will make the database available to the interested
WUAs with the help of commodity specialist and PMU. The PMU will prepare the data
base of the prospective buyers of different commodities of state level and regularly
updating the same. In the process of starting the business the representative of the lead
farmer will be in regular contact with the available buyers and in regular touch with the
market trends of the selected commodities.
Identification of Tanks for business development: Identification of the tanks will be a
crucial step in the process of marketing intervention. Depend upon the study
recommendations, project will identify the new and appropriate business opportunities
based on district specific opportunities. The tanks will then be identified on the following
criteria:
Availability of location specific business opportunity
Availability of critical mass of produce for marketing (marketable surplus)
Tank location
Community participation and willingness
Orientation training will be given to the all the WUA members on the advantage of
business development, collective marketing and market driven production. Exposure
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visits of farmers will be arranged to make them aware about market opportunities and to
stimulate their thinking by learning from experiences of the other farmers, who are
engaged in collective actions for marketing of produce and market led production
villages. This will help them to understand the advantages and requirements of collective
actions in agriculture both in production as well as marketing to optimize the returns.
Formation of CIGs: The tank command area farmers will be formed into common interest
groups (CIG) depending upon the activity or commodity produced by them . The project
will enlist support of the Support Organizations/NGOs for organizing the farmers into
CIGs and organizing the capacity building interventions. Organizing farmers in CIGs is
the preliminary step for business development/marketing.
Training of CIG business committee and lead farmer: The lead farmer and CIG business
sub-committee members will be trained in marketing and business development for
effective management of the business. The project plans to conduct the orientation
training for the WUA members on business opportunity and organize the exposure visits
intra and inter state successful collective agri business units for learnings from
experiences. The project also plans to conduct training in procurement, marketing
trainings to WUA. The Lead farmer will be trained in marketing, procurement and
accounts. The DPU agri-business would organize the trainings for the identified resource
persons from both public and private sector to orient them on the project objectives and
deliverable outputs..
Preparation of Business plan: Depending upon the available information and willingness
of the farmers, the lead farmer and CIG business sub committee would prepare a business
plan jointly with the help of commodity specialist and DPU. This plan will give the
business projections of the collective marketing centre for that year, expected turnover,
working capital requirement etc.
Preparation of Marketing calendar: The Commodity specialist and DPU will help lead
farmer to prepare the marketing calendar by estimating the harvesting period and duration
of marketing. This will be useful for planning the working capital requirement in terms of
number of days and amount required based on marketing calendar. The plan will give
clear picture for the CIG business sub committee and lead farmer about the time they
have to engage in marketing activity. The district marketing calendar would be prepared
by DPU by consolidating the marketing calendars of the tanks of the district. The state
marketing calendar would be prepared by PMU with the help of commodity specialists
and DPUs.
Estimation of working capital requirement: With the preparation of business plan and
marketing calendar the CIG business sub committee gets clear picture of how much
working capital required and duration of the requirement etc. The WUA will then prepare
the business plan and seek the working capital for business funds from the project agribusiness and marketing fund. Modalities of the same are detailed out in section on agribusiness and marketing fund. The business interventions by the WUA will form part the
123
Livelihood Development Plan of the TIMP. The TIMP will define the livelihood
interventions proposed in the tank areas.
Arranging Working capital and other basic requirements for procurement: Before starting
the actual procurement, the CIGs may avail working capital from agribusiness and
marketing fund by submitting proper loan application along with business plan to WUA
subject to operational modalities of fund. The project may likely provide the basic
requirements like weighing scales, moisture meters, gunny bags, tarpaulins etc if the
WUA and CIG meets eligibility criteria of village collection centre and made
arrangements for storage by entering the agreement with the owner of the storage
structure. The project plans to provide investment for the purchase of these basic
requirements for starting procurement centre, including the license fees and expenses
against the business plan prepared by the WUA. .
Execution of the Business: The DPU and lead farmer will execute the business with the
help of CIGs and direct the farmers who sold their produce to CIG business sub
committee for payment, the cash transaction has to be managed by CIG business sub
committee. The CIG business sub committee will supervise the entire activity of
procurement and maintain the contacts with market with the help of lead farmer and
receive the payment from market.
The process flow of agri-business interventions is presented in the schematic diagram on
the next page.
124
125
The project planning process will start with a review of the existing cropping pattern in
tank areas and the emerging opportunities. Based on this, the project will seek to support
business interventions in the following areas:
Collective Marketing
The collective marketing model is basically to improve the bargaining capacities of the
tank command area farmer and to minimize the intermediaries in the supply chain. In this
model, project does not intend to introduce new crops in command area. Based upon the
present opportunity, the commodities are identified for marketing. Some likely
commodities for marketing support are:
Maize
Soya bean
Vegetables
Market driven production
Market led production systems are proposed to be adopted for the agri-business
development under the project primarily to promote crop diversification and production
enhancement. The strategy for successful market driven production involves
identification of the right partner and working with partner. The strategy includes:
Identification of the partner and commodity
Preparation of modalities of partnership
Entering the agreement with partner
Planning the production
Training the CIGs
Preparation of procurement and supply calendar
Execution of procurement and supply
Accounting
The market-driven production under the project is broadly divided in to two categories.
The commodities currently identified in the initial years for each activity are presented
below:
1. Seed production
Jowar
Bajra
Maize
Sunflower
2. Specific crop production
Sweet sorghum
Vegetables
As indicated above, this will be a continuous process and other commodities may be
added to the basket.
126
Initial analysis of available potential for all these commodities and the SWOT analysis of
each is presented in Annex 2. This provides the clarity on coverages of business
interventions in the project areas.
Both the categories involve more or less same strategy. Changes may occur depend on
the partnership modalities. Details of each sub level are presented in Annex 2.
Agri-business development
The project aims to support agribusiness ventures involving post-harvest processing and
other value-addition activities. In this regard, it will build upon studies of market
demand, emerging opportunities and local potential, and seek to provide local agrientrepreneur groups with technical advice, knowledge of business networks and support
for the Agri-Business and Marketing Fund. The purpose of this fund, the eligibility
criteria for groups seeking to access the fund, and the operational modalities are
described in Annex 1.
5.6.4. Project interventions
Identification of new business opportunities
As mentioned above, the project is keen to study the possibilities of utilizing the
emerging business opportunities and prepare the location specific and commodity
specific business strategies. The objectives of the studies are:
Study the projections of demand
Identification of new business opportunities
Identification of the partners and their business models, suitability of the models to
tank area farmers in the context of new opportunities
Study the present market scenario, statistics, marketable surplus, gaps and strategies
Supply and value chain analysis of the identified commodities
District level opportunities present and strategy to link the opportunities with tank
farmer
Updating market information
Buyers sellers meets: The project realizes the importance of being update on market
trends, opportunities etc. Meeting of buyers and sellers is one of important activity for
interactions between buyers and sellers, to develop long term business relations, to
exchange views on the market situation, to enter in to partnerships, identify opportunities,
solve the problems and pricing etc. The project will organize buyers sellers meets at
district level to introduce CIG members as sellers to all the important commodity traders,
processors and corporate in the district. The DPU will organize the meets every year.
Public Private Partnership building: Public private partnership work shops are planned as
a necessary instrument for mutual understanding of public and private partners, identify
opportunities, define partnership areas, design the partnership modalities by considering
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others strengths, weakness and operational possibilities. The project intends to promote
the partnerships. Annual workshops are planned to build the public private partnerships.
The PMU will plan and organize these work shops.
Market intelligence: Market intelligence covers various aspects like information, analysis
and recommendations on the area of cultivation, international trends, rain fall and
weather situation suitable for each commodity, international market trends, and future
prospects for the specific commodity in local language. This information will help the
CIG in decision making of crop selection, storage decision, market decision etc. The
project plans to identify suitable partners for the supply of market intelligence and update
the web site with this information for the use of the WUA members.
Dissemination of market information to users
Market information and Market intelligence: Market information is very crucial in
decision making and price fixation for collective marketing. The project intends to spread
the market information among the CIG members, by leveraging availability of advanced
technology of broad band network in villages. The project plans to identify the suitable
partners for development of the content for the web site and maintain it, send the price
information to the all CIG members in the marketing season daily basis through SMS.
The spread of market price information will create environment of transparency in terms
of commodity transaction. The entire village gets the advantage of information. The
market information will cover the daily market trends in the 5-6 major market rates of
each commodity at state and national market situation. The web content will cover the
improved production technologies of different crops and cropping practices which can
help the farming community to take right decision in right time.
Information dissemination through local cable net work: The cable network covers
almost 80% of the tank area villages, the outreach is high in case of information
dissemination through cable network. The market price information through cable
network will create awareness not only limited to the command area farmers, but also to
the entire village, which creates the transparency in sale activities. The project plans to
disseminate the information through already established network.
Radio information dissemination: The Radio is the prime mass media communication
device available in the rural areas, even today after cable network. The project plans to
disseminate information on both, production technologies and marketing information
through talk shows, expression of views, question answer hours etc.
Village Knowledge Centres: Information flows show its impact in production decision as
well as marketing decision. The project plans to provide computers to access information
through internet. The information dissemination effects production decision by taking
right step (either cultivation practice, right chemical spray etc) It is assumed that either
broad band network or dialup network will be available in 500 tank areas. The project
plans to provide computers to those tank areas which are selected for business
development and access to either broad band or dialup network, based on community
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knowledge levels and opportunities existed. The project assumes these centers further
grow into village knowledge centers.
Development of market infrastructure
Village collection center equipment: The collective marketing process involves
procurement of the produce from members of WUA. To perform this activity WUAs
require some basic collection equipments such as weighing scales for procurement,
moisture meters for quality testing, gunny bags for packing, tarpaulins for drying etc. It is
planned to provide the basic infrastructure to the WUAs for effective performance of the
business. The project will provide these equipment to the WUAs engaged in business
development. It is assumed that 650 tanks would fit into the selection criteria of business
development. Among those tanks,
Selection criteria
Tanks with estimated business turnover of more than Rs.20 lakhs per year
WUA s with minimum B+ ratings
Tank area can produce minimum critical mass of the identified commodity
Cluster level collection center equipment: The cluster level collection centers are planned
to cover more than four villages, where opportunities are present and community is
willing to take up the full pledged business activity. The advanced collection center
equipment includes electronic scales, Moisture meters, drying platform, grading scales,
internet kiosk etc. will be provided for effective collective marketing. There is a
possibility to link with these collection centers with existing private partner in that area.
The project assumes 5% of tanks(150) selected for business development may have the
opportunity. So, it is planned to provide these facilities in these selected WUAs.
Selection criteria
Tank area can produce minimum critical mass of the identified commodity
Tanks with estimated business turnover of more than Rs.50 lakhs per year
WUA s with minimum A rating
Horticulture grading equipment: Post harvest management is critical in the marketing of
horticultural products, after considering, the project plans to establish horticultural
grading centers to cluster of tanks, with all the infrastructure like shed, grading screens,
grading equipment and trays etc. This will be taken up based on the critical mass of
produce availability in that area to keep the center functional for maximum no of working
days. The WUAs will prepare a business plan for establishing such centres in
consultation with the concerned commodity specialist. The techno-economic feasibility
will be assessed before setting up such centres.
Selection criteria
Tanks around the cities with 10 lakh population
Tanks with established formal agreement with market
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Ice boxes: Fisher women are generally engaged in retail sale of fish on a seasonal basis
There are 250 fisher women marketing societies in the state where in women are engaged
in fish retail marketing. The main problem for distress sale of fish in retail markets is
perishability of the product. The, project plans to provide ice boxes to the fisher women
to preserve the produce for longer period. The project assumes 1/3 of total tanks(1000)
will opt for fish business development activities, among those 70% of tanks (700) will be
supported.
Strengthening of milk marketing arrangements
Extending the existing milk route and enhancing marketing facilities are proposed under
livestock development as forward linkages. The existing milk route gets extended to
cover some of the project tank areas presently not falling on the route. Increasing volume
of collection at some viable locations will be taken up through the capital support. The
project facilitates this by negotiating with existing dairy cooperative/private dairy
agencies for the expansion of the milk route. Adequate care will be taken for selecting the
suitable sites and partners involved and the capital can be utilized only after proper
agreement between the dairy farmers and dairy cooperative.
Agribusiness and Marketing Development Fund
Collective marketing: The working capital is the major constraint to start business after
community is willing to take up the activity. The advantage of collective marketing is
diluted if the farmer is unable to get some amount of his produce value on the day he
supplies produce to collective marketing center. It is difficult to the WUA to mobilize the
institutional finance in the very first year to start business. Working capital plays very
crucial role in timely procurement and storage decision. Considering these facts, the
project plans to provide working capital from the agri business and marketing fund
created at the WUA level.
Agribusiness Development: Working capital support will also be provided to eligible
groups of agri-entrepreneurs who are interested in setting up agri-business ventures
involving post-harvest processing or management of produce or related value-addition
activities. Details of the fund are given in Annex 1.
5.6.5. Capacity building
Exposure visits: The project plans for intra and inter state exposure visits to WUA
members for motivation and learning from experiences of other collective marketing
units, processing units, seed production societies, diversified and contract farming
villages. This helps them assess their situation and adopt appropriate strategies for value
addition and improved marketing of their produce.
Trainings and exposure visits to staff: The project proposes trainings on marketing and
exposure visits to all the project staff related to business development for learning from
experiences and effective implementation of the business plans.
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Trainings: The CIG members will be trained in business activity for effective execution
of the business. The project plans two types of trainings for the WUA members broadly.
Orientation training
Marketing training
Orientation training: Awareness creation and orientation of the WUA members towards
the advantages of the collective marketing, market driven production, quality
maintenance and business development is the primary concern of the training. This is one
day training, conducted at tank level in the selected tanks. The project assumes 80% of
tanks had the potential for business development by considering critical mass is the only
selection indicator.
Marketing training: Marketing training involves package of trainings, The project
assumes 800 tanks selected after considering all the indicators of selection criteria. Only
those tanks are considered for this training. This includes
Procurement training
Marketing training
Accountancy training
Procurement training consists the training on the steps involved in the process of
collective marketing. This training is proposed to the CIG business sub committee
members, who monitors the business and the lead farmer, who executes the business.
Marketing training consists the basic players in the marketing, the supply-demand
system, marketing skills, steps in marketing, precautions in marketing in relation to
agricultural produce. This training also proposed for the WUA water management sub
committee and lead farmer.
Accountancy training is proposed only for the lead farmer, who is executing the business
to maintain the books and accounts properly
Retail marketing training to the fisherwomen is planned for the fisherwomen groups who
are actively involved in the fish retail marketing.
Communication and outreach: Film shows and local folk shows are proposed for
awareness creation, orientation and motivation of the community. Awareness creation on
the quality and grading standards of different commodities, grading process, changes in
crop practices to improve the quality of the crop that fetch more income are also part of
the communication
5.6.6. Implementation arrangements
Tank level business planning and execution is done by lead farmer. The identification of
the business partner, liaison and linkage with farming community is done by commodity
specialist. Identification of the opportunities, liaison at district level functionaries and
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capacity building will be done by DPU. State level partner identification, coordination,
defining the modalities of the partnership, preparation of the data base of traders and all
the required liaison support at state level will be done by PMU
The project plans 3 tier implementation arrangements. At tank level, the actors are lead
farmer and CIG. At district level DPU and commodity specialist. At state level PMU play
critical roles in implementation of the agri business. The detailed roles and
responsibilities are given below.
Lead farmer: The first level contact at the grassroots level will be the lead farmer. Lead
farmer/s will be the contact and diffusion point for technology dissemination and
business execution. He will be the member of CIG and selected by community for
facilitation. The lead farmer will play very critical role in the success of the project
objectives in the tank command area and will be the representative of tank level business
interventions under the project. Hence, selection will be crucial. It is proposed to
encourage the WUA to identify an appropriate person having the following eligibility.
Selection criteria
Should be a practicing farmer, having own land.
Member of WUA
Should have minimum education of 10th
The Agri business Officer at the DPU will be recruited by project on contract basis from
market to look after the district level agri business activities. The project will hire
commodity specialists on contract basis with partly consolidated payment and partly on
business commission basis for execution of the business development activities in tank
areas. They will be identified on the business opportunity, geographical and economic
feasibility for each commodity and annual business targets. These professionals will be
stationed at the state level and will provide services to the areas where the specific
business interventions for a commodity are planned. The Agri business specialist in the
PMU will be the coordinator of agri-business development interventions and will be
engaged in planning and monitoring of the interventions at the state level. He will also
have the responsibility of identifying newer business opportunities, assessing feasibility
of implementation at the field level in collaboration with internal and external support of
team members and resource persons/agencies including the Livelihood Consortium
members. He will be recruited by project on contract basis from open market.
Roles and Responsibilities of Agri-business unit at state and district level
Position
Lead farmer for Agri-business
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Position
SO
DPU Agri business specialist
Commodity Specialists
Formation of CIGs
Mobilization of farmers for trainings
Identification of the new business opportunities/
commodities in the district
Identification of the potential buyers
Preparation of the data base of potential buyers
in the district
Liaison with the potential buyers and other
corporate
Conducting the district level buyer- seller
meetings
Liaison with district functionaries for marketing
activity
Preparation of the district business plan
Supervision of the Tank business facilitator
Conducting the trainings to the lead farmers/
CIGs / Tank business facilitators
Facilitation to the CIGs / tank business
facilitators / lead farmers in the execution of the
business
133
Position
DLIC
DPU
CS
WUA
Commodity group
134
PMU
DPU
Commodity
Specialist
Buyer/processor
WUA-WMSC
Lead Farmer
CIG
CIG
CIG
135
Annex 1
Agri-business and Marketing Fund
Rationale
The project, through a participatory process of planning and implementation, aims at
optimizing the outputs from WUA as an institution. The project comprising agro-based
interventions focuses on production enhancement as well as maximization of returns
through optimum on-farm practices through business partnerships. The outreach of the
benefits that would accrue from these interventions may embrace the entire system of
water users, which is beyond the farmers in the command. Collective action, for example,
for produce sale as well as establishment of small agro based processing units, will
provide the binding string apart from water management, and an opportunity of
continuous dialogue even beyond the tank rehabilitation work.
Resources mobilization and its management at WUA level is another important area,
where the project will focus the efforts. The project plans to introduce a agri-business and
marketing fund placed with WUA, which will act as capital for implementation of
defined set of activities. The support will be through credit from the fund on prescribed or
agreed upon conditions and ground rules. The project aims at introducing the agri
business and marketing fund gradually in a phased manner. It is proposed to cover about
35% of total WUAs during the project period. Detailed below are the overall operational
modalities of the fund.
The Purpose
The Agribusiness and marketing fund will be utilized for the following purposes:
Promoting access to non traditional markets by collective marketing groups
Post harvest processing and other value addition activities
Agri-business ventures
Better price realization for farm produce at the farmers level can be, to certain extent,
achieved through entering non traditional markets instead of distress sale at farm gate.
The main obstacles faced by the farmers for entering into markets are i) not having
sufficient volume of produce for sale ii) high transportation and other costs at the level
of individual farmer iii) existing commitments for loan repayments to input providers,
which force farmers into distress sales to meet the payment obligations . The collective
marketing approach envisages providing financial support to complement the market
development activities, technical support already proposed in the project. This will be
done through formation of collective marketing groups with a purpose to i) pool together
sufficient volume of produce for sale at non traditional markets ii) to provide collective
transport facilities iii) enable farmers to get higher prices. The project plans to make fund
available on credit basis. These requirements will be on short term basis
136
Marketing of fisheries at non traditional market instead of village is more profitable. This
helps the community to rise up in value chain. A problem specific to fish marketing is the
existing arrangement where input suppliers provide fry/fingerlings, feed etc., in return for
the fish catch rather than specific price. The project will investigate whether these
external input providers can be made provide inputs in return for monetary payments
rather than fish catch. Otherwise as part of development of alternate marketing
possibilities, in this case, support may have to be provided to impoverished FCS to
procure necessary fingerlings and other inputs. It is emphasised that this
inputs/production support is on exceptional basis for the fisheries marketing only. And
as mentioned above, this support will be provided only if no other viable alternative for
input procurement can be arranged. Project therefore plans to make fund available on
credit basis to FCS as CIG (no sub groups) in suitable cases for procuring fingerlings,
feed supplements and transportation from agribusiness and marketing fund on credit
basis.
Post harvest processing and other value addition activities having the potential to improve
the farm income enormously. The project plans to support village level processing and
value addition units owned and operated by groups like mini dal mills, grading centres,
packing units, seed processing units etc.and agri business units depending upon need and
opportunity identified . This is an indicative list and actual activities funded will depend
upon field level specific situations.
The Users
The potential users are CIGs which are groups with common interest such as collective
marketing, collectively owned agribusiness ventures like post harvest processing units or
any other small agribusiness ventures. fish marketing etc.This includes farmers in the
command, groundwater farmers in the influence zone, livestock rearers and Fishermen
Cooperative Society (FCS).
At least 20% of fund will be reserved for women and tribal CIGs (at least 10 % for
women and 10 % for tribals). The modalities (for these groups) will be worked out during
implementation for addressing the specific needs identified.
Process
The release and utilization of fund will be taken place in a phased manner. It includes
following 3 phases.
137
Signing of MOU between WUA and Project: The selected WUA has to enter into MOU
before the release of fund with DPU regarding management of the fund, agreed
conditions and agreed activities.
Formation of CIGs: The process of formation of CIGs will start after TIMP approval, this
will be completed with in 2-3 months period of TIMP approval The interested people will
be formed in to commodity interest groups based on the commodity, business venture or
any other agri business purpose. The SO will facilitate organising the CIGs identified by
the commodity specialist/DPU.
Technical training of CIGs: The CIGs will be trained in the technical aspects like
business plan preparation, business activity, basic marketing aspects or any other
technical required according to need and business venture. The commodity specialist and
DPU is responsible to impart these trainings and capacity building activity.
Eligibility criteria for CIG for collective marketing
They should have CCL from a bank
The CIG should be registered as Rytu Mitra Group (RMG)/FCS
It should have group bank account
CIGs should raise their own corpus and contribute an agreed share to the
projected credit need, which will be at least of 10% of the amount.
Eligibility criteria for CIG for agribusiness ventures
The CIG should prepare an acceptable, bankable business plan with
partnership to raise capital
CIG should have group bank account
CIG should have a CCL with a bank.
CIGs should raise their own corpus and contribute an agreed share to the
projected credit need, which will be at least of 10% of the amount.
,
Partnership development :All the potential partners in a value chain, agri business venture
and potential lenders like banks and financial institutions will brought in to common
platform to share their views and build partnerships in the future by way of conducting
workshops, seminars and buyer-seller meets. The potential partnership will be
encouraged between production groups (CIGs), Industry and financial institutions either
in the form of tripartite or mutual agreements
139
140
In the post project stage, existing eligibility criteria and main fund operational modalities,
developed during project implementation would continue to apply and line department
staff would continue to support and monitor the WUAs. The CIGs/WUAs utilizes the
services of the technical resource persons identified by line department on cost basis for
business plan preparation. The business proposals will be approved by WUA in
consultation with competent authority from department. It is expected that, the Banks
partly lend agri business ventures, evaluate and appraise the business plans before
releasing its part. The WUA will in turn to have lead responsibility for collection of loan
repayments. This fund will not be used for any other purpose than defined. This will be
ensured by preparing the guidelines for the annual audit of the fund which the WUA will
carryout and submit to I&CAD.
These operating guidelines for the fund would further be refined during project
implementation if required.
141
Roles - WUA
Preparation of business plans
and projections jointly with
paraprofessional/ lead farmer
Assisting the lead farmer in
procurement and product
mobilization
Overall supervision of business
and accounts verification with
fixed intervals
Timely payment of salary/
commission to Lead farmer
Approach
Estimation of production
Establish market link
Establish Procurement center*
Possible situations
Critical mass of product is
available by including farmers
other than WUA members in one
village
Critical mass of product available
by adding 2-3 WUA members only
Critical mass with only one
village WUA members only
PMU
Marked/
processor
LF
CIG
Strength
Decision making is faster as
representative person executes
business
No confusion in the part of execution
Opportunities
Clarity in the roles and responsibility
leads to efficient management of
business
Better coordination and support
between WUA and paraprofessional
leads to profitable business
DPU
CS
CIG
CIG
Weakness
Lead farmer have
limitations in
decision making
efficiency
Business depend on
Lead farmer
interest,
participation and
decision making
Threats
Lead farmer may
override the
business
Approach
Estimation of production
Establish market link with
partner ship of existing
corporate
Establish Procurement
centre / e-choupal
One center for surrounding
5-6 villages
PMU
ITC-IBD
DPU
LF
CS
F
CIG
Roles CIG
Preparation of business plans
and projections jointly with
Lead farmer
Assisting the lead farmer in
procurement and product
mobilization
Overall supervision of business
and accounts verification with
fixed intervals
Timely payment of
salary/commission to lead
farmer
143
Strength
Forward link with big
corporate
Availability of information
on production technology
and market prices
Procurement capacities
increase enormously as
center plays facilitation role
Opportunities
Long term relation with big
corporate leads to
diversification in to
different products
Creation of confidence on
association in the corporate
sector creates new
opportunities
CIG
CIG
Weakness
Corporate may tune the
business according to its
interests
Threats
Too much dependence on
one corporate leads to
collapse of business when
it withdraws
No second alternative
created
Corporate may not bind to
the agreement
Contract Farming
Climatic condition
suitability
Presence of seed
companies
Jowar and Bajra Kurnool,
Kadapa, Ananthapur and
Nizamabad
Maize W. Godavari,
Khammam, Karimnagar
Hybrid Paddy- Karimnagar
The above are major seed
production areas
Roles - WUA
Preparation of business plans
and projections jointly with
lead farmer
Assisting the lead farmer in
allotment of area procurement
and product mobilization
Overall supervision of business
and accounts verification with
fixed intervals
Timely payment of salary/
commission to lead farmer
Approach
Estimation of production
requirement with company
Allotment of area among
CIG members
Arranging agreements
Procurement of production
and transport to company in
bulk quantities
Business center plays
facilitation and commission
agent role between company
and farmer groups
Seed
Company
Opportunities
Availability of irrigation
water and Linking with
corporate
More income for same
effort
Low risk and income source
to the CIG
Opportunity to raise the
society in to seed growing
society
DPU
LF
Strength
Prefixed price and contract
gives assurance to business
CIG role fixed to facilitation
reduces risk of loss
PMU
CIG
CS
CIG
CIG
Weakness
New production techniques
some time leads to crop
failure
Payments after testing
quality i.e 60 days after
supply of seed makes
farmer loss of interest
Threats
Crop failure and quality
failures lead to conflicts
between farmers and
corporate, further lead to
exit of the company from
village
Preferably one company
can do production in one
place due to isolation
problem
Contract Farming
Medak
Approach
Estimation of production
requirement with company
Agreement with company
Allotment of area and
sowing dates
Facilitation between
company and CIG on
commission basis for supply
and payment
PMU
Distillery
DPU
LF
CIG
CS
CIG
CIG
Strength
Forward link with big
corporate
Availability of information
on production technology
and market prices
Facilitation is the major role
which is risk free in
monitory terms
Weakness
Corporate may tune the
business according to its
interests
Payments may become late
because of new business
Opportunities
Long term relation with big
corporate leads to
diversification in to different
products
Creation of confidence on
association in the corporate
sector creates new
opportunities
Threats
Too much dependence on one
corporate leads to collapse
of business when it
withdraws
No second alternative created
Corporate may not bind to the
agreement
Producer to
Partial
Market
Contract
Collective
Farming
marketing
Approach
Estimation of supply
requirement with company
Agreement with company
Allotment of area, crop and
sowing dates
Facilitation between
company and CIG on
commission basis for supply
and payment
Roles CIG
Preparation of business plans
and projections jointly with
Lead farmer
Planning the allotment of area,
crop and staggered sowing
jointly with lead farmer
Assisting the lead farmer in
procurement facilitation and
product mobilization
Overall supervision of business
and accounts verification with
fixed intervals
Timely payment of salary /
commission to lead farmer
PMU
Retail
chains
DPU
LF
CIG
CS
CIG
CIG
Strength
Forward link with big
corporate
Availability of information
on production technology
and market prices
Facilitation is the major role
which is risk free in
monitory terms
Weakness
Difficulties in quality maintenance
lead to loss of interest in farmer
Staggered sowings method may
leads to conflicts and confusion
Opportunities
Long term relation with big
corporate leads to
diversification in to
different products
Creation of confidence on
association in the corporate
sector creates new
opportunities
Threats
Lack of maintenance of quality
standards by few farmers lead to
strains in the linkage with corporate
Possibility of supply season
matches with market glut lead to fall
of price even for quality product
Corporate may not bind to the
agreement when quality standards not
met and low market price situation
Roles - WUA
Preparation of business plans
and projections jointly with
paraprofessional/ Lead farmer
Planning the production, area
and staggering jointly with
paraprofessional
Assisting the paraprofessional
in procurement and product
mobilization
Overall supervision of business
and accounts verification with
fixed intervals
Timely payment of salary/
commission to paraprofessional
Approach
Estimation of market potential
Establish market link
Motivate for production
Establish Procurement center
PMU
Wholesaler
LF
DPU
WUA-WMSC
F
CIG
Strength
One person executes business
Production and crop choice
quantities in the hands of
farmers
147
Opportunities
Availability of irrigation
water and nearness to market
Efficient and economic use
of available natural resources
Commercialization of
agriculture leads to more
income
CIG
CIG
Weakness
Fluctuating market price
and perishability of
product nature leads to
distress sale
Threats
Intensive cropping system
and market fluctuation
leads to debt trap
Lack of proper storage
and grading method lead
to loss of business
Contract Farming
Approach
Estimation of production
requirement with company
Agreement with company
Allotment of area and
sowing dates
Facilitation between
company and CIG on
commission basis for supply
and payment
Roles CIG
Preparation of business plans
and projections jointly with
Lead farmer
Planning the allotment of area
and staggered sowing jointly
with lead farmer
Supervision of quality at
production time
Assisting the lead farmer in
procurement facilitation and
product mobilization
Overall supervision of business
and accounts verification with
fixed intervals
Timely payment of
salary/commission to lead
farmer
148
PMU
Market
DPU
LF
CIG
CS
CIG
AD
Strength
Forward link with big
corporate
Availability of information
on production technology
and market prices
Facilitation is the major role
which is risk free in
monitory terms
Weakness
Corporate may tune the
business according to its
interests
Payments may become late
because of new business
Opportunities
Long term relation with big
corporate leads to
diversification in to different
products
Creation of confidence on
association in the corporate
sector creates new
opportunities
Threats
Too much dependence on one
corporate leads to collapse
of business when it
withdraws
Corporate may not bind to the
agreement
149
The state level agency responsible for implementation of the project will be the
Command Area Development Authority in the Irrigation & Command Area Development
Department, Government of Andhra Pradesh. The Commissioner CADA and Principal
Secretary, I&CAD Department will be the Project Co-ordinator. The CADA will form a
Project Management Unit (PMU), which will be headed by the State Project Director
with a rank of a Commissioner / Special Commissioner, CADA to implement the Andhra
Pradesh Community Based Tank Management Project as a Special Purpose Vehicle.
The PMU will constitute of five subject matter units and two administration units. These
will be as follows:
Sl. No.
1
Unit Name
Technical Unit
Institutional
Development Unit
Agri-Business Unit
Andhra
Pradesh
Information
&
Resource Centre
General Management
Unit
Finance & Procurement
Unit
6
7
Staff Position
Superintendent Engineer (R / R)
Executive Engineer
Deputy Executive Engineer
Assistant Executive Engineer / Assistant
Engineer
Institutional Development Co-ordinator
NGO Co-ordinator
Human Resources Development Coordinator
Agri-Business Co-ordinator
Agri-Extension Co-ordinator (Agriculture /
Horticulture)
Agri-Extension Co-ordinator (Fishery /
Livestock)
Monitoring &Evaluation Co-ordinator
Research & Documentation
Co-ordinator
MIS Co-ordinator
GMIS Co-ordinator
No. of Staff
1
2
4
12
1
1
Management Co-ordinator
Finance Officer
Procurement Officer
1
1
1
1
1
1
1
1
1
1
The existing Chief Engineer, Minor Irrigation will be incharge for technical inputs to the
Technical Unit of the PMU. A new Renovation & Restoration Unit will be established
with a Superintendent Engineer, 2 Executive Engineers, 4 Deputy Executive Engineers
and 12 Assistant Executive Engineers / Assistant Engineers. The engineering staff of the
R & R Unit will be on deputation from the Irrigation Department and will be dedicated
solely to implementation of the Andhra Pradesh Community Based Tank Management
Project. The staff of the remaining six units of the PMU will be hired on contract from
the open market.
The Technical Unit will be responsible for implementation of Tank Systems
Improvement Component of the project. The Institutional Development Unit will be
responsible for implementation of the Strengthening Community-based Institutions for
Tank System Improvement and Management component of the project and the Agri-
150
Business Unit will be responsible for the implementation of the Livelihoods Support
Services for Tank System Users component of the project. The Monitoring & Learning
Unit and the Andhra Pradesh Information & Resource Centre will be responsible for
monitoring and evaluation of the project and management of information system for the
project. The General Management Unit and the Finance & Procurement Unit will be
responsible for the administration and financial management of the project.
The PMU will be supported by general administrative staff such as clerks, computer
operators, attendants, etc.
On the closure of the project I&CAD Department will retain the PMU to assist it in its
regular functions of restoration and management of minor irrigation tanks and
strengthening WUAs.
District level implementation arrangement
The project at the district level will be reviewed by a District Level Implementation
Committee with the District Collector as the Chairperson. The Vice Chairperson of the
DLIC will be nominated from among the Support Organizations assisting project
implementation in the district. The District Project Director will be the Member Secretary
of the DLIC. The other members of the DLIC will be:
Chief Executive Officer, Zilla Parishad
Divisional Forest Officer
Joint Director Agriculture
Joint Director Animal Husbandry
Joint Director Horticulture
Project Director District Water Management Agency
Project Director District Rural Development Agency
Assistant Director, Fisheries
District Public Relations officer
Deputy Director, Groundwater
Two representatives Water Users Associations (To be nominated by District Collector
on annual rotation basis)
In each project district, CADA will establish a District Project Unit (DPU). The DPU will
be headed by a District Project Director of the rank of an Executive Engineer. The DPU
will be supported by four subject matter and a finance units. These will be as follows:
Sl. No.
1
Staff Position
Deputy Executive Engineer
Assistant Executive Engineer / Assistant
Engineer
Project Officer - Institutional Development
Unit Name
Technical Unit
(Regular
Division
setup)
Institutional
Development Unit
Agri-Business Unit
151
No. of Staff
3
10
1
1
1
(where required)
1
Unit
Finance & Procurement
Unit
1
1
The Technical Unit of the DPU will be established by deputing one Irrigation Division of
the district, with its entire staff, to the DPU. This unit will be solely dedicated to
implementation of the Andhra Pradesh Community Based Tank Management Project. In
districts where only one Irrigation Division exists, a new Division will be established and
deputed to the DPU. The PMU will have the facility to hire technical staff on contract to
augment the strength of the DPU Technical Unit where required. The staff of the
remaining four units of the DPU will be hired on contract from the open market.
Tank cluster level and tank level implementation arrangement is described in component
1.
152
CADA
Project Co-ordinater - Commissioner CADA &
Principal Secretary (I&CAD)
State Level
Line Departments
Technical Unit
R/R
SE-1
EE2
Dy E E 4
A E E / A E - 12
Institutional
Development Unit
ID Co-ordinator - 1
NGO CoI
HRD Co-ordinator - 1
M & L Unit
M&E Co-ordinator
-1
Research &
Documentation
Co-ordinator - 1
AP Info Resource
Centre
MIS Co-ordinator 1
GMIS Co-ordinator
-1
General
Management
Management
Co-ordinator - 1
Finance &
Procurement
Unit
Finance
Officer - 1
Procurement
Officer - 1
District Level
Line Departments
District Project Unit
District Project Director Executive Engineer
Technical Unit
Dy E E 3
A E E / A E - 10
Institutional
Development Unit
Project Officer - I D - 1
M & L Unit
Project Officer M&E 1
Project Officer MIS - 1
Finance &
Procurement Unit
Finance &
Procurement
Officer - 1
154
155
envisaged that this exposure to the staff will help bring in new learnings and insights in
the project.
To encourage effective and quality performance by WUAs the project will consider
giving incentives to WUA assessed to have performed excellently. The procedure and
nature of incentives will be decided as per the existing rules of the government.
6.5. Partnering institutions
The partnering institutions to the project are:
Support Organization will provide services of community mobilization and
institutional strengthening of the WUAs to the project.
Panchayati Raj Institutions will provide support for linkage with on going schemes
such as NREGP, etc.
Line Departments - will provide services of agricultural development and livelihoods
promotion to the project.
Training organizations - will provide services of training and capacity building to
the project.
Professional Consultancy Agencies - will provide services of monitoring and
learning, third party quality control, thematic studies, documentation, MIS and GMIS,
knowledge management, etc. to the project
Livelihood Consortium will provide strategic guidance and develop models for
livelihoods promotion for scaling up across all tanks
6.6. Support Organization selection criteria
Introduction
Andhra Pradesh is essentially an agricultural state. Efficient and equitable supply and
distribution of water ensuring optimum utilization by farmers for improvement of
agricultural production is the immediate need. In this regard scientific and systematic
development and maintenance of irrigation infrastructure is considered best possible
through farmers organizations. Further such farmers organizations have to be given a
commanding role in the management and maintenance of the irrigation system for
effective and reliable supply and distribution of water. Government of A.P vide Act II of
1977 enacted The A.P Formers management of irrigation systems, where in an
institution called Water User Association at the Primary level consisting of all the
water users was constituted. Inter alias, the objectives of Farmers organization shall be to
promote and secure distribution of water among its users, adequate maintenance of the
irrigation system, efficient and economical utilization of water. To achieve these
objectives the capacities of farmers organizations have to be improved and at the same
time the cross sectoral issues with other water interested departments and P.R institutions
are to be understood and solved.
Capacity building is a continuous activity, more so, in view of the fact that 1/3rd member
of the farmers organization (W.U.A), change once in two years. Added to it, the ambit
156
and utility of a tank is no more confined to a simple water body supplying water to
farmers owning land under the command area. The tank management is now linked to
livelihood, modernization of agriculture and optimizing its production to protect the
environment and to ensure ecological balance by involving farmers and inculcating a
sense of ownership of the irrigation system.
To achieve these objectives capacity building to be entrusted to professional S Os who
have good track record and experience in such works. The experience of selection of
SOs in the past, ran into problems. To avoid such mistakes there is a need to adopt a
rigorous and transparent procedure for identification and selection.
The selection procedure followed in other organizations like WALAMTARI and A.P.
Academy for Rural development were examined (enclosed as annexure 1 & 2
respectively) and portions suitable for CADA requirement were taken into consideration.
The output expected of an S O is:
1. Normally capacity building activity is spread over eighteen to twenty four months, so
SO should have regular contact with community for about 30 months.
2. At the end of two years period the WUA should be able to conduct meetings,
maintain records, assist in tax collection, prepare maintenance plan, implement
warabandhi schedule and other activities expected of W.U.A as per sec.17 of
A.P.F.M.I.S
3. The S O should be working in the same district with working experience in related
fields.
4. The SO should plan his work in such a way that the community (WUA) takes active
participation right from planning stage to execution and subsequent O & M.
5. Apart from water management, the activities involve production systems productivity
enhancement, subsidiary forming occupations etc. At the end of two years period
there should be visible impact.
6. The general objective is to prepare the community to strive for over all rural
development through effective water management.
Selection Committee
There shall be selection committee for shorting the S Os / other organizations with the
following members.
District Collector
Chairman
P.D.D.W.M.A
Member
P.D.D.R.D.A
Member
J.D. Agriculture
Member
C.E.O Z.P
Member
A.D. Fisheries
Member
S.E / E.E M.I (DPU Co-ordinator)
Member Secretary
Expression of Interest (EOI)
EOIs will be called from SOs through wide publicity in the new paper.
157
Notification
Press notification should be given in district and state editions.
Eligible organization
1. Non Governmental Organization (S Os)
2. Federated Bodies (VO & MMS) Empowered by SERP
3. Professional Development Institutions (KVKs, FTCs, etc.)
Screening of applications
The screening will be done in two stages
I Stage: All the applications received will be screened with in the following parameters.
First level screening
1)
Organization having demonstrated programme experience in rural
development (Those not having experience will not be considered).
2)
Organization mobilizing funds from institutions like GOI, CAPART, Dept of
Rural Development etc. and not only from public donation.
3)
S O should have technical staff (Engineering, Agriculture, Natural resource
Management) in the last three years period.
4)
S O should be registered under Act and having working experience not less
than 3 years from date of registration.
Yes
No
Sl. No.
Activity
Weight age
Credibility
20
10
Marks
a. 1 to 3 Lakhs
b. 3 to 5 Lakhs
10
158
Marks
Obtained
10
10
Governance
20
Age of organization
a. Below 5 year
b. 5-10 years
c. Above 10 years
a. up to 50 percent attendance
Board Composition
4
Institutional Capacity
20
Availability of Infrastructure
c. Adequate requirement
(Office space, Required mobility with supporting
systems like Computer, telephone and training
centre)
a. < 25%
b. 25 50 %
c. > 50%
a. < 35 %
b. 35 - 50%
b. > 50 %
159
Staff
with
Technical
background
(either academic or working knowledge with
experience)
a. 1 person in the team with technical background
b. 2-5 persons in the team with technical
background
c. > 5 persons in the team with technical
background
5
2
4
5
Competence
40
15
a. < 3 years
b. 3 to 5 years
10
c. > 5 years
15
a. < 3 year
b. 3 to 5 years
c. > 5 years
10
10
15
a. < 3 years
b. 3 - 5 years
10
c. > 5 years
15
100
Verification
Wherever required information furnished in the application should be cross checked
through field visit. Applications with deviation as stated and as existing would be
rejected.
Empanelment
The SOs scoring more than 50% of the marks would be empanelled and their services
would be utilized as per requirement.
6.7. Terms of Reference for Support Organization
Background
Government of Andhra Pradesh is implementing the AP Community Based Tank
Management Project under which it will take up the restoration and modernization of
minor irrigation tanks. The project will be implemented through a participatory process
with the tank users (Water Users Association and other tank stakeholders) as the primary
implementing agency.
160
The overall objective of the project is Improved tank system based livelihoods and
strengthen community management of selected tank system. The project is being
implemented by the PMU (a Special Purpose Vehicle) with its implementation units at
the District level (DPU). The project will be implemented in co-ordination with various
government departments, the District Authorities and other identified stakeholders. To
strengthen the participatory processes in the project and promote involvement of tank
stakeholders in carrying out the tank improvement and community based tank
management the project intends to use the service of experienced Support Organizations.
Objective of the Assignment
The objective of the assignment is to harness the strength of the SOs in facilitating
community mobilization and participation for the effective management of tanks through
implementation of the AP Community Based Tank Management Project.
Expected Outputs
The expected outputs of the assignment are:
1. Effective mobilization of all tank stakeholders to participate in the activities of the
Water Users Association
2. Capacity developed of the Water Users Association in effectively performing their
roles in:
i.
Collection of water charges
ii.
O&M of tank system
iii.
Water audit and water sharing (surface water and groundwater wherever
planned)
iv.
Promoting agricultural growth and tank based livelihoods
v.
Resource mobilization and management
3. Effective participation of the Water Users Association in planning, implementation
and monitoring of the project activities
Scope of Work
Sl.
No.
Activity
Institutional Responsibility
Primary
Secondary
161
APSRAC
DPU
DPU
DPU
DPU
DPU
DPU
DPU
WUA
Tertiary
8
Selection of SO
Pre- Planning Stage (2 Months)
9
Social Mapping & identify all tank stakeholders (and
groundwater users) in tank system area and influence
zone
10
Project sensitization and awareness among the tank
stakeholders
11
Involve village level functionaries of line departments /
PRI department
12
Organize tank based consultation with all stakeholders
13
Assessment of WUA readiness for contribution towards
restoration & rehabilitation of tank
14
Prepare Resettlement Action (RAP)
15
Agree on draft MoU between WUA & DPU
16
Sign of MoU between WUA & DPU
17
Maintenance of books and accounts by WUA
Planning Stage (4 Months)
18
Implement RAP
19a
Collect required data through Participatory Rural
Appraisal*
19b
Survey of technical aspects of tank, catchments area &
command area / tank influence zone
20
Provide initial training to WUA members on TIMP
preparation
21
Constitute four sub committees (on Works, Finance,
M&E and Training,Water Management) of WUA
22
Provide training to all sub committee members on their
roles and functions and responsibilities
23
Mobilize groundwater users into groundwater user groups
and affiliate them to WUA
24
Awareness generation among groundwater user groups
about project groundwater interventions
25
Prepare TIMP
(i) Design, estimate of Civil works
(ii) Training Plan
(iii) Livelihoods Plan
(iv) Compilation of TIMP Document
26
Ratify TIMP in WUA GB meeting
27
Identify activities for Gram Panchayat implementation
and submit the list to the GP
28
Open WUA bank account for contribution (separate from
WUA account)
29
Mobilize cash contributions
30
Appraisal of TIMP by DPU
31
Include TIMP in District Plan for DLIC Approval
32
Sign Agreement on TIMP implementation between WUA
and DPU
33
Prepare procurement plan for materials & manpower for
works by WUA
34
Prepare tender documents for works to be tendered
35
Maintenance of documents, books and accounts
Implementation (18 Months)
36
Public display of project information on wall / notice
board
162
DPU
SO
WUA
DPU
SO
WUA
SO
WUA
DPU
SO
SO
WUA
WUA
DPU
DPU
DPU
DPU / WUA
WUA
WUA
WUA
SO
SO
SO
DPU
SO
WUA
WUA
SO
DPU
DPU
WUA
SO
SO
WUA
DPU
SO
WUA
DPU
SO/ GWD
WUA
SO
WUA
WUA
DPU
SO
SO
SO
WUA
WUA/GP
SO
WUA/WSC
WUA/WSC
WUA/WSC
DPU
SO
SO
DPU
DPU
WUA
DPU
WUA
DPU
DPU
WUA / DPU
SO
SO
DLIC
WUA / DPU
SO
DPU
WUA
WUA/SO
SO
WUA
SO
DPU
37
38
39
40
41
42
43
44
WUA
SO
DPU
Contractor
WUA
NCCBM
DPU
SO
DPU
WUA
DPU
WUA
DPU
SO/Resource
Persons
WUA
WUA
WUA
WUA
SO
SO
DPU
DPU
WUA
SO
DPU
SO
SO
WUA
WUA
DPU
DPU
SO
SO
WUA
WUA
DPU
DPU
WUA
WUA
SO
SO
DPU
DPU
SO
WUA
DPU
SO/Resource
WUA
Persons
54
Update seasonal O&M strategy, plans and estimates
DPU
WUA
SO
55
Operationalize O&M plan
WUA
DPU
SO
56
Maintenance of O&M fund
WUA
DPU
SO
57
Maintenance of documents, books and accounts
WUA
DPU
SO
58
Preparation of project completion report on agreed format DPU
WUA
SO
59
Monitoring at WUA performance every 6 months
WUA
DPU
* Information will include: Socio-economic profile of tank stakeholders, Resource profile of tank system;
Trend analysis of groundwater based irrigation; Tank based production system analysis; Problem
identification (tank system deterioration); Needs identification (Related to WUA institutional development
/ tank restoration / livelihood); Identification of resources with WUA; Identification of interventions (WUA
institutional development / tank restoration including groundwater / livelihood / trainings); Identification of
expected outputs from proposed interventions.
After selection of a SO, the DPU will assign tanks to it. A SO will be given the
responsibility for a cluster of 5 to 10 tanks (depending on the size of the command of the
individual tanks). On assignment of the tanks, the SO will prepare detailed project stage
wise Work Plans for each tank assigned to it. These Work Plans will be prepared as Log
Frames with clear milestones for producing outputs (Annex 1) and GANTT Charts with
clear month wise activity planning and (Annex 2). They will also clearly specify the
Responsible Person / Required Facilities / Required Equipments & Materials / Required
Services for implementing each activity.
The tank work plans will be compiled by the SO into the SO Annual Action Plans with
activity and budget break ups.
163
The SO will submit the tank Work Plans and SO Annual Action Plans to the DPU within
one month of assignment of the tanks, which will be scrutinized by the DPU and finalized
in consultation with the SO. On finalization of the tank Work Plans and SO Annual
Action Plans, the DPU will submit it to the DLIC for approval. The Contract between the
SO and the DPU will be signed with the tank Work Plans and SO Annual Action Plans as
Annexure. The Contract between the SO and the DPU will be for the duration of a year
and will renewed annually based on the performance output of the SO.
The SO will induct the required project staff to the project within two weeks of signing of
the Contract.
Inputs
Human Resources
The SO will depute the following staff for each cluster of tanks.
1. Community Mobilizer
Minimum Qualification Social Science Graduate with minimum 3 years of work
experience in community mobilization
2. Civil Engineer
Minimum Qualification Diploma in Civil Engineering with minimum 3 years
experience in rural engineering
3. Agriculture & Water Management Staff
Minimum Qualification Agriculture Graduate with minimum 3 years of work
experience in water resource management
Financial Resources
In lieu of the services provided by the SO to the project payment will be made to it. The
payment will be made as quarterly installments as per the break up provided in the SO
Annual Action Plan. The first installment will be paid within a fortnight of the signing of
the contract between the SO and the DPU. However, subsequent installments will be paid
only on the submission of expenditure statement certificate of the previous installment
and performance assessment of the SO as per the project stage wise output milestones
listed in the tank Work Plans.
Monitoring and Reporting
The SO will submit monthly physical and financial reports on the implementation of its
Annual Action Plan to the DPU in the formats provided by the DPU.
The SO will submit half yearly and annual reports to the DPU in the formats provided in
compliance to the requirement of the half yearly and annual project reviews.
164
The SO will submit process, outcome and impact monitoring reports to the DPU in the
provided format as per scheduled specified in the formats.
DPU will appraise the reports submitted by the SO and carry out the performance
assessment of the SO based on the reports.
DPU will compile district reports of SO performance and submit it to PMU for appraisal.
Duration of Assignment
The project implementation period in a tank will vary from 24 to 30 months depending on
the physical state of the tank and preparedness of the WUA. The duration for which the
SO will provide services to the project for each tank will consequently depend on the
status of the tank assigned to them varying between 24 to 30 months as follows:
Sl. No.
Project Stage
1
2
3
4
Pre-Planning Stage
Planning Stage
Implementation Stage
Post Implementation
Objectives
The capacity building objective of the project is to develop and enhance the capacities of
all direct stakeholders of the project from the WUA members up to the state level staff of
the PMU in achieving the objectives of the project through a results based management
strategy.
165
The project defines capacity as the ability of individuals, groups, organizations and
institutions to address emerging issues and situations as part of a range of efforts to
achieve the overall project objectives.
Under this, the project capacity building strategy will be to:
Strengthen field / organization level operations
Improve performance to achieve agreed results
Move to partnership arrangements with different project stakeholders
Promote greater sharing of knowledge, learning and best practices
Promote accountability and transparency in project processes
Improve ability to co-ordinate with other sectors and projects
The key principles and characteristics of the project capacity building strategy are:
Partnership: The existence of a relationship between stakeholders that kindles a sense
of ownership
Access to information: The ability to articulate and disseminate it, i.e. information
flowing from the bottom up and horizontally rather than from the top down
Participation: Direct involvement of all the stakeholders in designing, implementing
and monitoring and evaluating the capacity building plan leading to self-mobilization
where the stakeholders have taken full responsibility for the initiative
Subsidiarity: Which means doing the work at the lowest possible level of
implementation and management
Flexibility: Capacity building initiatives should be modifiable as experience is
acquired. It should be essentially iterative where design leads to implementation
steps, which are then monitored and in turn leads to redesign and adjustment in
implementation. It must thus be guided by adaptive management approaches
Systems Perspective: Achieving the project objectives will require interaction among
various organizations and actors. In such a context, networking and collaboration
among organizations and actors, and mechanisms to make it happen is central to the
development of an effective capacity to manage the project
Process Approach: The process through which the project will be implemented is
through partnership, participation of the stakeholders, ownership and subsidiarity,
learning by doing, and collaboration. Consequently, to ensure long term sustainability
of the project the project processes is an important part of the project outcome.
Capacity building strategy
The project will adopt a Results Based Management Strategy (see figure below). Results
Based Management is defined as a broad management strategy aimed at achieving
important changes in the way organizations operate, with improving performance
(achieving better results) as the central orientation. A key component of results based
management is performance measurement, which is the process of objectively measuring
how well an organization is meeting its stated goals or objectives. It typically involves
several phases: e.g., articulating and agreeing on objectives, selecting indicators and
setting targets, monitoring performance (collecting data on results), and analyzing and
reporting those results vis--vis the targets. While performance measurement is
166
concerned more narrowly with the production and supply of performance data,
performance management is broader. It is equally concerned with generating
management demand for performance information, i.e., with its uses in management
decision-making processes and with establishing various organizational mechanisms and
incentives that actively encourages its use. In an effective performance management
system, achieving results and continuous improvement based on performance information
is central to the management process.
The key stages of results based management strategy are:
1. Identifying clear and measurable objectives (results), aided by logical frameworks
2. Selecting indicators that will be used to measure progress towards each objective
3. Setting explicit targets for each indicator, used to judge performance
4. Developing performance monitoring systems to regularly collect data on actual
results
5. Reviewing, analyzing and reporting actual results vis--vis the targets
6. Integrating evaluations to provide complementary performance information not
readily available from performance monitoring systems
7. Using performance information for internal management accountability, learning and
decision making processes, and also for external performance reporting to
stakeholders and partners
Thus, integrating complementary information from both evaluation and performance
monitoring systems and ensuring management's use of this information are critical
aspects of results based management.
Other critical components associated with results based management strategy that
reinforce or facilitate the use of performance information are:
1. Accountability: instituting new mechanisms for holding organization staff and units
accountable for achieving results at appropriate levels
2. Decentralization: delegating authority to the organizational level accountable for
results, and empowering them with flexibility to shift resources to better performing
activities
3. Client focus: consulting with beneficiary groups concerning their preferences and
satisfaction with goods and services provided, and being responsive to their needs
4. Participation and partnership: involving partners and stakeholders in all aspects of
performance measurement and management processes, and seeking greater
harmonization of efforts
5. Reformed operational policies and procedures: instituting new policy and procedural
directives aimed at changing the way the organization conducts its business
6. Supportive mechanisms: assisting organization staff to effectively implement
performance measurement and management in various ways, such as providing
training, technical assistance, performance information databases, guidebooks, tips
and best practices series
7. Cultural change: equally important for successful results based management is
transforming the organizational culture, that is, the values, attitudes and behaviors of
its personnel
167
The steps in defining the result based management strategy for the project are as follows:
1. Agreement on and initiation of the strategic management process
2. Identification and clarification of the organizations mission, objectives, and current
strategies
3. Identification of the organizations internal strengths and weaknesses
4. Assessment of the threats and opportunities from the external environment
5. Identification of key constituents / stakeholders and their expectations
6. Identification of the key strategic issues confronting the organization
7. Design / analysis / selection of strategy alternatives and options to manage issues
identified in step 6
8. Implementation of the strategy
9. Monitoring and review of the strategys performance
The capacity building strategy of the project would therefore be required to cover the
following broad project management functions and would be operation at three project
implementation levels.
Components
of
project
management
functions
Policy Making
and Planning
State Level
1.
Operational
Strategy
for
Project
Implementation
2. State Level
Project Annual
Action Planning
District Level
1. District Level
Project Annual
Action Planning
WUA Level
1. Micro Level
Planning
for
WUA
Action
Plan
2. Rules for
WUA
Operations
Establishment
and
Maintenance of
Institutional
Framework
1.
Project
Steering
Committee
2. PMU (State
Level)
Mobilization
of
Resources
Implementation
and
Monitoring
1.
Project
Funds
1. District Level
Implementation
Committee
2. PMU (District
Level)
1. Water Users
Association
1.
Project
Funds
1.Implementation
of Project Annual
Action Plan
2. Monitoring using
MIS / Remote
Sensing / GIS
3. Project Review /
Evaluation Studies
1. Implementation
of District Annual
Action Plan
2.
Technical
Monitoring
1. Implementation
of Tank Action
Plan
2.
Participatory
Monitoring
1.
Project
Funds
2.
Water
Charges
3.
WUA
Funds
4.
Fishery
Lease
Information
Management
and Awareness
Raising
168
Steps
Step 1
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
Step 8
Step 9
Step 10
Step 11
Step 12
Activity
Analyze the project implementation plan to identify the tasks and roles to be performed by
the different project stakeholder organizations at various levels.
Analyze the organizational structure of each project stakeholder organization to identify the
personals that would perform the delineated tasks and roles.
Analyze the results based management strategy of the project to identify the performance
levels to be achieved by the listed personals of the different project stakeholder
organizations at various levels.
List the personals already in place of the different project stakeholder organizations at
various levels and analyze the present tasks and roles being performed by them.
Identify the gaps, required knowledge, skills and attitudes for these personals to achieve the
agreed performance levels of their delineated tasks and roles.
Identify and list the personals of the different project stakeholder organizations at various
levels that need to be recruited and set the minimum qualifications and experiences for
their selection.
Identify the essential knowledge, skills and attitude needs for the newly recruited personals
of the different project stakeholder organizations at various levels to achieve the agreed
performance levels of their delineated tasks and roles.
Develop a capacity building strategy, schedule and plan for each category of personals of
the different project stakeholder organizations at various levels based on analyses made in
steps 5 and 7.
Identify the training topics and modules for the different category of personals of the
different project stakeholder organizations at various levels.
Identify and list the possible agencies that could be used by the project to carry out the
trainings.
Identify other methods that the project could use for capacity building (eg. exposure visits,
audio-visual presentations, media and mass communication, etc.) and identify agencies and
resource materials that could be used for this.
Finalize a capacity building report based on the above delineating the capacity building
strategy, schedule and plan for the project. The report will clearly delineate the topics,
methods and person / agency responsible for carrying out each capacity building activity
proposed in the report. The report will prepare the capacity building schedule and plan in
line with the different project stages and as Annual Action Plans.
Once the capacity building needs have been identified and the capacity building strategy,
schedule and plan is ready the project will start the process of procurement of the services
and resources required for the implementation of the capacity building plan.
6.9. Project monitoring and learning
Learning and communication plan
Assessments of earlier participatory irrigation management projects in the state show that
there has been insufficient effort made to research and document the processes and
learning emerging from these experiences. The strengths of these projects have primarily
been in the area of piloting institutional and process frameworks for PIM, but have all
largely suffered from design and strategy flaws with respect to information management,
documentation of piloted innovations and in scaling up, i.e. in areas of consolidation and
sustainability and information dissemination and institutionalization.
169
To rectify this gap in the AP Community Based Tank Management Project it is proposed
to adopt a learning and communication plan for the project right from the beginning. The
AP Information and Resource Centre proposed as part of the project PMU will be
entrusted with formulating and implementing these plans.
The learning and communication plan for the project will encompass the following
activities:
Thematic studies and research;
Workshops and seminars
Publication and information dissemination
Promoting stakeholder networks
Policy research and advocacy
The sine qua non of the learning and communication plan for the project is to promote
partnership between the various concerned stakeholders, including government agencies,
non-government agencies, private sector and civil society institutions towards ensuring
the consolidation and suatainability of participatory irrigation management in the state.
Thematic studies and research
The project will carry out thematic studies and research on the innovative processes and
interventions being piloted. Some of issues for research and study could be:
1. Action research on productivity enhancement agriculture / horticulture / livestock /
forestry / fishery
2. Institutional strengthening of WUAs, WUA Managing Committee, WUA SubCommittees and WUA para-workers
3. Promoting agri-business: its sustainability and scaling up
4. Broad basing WUA functionality: linking catchment farmers, fisher community,
groundwater users in influence zone to WUA
Workshops and seminars
I&CAD proposes to organize one National and couple of State level seminars or
workshops on the learning emerging from project implementation each year of project
period. These seminars / workshops will be focusing on specific themes such as
community institution strengthening, quality standards, efficient water management and
productivity enhancement, WUA facilities and WUA sustainability, etc.
The State level seminar / workshops will have participants from within Andhra Pradesh.
These will include I&CAD staff, professional and subject matter experts, NGOs, research
agencies, etc. The purpose of these seminar / workshops is to share the learning emerging
from the project with other people in the sector and with policy makers. It will also be
used to learn lessons from other on-going irrigation projects (World Bank, etc.) in the
state. It will also facilitate adoption of learning from the project into the projects being
financed by GoI and GoAP.
170
In the National seminar / workshops participants will be invited from other States of the
country where Participatory Irrigation Projects are being implemented. These will include
government staff, professional and subject matter experts, NGOs, research agencies, etc.
The purpose of these seminar / workshops is to share and exchange learning emerging
from these projects with each other and with policy makers. The learning process will
facilitate improving project implementation and impact.
Publication and information dissemination
Based on the thematic studies and research the project will publish and disseminate
project learning to a wide ranging audience concerned with PIM. The medium of
dissemination could be printed reports, project web site, CD ROMs, multi media
products, audio-visual products, IEC materials, etc. The dissemination material will be
both in Telegu for local use and in English for wide audience.
Promoting stakeholder networks
As already mentioned, the sine qua non of the learning and communication plan for the
project is to promote partnership between the various concerned stakeholders towards
ensuring the consolidation and suatainability of participatory irrigation management in
the state. The primary purpose of the network will be to:
i.
Link groups or people with common interests who would not otherwise interact
ii.
Raise awareness on critical issues
iii.
Create a critical mass for action
iv.
Increase cooperation and coordination
v.
'Scale up' activities and create synergy
Making a cross-sectoral, multi-actor coalition operate effectively is the key to the success
of the stakeholder network. Managing their interdependencies for joint action and
synergy the network process.
Policy research and advocacy
Although, policy advocacy is not an explicit object of the AP Community Based Tank
Management Project, a number of innovative processes and interventions being piloted
under the project would have immense potential for scaling up and policy implication.
The thematic studies and research would bring these potentials out clearly, which would
be further disseminated through workshops and seminars and publication and information
dissemination. However, if considered necessary a few special studies on understanding
the scaling up potential and policy implications of these innovations could be carried out
and shared with the wider audience through the workshops and seminars and publication
and information dissemination. This would strengthen the project PMU not only in
enhancing its own capacity to implement such project more effectively, but also make it
the repository of the innovative learning to provide support services to other sector
players and states in participatory irrigation management.
171
172
Risks
The project implementation could lay a
greater emphasis on physical works with an
associated lower focus on institutional
strengthening, organizational management
and capacity building of WUAs.
2.
3.
4.
5.
6.
and
173
Action
The project is hiring specialist staff for
institutional strengthening and capacity
building in the Project Management Unit and
the District Project Units to plan and
implement strategies and activities for
institutional strengthening, organizational
management and capacity building of WUAs.
The project will be availing the services of
experienced Support Organizations to
implement these strategies and activities in
each WUA.
All engineering staff of I&CAD Department
dedicated to the project will be provided
initial induction and orientation training on
project objectives, strategies and processes.
These trainings will be provided to them as
PMU and DPU team members along with all
other staff of their respective PMU or DPU
staff to facilitate team building among them.
Andhra Pradesh government has enacted the
Andhra Pradesh Farmers Management of
Irrigation Systems Act which provides
statutory mandate to the WUAs in their
defined roles and responsibilities. This can be
changed only as another act of state
legislation. As mandated in the Act the tank
system will be handed over to the WUAs for
operation and maintenance. Further, by
empowering the WUAs in collecting and
retaining the water charges from their tank
users and receive their share from fishery
lease, they are also being made financially
autonomous and sustainable. This will protect
the WUAs from being marginalized.
The WUA Managing Committee has now
been made into a continuous body with one
third of the members changing every two
years.
All WUA Managing Committee and the
WUA Sub Committee members will be
provided training on TIMP preparation and
implementation by the project Support
Organization during the Planning Stage
before commencing on preparation of the
TIMP.
Enhanced irrigation facility and reduction in
gap ayacut will increase the demand raised
and collection of water charges by the WUAs.
Additionally, 5 % of the beneficiary
contribution to the project, which will be
collected as cash, will be deposited into the
7.
8.
9.
174
Annex 1
Logical Framework
Objectively Verifiable Indicators
(OVI)
Development Objectives
Specific Objectives
Outputs
Activities
Inputs
175
Assumptions / Risks
Annex 2
GANTT CHART
Tank Name Year SN.
No.
Name of Activity
January
Village February
March
April
District May
June
176
July
August
September
October
November
December
Name of Activity
Responsible Person
Required Facilities
177
Required
Services
178
Stage
SEMF Activities
Outcome
Identification
Hydrological
and
technical
assessment of tank
Delineation of water spread area
up to FTL, feeder channels and
command area of tank
Collection of baseline physical
data
Completed
social
and
environmental screening of
sub-projects
Preliminary assessment of
land acquisition required and
encroachments in the tank
system
Preliminary assessment of
critical environmental issues
in the tank system
Pre-planning
Project sensitization
and
awareness generation through
meetings with tank stakeholders
(including groundwater users in
the influence zone)
Involve
village
level
functionaries of line departments
/ PRI department
Organize tank based consultation
with all stakeholders (Including
fishermen, catchment farmers,
groundwater users in influence
zone, etc.)
Assessment of WUA readiness
for
contribution
towards
restoration & rehabilitation of
tank
Agreeing on draft MoU between
WUA & DPD
Signing of MoU between WUA
& DPU
Maintenance of documents,
179
Documentation
responsibilities
Completed form SEM-1
(by xyz)
Planning
180
Implementati
on
Monitoring
impact
of
RAP
implementation
Monitoring
implementation
of
construction
stage
social
and
environmental measures
Ensure implementation of ISEMP
Monitoring ISEMP implementation
181
Completed implementation
reports
of
RAP.
No
construction activity to be
allowed
unless
RAP
completion is certified in the
report.
Final
payment
on
construction contracts to be
released only on successful
completion of construction
stage social and environ
mental measures, as certified
in
the
implementation
completion report.
Post
implementati
on after the
sub-project
cycle
Post
Implementati
on (last 6
months of the
sub-project
cycle)
financial management
/ O&M /
Monitoring
at WUA performance
M&E 6 /months
waterbymanagement
/
every
PMU
groundwater
Project
levelmanagement,
monitoringetc)and
evaluation
Implementation
of participatory
on sample
basis?
hydrological monitoring
Crop-water budgeting and crop
planning for groundwater based
irrigation in tank influence zone
Promotion of water efficient
technologies in groundwater
based irrigation
Institutional strengthening of
groundwater user groups
Mobilization and formation of
common interest groups for agribusiness promotion
Implementation of livelihoods &
agri-business plans etc.
Strengthen
linkages
with
departments, commercial banks
and private sector
Maintenance of documents,
books and accounts
Participatory
monitoring
at
village level
Assessment of
WUA for
refresher trainings
Refresher Training for WUA
Update seasonal O&M strategy,
plans and estimates
Operationalize O&M plan
Maintenance of O&M fund
Maintenance of documents,
books and accounts
Preparation of project completion
report on agreed format
Half-yearly
monitoring
report (including basic
social and environmental
parameters) by PMU
Annual
Environmental
and social audit report
(integrated
with
the
overall project level M&E
strategy and report)
Two external audit reports
Post-implementation stage
monitoring and evaluation
report
182
be forwarded to the DPU. The district project director will ensure that the last installment
of the contractors payment is not released without the receipt of Form SEM-6,
indicating the satisfactory completion of construction stage social and environmental
management measures.
7.4. Guidelines for selection of appropriate social and environmental management
measures
Various suggested mitigation measures are required to minimize the negative impacts of
the proposed intervention during the various stages project are given in the table below:
184
Mitigation measures
Stages
Pre-planning
stages
Impacts
Acquisition of land Encroachment,
private lands, CPR for extension of
canal network
Ecological impacts due to cutting of
trees, tank bund and bed
Storage of construction materials
Emergencies and contingencies
Planning
stage
Social
Loss of land and structure
Loss of livelihood/ trade/occupation
Loss of agriculture land
Loss of access to common resources
and facilities
Low participation of tribals and
existence of 10-50% tribals in tank
command areas
Low participation of women
Lack of involvement of local
community
Mitigation Measures
Avoid or minimize the area of acquisition
Identify area impacted
Identify land losers
Make a decision on project selection
Discussion with WUA
Initiate process of voluntary surrender
Preparation of land acquisition plans during the design stage
Prepare RAP after details identification of PAPs
Payment of compensation to PAPs Market prices for
owners, lease holders, encroachers, squatters and replacement
value for agricultural land and assets
Replacement of any trees lost due to tank Improvement works
Provision for taking care for planted trees
Suitable sites to be identified for storage
Ensure the compensation if private lands were identified
Instructions about person to be contacted in case of emergency
Responsibility
DPU
Project
preparation team
Support Organization
Contractor, WUA and
DPU
Contractor,
Quality
Monitoring agency
DPU
185
Stages
Impacts
Site clearance
Site accesses and cleanliness
Participation
Borrow pits and quarries for
construction materials
Earth Work excavations
Management of excavated earth,
desilted material and debris
Water stagnation and associated
health problems
Increased air, noise, water pollution
Suspended dust particulates
Loss of top soils in agricultural fields
Disturbances to natural drainage
Damage to works, structures etc
Cultural relics
Planning of labour camps
Social disruption
Mitigation Measures
Ensure not to dump material on private lands
Vegetation to be removed only in the required areas
Cultivated lands should not be disturbed if crop is grown.
Site of labor camp to selected in consultation with community
Ensure unobstructed natural drainage
Dispose surplus excavated materials at identified sites
Use if silt quality is found good and required by local farmers
or for bund improvement. If not, should be disposed in borrow
pits
Awareness and sensitization program
Involve community based organizations to mobilize
community
Dress the sites for proper and natural drainage
Restrict noisy operations to normal working hours
Avoid construction works in night if close to habitations
Provision of protective care to labour force
Prior information to local community regarding operations
Remove excavated materials to identified sites
Frequent sprinkling of water
Preserve top 30 cm layers for restoration after completion of
construction
Avoid any temporary works near natural canals
Control the silt entry to ponds, streams, canals by construction
of silt traps
Provision of by-pass arrangements for natural drainage during
construction
Take necessary precautions to avoid any damage to irrigation
works, canals, roads, trees and other features
If found, should be handed over to concerned department and
work should be stopped till further instructions
Contractor shall setup the labour camp with adequate facilities
before starting of works in consultation with local community
to minimize stress on natural resources
Facilities should confirm to labour standards. No child labour
Equal wages
Preference to local
labour/ skilled persons
186
Ensure wages at least at prevailing local minimum wage rates
Responsibility
Contractor
DPU
Stages
Implementati
on stage
Impacts
Procurement
of
construction
materials
Disposal construction debris
Domestic
sewage
and
refuse
management
Water pollution
Postimplementati
on stage
soil
Mitigation Measures
Ensure that construction materials are procured from only
permitted sites and quarries
Periodic inspection of vicinity for construction debris
Check for adequacy of sanitation at labour camps
Examine for a) Blockage of flowing water, b) Soil erosion
due to construction activities, c) Contamination due to oil,
fuels etc at construction sites
Introduce improved water management practices
Enable WUA to adopt IPM, INM
Introduce better soil management practices
Adopt crop rotation
Protection of germplasm
187
Responsibility
Contractor,
WUA,
Quality
Monitoring
agency, DPU
Water
Quality
Indicator
Fertility through soil testing
Extent of waste land through
survey
and
Agri chemicals
Biodiversity
Social
188
Frequency
Annual
Pre and
monsoon
Agency
DPU, WUA
training
post
Crop-season
Pre and
monsoon
Annual
Seasonal
Post
&
after
DPU, WUA
training
after
DPU, WUA
training
DPU, WUA
training
after
after
DPU, WUA
training
after
189
association with DPU will conduct a field survey with assistance of SO. The findings
would determine precise nature of IPM plan.
Institutional Arrangement and Implementation: IPM will be prepared as a component of
TIMP and implementation will be synchronized with Agricultural Extension Centers and
WUAs by SO. . PMU should have Agricultural Extension Officer with expertise in
sustainable agriculture in its Social and Environmental Management Cell. This expert
will assist in designing, implementation, monitoring and studying the impacts of IPM. To
popularize IPM technology among the extension functionaries and farmers, the democum-training programmes should be taken up at large scale. Further activities of
production and release of bio-control agents should also be strengthened.
Monitoring and Evaluation Monitoring of IPM will constitute a component of overall
monitoring system of project with assistance of SO. It will be scheduled according to
cropping patter using the appropriate formats developed by Agricultural Extension
Officer for progress in implementation and monitoring.
Capacity Building: INM and IPM programmes have to be considered as integral part of
sustainable development of irrigated agriculture. For improving INM system, it would be
desirable to strengthen the existing soil testing laboratories, upgrade the skill of the staff
through training / workshops etc. working in the field. The financial and logistic support
may also be provided for capacity building of organic farming, bio-fertilizers production
and hatcheries for vermiculture. Similarly for IPM, training for both field staff and
farmers would be required to give thrust to the programme. Some financial incentive/
assistance may also be provided for organization of Demo-Cum- Farmers Field Schools,
for IPM.
iii. Cultural Property Plan (CPP)
Preparation and Implementation: In order to prepare the Cultural Property, WUA will in
association with Gram Panchayat and SHGs in village, conduct and identify all sites with
cultural aspects/ significance with assistance of village community. This would be carried
out before preparation of TIMP. This identification would determine the precise nature of
interventions and activities needed to address issues and problems. All such actions
proposed will form the Cultural Property Plan (CPP).
CPP will form an integral part of the TIMP and its implementation will be coordinated by
WUA in association with GP. The overall approach in planning and implementing CMP
is to extend program designs like relocation of deity temporarily, improvement of
embankments for trees with religious significance, betterment of approach roads etc for
the welfare of village community. In this regard, WUA and DPU have major
responsibility to ensure that appropriate measures are taken.
Institutional Arrangements: CPP will be prepared and implemented as component of
TIMP and it will be implemented with regular institutional arrangement of the project.
190
However, WUA and Gram Panchayat and if required DPU need to coordinate the
activities.
Monitoring and Evaluation Monitoring of CPP will constitute a component of overall
monitoring system of the project and will be scheduled accordingly. Appropriate formats
will be developed by Anthropologist/ Sociologist for monitoring the physical work in
implementation of CPP. DPU will monitor these activities with SO and WUA support.
iv. Dam Safety Plan (DSP)
Preparation and Implementation: In order to prepare Dam Safety Plan, DPU in
association with SO and WUA will conduct a geological and physical assessment of plan
with all precautions to be adopted. This would be carried out before TIMP. The
assessment would determine precise nature of measures to be adopted and will form DSP
DSP will form an integral part of TIMP and its implementation will be coordinated by
PMU in association with DPU.
Institutional Arrangement: The DSP and the project will be prepared and implemented as
an integral part of the project under regular institutional arrangements of the project, i.e.
Dam Safety Expert in PMU, will develop appropriate guidelines to be adopted
Monitoring and Evaluation: Monitoring Dam Safety will constitute a component of
overall monitoring system of the project and schedules accordingly. Appropriate formats
required will be developed by Dam Safety Expert.
v. Resettlement Action Plan (RAP)
Proposed: Project interventions may not need any new land acquisition but there may be
families using the tank system land for cultivation. In order to restore the tank to its
original shape these families need to be resettled and/or rehabilitated for which an RAP is
required to be prepared, the process for which is described below:
Identify land required for project interventions, through revenue and tank system
maps and through a process of walk through and physical verification
Assess through PRA the extent of encroachment and number of affected families
(PAFs)
Obtain confirmation on the ownership of land, either legal title holders or
encroached
Identify families encroaching tank bed land with the help of WUA and local
community
Conduct census survey of all those identified as PAFs on the extent of losses,
following the process described below
191
Level
WUA/
Tank Level
Mandal
Level
District
Level
Process
Based on the revenue survey, encroachers of tank land will be
identified and the list of such persons will be prepared. This will be
done by WUA with the help of NGO and Panchayat Secretary. WUA
motivates the title holders and encroachers (including assignees and
D form patta holders, etc.) for voluntary surrender of land required
for the project. The facilitating NGOs will help in this process.
Facilitating NGOs will document the willingness to surrender land by
the titleholders and encroachers in the presence of the WUA and
Panchayat Secretary in the form of a Willingness Letter.
The list of such persons will be displayed at the Gram Panchyat Office.
Revenue Official surveys the tank land and demarcates the extent of
tank area including any private land. The survey will identify the
extent of encroachment in the tank area and the extent of additional
land required for project interventions. Based on the survey, maps are
prepared. The entire process will be carried out along with WUA,
NGO, Sarpanch and Panchayat Secretary. The maps will be signed by
WUA, Panchayat Secretary, Gram Panchayat and Revenue Officer.
Formalize relinquishment of land rights where concerned local people
surrender their private land for the project.
Output
Willingness Letters
Categorize PAFs and identify their R&R entitlements using the following R&R
Entitlement framework.
Impact Type
Entitled Persons
B. Commercial
i.
With
valid
title,
Assignees, D Form Patta
Holders
ii.
With
no
valid
title(Encroachers/ Squatters)
ii. Tenants, Sharecroppers,
Leaseholders
2. Loss of Agriculture Land
i.
With
valid
title,
Assignees, D Form Patta
Holders
Displaced
Family
Displaced
Family
Displaced
Family
Displaced
Family
Affected
Family
192
ii. With no
(Encroachers)
valid
title
Affected
Family
Affected
Family
Affected
Family
193
Supporting tribal to enhance their accessibility to project benefits, at least at par with
other stakeholders
Ensuring that tribals take active part in the tank management activities
Ensuring that tribals follow water management practices so that their returns from the
tank is increased
Strategy to Deal
with the Issue
Representation of
tribals as per the
Act
to be
ensured .
Encourage tribal
representation in
sub-committees
Low Awareness
Levels
IEC strategy to
focus on tribals
issues and their
participation
Participation
in
TIMP
Preparation
Educate WUA to
seek participation
of tribals in TIMP
preparation
Develop
leadership
through training
& exposure visits
Educate tribal on
the
need
to
contribute
for
tank restoration
Reduce
the
upfront
cash
contribution from
5% to 2.5%
Inability
to
contribute 5%
towards tank
restoration
works due to
poverty
Inability
to
contribute
cash towards
tank
O&M
due to poverty
Educate people
on the need to
contribute and the
benefits that will
be accrued
194
Agencies
Responsible
WUA, SO, DPU,
PMU
Lack
of
Entrepreneurship
WUA to accept
O&M cost in
kind form
preferential basis
Involve tribal WUA members in water
distribution
Promote
improved
practices
in
agriculture and
allied activities
and dovetail with
on
going
programs.
breed
improvement, animal health and
fodder development.
Encourage group
activities
for
income
generation
Employment in
project
construction
activities
and
O&M work on
preferential basis
Tribal development through Project Cycle: For the purpose of brevity, a combination of
strategies and actions mentioned above are linked to the five stages of the project cycle;
identification, pre-planning, planning, implementation and post-implementation.
Identification: At this stage, creating awareness to the tribals will enhance their
participation in the sub-project. To create awareness some specific activities need to be
carried out, which may include: (i) Preparation of IEC material using folklore/folk
dances, (ii) Organize film shows, (iii) Frequent meetings with tribals using PRA methods
and (iv)Exposure visits. It is necessary to ensure that the tribal representation is adequate
in the WUA for which specific activities to be carried out include: (i) Awareness
generation on the provisions of APFIMS Act with regard to tribal representation, (ii)
Frequent meetings with WUA members sensitizing them on tribal representation in
WUA executive committee, (iii) Encourage more representation in the sub-committees,
(iv) periodical review of tribal participation, (v) Educate WUA on the need to involve
tribals in the WUA activities and (vi) Organize leadership building program among
tribals.
195
of
Pre-planning Stage: The important requirement during this stage is the need to involve all
tribals in the preparation of TIMP enabling them to participate in the decision making
process and contribute towards the proposed project interventions. This could be
addressed through specific activities like frequent meetings and interactions with tribal,
training on leadership qualities and organizational development, exposure visits to tanks
where TIMPs are prepared or implemented. The aim is to ensure that all tribal
stakeholders participate in the preparation TIMP and encourage them to make
contribution willingly to project formulation.
Planning Stage: Clear and well defined participation of tribals is an essential during
planning stage and
key activities include: convince WUA on reduced upfront
contribution by tribal, agree on the remaining contribution in the shape of labour,
mobilize 2.5% cash contribution by tribal, organize tribal to contribute to match their
contribution in tank restoration and provide wage employment, on preferential basis, in
tank restoration work to help them contribute to restoration works.
Implementation Stage: The primary task at this stage is to ensure that the tribal get
involved in project construction activities and avail wage employment opportunities
available during civil works. To help them overcome their low returns from agriculture
and help them develop entrepreneurship, activities that need to be carried out include:
encouraging eco friendly supplementary irrigation systems, like drip irrigation, micro
irrigation, etc., linking to Banks for getting credit for micro irrigation, conducting crop
demonstrations on improved farming, organizing training on improved farm practices and
water management practices, promoting group marketing of farm produce, ensuring
supply of seeds, fertilizers, pesticides and technical know how in coordination with line
departments and credit agencies, organizing exposure trips for tribals to progressive
agricultural farms and research stations and providing access to livelihood fund of the
project specific budgetary provisions need to build for the benefit of tribal groups of the
tank community
The lack of awareness issues can be addressed through: identifying suitable micro
enterprises and impart required skills, encouraging tribal groups to take up petty works
within TIMP, identifying educated unemployed youth for job oriented skill training
programs, tying up with DICs and NGOs, and public agencies and promoting animal
husbandry: sheep, goats, cows and buffaloes by improving access to livelihood fund, of
the project and/or tying up with the government schemes and institutional credit.
Post Implementation Stage: At this stage, it is important to take up awareness generation
on the need for O&M, convince them to accept O&M cost (cash and kind), develop thrift
habit to save money to pay for O&M, provide wage employment, on preferential basis, in
tank restoration work to help them contribute to O&M and involve tribal WUA members
in water distribution
Preparing Tribal Development Plan: Asses the status of tribals in a sub-project to identify
their issues related to the project and accordingly prepare Tribal Development Plan
196
(TDP). The decision on preparation of a tank specific TDP will be based on the %
availability of tribals in a tank system as specified below.
For tanks where more than 50% WUA members are tribal, TIMP itself will be a
TDP
For tanks where 10-50% WUA members are tribal, TIMP will have a TDP
For tanks where less than 10% WUA members are tribal, no TDP will be required
TDP will form an integral part of the TIMP as per the above strategy and its
implementation will be synchronized with other project interventions at WUA level. The
responsibility of approving TIMP as part of sub-project Plan will be with the DPU. The
DPU will ensure that TDPs conforms to the agreed TD Development Strategy of the
project. At the PMU level the Institutional Development Unit is responsible to provide
necessary guidance and monitor the preparation and implementation of tank specific
TDP.
Monitoring and Evaluation: The project would integrate monitoring of tribal development
in the overall project level M & E design and also undertake in-depth periodic assessment
to review the progress and outcomes.
Budget: The Budget for implementing this strategy at the tank level will be built into the
overall budget of the TIMP. For each tank where TDP is applicable specifically, in areas
where the tribal population is less than 50%, a provision of Rs. 50,000/- is made available
from livelihood funds for exclusively for the benefit of tribals. This does not necessarily
exclude them from accessing the other programme funds under the project.
vii. Gender Action Plan (GAP)
The project will focus on addressing the concerns emerged from the field study. The
efforts will be made to encourage and equip women to participate effectively in tank
management. Measures for this purpose will be taken up not only at tank level but also at
the DPU and PMU level. The following sections present the details of action plan starting
from objectives.
Objectives: The gender action pla
Assess WUA for refresher trainings
Refresher Training for WUA
Update seasonal O&M strategy, plans and estimates
Operationalize O&M plan
Maintenance of O&M fund
Maintenance of documents, books and accounts
Preparation of project completion report on agreed format
Monitoring at WUA performance every 6 months
197
Approach: The project will aim at creating gender sensitive environment in minor
irrigation schemes and take measures to promote the interests of women and ensure
gender equity in governance and decision-making processes. Simultaneously, actions will
be planned to increase the capacity of women by providing opportunities for
empowerment- thus bringing in equity in access to and control of resources and benefits
and increased self-confidence among women. All actions will encompass a gender
perspective on recognition of womens status, rights, access and control over natural
resources. Women headed of households will receive priority in services provided to
farmers through the Project. In all activities supported through project funds, it will be
stipulated that women receive equal pay for equal work and are part of contractual
obligations.
Implementation Strategy: The proposed measures for mainstreaming gender concerns are
divided in two parts viz. facilitation of process within the current ambit of provisions of
APFMIS Act and actions to be planned leading to amendments in Act. The project needs
to focus on the first set of actions which can be implemented right from the planning
stage. Other set of actions will take slightly longer time and actions relating to these can
be initiated at the state level. The strategies, activities and responsibility centres are
presented below
Strategy
Activities
Sensitization of staff
Implement provisions of
APFMIS Act for womens
representation in WUA
SO, WUA
Encourage
representation
management
womens
in WUA
SO, WUA,
DPU
and
SO, WUA
DPU
and
Facilitate
participation
management
SO/WUA
womens
in
tank
198
Agency
responsible
PMU
Involvement of women in
records maintenance
Monitor
womens
participation
in
planning/implementation
process
WUA/ SO
Contractor/DPU
SO, WUA,DPU
Institutional Unit
DPU through SO
project
GAP through Project Cycle: Gender mainstreaming planning and implementation will be
spread over the entire project cycle viz; identification, pre-planning stage, planning stage,
implementation stage and post-implementation stage.
Pre-planning stage: The focus during n this stage is on developing gender sensitive tools
for use in TIMP planning. Orientation training to staff and SO will have sessions on the
approach to integrate gender concerns in TIMP planning and implementation.
Development of gender sensitive tools for planning and implementation will be taken up
by the PMU and DPU. Women focused training modules will also be taken up in the
stage.
Planning stage: Identification of womens needs, their prioritization and integrating them
will be focus of work during this stage, For this purpose, transects, focus group
discussions with women and exposure visits will be organized to encourage women
participation in TIMP preparation.
Implementation Stage: This stage ensures implementation of GAP at the scheme level.
This includes trainings for women on specific skills, support to tank based livelihoods
activities, improving their active participation in TIMP through appropriate scheduling of
activities and events. The focus will be on ensuring gender equity in civil works. The
DPU and SO will ensure that women labour get work opportunity in tank improvement
and also receive equal wages for equal work. Monitoring of GAP will be another
important activity taken up during this stage. Specific studies to gain experience on
gender aspects and project implementation will be planned in this stage. This will help to
bring in improvements through mid-course corrections.
Post implementation stage: The focus in this stage will be on monitoring the womens
participation in tank management, their involvement in tank based livelihoods and
ensuring increased returns. Identification of issues if any for post project sustainability
will be done during this stage.
199
Issues
Question
Remarks
Encroachment
Forest
Natural habitats
Cultural
properties
Status
Completed
department
Identification of encroachment
Voluntary surrender of land agreed
Resettlement eligibility and Assistance
defined
Resettlement Action Plan prepared
Encroachments removed
Resettlement Action Plan implemented
200
Reason
Partially
completed
Not
started
Village
Name
PAP
of
PAP's Father
Name
Sex
(1 Male/ 2 Female)
Caste
(1- OC/
BC/
3- SC/
4- ST)
2-
Family Type
1- Joint / 2Nuclear
Education
Occupation
Average
Income
/Month in Rs
SEM Form 2B. Voluntary Surrender of Land (On a Rs. 10/- Stamp Paper)
1.
This deed of voluntary surrender is made and executed on ............................ day of .................... between Sri/Smt ...............................................S/o
W/o.. Age Occupation . resident of ......................................................................... herein
after called the Title holder / Encroacher on one part. This expression shall mean and include his legal representatives, successors in-interest, heirs,
assignees, nominees etc.
AND
Sri. . S/o . Aged. Designation. herein after called the Recipient
which term denotes to for and on behalf of Minor Irrigation Department, Government of A.P on the other part and shall mean and include his successors inoffice, nominees and assignees etc.
2. Whereas, the details of the Location of the, land are given below:
201
Location Details
Tank
Village
Gram Panchayat
Mandal
District
Title Holder/ Encroacher Details
Name of Title Holder/Encroacher
Father/ Husbands Name of Title Holder/Encroacher
Age
occupation
Residence
Gender
Schedule -Land Details/Structure
Land in Question
Area
Location
North Boundary
East Boundary
West Boundary
South Boundary
Note: Detailed Map to the scale is appended.
3.
Where as the Title Holder is presently using/ holds the transferable right of the above mentioned piece of land in the village mentioned above falling under
the tank mentioned above.
Whereas the Encroacher does not hold any transferable rights of the above
mentioned piece of land in the village mentioned above falling under the
tank but has been along standing encroacher dependant on its usufruct
hereditarily.
4.
Whereas the Title Holder/Encroacher testifies that the land is free of encumbrances and not subject to other claims/ claimants.
5.
Whereas the Title Holder/Encroacher hereby voluntarily surrenders the land/structure without any type of pressure, influence or coercion what so ever
directly or indirectly and hereby surrender all his/her subsisting rights in the said land with free will and intention.
6.
Whereas the Recipient shall construct and develop the tank and take all possible precautions to avoid damage to adjacent
land/structure/other assets.
7.
Whereas both the parties agree that the tank so constructed/developed shall be for the public purpose.
202
8.
Whereas the provisions of this agreement will come into force from the date of signing of this agreement.
Signature of MRO
Name of MRO
Date
1.
2.
Witnesses
Signature of WUA President
WUA President Name
Signature of Gram Panchayat President
Gram Panchayat President Name
Signature of Village Secretary
Name of Village Secretary
Signature of SO (NGO) Representative
Name of SO (NGO0 Representative
Signature of Minor Irrigation Engineer
Name Minor Irrigation Engineer
203
Name of
PAP
PAP's
Father
Name
Sex (1 Male/ 2
Female)
Ration
Card(1BPL/ 2APL/ 3No
Card)
Loss
Suffer
ed(1Land)
Encroach
ed Land
Holding
in
Guntas
Total
Own
Land in
Guntas
Total
Land
Extent
of Land
Loss in
Guntas
Left over
land
in
Acres
%
Loss
of
Eligibility
Form SEM 3. Summary Status of TIMP integrating SEMF Actions (To be filled by WUA and SO as part of TIMP)
SEMF Activities
Status
Completed
Identification
and
senstization
of
all
Stakeholder (in tank
influence zone)
Assessing WUA
contribution
for
Identifying
key
environmental
and
Social aspects requiring
safeguards
204
Partially
Completed
Reason
Not started
Total
R&R
Benefit in Rs.
RAP
Agreement on MoU
Signing of MoU
Integration of all plans
205
Participation
Borrow pits and quarries for
construction materials
Earth Work excavations
Accumulation of excavated
earth, silt and debris
Water
stagnation
and
associated health problems
Increased air, noise, water
pollution
206
Status
Completed
Reason
Partially
completed
Not started
Identification
Assessment
and
Measures
during
construction
Labour camp established
Use
of
- Skilled
Unskilled
Wage Rate
local
labour
-
Men
Women
Men
Women
Working hours
Site clearance
Dumping place cleared
Disposal of excavated earth
completed
in
an
environmentally suitable site
Arrangement
for
removal
/reinstatement of points of
access
207
Status
Completed
Reason
Partially
completed
Not
started
Obstructions
in
drainage
channel cleared ( if any )
Closing of dug pits
Inspection of land fill sites as
per agreement
Cultural relics ( if found)
information
to
concerned
department
Form to be completed by WUA and SO for use by DPU for sanctioning final installment payment to the
contractors
208
Activity
Institutional Responsibility
Primary
Secondary
209
APSRAC
DPU
Tertiary
DPU
DPU
DPU
DPU
DPU
DPU
WUA
DPU
SO
WUA
DPU
SO
WUA
SO
WUA
DPU
SO
SO
WUA
WUA
DPU
DPU
DPU
DPU / WUA
WUA
WUA
WUA
SO
SO
SO
DPU
SO
WUA
WUA
SO
DPU
DPU
WUA
SO
SO
WUA
DPU
SO
WUA
DPU
SO/ GWD
WUA
SO
WUA
WUA
DPU
SO
SO
WUA/WSC
WUA/WSC
SO
DPU
SO
SO
WUA
WUA/GP
WUA/WSC
WUA
DPU
WUA
DPU
DPU
WUA / DPU
SO
SO
SO
DPU
DPU
DLIC
WUA / DPU
SO
DPU
WUA
WUA/SO
SO
WUA
SO
WUA
SO
DPU
Contractor
WUA
NCCBM
DPU
SO
DPU
WUA
DPU
WUA
DPU
SO/Resource
Persons
WUA
WUA
WUA
WUA
SO
SO
DPU
DPU
WUA
SO
DPU
SO
SO
WUA
WUA
DPU
DPU
SO
SO
WUA
WUA
DPU
DPU
WUA
WUA
SO
SO
DPU
DPU
DPU
SO
WUA
DPU
SO/Resource
WUA
Persons
54
Update seasonal O&M strategy, plans and estimates
DPU
WUA
SO
55
Operationalize O&M plan
WUA
DPU
SO
56
Maintenance of O&M fund
WUA
DPU
SO
57
Maintenance of documents, books and accounts
WUA
DPU
SO
58
Preparation of project completion report on agreed format DPU
WUA
SO
59
Monitoring at WUA performance every 6 months
WUA
DPU
* Information will include: Socio-economic profile of tank stakeholders, Resource profile of tank system;
Trend analysis of groundwater based irrigation; Tank based production system analysis; Problem
identification (tank system deterioration); Needs identification (Related to WUA institutional development
210
/ tank restoration / livelihood); Identification of resources with WUA; Identification of interventions (WUA
institutional development / tank restoration including groundwater / livelihood / trainings); Identification of
expected outputs from proposed interventions.
211
The formats for carrying out the assessment of environment for participatory planning are
given in Annex 2.
Signing of MoU between WUA and District Project Director
At the completion of the awareness generation process and the assessment of
environment for participatory planning, the willingness of the WUA in participating in
the project will be determined. If the WUA is willing to participate in the project a
Memorandum of Understanding will be agreed upon and signed between the WUA and
the District Project Director (DPD Executive Engineer), which will delineate the
commitments and the mandates of the two agencies towards each other. This will include
the willingness of both the WUA and DPD to take the roles and responsibilities specified
below:
Roles and Responsibilities of WUA:
1. mobilize community contribution for the project from among the tank users at the rate
of 10 percent of the total civil works (5 percent in cash and 5 percent in kind). The 5
% contribution in cash will be deposited in the WUA O&M Account for future O&M
activities
2. prepare a Tank Improvement and Management Plan to carry out restoration and
revival of the tank system
3. supervise and actively participate the TIMP implementation
4. assist the Revenue Department in making assessment of demand for water charges
and collection of water charges from its members as per the rates notified by GoAP
from time to time
5. undertake management and O&M works of the tank system from the water charges
collected as per the provisions of the APFMIS Act (1997) covering the following
activities:
i.
desilting (feeder channels, irrigation channels and tank bed if required)
ii. jungle clearance in the tank system
iii. embankment repairs
iv.
revetment
v.
repairs to shutters
vi.
repairs to masonry and lining
vii.
cleaning and oiling of screw gears and gate groves
viii.
emergent breach closing works
ix.
reconstruction/ repairs of sluices
x.
reconstruction / repairs to drops and regulators
xi.
repairs to waste weir and surplus system
6. distribute water among all the tank users equitably
7. create an awareness on economic use of water and promote efficient water use
technologies & practices among the tank users
8. collectively prepare water use and agricultural plans for each irrigation season
9. arbitrate and resolve any disputes over distribution of water among the tank users
10. prevent future encroachment and protect tank system
11. maintain execution of works and supervise the quality
212
12. open and operate two bank accounts in any Nationalized Bank
i.
O&M Account: for depositing water charges collected, O&M funds, 5 %
contribution towards share of the WUA in rehabilitation of the tank. This account
will be operated jointly by WUA President and Vice President, on behalf of the
WUA Managing Committee
ii.
Works Account: for the purpose of rehabilitation works taken up by the WUA
under the project. This account is to be operated jointly by WUA President (on
behalf of the WUA Managing Committee) and the project technical staff (DPU
staff co-opted into the works sub-committee).
13. maintain regular ledgers and accounts of the WUA as required under the project
14. perform any other functions to accomplish the objectives of the project as and when
required under the project
Role and responsibilities of District Project Director (DPD):
1. provide finances, resources, technical support, supervision and training to WUA to
carry out restoration and revival of the tank system
2. provide finances, technical support, supervision and training to WUA to carry out all
WUA functions and activities listed above
3. ensure quality of civil works carried out under the project
4. provide continued technical support, supervision and training to the WUA subsequent
to the handing over of the tank system to the WUA
5. provide resources to carry out repairs of the tank system for damages caused by
natural calamities, subsequent to restoration
Data collection for preparing TIMP PRA / technical surveys
After signing of the MoU between the WUA and the DPD the process for TIMP
preparation will start. This will begin with a Participatory Rural Appraisal of the tank
area villages. PRA will be carried out over a period of 5 days schedule using the
following tools:
Day
Day 1
Day 2
PRA Tools
Resource Mapping / Transect
Production System & Livelihoods Mapping
Day 3
Day 4
Day 5
Problem identification and prioritization will lead to the identification of the root
problems of the tank system and the effect of this on the tank users. This will be done
213
through construction of a Problem Tree of the core problem of tank system deterioration.
The construction of a Problem Tree will result in list out the causes and effects of the tank
system deterioration. Once the causes and effects have been listed, they will be converted
into objective statements based on which the required interventions will be identified.
The interventions so identified by the tank system stakeholders can not be changed by the
project staff without the approval of the WUA. The identified interventions will be
segregated into the following categories:
1. Civil Works
2. Land / Water Resources Management Activities
3. Production / Livelihood Activities
4. Social / Environmental Management Activities
5. Institutional / Management Aspects
6. Trainings
The proposed interventions will also be segregated into categories based on the resources
to be used to implement them. The resources to be used are:
1. Community resources
2. Project resources
3. Convergence / linkage with other programmes
4. Credit financing
(See Annex 3)
During this time also the interventions for the Environmental Management Plan, the
Tribal Development Plan (if required) will be identified.
Preparation of work designs and cost estimates
After identification of the interventions the design and cost estimates for the civil works
will be prepared by the project technical staff in association with the Works SubCommittee members of the WUA. During the same time the cost estimate and
implementation strategy for the other interventions will be prepared by the other relevant
project staff in association with the Works Sub-Committee and other members of the
WUA.
With respect to interventions to be implemented through convergence / linkages with ongoing government schemes like National Rural Employment Guarantee Programme
(NREGP), the WUA will pass a resolution to that effect and present it to the concerned
Gram Panchayat for consideration through its co-opted Gram Panchayat members. The
WUA Gram Panchayat members will represent the WUAs interest in the Gram
Panchayat meeting and will follow up on inclusion of these interventions into the Gram
Panchayat NREGP plan.
Preparation of TIMP document
After the design, cost estimates and the implementation plan for all the interventions have
been prepared, it will be compiled into the TIMP document. The TIMP document will be
214
prepared in a log frame format and with GANTT charts, designs and estimates and cost
sheets. It will also include a brief profile of the tank system area and the tank stakeholders
(Annex 4).
8.3. TIMP contents and details (including social and environmental management
plans)
The identified interventions will be segregated in the following categories:
1. Civil Works
2. Land / Water Resources Management Activities
3. Production / Livelihood Activities
4. Social / Environmental Management Activities
5. Institutional / Management Aspects
6. Trainings
The proposed interventions will also be segregated into categories based on the resources
to be used to implement them. The resources to be used are:
5. Community resources
6. Project resources
7. Convergence / linkage with other programmes
8. Credit financing
(See Annex 3)
8.4. TIMP approval process
Once the draft TIMP document is ready it will be presented to the WUA General Body
for discussion and approval. The General Body meeting of the WUA will be organized at
least within a fortnight of the draft TIMP document is ready. During this intervening
period the SO in-charge of the WUA will discuss and clarify all queries of the WUA
members related to the implementation plan, designs and cost estimates. Based on the
discussions, any required modification of the TIMP will be carried out. After the final
TIMP has been agreed upon, the extent of the community contribution and its collection
strategy and schedule will be agreed upon.
Once the TIMP has been agreed upon and finalized, a General Body meeting of the WUA
will be held to pass a resolution approving and adopting the TIMP. The WUA Managing
Committee will then fill up the TIMP Implementation Agreement (Annex 5). Two copies
of the approved TIMP and the Agreement will be prepared by the WUA and submit them
to the DPU for approval. On receiving DPU approval, one copy of the TIMP and
Agreement will be kept with the WUA for its records and one copy will be kept with the
DPU. The DPU will compile all the TIMPs prepared in one project phase in the District
Action Plan and submit it to the District Level Implementation Committee (DLIC) for
approval.
215
216
Managing Committee of WUA and the DPU for release of payments to the Contractor
through the District Project Director.
All the works executed and records will be subject to independent third party quality
control as per the agreement with the DPU apart from the regular quality control.
The lists of works to be taken up will be given wide publicity by means of display in the
office of the WUA or other public institutions within the area. Whenever a work is taken
up the estimated cost of the work, item of work proposed to be executed, details of the
executing agency etc., will be exhibited on a display board at the place of the work so that
all members of the WUA are aware of the details of the works being executed and the
expenditures to be incurred. The abstract of work items, quantity, rate and cost will be
painted on wall of the WUA office.
217
Stakeholder Group
Characteristics & Profile
Characteristics
Quantitative Analysis
Social Characteristics
Status
Structure
Function of Group
Interest
Needs / Wants
Interests
Motives
Attitude Towards Project
Potential
Strength of Group
Contribution to Project
Problems
Weakness / Shortcomings
What Groups Could
Refuse to Project
Main Problems
Implication For Project Planning
In Which Way Group Be
Considered
Project Action Taken in
Regard to Group
Project's Reaction
Towards Group
218
Annex 2
Analysis of WUA preparedness and willingness to participate in project
I.
Sl. No.
1
2
3
4
5
6
7
8
9
10
11
12
II.
Sl. No.
1
2
3
4
5
6
7
Yes / No
Remark
219
Yes / No
Remark
III.
Sl. No.
1
2
3
4
5
6
7
8
9
10
Peoples Participation
Item
Has any action been taken to promote peoples
participation in WUA?
Have people been consulted during planning of WUA
activities in the past?
Have people participate in terms of labour / finance in
past WUA plan activities?
Have people made any contribution in cash / kind in
past WUA activities?
Have people participate in O&M activities implemented
by WUA in the past?
Are the people willing to pay water charge to the WUA?
Are the people willing to carry out O&M activities on
the tank system under WUA co-ordination in the future?
Are the people willing to carry out water audits and crop
planning under the co-ordination of the WUA?
Are the people willing to adopt efficient water use
practices and technologies under the co-ordination of the
WUA?
Are the people willing to make contribution in cash &
kind towards the project?
220
Yes / No
Remark
Annex 3
Segregation of Activities by Funding Source
Sl.
No.
Activities
1
i
ii
iii
2
I
Ii
iii
3
I
Ii
iii
4
I
Ii
iii
5
I
Ii
iii
6
I
Ii
iii
Civil Works
Intervention
Implemented
Through
Community
Resources
Intervention
Implemented
Through Project
Resources
Institutional / Management
Trainings
221
Intervention
Implemented
Through
Convergence /
Linkage
Intervention
Implemented
Through Credit
Financing
Annex 4
1.
Sl.
No.
Activity
Objective
Civil Works
Output
Tasks Involved
222
Monitoring
Indicator
Cost
Sl.
No.
Activity
Objective
Output
Tasks Involved
223
Monitoring Indicator
Cost
Sl. No.
Objective
Output
Tasks Involved
Activity
3
224
Monitoring Indicator
Cost
Sl.
No.
Activity
Objective
Output
Tasks Involved
225
Monitoring Indicator
Cost
Sl.
No.
Activity
Objective
Output
Tasks Involved
226
Monitoring Indicator
Cost
Sl.
No.
Activity
Objective
Trainings
Output
Tasks Involved
227
Monitoring Indicator
Cost
GANTT CHART
Year SN. No.
Name of Activity
January
February
March
April
May
228
June
July
August
September
Octobe
r
Novem
ber
Decem
ber
Procurement Plan
Sl. No.
Name of Activity
Required Facilities
229
Required Services
Responsible Person
Annexure to TIMP
1
1. General Information
Name of the Tank / WUA
Name of the Villages
Name of the WUA President
Name of the Competent Authority
Name of the Support Organization
Name of Sub Division
Name of Division
Name of the Mandal
Name of the District
ST
OBC
Others
Members
WUA Managing Committee
Position
Name
SC
ST
OBC
Others
President
Vice-President
Territorial Constituency
Members
Works Sub-Committee
SC
ST
OBC
Others
SC
ST
OBC
Others
Finance Sub-Committee
230
ST
OBC
Others
SC
ST
OBC
Others
231
4. Land Use
Description
Total land
Cultivable
Non Cultivated Waste
Forest
Rainfed
Irrigated Land
5. Water Resources
Type of Water Resources
Ponds
Check Dams
Nala Bunds
Percolation Tanks
Tanks < 40 ha
Open Wells
Bore Wells
Numbers
Tank Command
Tank Catchment
6. Socio-Economic details
Total Population
Men
Women
Households
Literacy Rate - Men
Literacy Rate - Women
Large Farmers
Medium Farmers
Small Farmers
Marginal Farmers
Landless
Livestock Keepers (Only)
Manufacturing /
Processing
Fisher Men
Potters
SC
Tank Catchment
ST
OBC
Others
232
SC
Tank Command
ST
OBC
Others
7. Tank Stakeholders
Occupational Groups
Large Farmers
Medium Farmers
Small Farmers
Marginal Farmers
Landless
Livestock Keepers (Only)
Manufacturing /
Processing
Fisher Men
Potters
Others
233
234
235
Annex 5
Agreement on TIMP Implementation between WUA and DPD
In continuation to the MoU signed between the _______________ WUA and the DPD,
District ____________ dated ___________ the WUA has prepared the enclosed TIMP,
which has been adopted by the General Body of the WUA vide. Resolution No.
____________ passed in the General Body meeting held on ________ (date). Under the
TIMP, the WUA proposes to take up the following activities towards revival and
restoration of the tank system. The total cost estimate for the TIMP is Rs.
______________ (Rs.________________________ __________________ and the
community
contribution
Rs.
___________
(Rs.
___________________________________) as per the details below.
Sl.
No.
Name of Activities
Estimated Community
Contribution (Rs)
5 % Cash
5 % Kind
1.
2
3
4
5
6
7
8
9
10
11
12
TOTAL
The details of the activity design and cost estimates, the implementation schedule and the
procurement plan are provided in the attached TIMP.
The WUA agrees to utilize the funds sanctioned for implementation of the TIMP as per
the approved designs and estimates and according to the implementation and procurement
norms of the project.
In turn, The DPD agrees to provide to the WUA the required funds, resources, technical
support, supervision and training to implement the TIMP.
236
In acceptance to the above contents of this Agreement, the WUA through its
representative and the DPD give their consent to enter into the Agreement. In the
presence of two witnesses, both parties hereby put their hands and seals / rubber stamp on
the Agreement in two copies, one each to be retained by either of the party, on this day of
Agreement as mentioned above.
On behalf of WUA
President WUA
Executive Engineer
Witness 1
Witness 2
237
238
The Bank will disclose the initial Procurement Plan to the public after the related
loan/credit has been approved including disclosing of additional updates after the Bank
has approved them.
9.3. Methods of procurement
Method of procurement includes:
For goods, works and services (other than consultancy services)
International Competitive Bidding (ICB)
National Competitive Bidding (NCB)
Shopping
Community Driven Procurement
Direct Contracting
Force Account
For Consultancy Services
Quality and Cost Based Selection (QCBS)
Quality Based Selection (QBS)
Selection under a Fixed Budget (FBS)
Least Cost Selection (LCS)
Selection Based on Consultants Qualification (CQ)
Single Source Selection (SSS)
Individual Consultant (IC)
For Community Driven Procurement
It is an effective tool of community empowerment, but is apparently not cost
effective because of inexperience of the community. In order to make the system
efficient, cost sharing to the extent of 10 % (5 % in cash and 5 % through kind) is
introduced in the project. It is proposed that the non-technical works such as
rectification of feeder channels, removal of weeds, foreshore plantation, silt
clearance in main distributaries, etc. be undertaken by the WUA under the
supervision of the technical staff of DPU thorough community contracting
The various institutions at different level involved in procurement of works, goods
and services for the project are as follows:
For civil works:
Civil works contracts pertaining to above Rs 5 lakhs - by DPU
Small civil works less than Rs 5 lakhs - by the WUA (if they are willing and
have the capacity)
Civil work under the groundwater component - by the Groundwater
Department
For goods:
Goods, equipments vehicles required for the PMU - by the PMU
Vehicles, computers and other goods required at the district level - by the
DPU (following the departmental delegation of powers)
239
Description
Administrative approval for
of a tank
2.
Contingent expenditure
4.
rehabilitation
Approving authority
Government (project specific) beyond 10
lakhs full powers
Chief Engineers MI up to Rs. 10 lakhs
Chief Engineers full powers to the extent of
administrative approval
Superintending Engineer above Rs. 10 lakhs
and up to Rs. 50 lakhs*
Executive Engineer up to Rs. 10 lakhs*
State Project Director (PMU) / District
Project Director (DPU)
Commissionerate of Tenders beyond Rs.
200 lakhs
Chief Engineers above Rs. 50 lakhs and up
to Rs. 200 lakhs
Superintending Engineer up to Rs. 50 lakhs
Executive Engineer up to Rs. 10 lakhs
Invitation of bids: Bids for all tank civil works will be invited by Project Director, DPU
(Executive Engineer) in the office of DPU / Superintending Engineer in the office of the
Superintending Engineer following the departmental norms.
Opening of Bids: All bids will be opened at the specified place and date by the Executive
Engineer / Superintending Engineer as per the departmental norms.
Evaluation of Bids: All bids will be evaluated by the Executive Engineer / Superintending
Engineer of the department who are entitled for calling tenders.
Tender Acceptance: The acceptance of the tenders will be done by Executive Engineer /
Superintending Engineer / Chief Engineer / Commissionerate of Tenders as per their
respective financial powers of acceptance.
240
The details of the project procurement procedure and plan are given in the Project
Procurement Manual.
241
Project Component
Contract items
Agency
Procurement Method
Category
Institutional Strengthening
SO Selection
DPU
Consultant
(CQ)
Services
WUA Stationery
PRA Stationery
TIMP Document
Training for SOs, WUAs, Project Staff
Civil Works
Civil Works
Piezometer
Creation of MI Database
Surface Water Assessment of Tanks
Third party Quality Control
District
Level
Engineering Support
Consultancy
Engineering Staff at DPU (Wherever
Vacancy Exists)
Training for groundwater users and GWD
staff
District level QC labs
Engineering Survey Equipment
GMIS software
AWLR
Upgradation of State GW Data Centre
Upgradation of District GW Data Centre
Upgradation of 6 labs
Measuring devices, water level indicators
etc.
NADEP Pits
DPU
DPU
DPU
PMU/DPU
DPU
WUA
GWD
PMU
PMU
PMU
DPU
Shopping
Shopping
Shopping
Direct Contracting/CQ
NCB/Shopping
CC
NCB
CQ
SS
SS
Individual
Goods
Goods
Goods
Services (training)
Civil Works
Civil Works
Civil Works
Services
Services
Services
Services
DPU
Individual
Services
DPU
Direct Contracting/CQ
Services (training)
DPU
DPU
PMU/DPU
GWD
GWD
GWD
GWD
GWD
Shopping
Shopping
Shopping
ICB
NCB
NCB
Shopping
Shopping
Goods
Goods
Goods
Goods
Goods
Goods
Goods
Goods
WUA
CC
Civil Works
WUA
WUA
CC
CC
Civil Works
Civil Works
Production
and
Enhancement
Livelihood
242
Qualification
Project Management
243
PMU
CQ
Services
PMU
PMU
DPU
Individual
SS
Direct Contracting/CQ
Services
Services
Services (training)
DPU
DPU
DPU
DPU
DPU
DPU
DPU
DPU
DPU
DPU
Shopping
Shopping
Direct Contracting
Shopping
Shopping
Shopping
Shopping
Shopping
Shopping
Direct Contracting
Shopping
CQ
QCBS
QCBS
Individual
Individual
QCBS
CQ
SS
Rate Contract
Rate Contract
Goods
Goods
Goods
Goods
Goods
Goods
Goods
Goods
Goods
Goods
Goods
Services
Services
Services
Services
Services
Services
Services (training)
Services (training)
Goods
Goods
PMU/DPU
PMU
PMU
PMU
PMU
PMU
PMU
PMU
PMU/DPU
PMU/DPU
Documents to be
used
W1
Goods
W2
W6
W5
W9
E1
E5
E6
Consultancy
Threshold
Method of procurement
NCB
244
NCB
CommunityDriven Procurement
SHOPPING
Local Competitive Bidding
NCB
DGSD/ SHOPPING
ICB
CQ/SS
CQ
QCBS/QBS/FBS
Direct contracting
245
Tank System Improvement: This component covers all civil works related to restoration
of tanks (catchment area, tank and command area). The entire expenditure under this
component will be incurred at district level. The funds will be allocated through LOC
system to concerned PAO. The District Project Director (Executive Engineer) being the
Drawing Disbursing Officer at district level, would present the work bills to the
concerned PAOs and disburse to contractors.
Subject to the financial limits set by the government, a WUA could implement some of
the works such as of repairs to feeder channels, jungle clearance, revetments and
distribution channels, if they so desire and have the requisite capacity. For such works, an
advance up to 40 % of the cost of the work will be provided, if required, in installments
to WUA to be deposited in the works account through a Letter of Credit by the District
Project Director for facilitating WUA to start work.
Agriculture productivity enhancement: The component involves activities like
demonstrations, market linkages, WUAs, capacity building, professional services,
consolidation of Rytu Mitra Groups, organizing Farmer Field Schools, and exposure
visits etc. The funds would be drawn by Accounts Officer O/o Commissioner CADA as
AC bills, as and when required, and disburse to the concerned DPU or other agencies as
per the action plan.
Project management component: This component involves project management activities
like cost of hired staff, consultants, professional services, studies, research, work shops,
seminars, and other office expenditure and support facilities. The expenditure under this
component would be incurred at both district and State Level. The funds for this
component would be drawn by Accounts Officer O/o Commissioner CADA as AC bills,
as and when required, and disburse to the PMU, concerned DPU or other agencies as per
the action plan..
The funding of the project is in the ratio of 75:25 with 75% loan component from World
Bank and 25% grant from Government of India. The Government of India has proposed
to release the Government of India share of 25 % to state government through a ringfenced fund under AIBP as AIBPRRR.
A new Head of Account will be created for the Project.
10.5. Audit
The entire accounts will be audited by Accountant General as per the usual procedure in
vogue. In addition, the accredited Charted Accountant will also conduct audit of WUA
level accounts and of the Saving Bank accounts.
246
The implementation of activities under the MLE component will focus on building the
internal capacity of PMU and CAD to monitor not only the inputs but the results through
the MIS and periodic reviews by the PMU. The MLE system aims at introducing multiple
M LE activities which will help the PMU to gain an external perspective of the work
being carried out under the project through a field visit based monitoring to be taken up
an agency external to the implementation and project management unit. This kind of
monitoring will support the PMU to understand the critical issues of implementation and
keeping the MIS and GMIS to specific inputs and outputs and not overloading the same
with too much of information. The MLE will have primary focus on empowering the
community members by facilitating the participatory monitoring and evaluation having a
major thrust on self monitoring tools and methodologies.
Learning will be a continuous process through different activities as part of the MLE
strategy. Learning will be at various levels and will be generated through participatory
methodologies in data collection, data sharing through joint reviews, theme based studies,
process documentation and annual evaluation.
11.4. The MLE framework
The overall MLE framework has distinct but inter-related aspects or constituents as
presented in the above schematic diagram. First, the project will regularly monitor the
projects physical and financial inputs and outputs through project MIS. The MIS
information will be used for project management through a progress review system on a
regular basis.
Second, the field based monitoring is planned to concurrently monitor and evaluate
project processes, institutional strengthening and measurable output/outcome impacts.
Monitoring of quality of civil works will be one of the important activities as part of field
based monitoring. Field level implementation is planned to be monitored by selecting a
sub-set of tanks within each major area for intensive monthly visits and monitoring; and
rotating monthly visits among the rest of the tank sub-sets within each major area. Six
monthly reviews are proposed under the system.
Third, there will be system of participatory MLE to engage beneficiaries of this multistakeholder project, with a decentralized implementation structure, in assessing progress
and achievements of the project. Going beyond extraction of information through groupbased methods, the participatory MLE process would aim to involve key stakeholders in
248
MIS and
GIS
(Web
enabled)
Field based
Monitoring
Theme
Based
Studies
Self Rating
by WUA
Quality
Monitoring
Process
Documentation
Baseline,
MTR &
Impact
Evaluation
Concurrent
Monitoring
Evaluation
Periodic Benefits
tracking
Sustainability
Monitoring
Annex 1 presents the details of the framework covering the methodology of each MLE
component and responsible persons and proposed use of information.
249
250
up-to-date physical and financial expenditure data compared to annual and endproject targets
updated Key Performance Indicators (KPI) compared to annual and end-project
targets
successes and problems encountered during the reporting period with suggested
remedial actions
Socio-economic and environmental impacts of the project
Joint reviews of the project will be undertaken on a six monthly basis wherein a number
of stakeholders will participate to discuss progress and achievement of results compared
to the plan. The joint review teams will use quantitative input / output data from the MIS
database, supported by analysis, as well as processing monitoring and other information.
Periodic benefit tracking (longitudinal study) Impact of the project on poverty status
and changes will be covered through a longitudinal study on sample tanks and households
tracking in tank areas. The longitudinal study will focus on detail understanding of
progress and changes in the identified tanks by special and detail monitoring of result
framework indicators Specific support will be provided for comprehensive data gathering
by installing measuring devices and introducing detail record keeping of physical aspects
relating to rainfall, inflows, outflows, tank surplussing etc. The household information on
cropping pattern in head, mid and tail reaches, wage employment at local level, income
generated from other tank based livelihoods etc. will be collected on a regular basis (six
monthly) to monitor these tanks and gain understanding of overall project results. The
households in these tanks will be tracked over the entire project duration. The sampling
methodology will be developed for this purpose.
Post Project Sustainability Monitoring
The project envisages coverage of all tanks in three batches. Each tank has a project cycle
upto 30 months. This implementation arrangement provides an opportunity to understand
the issues relating to post project sustainability. The MLE team will undertake monitoring
of tanks after completion of works for the subsequent years throughout the project
duration. Monitoring of these tanks will be done
on a half yearly basis by the
251
implementation team. It will focus on key post project sustainability indicators developed
by the MLE team and will provide an insight into WUA self management.
Theme based studies The multi-disciplinary interventions under the project as well as
well as the multi-stakeholder partnerships create a need of in-depth understanding of
various issues during the project cycle and phasing. Considering this need, the
programme will conduct a number of issue or theme based studies to gain a better
understanding of the processes and outcomes involved and to learn from experience.
These studies will directly contribute to the sum of information on the results/outcomes
as well as newer dimensions of the project. The project would undertake, as appropriate ,
a focused study on themes and issues arising out of implementation processes to generate
in-depth understanding of various issues. Process documentation on a regular basis
during the implementation and monitoring process, will help to generate learnings for
the stakeholders.
Baseline and impact assessment
Baseline Survey A baseline survey will be undertaken by the project to understand the
pre-project situation on key parameters covering socio-economic dimensions as well as
the environmental aspects. The baseline survey will not only cover the project areas but
also relevant control sites which will be used to assess the (incremental) impact of
project interventions vis--vis generic growth influences over time. The MLE resource
person will provide support in finalizing the coverage and sampling strategy of project
tanks, villages, farmer groups, and keeping in mind issues of statistical validity and
operational feasibility.
The baseline survey will be completed and a draft report prepared before the end of the
fourth month after effectiveness of the project.
Impact Assessment Two full-scale impact evaluation studies will be undertaken at midpoint (Mid-Term Assessment Report) and at completion (Final Assessment Report) of
project implementation. The studies would include comparative analysis of performance
in project areas with those of selected control sites in non-project areas.
Mid Term Assessment The study would include an impact assessment of the project to
date, but also focus on implementation processes and recommend adjustments in the
project design and/or implementation arrangements to overcome identified bottlenecks.
The Assessment Report would be a comprehensive overall impact assessment including
quantitative and qualitative assessment of progress against project development
objectives. The assessment will include socio-economic and environmental impacts of
the project.
Final Assessment The Final Assessment will be taken up towards end of the project. It
will focus on understanding the outcomes of project interventions and effect of the same
on the target population and compare these with the baseline situation to assess the
effectiveness of the project in terms of physical infrastructure development, socio-
252
253
254
WUAs. It will help them to learn about the methodologies and processes adopted by other
WUAs working in similar situations as well as presenting themselves to the other WUAs.
The monitoring tool is thus expected to result in exchange of ideas among the WUA
functionaries while promoting constructive competition among them.
11.7. Organizational structure / implementation arrangements
The operational responsibility for planning and coordinating MLE activities would rest
with the state level Programme Management Unit (PMU). The data and information
would be consolidated and managed by PMU at state and District Support Unit at district
level. The MLE structure is presented as Annex 5. Annex 6 presents the roles and
responsibilities of each position / personnel associated with MLE. The PMU will hire a
resource person on MLE This resource person will provide support to PMU not only to
develop the overall MLE system but also periodic review of the MLE as well as the
periodic project review. In the initial period, the resource person shall help develop
component-wise performance indicators in consultation with the state and DPU MLE
staff and the subject experts. Finalization of operational modality for each constituent of
MLE system will be done during this phase.. The sampling framework for various subcomponents of MLE will also be developed by the project in consultation with the
resource person. The resource person support will be availed by the project for a period
of about 3 weeks every year including the field and desk work.
The MIS development will be taken up by an identified agency, which will develop the
MIS for the State PMU by not restricting the scope limited to the project. The MIS will
provide information for project management as per the project cycle. The MIS data will
be converted into GMIS to provide a quick and easy understanding at the project
management level. The web enabled GMIS will facilitate use of information at various
levels. The management of the MIS & GMIS will be responsibility of District Support
Unit MLE staff. The computerization support will be provided at each Irrigation Circle
office, where the primary data entry will be done by a data entry operator. The Irrigation
Circle office will outsource this work on annual basis. Data compilation and feedback to
the users will be coordinated by the DPU MLE staff through joint reviews and DLIC
interactions.
Six monthly reviews will be undertaken by the state and district MLE teams together
prior to the joint review by the World Bank Supervision Mission. The PMU will
constitute a team of four members who will undertake the field visits on a monthly basis.
This team will be divided in two teams and will be supplemented with the subject matter
specialists at PMU level. This three member team along with the District MLE officer
will visit two districts every month and cover about 10-12 tanks per month. Each team
will visit one tank per day. After the field visits, the team will report to the District
Project Director about the progress of work and implementation issues. Considering the
project phasing and sampling proposed, these teams will visit each district twice in a
year. Supplementation of the MLE teams with subject matter specialists will facilitate
integration and comprehensive review of project activities at the tank level. It will also
facilitate the specific subject review based on field visits by the subject specialist.
255
256
MLE Components
Six
monthly MIS
Reviews
Orientation
Training
Participatory Monitoring
and Learning
Orientation
Orientation
Training
Orientation
Workshop
Training
Orientation
Training
Exposure
visits
Training
Training
Orientation
Workshop
Workshop
Training
Workshop
Workshop
Orientation
Orientation
Orientation
257
overall set of information can be grouped into quantitative and qualitative information.
The same is further categorized into sub items and frequency of reporting is finalized. It
is based on the consideration of following factors
Availability of information during the period
Effort and cost of information collection and reporting
Use of the information based on the adequate time period gap between two
events of data collection and reporting
.
Sr
No
Type of Information
Nature
Quantitative
Frequency
reporting
Quarterly
Quantitative
Annual
Quantitative
Once
years
Information on processes
Information on institutional
development
Qualitative
Quantitative
and
Qualitative
Qualitative
Six monthly
Quarterly
Qualitative
Six monthly
Information on progress of
works
Information on sequencing of
events
in
Six monthly
of
two
The quantitative information will be captured in the MIS and will be used for periodic
reporting both physical as well as financial. Information on inputs will be captured
through a voucher based reporting system and will be available as per the update of
financial data.
Output related information will be generated as reports to be prepared by the facilitating
organizations and DPU engineering staff. This will be generated in the form of a
quarterly progress report which will be compiled and processed by the MIS. Standard
reports will be generated at various levels to understand the progress of project activities.
These reports along with the participatory monitoring reports will be used in interactions
during the joint reviews. The participatory monitoring includes both qualitative and
quantitative information. The same is converted into marks and grades and included in
the MIS so as to obtain an overall picture not at WUA level but also at the project level.
Other qualitative information includes understanding of sequencing of interventions as
well as participatory process. These will be covered in six monthly audits and theme
specific studies.
Information relating to results and outcomes is envisaged to be collected on annual basis
and this will be done both by the project staff as well as the household specific
information will be gathered and reported by the external agency as part of the
Concurrent Monitoring Report.
258
Reporting formats for MIS will be developed during the first four months of the project
effectiveness and identification of agency for MLE.
Information use and dissemination strategy
Andhra Pradesh is the first state which has formalized the Participatory Irrigation
Management through an enactment. (APFMIS Act, 1997) After the initial success, AP I
&CAD is geared to take the reforms to the next stage by evolving ways and means to
sustain community interest in tank management as well as maximizing benefits from the
tank based livelihoods. The project approach, operational modalities and implementation
process is expected to generate valuable experience which will not only be useful for
GOAP but also for other states where PIM initiatives are being taken up. The MLE
system would like to have a systematic approach of compiling the learnings and
repackaging them for wider use.
Apart from the external dissemination of learnings, most critical requirement is creating
instruments and mechanisms within the MLE system to ensure two way information
flow and use /learning from the information/insights generated at each level. The
primary focus of MLE system will be on promoting use of information generated at the
same level for planning actions and decision making. Some of the critical information
will only be forwarded to the higher level The MLE system has created a scope of
generating learnings from various components.
Details of these two specific requirements are detailed below:
Two Way information flow within the project and learning opportunities
The main internal monitoring components viz. participatory monitoring, six monthly
reviews are primarily based on interactions within the groups. Theme based studies and
ongoing evaluations (annual) will adopt the participatory methodologies. This will mean
that every MLE event will be an opportunity of interaction, generating learnings and
information dissemination event.
Self Rating by WUA: This will necessarily be a tool not only to understand the WUA
performance but also an opportunity to interact and discuss about the best practices of
self management. Moreover, the measurement criteria of rating informs about the same.
The facilitation done by the Support Organization/NGO will generate discussion on
experience of other Water Users Associations
QPA and cross learning; The second component of participatory monitoring encourages
WUA members to monitor the progress of other WUAs by forming a team at circle level.
This provides an opportunity of interaction and understanding the methodologies and
processes adopted by other WUAs. This provides for information sharing and learning
from one another.
259
Six monthly reviews: The six monthly review process includes field visits and review of
progress at district level on a six monthly basis. The joint review process at the district
level starts with analysis of MIS data with respect to achievements of targets and the
interactions during the review focus on analyzing the reasons of slow /better
performance. This interaction ensures use of MIS/GMIS data as well as the field visit
experiences by the MLE team.
Annual review and planning workshops: The project envisages annual planning of
interventions. It is proposed to conduct annual review and planning workshops at state
and district level wherein the focus will be to analyze the performance based on results
framework and annual plan . Findings of theme based studies and other socio-economic
information through GMIS will feed into the information dissemination within the project
stakeholders. These workshops will be of three days duration where first one and half day
will be spent on project review and balance for next years focus area sand targets. This
exercise will promote use of all MLE information for generating a common and shared
understanding about the progress, issues and required implementation strategies. The
baseline and mid term assessment findings will also feed into these workshops in specific
years.
The Research and Documentation Officer of PMU will document these processes/events
and generate learnings for dissemination at project level and also the wider circle.
Dissemination of information for wider use
The PMU with the MLE team will make specific efforts to disseminate the learnings as
well as learn from others experiences. This will be achieved through the following
measures
Conducting theme based experience sharing workshops at national level which may
have influence the policy environment of minor irrigation
Publishing the theme based study reports, process documentation and related material
Promotion of web based communication through creation and regular updating of
website
Dissemination and sharing of information at international level through publications
in online journals, books, and presentations at various fora
260
Annex 1
Monitoring and learning framework
MLE
Component
Type
of
monitoring
Methodology
Who will
component
this
Participatory
monitoring
at
community level
Self rating by
WUAs
Annual review
by WUAs
WUAs
with
support
organization (NGO)
and
District MLE Officer for
scheduling
Joint
reviews
Civil
works
quality
monitoring
WUA self
concurrent
monitoring
Quality
Monitoring
works
of
261
LEAD
Links
to
other
components
of
MLE
Joint
monitoring
reviews
monitoring
Internal review
rating,
MLE
Component
Type
of
monitoring
Methodology
Who will
component
LEAD
this
Sustainability
monitoring
Periodic review
and tracking
Field survey
and tracking of
identified
tanks
and
households
Theme
Studies
Issue
theme
studies
PMU MLE
team
contracted agencies
based
Process
Documentation
and
based
Participatory
monitoring
262
and
World Bank
Links
to
other
components
of
MLE
Theme based studies
MLE
Component
Type
of
monitoring
Methodology
Who will
component
LEAD
this
Links
to
components
MLE
other
of
and
Baseline study
Mid
Term
Evaluation
Baseline Study
Impact Assessment
Impact
Evaluation
263
Annex 2
Results framework
PDO
4
1. Increases in productivity/intensity:
% increase in crop productivity (paddy, maize, groundnut, vegetables)
(wrt WOP5)
% increase in cropping intensity (wrt WOP)
% increase in fish productivity (wrt WOP)
% increase in milk productivity (wrt WOP)
Intermediate Outcomes
Outcome 1:
Improved effectiveness and financial
viability
of
irrigation
water
management and distribution by
WUAs
Outcome 2:
(i) Tank irrigation infrastructure
restored to operational condition as per
4
5
264
availability
2. % increase in value of crop output per unit of water in command area of
rehabilitated tanks
Outcome 3:
(i) Tank-based producers (TBP) adopt
better production (including NRM)
techniques
265
Annex 3
Results framework and monitoring
Outcome Indicators
1.
Increases
in
productivity/intensity:
% increase in crop
productivity
(wrt
WOP6):
Paddy
Maize
Gnut
Veg
% increase in cropping
intensity (wrt WOP)
% increase in fish
productivity (wrt WOP)
% increase in milk
productivity (wrt WOP)
2.
Improved
tank
management
%
of
WUAs
in
rehabilitated
tank
systems whose O&M
expenditure is as per
agreed annual O&M
plans
% of water users in
rehabilitated
tank
systems satisfied with
WUA operation and
6
Baseline
Yr 1
Yr 2
Yr 3
Yr 4
Yr 5
Frequency of
Reporting
Data Collection
Instruments
Responsibility
for
Data
Collection
Annual
Survey
External
Agency
MLE
External
Agency
External
Agency
External
Agency
MLE
MLE
0%
0%
0%
0%
0%
0%
0%
0%
5%
5%
5%
5%
10%
10%
10%
10%
20%
20%
20%
20%
25%
30%
25%
25%
Annual
Survey
0%
0%
0%
0%
2%
50%
5%
100%
10%
200%
15%
300%
Annual
Survey
0%
0%
50%
100%
150%
200%
Annual
Survey
0%
0%
0%
80%
80%
80%
SemiAnnual
Survey
External
Agency
0%
0%
0%
50%
70%
75%
SemiAnnual
Consumer
Satisfaction
Surveys
External MLE
Agency, WUA
through
participatory
266
MLE
MLE
maintenance
Results Indicators for Each Component
Component 1
1. Improved institutional
performance
(in
rehabilitated tanks):
7
% WUAs holding BL(%)
regular
General
Body meetings
%
WUAs
maintaining
appropriate
cash
books and water
regulation registers
% WUAs having
co-opted members
2. Improved financial
performance
(in
rehabilitated tanks):
% of total currentyear assessed water
charge collected
% of WUAs with
fisheries receiving
their share of lease
income (from award
of tank fishing
rights)
Component 2
1.
Improved
water
MLE
40%
60%
80%
80%
80%
SemiAnnual
WUA records
BL(%)2
40%
60%
80%
80%
80%
SemiAnnual
WUA records
0%
40%
60%
80%
90%
90%
SemiAnnual
WUA records
PMU,
WUA
through
participatory
MLE
BL2
50%
60%
80%
80%
Annual
WUA records
0%
0%
40%
60%
90%
90%
Annual
WUA records
PMU,
WUA
through
participatory
MLE
PMU,
WUA
through
participatory
MLE
267
PMU,
WUA
through
participatory
MLE
PMU,
WUA
through
participatory
MLE
distribution in command
areas of rehabilitated
tanks:
%
area
fully
irrigated
(under
normal
rainfall
conditions)
% of middle- and
tail-end
farmers
reporting improved
water availability
2. % increase in value of
crop output per unit of
water in command area
of rehabilitated tanks
3. % increase in value of
crop output per unit of
groundwater
for
Groundwater
User
Groups
Component 3
1. Enhanced production
technology in project
tank areas:
% farmers in tank
command
area
adopting improved
production
techniques
% paddy area under
SRI
paddy
cultivation
in
rehabilitated tanks
% of tank fishing
32%
32%
32%
60%
75%
75%
SemiAnnual
Implementation
Records
PMU
0%
0%
0%
50%
60%
75%
SemiAnnual
WUA records
0%
0%
5%
10%
15%
25%
SemiAnnual
Survey
PMU,
WUA
through
participatory
MLE
External MLE
Agency
0%
0%
5%
10%
15%
25%
SemiAnnual
Survey
External
Agency
0%
0%
5%
10%
15%
20%
SemiAnnual
Implementation
records, Survey
0%
0%
2%
4%
7%
10%
SemiAnnual
Implementation
records, Survey
0%
0%
25%
50%
80%
80%
Semi-
Implementation
PMU, External
Agency, Farmer
groups through
participatory
MLE
PMU, External
Agency,
Fishery groups
through
participatory
MLE
PMU, External
268
MLE
communities
in
project
tanks
adopting improved
production/
harvesting
techniques
Increase in no. of
improved
breed
cattle in project tank
areas
2.
Output
diversification:
%
increase
in
command
area
under
non-paddy
crops (wrt WOP)
No.
of
formal/contractual
marketing
agreements reached
Annual
records, Survey
Agency, Dairy
groups through
participatory
MLE
80000
160000
250000
350000
SemiAnnual
Implementation
records, Survey
PMU, External
Agency, Farmer
groups through
participatory
MLE
0%
0%
15%
50%
75%
100%
SemiAnnual
Implementation
records, Survey
PMU, External
Agency,
Marketing
groups through
participatory
MLE
0%
0%
4%
6%
8%
10%
SemiAnnual
Survey
External
Agency,
Participatory
MLE
750
1000
1250
1500
SemiAnnual
Survey
10
25
50
100
SemiAnnual
Implementation
records
External
Agency,
Participatory
MLE
PMU
269
by FIGs
%
beneficiaries
satisfied with the
volume
and
relevance of market
information (in tank
areas with market
information
networks)
0%
0%
40%
50%
60%
270
75%
SemiAnnual
Consumer
Satisfaction
Surveys
External MLE
Agency, WUA
through
participatory
MLE
Annex 4
WUA rating
S. No
I
Items
Criteria
Marks
Water Distribution
Total
marks
45
i. Rotation/ Warabandi
10
a)
10
b)
or
10
iv.
Innovations
in
water
management and cropping pattern
II
OPERATION
MAINTENANCE AND TAX
i. O&M works implementation
&
10
10
5
0
5
b.
36-80%
Upto 35%
0
10
a)
8 ac/mcft and above
b)
5 to 8 ac/ mcft
c)
below 5 mcft
a)
New practices discussed, introduced and adopted by >75% for
cropping &
100%l for water management
b) New practices discussed, introduced and adopted 50 percent
c) No New practices discussed, introduced and adopted
10
5
0
10
5
0
a)
b)
5
3
25
5
271
Marks
obtained
S. No
III
Items
Total
marks
10
MANAGEMENT
30
ii.
( General body meetings)
Attendance
iv. Transparency
v.
10
Criteria
Marks
c)
NO O&M plans and works not done
a)
Management Committee resolves conflicts successfully
b)
Conflicts exist, discussed by WUA but partially resolved
c)
Conflicts persist, not resolved
a)
Both WUA and CA participation in Joint ajomish every crop
season.
b)
Secretary will assess by his own
c)
No assessment
a)
90 % above tax collected
b)
40 to 89 % tax collected
c)
below 40 % tax collected
0
5
3
0
5
3
0
10
5
0
a)
Managing committee meetings held > 10
b)
Managing committee meetings held > 6- 10
c)
Managing committee meetings held < 6
a)
> 85 % attendance
b)
50 to 85 % attendance
c)
< 50%
a)
Necessary Records maintained, up-dated with nominated book
writer.
5
3
0
5
3
0
10
b)
c)
No records maintained.
a)
272
5
3
0
5
Marks
obtained
S. No
Items
Total
marks
Criteria
Marks
b)
c)
3
0
100
Rating criteria
Water Distribution
A+
> 25
A
21 - 25
B+
16 20
B
11 -15
C
< 10
O & M and tax
Example
WUA 1
WUA 2
WUA 3
WUA 4
A B+ B
A A A
273
Marks
obtained
Annex 5
Organizational structure of monitoring, learning and evaluation
Commissioner, CADA
Spl Commissioner,
CADA
State Project Director
M&E Agency
MLE Resource
Person
MIS Agency
Documen
tation
Officer
GMIS
Manager
MIS
Manager
Subject Matter
Specialists
Executive Engineer
District Project Director
MIS Agency
M& L
Officer
Data Entry
Operators at
Irrigation
Circle
274
Subject Team
members
Annex 6
Key roles and responsibilities of MLE staff and other resources
Sr No
Official
MLE
resource
person
(Subject
consultant)
MLE Coordinator
MLE Team
MIS Professional
Support agency
275
Sr No
Official
Research
and
Documentation
Officer
MIS officer
Subject
Matter
Specialists (PMU
team members)
District Level
District
Officer
MLE
Presentation of information analysis for review (work in close coordination with IT team leader and members
Designing & developing graphical presentation tool for data
analysis and interpretation
Designing a Geographical MIS to facilitate easy and objective
decision making by PD and state officials
Planning for downward information flow for monitoring in
consultation with PMU team
Participation in Joint Review Meetings at state and district level
Process documentation through periodic field visits
Participation in process monitoring on a regular basis
Documentation and wider dissemination of MLE learnings
Organizing theme specific workshops on yearly basis
Liaison with theme based study and wider dissemination of
learnings
Overall management of IT support to the programme both at district
and state level under the guidance of Project Director, PMU
Liaison and coordination with MIS agency Liaison and coordination
with district level MIS managers
Planning and conducting trainings, regular reviews with respect to
data management systems
Periodic review of software applications in consultation with the
resource person, MIS agency and PMU team members
Adapting and managing geographic information system and
orienting all members for use of the same for easy data
interpretation and decision making
Defining analysis requirement for the subject area in consultation
with PMIAS team and Special Commissioner
Discussing the findings in review meetings at Programme level and
district levels (Ensuring data use for monitoring of the subject area)
Managing downward information flow and use by the stakeholders
generating the information for monitoring in consultation with
Special Commissioner (APRLP) and team members
Field visit based monitoring of performance related to the subject
area
Co-ordination among all IC staff, NGOs, DLIC external M LE
agency to ensure streamlined operations of MLE(input-output,
follow-up studies, trainings etc)
Ensuring collection of information from NGOs /facilitating
organizations
Analysis of data in consultation with subject team members and the
Project Director
Presentation of information analysis for review (work in close coordination with GMIS manager at district level
Planning for downward information flow and use for monitoring in
consultation with Project Director and APD (APRLP)
Planning and Participation in Joint Reviews and six monthly audits
Organizing and co-coordinating follow-up studies, trainings relating
to MLE in consultation with the Supdt Engineer and state MLE
team
Periodic field visits for process learning and monitoring
Input-output monitoring reports generation
Training of data entry operators at irrigation circle level
276
Sr No
Official
District
level
subject
expert
team members
277
The approach
Realizes the need and importance of transparency as a principle of good governance and
the enabling environment of Right to Information Act (both National and State) has
encouraged the project to adopt disclosure as one of the important aspects of project
management. Apart from suo moto disclosure, the project plans to introduce transparent
operational systems, pro-active disclosure of information, grievance redressal
mechanism, responsive communication strategy and efficient monitoring and learning at
various levels. All of this together, is aimed at creating an open environment that would
provide equal opportunity and access to all concerned stakeholders. It would also lead to
creation of multi-level forum for building accountability towards larger audience.
12.2. Lessons learnt
The project has designed its disclosure strategy from learnings generated by various
projects and programmes within the state. These include projects such as Indira Kranti
Pathakam (formerly known as Velugu), Andhra Pradesh Rural Livelihood Programme,
Community Forestry Management Project, etc. which have promted and fostered
community based organizations like the Village Organization, MACS societies, Van
Sarankshan Samitees (VSS) and shown the way to set up self management systems with
greater transparency and accountability. Experience from these programmes indicate the
need for specific actions in building downward accountability through transparent
systems and operational autonomy.
The GOI sponsored pilot project Revival, Restoration and Renovation of Minor Irrigation
Tank Systems brought forth the need and importance of an operational system focusing
on the quality of civil works as well as improved procurement procedures for works that
involve the WUAs.
Vigilance teams from within the state have helped to improve handling of complaints
with more objectivity and reduction in time for scrutiny. Use of Management Information
Systems and communication through IT enabled systems have contributed in improving
efficiency in reporting and concurrent monitoring.
All these experiences have been integrated in designing the Disclosure Strategy for the
project and consequently, the scope of the strategy has widened beyond RTI and
disclosure and progressed towards improved governance.
12.3. Pro-active disclosure
State Level disclosure through project web-site
The project plans to set up an exclusive project web-site which will host the following
information:
278
Policy
&
Legal
Environment
Legal and Legislative Acts
and provisions relating to
Irrigation Management
APFMIS Act 1997 and
Rules
CAD Act 1984
Andhra Pradesh Water, Land
and Trees Act
Right to Information Act
National Framework for
renovation of water bodies in
India
AP
Rural
Employment
Guarantee Scheme
AP
Rehabilitation
and
Resettlement Policy
Government orders relating
to water bodies and Gram
Panchayat, Fisherfolk
Project Information
Safeguard Disclosure
Project components
Project Preparation Study
reports
Project operational manuals
Project Budget and Annual
budget
Annual action plan
All Project concerning GOs
issued
Project related Grievance
Redressal Mechanism
Project Baseline Report
Human Resources
State / District
District
Level
Implementation Committee
Consortium Members
Goods
and
service
Procurement Announcement
Information/Announcements
on project training events,
public
consultations,
workshops
Case Studies
Project Photographs
Proceedings of workshops,
public consultations
WUA Information
The project web site will be managed by the M&L Unit of PMU through the Research
and Documentation Coordinator and a Web designer. The Research and Documentation
Coordinator will be responsible for preparing the web site contents, while the Web
designer will regularly update the information in the Web Site and monitor its use and
handling other operational issues, if any. If required, external expertise will be hired to
design and develop the web site.
279
280
District
Officer
Information
to deal with request from persons seeking information and render reasonable
assistance to the persons seeking such information, taking the assistance of
any other officer, if considered necessary by him or her for the proper
discharge of duties (Section 5(3) & 5(4))
to ender all reasonable, where request for information cannot be made in
writing, to the person making the request orally to reduce the same into
writing (Section 6(1))
to dispose request for information under the Action, either providing the
information requested on payment of prescribed fee or rejecting the request
for reasons to be specified with in the time period stipulated under the Act
(Section 7(1))
to receive applications for information or appeals under the Act for
forwarding the same forthwith to the Central Public Information Officer or
the State Public Information Officer or appellate officer or the Central
Information commission or the State Information Commission, as the case
may be (Section 5(2))
281
282
Self-rating by the WUAs will bring in accountability and improved performance among
them. The ratings will be displayed in the WUA office, and at the district level and the
project web-site.
Vigilance and enforcement
The State government has a well laid out system of vigilance at both regional and state
level. Each region has a multi-disciplinary professional team, which is engaged in on-site
inspection and verification of expenditure and revenue. The vigilance team acts suo moto
as well as on complaints / requests received. The system ensures fast scrutiny of
complaints leading to need based actions. It will also be an independent mechanism
outside the project.
12.7. Grievance redressal mechanism
Grievance redressal will begin right from the tank level, where the WUA will be
responsible for addressing the grievances of the WUA members. The APFMIS Act 1997
defines the offences and penalties on violation of rules. Further the Act also prescribes
the dispute settlement mechanisms and procedures, which will be followed in the project.
The State and District Information Officers will be the designated officers for grievance
redressal for the project. At the district level, the District Level Implementation
Committee (DLIC) with the District Collector as the Chairperson will be responsible for
redressal of grievances relating to the project. The District Information Officer will
provide information support to the DLIC for decision making.
I&CAD Department will nominate an Executive Engineer not directly associated with the
project to handle project specific grievances at the state level. An internet based
grievance redressal system, similar to the one developed by Center for Good Governance
for the Commissioner Information, will be developed for the project for disposal of
complaints.
R&R committee
Any dispute related to R&R in the project will be redressed through the state level R&R
Committee as per Section 7.1 of the State R&R Policy. The Committee will function as
per the State R&R Policy Sections 7.2. to 7.7. This is included in the project SEMF and
has been disclosed to the public through the modalities detailed out in the earlier section.
12.8. Implementation arrangements
The project will adopt multiple disclosure instruments and mechanisms to improve its
operational transparency and governance. The coordination of disclosure over the project
web-site will be that of the PMU M&L Unit through the Research and Documentation
coordinator. Simultaneously, I&CAD Department will designate an officer of Executive
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Engineer rank at state level, who will be responsible for implementing actions relating to
the RTI Act. The same officer will also handle grievance redressal.
The table below provides details of disclosure functions and responsibility at the three
levels of project implementation.
Function
Proactive Disclosure
Information Generation
and compilation
Web site Management
Information
Dissemination and
Implementation of Right
to Information Act
Consultations
Disclosure Functions
& Responsibility at
Tank level
Research
&
Documentation Officer
M&L Unit
IT Expert
Information Officer of
I&CAD
WUA
District
Officer
WUA,
Authority
Research
&
Documentation Officer
M&L Unit
Support Organizations
Superintendent Engineer
not directly linked to
implementation
WUA
Works
committee
External Monitoring
CAG
External M&E Agency
Regional
teams
of
vigilance cell
District
Level
Implementation
Committee
Chaired by the District
Collector
Supported
by
the
District
Information
Officer
District
Level
Implementation
Committee
External M&E agency
Project Director
Project
Steering
Committee
Competent
sub-
External Agency
State level
Committee
Information
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Chartered Accountant
hired by WUA
WUA,
Competent Authority
Support
WUA
Organization,