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Government of India Government of The Netherlands

Hydrology ProjectTechnical Assistance

Inception Report

September 1996

DHV Consultants BV & DELFT HYDRAULICS in association with

HALCROW - TAHAL - CES - ORG - JPS

Table of Contents

Abbreviations

1 Introduction1.1 The Project...............................................................................................................page 1 - 11.2 Role of the Consultants...........................................................................................page 1 - 21.3 Organisation of the Inception Report .....................................................................page 1 - 5

2 Hydrological Information Needs2.1 Functions of the water system ................................................................................page 2 - 12.2 Priority settings, legislation and constraints...........................................................page 2 - 22.3 Hydrological Data User Groups .............................................................................page 2 - 42.4 Hydrological Information System..........................................................................page 2 - 5

3 Implementation issues3.1 Institutional Strengthening.....................................................................................page 3 - 23.2 Surface Water and Hydrometeorology ..................................................................page 3 - 63.3 Ground Water..........................................................................................................page 3 - 83.4 Water Quality ........................................................................................................page 3 - 113.5 Data Base Management and Communication .....................................................page 3 - 143.6 Training Services...................................................................................................page 3 - 163.7 Project management support ................................................................................page 3 - 19

4 Project management support4.1 The process approach applied in the Project .........................................................page 4 - 14.2 The Concept of Institutional Development............................................................page 4 - 14.3 The Annual Project Cycle.......................................................................................page 4 - 14.4 Organisation of the Technical Assistance..............................................................page 4 - 24.5 State Management Consultants ..............................................................................page 4 - 34.6 MIS for Monitoring Project Activities...................................................................page 4 - 4

5 Activities for the first year of the consultancy5.1 Introduction .............................................................................................................page 5 - 15.2 General Support to Project Implementation ..........................................................page 5 - 25.3 Hydrology Information System..............................................................................page 5 - 65.4 Surface Water and Hydrometeorology ..................................................................page 5 - 85.5 Groundwater..........................................................................................................page 5 - 125.6 Water Quality ........................................................................................................page 5 - 175.7 Data base management and communication........................................................page 5 - 225.8 Training Services...................................................................................................page 5 - 345.9 Activity schedules .................................................................................................page 5 - 45

6 Staffing requirements of Consultancy Services to Hydrology Project6.1 Inception Phase .......................................................................................................page 6 - 16.2 Proposed Staffing October 1996 - December 1997...............................................page 6 - 26.3 Staffing Schedules.................................................................................................page 6 - 16

Annexes1. The Hydrology Project .........................................................................................Annex 1 - 12. State and Agency Specific Issues.........................................................................Annex 2 - 13. Supplementary Training Information ..................................................................Annex 3 - 1

Abbreviations

AAS Atomic Absorption SpectrophotometreAE Assistant EngineerAEE Assistant Executive EngineerAHG Assistant Hydro-geologistARG Autographic Rain GaugeARO Asssistant Research OfficerAWLR Automaatic Water Level RecorderCDO Central Design OfficeCE Chief EngineerCGWB Central Ground Water BoardCRO Chief Research OfficerCWC Central Water CommissionCWPRS Central Water Power Research StationDBM Data Base ManagementDOICAD Department of Irrigation and Command Area DevelopmentEE Executive EngineerE-i-C Engineer-in-ChiefFCS Full Climatic StationGC Gas ChromatographGSDA Groundwater Survey & Development AgencyGW GroundwaterGWD Ground Water DirectorateHDUG Hydrological Data User GroupHG Hydro-geologistHIDAP Hydrological Institution Development Action PlanHIS Hydrological Information SystemHP Hydrology ProjectHTC Hydrology Training CommitteeIMD India Meteorological DepartmentJE Junior EngineerMIS Management Information SystemMOWR Ministry Of Water ResourcesNCC National Coordination CommitteeNIH National Institute for HydrologyNLSC National Level Steering CommitteePCS Project Coordination SecretariateRO Research OfficerSAR Staff Appraisal ReportSE Senior EngineerSGW State Ground Water departmentSHG Senior Hydro-geologistSLCC State Level Coordination CommitteeSMC State Management ConsultantSRG Standard Rain GaugeSRO Senior Research OfficerSSW State Surface Water departmentSTO Senior Technical OfficerSW Surface waterSWDC State Water Data CentreWALMI Water And Land Management InstituteWQ Water qualityWRIC Water Resources Investigation Circle

_____________________________________________________________________________________Hydrology Project Inception Report Chapter 1: Introduction Page 1 - 1

Chapter 1 Introduction

1.1 The Project

The Hydrology Project, as briefly described in Annex I, aims at developing comprehensive, easilyaccessed, and user-friendly databases covering all aspects of the hydrological cycle, includingsurface water and ground water in terms of quantity and quality and climatic measurements,particularly of rainfall. This would assist in the development of more reliable and spatiallyintensive data on the quantity and quality of water resources, and in making information available,from computerised data banks, for planning and management of water resources and otherlegitimate uses. This goal is to be achieved by improvement of institutional and organisationalarrangements, technical capabilities, and physical facilities available for collection and processingand exchange of hydrological and hydro-meteorological data. The Project concerns manyorganisations, both at central and State level. The central agencies involved are the Central WaterCommission (CWC), Central Ground Water Board (CGWB), National Institute of Hydrology(NIH), Central Water and Power Research Station (CWPRS), and the India MeteorologicalDepartment (IMD). At the State level, the relevant organisations are the Irrigation and GroundWater Departments in Andhra Pradesh, Gujarat, Kerala, Karnataka, Madhya Pradesh, Maharastra,Orissa and Tamil Nadu.

The World Bank, through the International Development Association, signed on 22 September1995 a Development Credit Agreement and Project Agreement with the Government of India andthe participating States to execute the Hydrology Project (Credit No. 2774-IN). The amount of thecredit is 90.1 million Special Drawing Rights (USD 142 million equivalent). The total cost of theproject is estimated at USD 162.4 million. The project is to be implemented in a period of sixyears (1995/96 to 2000/2001). The credit became effective on 20 December 1995.

The World Bank's Staff Appraisal Report (14 July 1995) includes a Technical Assistance (TA)component to assist the Central and State agencies in the implementation of the HydrologyProject. The Governments of India and The Netherlands, in consultation with The World Bank,have agreed to finance this Technical Assistance under the bilateral Indo-Dutch programmethrough a grant equivalent to USD 17.38 million. The grant is of an untied nature and includes theremuneration for consultancy services and overseas training. The agreement with the Consultantwas signed early July 1996.

The contract for the execution of the required consultancy services under the TA component hasbeen awarded to DHV Consultants BV of The Netherlands, which has established a joint venturewith DELFT HYDRAULICS, also of The Netherlands. The joint venture will implement theProject in association with HALCROW (UK), TAHAL (Israel), and the following nationalconsulting firms: JPS and Associates, ORG and CES. The technical assistance activities aredivided among four task groups:

Task Group I : General Coordination and Managerial ServicesTask Group II : Technical ServicesTask Group III : Institutional DevelopmentTask Group IV : Training Services


Task Groups I and III form the axis of the consultancy. These Task Groups assist the agencies inthe overall management of the Hydrology Project, the implementation of HIDAPs (HydrologicalInstitutional Development Action Plans) and organisation of annual HDUG (Hydrological DataUser Group) meetings. Task Groups II and IV are supportive to Task Groups I and III.

The Consultant mobilised in May 1996, May 1 being the official starting date of the Consultancy.A temporary office has been established in now Delhi, awaiting the completion of the permanentoffice in the CSMRS building. During the Inception Phase about 20 consultants were mobilised,including some short-term experts and five of the State Management Consultants i.e. in Orissa,Tamil Nadu, Kerala, Karnataka and Madhya Pradesh. Mobilisation for other States has since beencompleted. Short-term Consultants were mobilised to assist CWC and CGWB in the finalisationof specifications of equipment to be procured shortly, and to assist PCS in the preliminary designof a Management Information System (MIS) for project progress monitoring.

1.2 Role of the Consultant

1.2.1 General observations

There are three distinct responsibilities related to implementation of the Hydrology Project. First,the responsibility for physical implementation -- the "investment part" of the project. Thisresponsibility lies with the surface and groundwater organisations in the States and at the centrallevel. These organisations are concerned with developing action plans, translating these intophysical procurement plans, staffing plans, etc. and ultimately carrying out these plans. Thesecond type of responsibility is for coordination of the activities undertaken by the differentorganisations. This responsibility lies with the National Level Coordination Committee (NLSC). For the management of day-to-day affairs, this Committee is supported by the ProjectCoordination Secretariat (PCS). Both the implementing organisations and the PCS are providedwith the consultancy services described above. The responsibility of the Consultant is to providetechnical assistance to the State and Central Organisations, regarding the translation of the broadoutlines for investment, as laid out in the World Bank Staff Appraisal Report (SAR), into actualprocurement plans, and to provide support to the PCS for general coordination and monitoring ofprogress on project implementation. This responsibility of the Consultant is one at arm's length,i.e. by commenting on activity and procurement plans, and advising PCS on possible action onthese comments. The responsibility for the actual drawing up of plans, for intervention, etc.remains with the implementing and coordinating organisations of the Government of India,respectively.


1.2.2 Basic processes for project implementation

Progress on project implementation can be measured at two levels, that of the inputs and that ofthe impact of the outputs. Aside from project impact, GOI and the World Bank focus onprocurement and, as a measure thereof, on disbursement. Consequently, rightly or wrongly, theimplementing organisations feel pressure to procure the items presented in the SAR. However,procurement is only possible with properly sanctioned budgets. In this regard, there are twodistinct phases, budget preparation and budget implementation. Both phases involve specificprocedures.

Budget preparation is based on long, medium, and short term planning of activities, andprioritising these plans with those for other activities to be funded from a finite Governmentbudget. While the budget for the Project activities is safeguarded in the Loan agreement with theWorld Bank, at the implementing agency level it is nevertheless necessary to include the activitiesin the budgeting process, as recovery from the loan is in the form of reimbursement of expenses.Furthermore, Project implementation is not only a matter of procurement; it also involves staffing,office facilities, etc. Many of these latter concerns must be taken into account in the planningprocess of which budgeting is essentially only one aspect.

Budget implementation is the process by which allocated funds are actually spent for theirintended purpose. Budgets are not released in their entirety to implementing organisations. Rather,this is generally done in phases, depending on approved actual fund requirements (sometimesbased on "slices" of the total budget). For fund requirements to be approved, they must be in linewith existing Government policies and regulations regarding recruitment, purchasing, etc. These,however, may not be in line with Project specifications and requirements.

The intricacies of the procedures for budget preparation and implementation often delay progresson project implementation. As a result, felt pressure on the implementing organisations to procure,to train, to re-deploy, etc. further increases. Ultimately, this could create a situation in whichactions are taken without critical review, only to be seen to act. While this may initially satisfyinput requirements, the intended impact of the Project may eventually become diluted.

1.2.3 Approach to be taken by the Consultant

The main role of the Consultant is in advising the implementing agencies to ensure that the Projectachieves the desired impact. So it is the critical review in which the Consultant would beexpected to play the major role. Notwithstanding, it is first necessary to relieve some of thepressure on the organisations. Hence, the Consultant will focus first on getting the Project off theground, by working with the implementing organisations to pinpoint the obstacles in planning andplan implementation, and developing ways to overcome these obstacles. At a somewhat laterstage, once the organisations have become comfortable with the Project and related procedures,the opportunity will be created to reflect more fundamentally on the Project objectives and howthey can be achieved using a process approach. At that time, desired outputs and impacts will beidentified more specifically, and it will be possible to develop progress indicators. The Consultantwishes to stress that this should be done in collaboration with the implementing organisationsthemselves, through a planning process aimed at developing understanding of and commitment toProject objectives. This may incorporate (elements of) logical framework analysis (LFA) andobjective oriented project planning (OOPP).


As described, the ultimately intended role of the Consultants will be one of facilitation. In thismanner, the existence of the Consultant will become a catalyst for progress by the individualparticipating organisations. Already today, the States have to various degrees advanced projectimplementation with regard to network design, procurement, building, staffing and training. However, the reality is that in the short term some of the organisations are still constrained inperforming their role in the Project. Constraints were observed in (a) assessing and/or reviewingrequirements, (b) adequate phasing of construction works, procurement, and staffing, (c)coordination among implementing organisations, (d) integrating planning of differentcomponents. Therefore, in certain cases the Consultant may have to take the initiative, forexample in designing a management information system for monitoring of progress on the Projectactivities, in developing planning formats to be used by the States in the annual project cycle, indiscussing the principles of the process approach and in developing guidelines for integratedHIDAPs. The Consultant proposes to take these initiatives in partnership with the implementingorganisations, i.e. in close consultation and collaboration. This will assist the organisations toadvance along the learning curve as rapidly as possible, making it possible for the Consultant togradually concentrate more on facilitating the organisations' own activities under the Project, thusproviding maximum potential for sustainability of the Project's impact.

1.2.4 Activities planned for the short term

As the consultants cover a considerable number of professional disciplines, proper attention willbe given to team building. Exchange of views within the team is to enhance consistency in thegoals and approach of the team. Subsequently, the Consultant will assist the State teams tovisualise possible/desirable ways of cooperation and conjunctive analysis and use of thehydrological data.

First and foremost, during the coming year the Consultant will emphasise support to the Statesand the Central organisations to strengthen their project coordination and management. At thesame time the Consultant will be able to investigate and analyse the constraints and opportunitieswith regard to State SW and GW integration and enhancing complementarity in the services ofState and Central organisations. In the direct interaction with the States, the concept andobjectives of institutional development shall be explored and clarified.

In order to strengthen project management, an information system is being developed andintroduced. State Management Consultants will support the State teams. Each State LevelCoordination Committee will be requested and assisted to produce one combined action plan for1997-1998. In November two parallel workshops will be organised for the States on how toprepare integrated plans, whereby activities of the different agencies will be coordinated andsynchronised. At the end of January one workshop at the Central level will be held to finalise theHIDAP documents for the States and for the Central agencies.


1.3 Organisation of the Inception Report

This introductory chapter presents the Project as it relates to the agreements, between the GOI andthe donor organisations, and the role and approach proposed to be taken by the Consultant. InChapter 2 a preliminary assessment is given of the hydrological data need, together with anoutline of the proposed Hydrological Information System. A summary of issues related toimplementing the Project is presented in Chapter 3. Chapter 4 discusses Project ManagementSupport to be provided by the Consultant, including the dedicated Management InformationSystem being developed. Chapter 5 contains a description of the project activities in the first year,followed by the related first year staffing requirements for the Consultant’s team in Chapter 6.

The annexes to this report provide additional details. Annex 1 presents in some detail theobjectives and necessary inputs of the Project. A report on findings of the Consultant’sIdentification Mission to the individual Project States and the central agencies is presented inAnnex 2. Finally, because of the attention for short-term training activities, a presentation ofproposed training programs is included in Annex 3.

__________________________________________________________________________________________Hydrology Project Inception Report Chapter 2: Hydrological information needs Page 2 - 1

Chapter 2 Hydrological information needs

The ultimate objective of the Hydrology Project is to develop a sustainable HydrologicalInformation System (HIS), which provides reliable data on surface water and ground waterquantity and quality. Such HIS includes all components and activities from sensing hydrologicaland meteorological parameters to the dissemination of the data to the data users. The maincomponents of a HIS are the monitoring network for collecting the data and the data centre wherethe data are stored, validated, processed and disseminated (Section 2.4). Efficiency requires thatall activities in a HIS are well tuned to each other to provide the required data timely in properform and at minimum cost.

In the set up of a HIS the first question to be addressed is the type of information the system has toprovide as this determines the layout of the observation network (parameters, network density,observation frequency, equipment) and the data availability in the database. The type ofinformation to be provided requires an analysis of the (potential) hydrological data users (Section2.3). Their data needs follow from their mandates in case of governmental organisations or objec-tives when dealing with NGOs and the private sector (Section 2.2).

The required information may refer to historical data, when dealing with planning and design, butalso to real-time data and forecasts of water quantity and water quality parameters in case ofoperational management of water resources/use systems. To identify potential users of the HIS thefunctions of the surface and groundwater systems have to be known (Section 2.1).

2.1 Functions of the water system

The functions of the surface and groundwater systems in the Hydrology Project and the use ofdata include:

Drinking water supply: data are required to assess the present and future availability coveringquantity and reliability aspects of potable water fulfilling high quality standards and to designmeasures to improve the water quantity and quality;

Industrial water supply: data are required to assess the present and future availability ofprocess/cooling water fulfilling certain limited quality standards;

Discharge of effluents: data are required to identify and monitor the type, quantum andconcentration of pollutants in the effluents;

Agriculture: data are required to assess the present and future water availability vis-à-vis waterneeds for crops;

Irrigation: water quantity and quality data are required for the design and operation of irrigationschemes, spillways and reservoirs. Spillway design requires data on extreme rainfall and riverflows, whereas the design of reservoirs calls for data on the historical river regime.For the operation of the system data on water demands, rainfall, river stages and flows (quantityand quality) in real-time and as forecasts are needed;


Hydropower: data are required for the design and operation of micro, mini and macro-hydropower systems, often in combination with water use for irrigation and flood managementmeasures. For the data requirements see under irrigation;

Forestry: data are required on the variation of groundwater levels and on water quality;

Fishery: data are required on water depth, flow velocities and water quality;

Flood management: design includes e.g. embankments along rivers and canals, culverts andbridges to bypass floods under roads and railways. It requires data on temporal and spatialdistribution of extreme rainfall, on discharge extremes and river stages; such data is needed toderive at return periods of extreme values to be encountered;

Nature conservation: environmental protection: data are required on the natural river stage andflow regime, flow velocities, variation of groundwater levels, water quality and of effects onhuman life;

Recreation data are required on water quality conditions, water levels and flow velocities;

Navigation is not of much economic importance on the rivers under the Hydrology Project, forthe present, but is mentioned here as a (potential future) surface water function for the sake ofcompleteness.

2.2 Priority settings, legislation and constraints

2.2.1 National Water Policy

Data needs of governmental agencies follow from their mandates embedded in legislation andwater policies. The National Water Policy sets the following water allocation priorities:

• Drinking water needs of human beings and animals are the first to charge on any availablewater;

• Irrigation;• Hydro-power;• Navigation;• Industrial and other uses.

The priorities may, however, be modified if considered necessary in particular regions withreference to area specific considerations.


2.2.2 Constitutional and Legal Aspects of Water Resources

Under the Indian Constitution, every State Government has the power to legislate in respect ofwater, and can exercise this power for the whole or any part of the state. The state's authorityextends to all works for use and control of water within its jurisdiction. Thus, water and itsdevelopment is primarily a state subject.

The Union has the power under the Constitution to legislate through Parliament for the regulationand development of interstate river basins. Thus, the authority of the State Government overwater can be exercised within such limitation as may be imposed by law by Parliament, but theUnion - except with the State Governments concurrence - cannot acquire the rights of user or ofconstructing water development works within a state. Except with regard to a few specificprojects (for example the Damodar Valley Development), Parliament has not considered itexpedient to impose any general limitations on the development of interstate rivers and theirbasins.

Parliament gave authority to the Central Government under the River Boards Act of 1956 to setup a River Board for any interstate river, but the Boards are entirely advisory and cannot restrictor control State Governments regarding water. The Constitution authorises Parliament to providefor the adjudication of any dispute between the riparian States regarding use of water in aninterstate river or basin by law. Using this provision, Parliament passed the Interstate WaterDisputes Act of 1956, which sets out the conditions under which a water dispute can arise, andauthorises Central Government to refer any water dispute, which cannot be settled by interstateagreement, to a judicial tribunal for adjudication. In this respect, any of the riparian states can alsoask GOI to set up a tribunal. The tribunal findings are regarded as final for a specified period ofthe award - typically about 50 years.

Under the rights laid down by the Constitution, the power to legislate the control of groundwaterdevelopment rests with the State Governments. The degree to which the states have exercised thispower to date has been minimal.

2.2.3 Constraints

As clearly documented in the SAR, the monitoring networks, equipment and practices andexchange of data is lacking and need strengthening and upgrading. The problems can largely beattributed to weaknesses in the institutional infrastructure within the agencies and between theagencies. The agencies are short of skilled staff, due to lack of training and frequent transfers in aweak-hydrological oriented environment; a career in surface water hydrology e.g. does not exist. This resulted in an overall neglect in maintenance of instruments and installation and lead to theirdysfunctioning. Money was not available for replacements. Procurement procedures anddisbursements of funds are often very lengthy, which frustrates timely implementation andreduces motivation and enthusiasm of the concerned staff. Standardisation of equipment,procedures and exchange of information are strongly hampered by the absence of an interagencycommunication culture.


2.3 Hydrological Data User Groups (HDUG)

During the Inception Phase the Mission met with the Hydrological Data User Groups (HDUG) inthe various states to make a preliminary assessment of the hydrological data requirements. Thisinformation is an important input in the design of the observation networks and the databases andprocessing procedures. In most states the composition of the HDUG appeared to be very limited.Often the HDUGs comprised hardly more than the data providers. NGOs and private companieswere usually not included. Therefore, a critical review is required of potential data users to beincluded in the HDUGs. Based on the functions of the surface and groundwater systems thefollowing list of potential data users can be drawn up:

Governmental Organisations• State Surface Water Department• Central Water Commission• State Ground Water Department• Central Ground Water Board• India Meteorological Department• Irrigation Departments• State Pollution Control Board• Water Supply and Sewerage Board• Geology and Mines Department• Urban Water Supply and Drainage Board• Public Health Department• Hydropower Corporations• Thermal Power Corporations• Industries and Commerce Department• Agricultural Department• Fisheries Department• Forestry Department• Development Authorities• Roads Department• Railways Department• Drought Monitoring Cell• Tourist Board• Universities• Remote Sensing Agencies• Ministry of Transport (for navigation)• Ministry of Environment and Forest

Non-governmental organisations:• Chambers of Commerce• Water Users Associations• Farmers Development Agencies• Environmental Protection Organisations• Tourist Organisations


Private Sector:• Industries: e.g. Paper Mills, Fibre Industries, Cotton Mills,• Engineering Consultants• Contractors

The States have expressed a desire for assistance by the Consultant in the identification ofinformation needs. Accordingly, the Consultant has been requested to prepare and appropriatedraft questionnaire for consideration by the HDUG.

Items to be addressed in the questionnaire include:

• description of data user (name, sector, mandate, provided services, staffing and financing)

• water system use (present and future) with respect to quantity, quality and responsibility

• data use and requirements (parameters, type, required as forecasts, real time or historicaldata, frequency of availability, in what form, accuracy, consequences if not available,appreciation of present status of data supply).

2.4 Hydrological Information System (HIS)

After the analysis of the hydrological data needs in view of considerations discussed in thepreceding sections, the components of the Hydrological Information System can be developed andthe activities specified. A Hydrological Information System, generally, comprises of the followingcomponents:

• an observation network, to obtain the field data;

• a data centre, to validate, process and disseminate the data;

• communication systems to transfer the data from the field to the data centre and exchangedata between databases, and provide information to data users.

Basically, the HIS should provide information on water as a resource to technical administrators,data users, and the public. This information should aim at meeting a variety of purposes such as:

• assessing total water resources;

• to plan, to design, and to operate water projects;

• to assess the impacts of such projects on the future economy and future environmentalimpact assessment.

• the impact on urban hydrology and afforestation;

• to provide information to the public against naturals or manmade hazards caused byexcess or too little water.


The HIS should be able to provide information on water as a source, its spatial and temporaldistribution, its dependability, and finally its quality. With fast growing population and rapidurbanisation there is an ever increasing demand for water related information. The HIS has to bedesigned and observation network planning has to be done for quick start of the project. Later onmodification can be carried out as per need of data users. Based on a first analysis of theinformation on data needs and of the number and type of data providers a provisional set up of theHIS has been made, which is presented below.

The data collected by the state organisations will be stored in hydrological databases located at theState Data Centres. The data collected by the central organisations in the states will also beavailable in the hydrological databases at the district/circle/regional offices and the headquartersof the central organisations. A database therefore consists of:

• a meta information system, which describes the availability of data in all databases, and

• a state/organisation specific information system, containing the field and processed dataof a particular state or central organisation

State and central organisations will be linked with the general database in the Data Centrethrough Data Processing Centres (DPC). A DPC comprises a local database embedded in adedicated surface/groundwater database management and processing system. Each state andcentral organisation will operate its own dedicated system to execute its data validation andprocessing activities. These dedicated systems communicate with the state database only forstorage and retrieval of field and/or processed data. In this set up the HIS comprises the followingcomponents:

Network component, (field offices and stations) including:• surface water quantity and quality network;• ground water quantity and quality network;• meteorological network.

Data centres, comprising:• data collection and primary processing centres at the sub-divisional and divisional

offices;• data processing centres (using dedicated software) at the state and central surface and

ground water organisations and at the meteorological office in the State;• the state hydrological databases at the State Data Centre;• hydrological databases at the regional and national headquarters of the central

organisations.

Communication systems, to exchange data between:• sites and the (sub)-divisional offices;• (sub)-divisional offices and the data processing centres;• data processing centres and the state database; • databases of the states and of the central organisations.

The hydrological data users will be accommodated in the state surface or groundwater data centresto communicate with the hydrological database, using the dedicated database management andprocessing systems available in those centres. These components and the communication betweenthem are depicted in Fig. 2.1 below.


Figure 2.1: Outline of the HIS


In the HIS the following activities take place:

At the station:• sampling of hydrological, hydrogeological and hydro-meteorological parameters;• manual elaboration of flow velocity measurements;• analysis of water and sediment samples;• entry of data in registers and transfer of the registers and forms filled-in to the sub-

divisional office.

At the sub-divisional office:• collection and storage of field data ;• entry of field data in computer files;• recomputation of discharges from flow velocity measurements;• ground water levels from DWLRs;• primary validation of field data;• feed-back to the station in case of erroneous data;• transfer of data to the divisional office;• inspection and maintenance of sampling equipment at the stations;• station catalogue for each station.

At the divisional office:• collection of computerised field data from the sub-divisional offices;• analysis of water quality samples and entry of the results in computer files;• transfer of field data to the surface or groundwater data centre;• administration and accounting.• validation of data

At the data processing centre:• collection of the computerised field data from the divisional offices;• entry of field data in the local database;• transfer of field data to the state database;• retrieval of data from the state database for validation;• secondary validation, correction, completion and compilation of the field data;• transfer of the processed data, for which the organisation is responsible, to the state

database;• preparation of yearbooks.

At the state/regional (i.e. central) data centre:• management of the database;• updating of the data availability;• control of access by the state and central organisations;• control of access by HDUs;• communication with other data centres.

The general layout of the HIS will be determined in a workshop in November 1996 and moredetails are provided in Chapter 5.

State Data CentreData CentreCWC/HQ

DPC - CWCRes. Office

Division

Sub - Division

Field Officeand Stations

SSW - DPC

Division

Sub - Division



SGW - DPC

Division

Sub - Division


DPC - CGWBReg. Office

Division

Sub - Division

Data CentreCGWB/HQ

StateIMD

Office

FieldOffices

__________________________________________________________________________________________________________Hydrology Project Inception Report Chapter 3: Implementation Issues Page 3 - 1

Chapter 3 Implementation issues

The development of an integrated Hydrological Information System as outlined in the previousChapter involves a number of different elements and aspects. The individual system elements tobe developed are the networks for generating primary data in (units of) the participatingorganisations dealing with surface water, groundwater, hydrometeorology, and water quality,together with the relevant data processing and validation systems. This entails a scientificreview for total optimization and representative character of each network, to enabledevelopment of an overall HIS by integration through data exchange of independent systems inthe different organisations. The individual data collection and processing systems will thusbecome deconcentrated elements in the HIS.

Across these system elements there are three general aspects to be addressed in the Project.These are the institutional constraints faced by each implementing organisation in becoming anactive participant in the HIS, questions regarding database management in and between thesystems to allow integration through communication, and development of knowledge, aptitude,and practices of personnel (to be) assigned to the different organisations. The interrelation ofthese main Project activities is depicted in fig. 3.1 below.

Institution Development

Information System Development

Human Resource Development

Integrated and InteractiveHydrological Information System

Fig. 3.1 Relation between main project activities

S WMeteo

G W W Q


The identification Mission to the Project States has looked into the first issues to be dealt to beableto make progress on institution development, technical development and training. Among theseissues, those that are State specific are summarised in Annex 2. This Chapter discusses issuesof a general nature for each of the main project activities.

3.1 Institutional strengthening

3.1.1 General observations

There are two levels of intervention to be considered:

• organisation development to improve the internal structure and operations; • institutional development to improve inter-organisational coordination and cooperation.

Organisation developmentThe Project addresses organisational strengthening in terms of improving the infrastructure andfacilities of the organisations involved and capacity enhancements to develop a reliable andsustainable information system. Basically, the agencies are supported with additional inputs,like buildings, equipment, vehicles, incremental staff, and an O&M budget. However, bythemselves these inputs in individual organisations do not necessarily result in integration ofthe HIS. This integration must be achieved through adjustment in existing organizationstructure, positioning of Hydrology wing, reorganising and strengthening the communicationlinks between various levels within and between organizations.

Institutional developmentThere is a need for institutional development in terms of improving the hydrologicalinformation system itself, i.e. the assessment of actual hydrological data user needs and thedesign of the data collection network accordingly. Apart from standardising hydrological datacollection methods and developing uniform data formats, this involves clarification of each dataproducer's mandate in relation to other data producers (including e.g. Public HealthEngineering, Water Supply and Sewerage Board, and the State Pollution Control Board) andwhich actual data needs exist among the data users. Only thereafter an adequate data collectionnetwork can be designed. Subsequently the required interaction and interlinkages between thevarious agencies can be worked out, particularly regarding coordination and cooperation:

• between State organisations;• between State and central agencies;• between the States.

Between State organisations. First, this involves joint design of an integrated network forsurface water stations, groundwater stations, meteo-stations and water quality sampling sites.Second, cooperation could focus on administrative and financial procedures that might stand inthe way of (a) using joint or adjoining offices, laboratories, data centres, libraries, (b) crossvalidation, joint analysis, studies and surveys, publications and training, (c) joint use oftransport facilities or drilling equipment.


Between State and central agencies. The complementarity of the State and Central agenciesshould be worked out in more detail, e.g. in terms of data requirements for macro and microplanning, respectively. This would enable adjustment and expansion of both data collectionnetworks accordingly. Data needs analysis among hydrological data users should also makeclear who is to produce the required data.

Between the States. Policy making in Indian government follows three principles of authorityapplied side-by-side: central, concurrent, and state. Water affairs are strictly controlled by thestates. This has made it very difficult to come to overall water resource allocation, whether atthe National Level or per river basin/ catchment area/ watershed. The Hydrology Projectemphasises standardising and integrating State information systems, and promoting interactionbetween the State networks and organisations.

3.1.2 Organisation

A new, doubled or tripled network of observation wells or gauging stations with differentfrequencies of taking measurements and with computerised data recording, might require adifferent set-up of district offices with a revised staffing pattern and other transportrequirements.

In all States the SW and GW organisations consist basically of the same units, but are oftenstructured and staffed differently. In most States the organisations have been brought under oneSecretary and Engineer-in-Chief. However, sometimes surface and groundwater wings areheaded by respectively a Chief Engineer and a Director, sometimes by two SuperintendingEngineers. Harmonisation of staff levels is suggested.

Moreover, SW and GW organisations have traditionally different territorial boundaries andheadquarters. It should be explored with the States to which extent these differingadministrative structures can be harmonised. Combining divisional offices, labs and datacentres could greatly improve operational as well as cost-efficiency.

3.1.3 Finance

Release of funds. All States have committed to the Project and agreed to make budgetallocations over the six years of the Project. However, only few States have actually approvedand released the funds for 1996/1997. A special account for a Revolving Fund under the BankLoan could be looked into. Such a Fund would provide working capital for expenditures for alimited period of time, and would be replenished through reimbursements from the Projectaccount by the World Bank. However, despite the appealing nature of a revolving fund system,it must be noted that restructuring of state and/or national procedures for the benefit of a singleproject will be very difficult unless this benefit is recognised in a much broader context and it isagreed that it does not stand in the way of existing higher-level regulations for budgeting andproject implementation.

Irrespective of whether Revolving Funds can be established, the current procedures forbudgeting, financial approvals and disbursements, etc. should be reviewed to eliminate existingprocedural problems.


Financial sustainability. An upgraded and expanded monitoring network, with additional staff,modern equipment, and an increased vehicle fleet is expensive. The project budget covers allcapital investments and also the incremental O&M costs. However, this applies only for theduration of the Project. Once the Project is completed the States will have to bear the O&Mcost themselves. For some States this seems to be a heavy burden for the recurrent budget.

Project budgets. It has been observed that there is a rather wide variation in recurrent cost estimates among agencies (ranging from Rs 114 to 42 million for a six year period).

3.1.4 Staffing

Staff motivation and quality. It is essential that initial postings are of well-qualified andmotivated technical staff. Apart from the fact that this is required to get a completely newWater Hydrology Wing started, it will also attract other competent staff to join, which shouldcreate the momentum that is required. Since staffing will almost exclusively be done throughredeployment, it should be avoided that other sections of the Irrigation Department or PublicWorks Department indiscriminately send their redundant and low-performing staff over to thenew organisation for Hydrology. Having no background or training in Hydrology, they willrequire a basic skills training in combination with adequate on-the-job training.

Redeployment. In most organisations the establishment ('sanctioned staff strength') isconsiderably higher than actual staffing level. Vacancies can only be filled throughredeployment, other than in cases where exceptional expertise is required. Also additional orincremental staff requirements must be met through redeployment from the own Department.

In most States the sanctioning of (additional) posts is still pending. The Consultant believesredeployment might take much longer than anticipated, because in most cases personnel to beredeployed have yet to be identified and accept the new posting.

Personnel budgets and sustainability. Since there is no actual increase of Government staff inthe Project, the provision for 'incremental' staff as budgeted in the SAR means that StateGovernments experience a temporary budget excess for staff salaries and allowances. Thisexcess may be reallocated to other budget priorities by the States. This could become aproblem if such alternative use of funds would not be limited to the duration of the Project. After all, upon completion of the Project all financial responsibility will return to theimplementing organisations, at which time they have difficulty in making their presentlyexisting budgets available again. It is recommended that this issue be taken up by the NLSC.

Phasing of new postings. The Consultant recommends integrated planning of redeployment.Staff should only be transferred once the new duty station (data centre, lab, gauging station) isoperational, the equipment is available or installed, and the staff can be given the necessarytraining.

Laboratory and Data Centre staff. All the staff assigned to the labs will need thoroughtraining. This also applies to the personnel for the data centre. As there will be for some staff amajor change in their job, the hydrology organisation may require assistance in drawing up jobdescriptions, together with job specifications listing the qualifications of prospective staff. Inline with anticipated gaps between these specifications and capabilities among staff expected tobe redeployed, a preliminary identification of training needs must be made.

Engineers, hydrologists and geologists. If incremental staff positions are to be filled throughredeployment, e.g. of Irrigation Engineers to water quality laboratories and the computer data


centre, the staff involved would not have the required background in chemistry or computeroperations. Consequently, the Consultants foresee considerable training problems to achieveadequate operational standards.

3.1.5 Buildings

State Water Data Centres, monitoring stations, laboratories. Plans have been submitted forapproval by the W.B., which indicated that uniformity of buildings for State Water DataCentres is under study. Most States requested support from the Consultant to draw up abuilding plan, Terms of Reference and tender documents for the civil works to be executed.The Consultant will provide guidance to the States in this regard.

3.1.6 Procurement

Procurement pressure. As the Hydrology Project has been underway for some time beforecommencement of the Consultant's activities, there is notable pressure to increase procurementtargets for the short term. This practice is not feasible in some States where funds are yet to bereleased. Attaining targets is even more difficult due to unrelated general government decisions. For example, the ban on procurement of vehicles. However, the Consultant has learned that forreplacement of old vehicles a special sanction can be requested from the Principal Secretary.

3.1.7 Hydrological Data Users

Linking data users and providers. A general finding is that, where agencies have a particularneed for hydrological or meteorological data, they usually cater for this need themselves. Forexample, in Kerala the SPCB has a network of sampling sites and laboratories, and the SEB hasa comprehensive network of stations. As these data are crucial to the organisations' individualoperations (planning and decision-making), they will collect, process and store the data strictlyin accordance with their requirements in terms of formats, relevancy, quality and continuity.

This shows the fundamental difficulty for implementing agencies to provide this type of high-quality data for use in an integrated system, i.e. one that meets said requirements for all users,when there exists no direct link to actual planning and decision-making on water resource use.


3.2 Surface water and Hydrometeorology

3.2.1 Surface Water

The SAR indicates improvement of existing observations systems as a primary activity for allthe participating states and central organisations in peninsular India. This needs to entail notonly improvement in the data collection infrastructure and avoidance of duplication betweenthe states and CWC, but also a review of network planning so that the networks are adequate tomeet the needs of basin water resources evaluation, support basin water planning andmanagement and the design of the hydraulic infrastructure.

Guidelines and national practices . The guidelines and national practices in the field ofhydrometry is an area that is weak as reported in the SAR and as noticed during theIdentification Mission. Often the sampling interval used for stage gauging, particularly at thesites located on smaller streams, is far too large to obtain a reliable picture of the river regime,particularly with respect to the extremes. From the day-time recordings it appeared in a numberof cases that floods passed the stations in the night. In some states no observations are takenduring Sundays and holidays, thus creating serious gaps in the records.

Discharge measurements . In most states, particularly in Orissa, Andhra Pradesh and TamilNadu, discharge measurement is either sparingly done or not done at all. At high flows in allthe states the use of non-standard floats is a common practice. Only in Maharashtra and Gujarathydrometry is practised at some of the stations in a way to get reasonably accurate estimates.Even such hydrometry is by sectionalising 15 to 20 segments and taking velocities at 0.6 of thedepth (0.6D). Taking velocity measurements at 0.2/0.8D or occasionally full velocity profiles tocheck the accuracy of practices has not been observed.

Sediment measurements with depth integrated sampling is often not done in the stationsvisited by the Identification Mission. Sediment sampling for obtaining a representative sampleis not well known or appreciated. Often samples are collected near the banks. Analysisprocedures at site laboratories need a fresh look and review. Bed material sampling also needs afresh look. Measuring of concentrations, coarse, medium, and fine fractions of suspendedsediment and the use to which the same will be put is not clear and is not well known.

Current practice fixes upstream and downstream gauges 100 meter away on either side ofcentre line gauges. Separating distance has to be appropriated considering the prevailing bedslopes and other phenomena such as wave celerity, backwater effect, etc.

State and central coordination. To avoid duplication and ensure that monitoring networks takeinto consideration the local effects and the data needs, close interaction of IMD, CWC, andstate surface water department was envisaged in SAR through SLCC (State Level CoordinationCommittees). Frequent meetings of the SLCC are not taking place and this aspect ofinterdepartmental technical coordination is also not reflected in the agenda of such meetings sofar held. In the matter of choice of appropriate sites, in the absence of guidelines jointinspections would have provided needed technical inputs. Such technical interaction has alsonot taking place.


Staffing and operational costs. Many states face the problem of staff deployment on one side,while they want to continue synoptic discharge measurements at every station. Some stateshave reported that discharge measurement is done more than once in a day in the flood season.Where a stable stage-discharge relationship is present, there is scope for continuing only stagereadings and discard discharge observations synoptically. Such a selected approach can resultin staff reduction and saving in operational costs. Some of the states are planning to have anumber of FCS and AWS for sampling climate variables other than rainfall. Since themeteorological variables such as temperature, humidity and evaporation or sunshine data aremore uniformly distributed, a dense network of FCS may not be cost effective.

HDUG. In most states a state level HDUG have been formed but the membership needsconsiderable expansion to cover all users. The HDUG meetings have to be held morefrequently, for the data generators and users to interact. Many of the hydrological data userswhom the Mission had opportunity to interact with are unaware of their water datarequirements, except for making very general statements of what work is being undertaken bythem. It has been suggested that a suitable questionnaire will be made available by Consultantsfor use by a select group of the state, to individually interact with the users and finalise theirreplies to the questionnaire in order to define the user needs.

Data validation is within the state and central organisations needs improvement. Basically onlyrecalculation of velocity measurements is practised. Consistency checks, whether withneighbouring stations or with meteorological observations, are often not being carried out. Thepresent lack of data validation is partly due to the absence of exchange of information betweenthe state and central organisations.

R & D. The SAR lists the following generic research and development items:• improvements to reservoir instrumentation and management;• reservoir sedimentation surveys;• monitoring of return flows;• improvements to real-time Water Resource Management, including improved telemetry

systems;• flood forecasting studies.

The tasks are to be identified and the approach needs to be specified for implementation and formonitoring. In states where sophisticated reservoir surveys are planned, no documentation wasavailable specifying the concept, approach and work plan. In case of states proposing to studyreturn flows, no documentation existed specifying the project, study area and control points,where measurements are needed.

In states proposing real-time water management, no plan exists as to how the real-time systemshould function. In the case of telemetry systems operational plans, radio survey and frequencyallotment from WPC of GOI are all not available. Studies are also needed for setting upforecasting systems and possible forecast lag times. The mission advised the states to involvesome research institutions and frame the appropriate documentation.

Sophisticated instruments included in the SAR, as can be made available under the project,and specifications and procurement thereof can however be monitored separately.


3.2.2 Hydrometeorology

Improvement of existing hydrometeorological observation networks for all the 8 participatingStates and Central organisation is an important activity under Hydrology Project. For achievingthis target, a review of network planning is necessary jointly by IMD, States and Centralorganisations to avoid duplication and to give due representation to areas (sub-basins) wherethe network is sparse.

Reliability of data . At present, the States have no definite information on the functioning ofmost of the rain gauges and Climate Stations. The reliability of data collected is to beestablished. Related to this, data of most of the rain gauge and climate stations maintained bythe States are not accepted by IMD due to non-standard or defective instruments and badexposure conditions. Additionally, data processing and tabulation procedures in many of thestates could be improved. To help remedy this situation, the reliability of rainfall and climatedata collected by the States is required to be established through joint inspections with IMD.States which have autographic meteorological instruments do not undertake the tabulationwork. A close coordination between States and IMD is necessary so that useful data arecollected, processed and stored under IMD’s technical control.

Review of network planning . Several State and Central agencies are maintainingmeteorological networks but there has been an incomplete review of network planning. TheConsultant advised all the States to have joint discussions with IMD and CWC and review therain gauge and climate networks, keeping in view the spatial and operational needs. Jointinspection and installation programmes should be carried out.

Procurement process . The procurement process has been delayed in all the States, althoughIMD has already circulated the specifications of meteorological instruments. Procurement ofinstruments for which specifications have been circulated should be taken up as soon aspossible. Due to the non-availability of incremental staff and vehicles, the initial planning ofinspection and installation programmes could not be finalised.

Untrained staff. Mostly untrained staff is manning the State rain gauge and climate stations. Inaddition, many of these staff are only part-time employees. Thus, most of the states havedifficulties in deputing their field staff to the IMD training centres located outside their State onadministrative grounds and language problems. IMD has been requested to depute their trainersto the states for giving basic training to field staff. Training of Supervisors, and Senior Officersis arranged at IMD training centres at Pune. Training of all staff could be planned in batchestogether with nodal agencies like IMD, CWC and CGWB, so that continuous and regulartraining programme becomes available to all states.

3.3 Ground Water

3.3.1 General

The construction of computerised groundwater data bases and the establishment of integratedmodern monitoring networks are major objectives of the HP. Successful implementation ofthese objectives will contribute significantly to improve water resources assessment andenhance optimal management. The computerised HIS as envisaged will provide up-to-dateinformation as to the groundwater system and its reflection to natural fluctuating conditions,increased exploitation and associated water quality issues.


It should be stressed that although quality issues under HP are dealt with under a separateheading, they form an integral part of the groundwater and the surface water issues and shouldbe considered together. Basically, the water quality monitoring aims at differentiating betweennatural background conditions and anthropogenic interference effects. Since water qualityreflects the hydrogeological flow regime, both groundwater levels and quality parametersshould be monitored and analysed over integrated networks.

All participating agencies share the view that such a system is urgently required to meetincreasing groundwater demands and quality deterioration. This should pave the way for asmooth implementation of the HP objectives. The implementation procedures includeconceptual as well as practical and technical issues, which together will guarantee the creationof the comprehensive and efficient HIS envisaged. The main procedures which may followprogressively and parallel when possible, include:

• Identification of the data requirements of all state and national parties concerned withgroundwater, including consumer organisations, monitoring, exploration and researchinstitutions and management and decision makers entities;

• Formulating standard procedures and layouts of data acquisition, storage .and retrievalfor routine work;

• Design and development of integrated automatically recorded water table monitoringnetworks, which is accompanied by water quality monitoring schemes;

• Computerisation of historical GW data which include all the available informationrelated to monitoring as well as production wells, aquifer parameters and quality data;

• Design and operation of data bases and processing systems;

• Training courses and on the job follow ups;

• Research and development applied in pilot projects.

3.3.2 Present Situation

Very little progress could be achieved during the year 1995-96 in all the participating Statesand Central Ground Water Board (Regional Offices) due to delay in obtaining Governmentsanctions for the necessary budget and staff requirements of the project. The programenvisaged for 1995-96 has been readjusted in the programs for the years 1996-97 and 1997-98,so that all the physical works envisaged in the Project could be completed by the end of theyear 1997-98. In case of the ground water sector of the project, the most important physicalactivity is the construction of purpose built observation tubewells (key wells) and as per theprojected plans this work will be by and large completed during the years 1996-97 and 1997-98.


Procurement of equipment.. In all the States, the necessary preliminary actions related to theprocurement of equipment and construction works have been taken up. Most of the States haveprepared the draft tender documents for works and material/equipment required and have eithersubmitted them or prepare them for approval.

Coordination. Coordination between the State Ground Water Organisations and respectiveCGWB Regional Offices generally is good, except in Madhya Pradesh, where there isconsiderable scope for improvement. During the meetings of the Hydrology Data User Groups(HDUG) held during the visits of the Consultants to the participating States, it was noticed thatthe groundwater users are not well represented in the HDUG. Proper representation andintensified activities are necessary to ascertain the actual requirements of GW data users,authenticate the multi-use data collection procedures and standardise the GW data formats forstorage and retrieval.

In case of the Central Ground Water Board, action for procurement of all equipment requiredby its various regional offices under the Hydrology Project, rests with the Central Head QuarterOffice. Similarly the Central Head Quarter Office is to finalise a model tender document forconstruction of observer tubewells by private contractual job, duly approved by the WorldBank, and send it to all its regional offices. This model is to be followed by the regional officesfor floating tenders for construction of observation tubewells. In all its regional offices, theincremental staff required for the Hydrology Project has been positioned, except for the staffrequired for the data centres and a few other personnel.

Training. The mission identified the need for proper training to the staff involved in variousactivities under the HP, related to establishment and maintenance of the modernisedgroundwater observation well networks, Groundwater Information Systems and upgradedchemical laboratories. While framing the training programs, the different work culture anddifferent practices prevalent in the States have to be taken into consideration.

3.3.3 Strengths, weaknesses and need for support

Joint committee. All the State Groundwater Departments and the concerned Regional offices ofthe Central Ground Water Board have agreed on the establishment of a joint committee tocoordinate site selection of “key wells”, on which Digital Water Level Recorders are to beinstalled. Committee activities should be documented by detailed location maps and documentswith all pertinent details (location, depth, construction design, aquiferial unit to be monitored,etc.). This action is supposed to yield an overall integrated layout of the state and centralmonitoring networks which will reflect best the respective hydrogeological regime, withoutduplications and overlapping "key wells". All the states also agreed, in general, to synchronisethe frequency of manual water level measurements in their respective network observationwells with the frequency exercised by the Central Ground Water Board.

Computerised data bases. All the State GW Organisations and CGWB Regional Offices aregenerally weak in the development of computerised data bases. Karnataka and Maharashtra aresomewhat more advanced in this regard and in Gujarat all the historical hydrogeological datahave been computerised under an externally aided Water Resources Development &Management Project. All the states need immediate support for developing data bases. It is,therefore, necessary that a workshop on the design and operation of databases is organised bythe Consultants, to provide necessary know-how and training to concerned officers of the stateand central agencies. Continuous advice and support in the implementation and the initialoperation stages should follow to ascertain the assimilation of proper computerised techniques


and procedures. To start with, all participating agencies should be advised in computerisingtheir historical hydrogeological data into common spread sheet and data-base software.

Formats and procedures. Each of the agencies involved in the HP have different formats andprocedures for monitoring, processing and presentation of data. The need for integrated databases requires a coordinated approach to standardise their operations. Consultants support isrequired to review the present situation, advice on standard formats and procedures for dataacquisition, processing and dissemination and conduct a workshop to discuss theirmodifications and adoption.

Specifications. Specifications for all the hydrological equipment required under HP have beenfinalised and formally supplied to all the participant State Ground Water Organisations and theRegional Offices of the CGWB.

Specific issues related to the implementation of the Hydrology project in each State, thatemerged during the discussions with the officers of the State Ground Water Departments andthe concerned Regional offices of the Central Ground Water Board are discussed in Annex 2.

3.4 Water Quality

Existing situation.. Responsibilities with respect to monitoring and preserving water quality inthe country appear in practice to be diffuse. This is particularly so with respect to surface water.With the country's economy and industrialisation experiencing rapid growth, and an everincreasing population pressure, water quality needs to be given much more priority than itcurrently receives. It is now widely recognised that rapid industrialisation and urbanisation processes as well asuse of fertilisers and pesticides in agriculture contribute considerably to the deterioration ofquality of precious water resources. Enhanced water quality monitoring should, therefore, beundertaken as a matter of urgency, to provide a firm basis for the planning of eventuallyrequired remedial measures.The existing pattern for water quality monitoring is a project oriented approach, whereorganisations with information needs are making their own measurements at the specificlocation(s) of concern to them. This approach does not contribute to long term understanding ofwater quality.

Identification of mandates and objectives of water quality monitoring. In order to have aneffective implementation of the Hydrology Project with respect to water quality monitoring, themandates of the agencies involved must be defined. At present, the mandates of the central andstate agencies participating in HP with respect to surface water and groundwater quality do notappear to be well defined, in particular at the state level. Additionally, documented mandatesand objectives of the central organisations are not necessarily known at the Regional orDivisional level.

Coordination between agencies. Coordination is required between State and Central agenciesinvolved in surface water and groundwater quality monitoring. This is necessary to avoidoverlap between their monitoring networks, and to develop complementary policies andstrategies with respect to water quality monitoring and pollution control. Cooperation to ensureequal professional standards in the various chemical laboratories is also necessary.Several agencies which are not involved in the Hydrology Project are also monitoring waterquality, including, among others, the Central and State Pollution Control Boards, Ministry ofEnvironment, Public Health Departments, Water Supply and Sewage Boards, and AgricultureDepartments. At the very least, these organisations should be members of the HDUG. Other


possibilities of involving these organisations with the development of the HIS should beexplored.

Water Quality Monitoring Programs. Because the mandates of the HP agencies are not clear, itis difficult to evaluate the monitoring activities which they are conducting, especially thenetworks (i.e. location of monitoring, frequency of sampling and parameters of analysis). Thestates and central organisations do not have a good rationalisation of their existing programs,nor of the expansions that are planned.

Organisation within agencies. Where there are two or more chemical laboratories within oneagency, there must be one 'head chemist' who has technical oversight of all the laboratories sothat they are functioning in a similar and coordinated manner. Regular visits to all thelaboratories to check operating procedures and data processing would be required as part of thecoordination task. An inter-laboratory quality control could also be implemented in thismanner.

Laboratory Design. Many organisations will be having new laboratories as part of theHydrology Project. It has been seen during the visits to the States that there is are largedifferences in the planned laboratory accommodations, ranging from 60 m2 to 600 m2. Generalrecommendations at this time are for approximately 200 m2 (2000 ft2) for a Level II lab, andapproximately 250-300 m2 (2500-3000 ft2) for a Level II+ lab. These areas are also consistentwith the budget provisions for laboratory civil works as given in the SAR. Detailed recommen-dations as to the set up of laboratories including special instrument room, microbiology room,wet laboratory, sample storage, offices, etc. will be prepared by Consultants in the very nearfuture (October/November 1996) and distributed to all organisations.

Use of level II+ laboratory specialised equipment. Few of the organisations upgrading orestablishing Level II+ laboratories have given much thought as to how they will use newequipment such as AAS or GC. In many cases, organisations do not know the functions orcapabilities of these items. Given that these are both expensive and sensitive instruments (thusrequiring regular use and maintenance), some attention and planning for their use should bemade before procurement. This planning will need to be consistent with the objectives of thewater quality monitoring.

Procurement of laboratory equipment. In all cases, equipment procurement should be tuned tothe availability of laboratory space and trained staff who can use the equipment. For manyorganisations, timely procurement of laboratory equipment may be difficult if new laboratoriesare not yet completed (in several cases land acquisition is still not finalised and completion ofconstruction may still take 2 years). If existing laboratories have sufficient space, new equip-ment procurement should proceed and equipment can immediately be used.Where existing space is not sufficient, or where completion of civil works is required,temporary space should be found if possible. Exceptions to this can exist if an organisationalready has one established laboratory, and the need for additional laboratories is notcompletely justified (the Kerala Groundwater Department is an example). In such a case, it maybe better to strengthen the existing laboratory and proceed in a step-wise manner to set-up newadditional laboratories.

In all cases, it is recommended that because they are quite sensitive instruments, the GC andAAS for Level II+ laboratories should only be installed in their permanent location. This maycause problems with the procurement schedule as required by the World Bank, if new buildingcompletion still needs several years.


Sample Collection. Too little attention is being given to sample collection for water quality.Examples from surface water include lack of Dissolved Oxygen samplers at most of the CWCstations. Also, many groundwater organisations report collection of stagnant samples in someof the groundwater tube wells. In the future, procedures will have to be given more attention,especially as the analytical results of pollution related parameters (heavy metals and organiccompounds) can be strongly affected by sampling and sample preservation procedures. In thegroundwater departments, the introduction of new sampling procedures for tubewells usingcompressors or pumps will need attention, as will the use of field monitoring kits. Proceduresfor preserving and transporting samples to laboratories will also have to be established.

Level I laboratories. More attention needs to be given to the functioning of Level I site labora-tories where measurements of temperature, and analyses of EC, pH, and Dissolved Oxygen aremade. Field visits to some of the Level one labs indicated a variety of problems from samplecollection to 'drifting' pH readings. Especially because the field observers carrying the waterquality tasks probably do not have any background in making chemical measurements, one ofthe main (surface water) laboratory chemists should have responsibility for the functioning ofLevel I labs. There should be a regular program to visit/inspect Level I labs and provide neededassistance.

Analytical Quality Control. Procedures for laboratory quality control as yet do not exist in anyof the laboratories visited. Procedures will need to be established for quality assurance ofresults: within 1 laboratory (intra-laboratory control); between 2 or more laboratories of asingle organisation (inter-laboratory control); and between laboratories of differentorganisations (also inter-laboratory control). These procedures will be necessary to ensure thatresults from different laboratories are comparable. It is, for example, quite possible that theanalysis of the same sample in a CGWB laboratory and a SGWD laboratory could yield signifi-cantly different results, which hampers the development of a sound common data base ofgroundwater quality data in a state.

Staffing. Many of the existing laboratories are understaffed with respect to qualified staff. At anumber of agencies vacancies exist and there are difficulties in filling these. Given that labora-tories require specialist staff, these additional and vacant posts can generally not be filledthrough re-deployment. Many of the agencies indicate that vacancies at higher positions aretypically filled by promotion, and new hires (if any) occur at the junior positions. This in manycases has resulted in staff with many years of experience, but no real expertise, initiative ormotivation at the senior positions. Many of the State agencies have indicated that newlaboratories to be established will probably be headed by transfers and promotions from theexisting laboratories. Such procedures may result in laboratories that are not in charge of wellqualified staff. In many cases, recommendations have been given to have new hires of wellqualified chemistry staff with a minimum requirement of M.Sc. chemistry.

Staff capabilities to tackle water quality problems need to be (further) developed in all agenciesparticipating under the HP. This includes the capability to take up pollution studies and to usethe results of water quality monitoring for the planning and implementation of water resourcesdevelopment and management measures. Few laboratory staff appear to be involved in furtheranalysis of water quality data or in water quality studies. Often analysts know little of whateveruse is made by their own or other agencies of the published water quality data. Feed-backbetween those who use the data and those who monitor the data appears to be extremely rare.Staff often appears to be frustrated due to a lack of career opportunities as a specialist and,perhaps more important, the pervasive lack of interest and priority of the higher echelons inwater quality as an issue. The fact that almost all laboratories are under the command of(geo)hydrologists or civil engineers is often felt as a disadvantage, prohibiting proper interest


for the subject. A general lack of (scientific) interest in water quality was often reported to existin the higher echelons.

Within the new Data Centre units at State and Central levels, a water quality specialist wouldneed to be employed to:

• undertake a primary analysis of historical and new water quality data; • prepare annually comprehensive overviews of the current state of water quality and the

aquatic environment in the concerned state or region; • conduct in close cooperation with the chemists of the laboratories surface water and

groundwater pollution studies; • initiate remedial action as the need arises.

3.5 Data base management and communication

Surface water data. As concerns CWC, the manually or automatically recorded data are sent to thesub-divisional centers, where the data are to be computerized after routine validation. The validateddata will be forwarded to the next level of hierarchy, i.e. data center at the division level where thedata are to be further reviewed and validated and forwarded to the regional centres of CWC. For thestates the final destination of the processed data are the state level data banks. The states willtransfer some of the data to the national level to create a comprehensive national level data bank.

Ground water data. Raw data are collected manually or through Automatic Water Level Recordersfor a large number of observation wells at a pre-determined frequency. The frequency of manualobservations is generally low. In CGWB, the data are generally sent directly to the regional officesfor data entry and validation, from where the consolidated data are forwarded to the central office.In case of state GW boards, the data are collected at the district offices, entered into the computerafter due validation and sent to State Data Centres via Regional offices.

Status of computerisation in participating agencies. Some of the states and central agencies havemade isolated attempts to computerize its hydrometric data. These attempts were largely due topersonal initiatives and not based on any systematic programme, while the adopted systems are oflittle use for the project. There is a wide variation among the participating organizations in mattersof computer proficiency, literacy and awareness, but whatever is there is insufficient to support theprogram without adequate further training. For example, there is little familiarization with operationin a Windows environment. The computer hardware available among the agencies is generally oflittle substance. It is observed that all available computers function as stand-alones and are MSDOSbased. There are no file servers in use. Lotus-123 is often used for data-entry and data storage,while dBASE is used by exception.IMD has a computer center at Pune. The computer facilities are updated from time-to-time. It doesnot use database software for the storage and retrieval of the data. The CWC has just initiated itscomputerisation process.

Software applications. Certain special application software is available with a few agencies.Several CGWB regional offices have the GIS based MODFLOW software for Ground WaterSimulation Modeling. GIS peripherals and software are found in only a few places, but suchsoftware is not fully exploited either due to either lack of skill or missing modules.


System design. System design and development calls for a high level of technical expertise, usageof appropriate development tools and adherence to standards. It is recommended to engageexperienced developers who would function under close coordination of the concerned specialistproject consultant.

Hardware specifications. The SAR provides details of hardware sets to be procured for variousoperating levels of the project. Considering the speed of technological developments in computers,the specifications and cost estimates as given in the SAR need to be revised. Availability of well-defined specifications is essential to ensure compatibility among all the systems to be procured, andConsultants will provide the same as soon as possible. This will, however, require analysis of userrequirements at various levels of the system (system requirements). The specification of thesystems should be critically weighed against the users capability and requirements. Verysophisticated system may introduce negative factors like problems in systems maintenance, reduceduser friendliness and a demanding operating environment. The problem of maintenance ofequipment in remote areas with difficult accessibility should also be taken into account.

Procurement.. The procurement schedule should be phased in line with the progress of otherinfrastructural development. The procurement and installation should also be coordinated withtraining. It is proposed to acquire some of the common and inexpensive systems at the beginning,mainly to be used for training and the transfer of historical data from paper to magnetic media. Asthe development of the systems at various levels takes place, the procurement of more specializedand expensive systems can progress simultaneously.

Acceptance of systems. The consultants will lay down various checks and tests to be conducted foracceptance of different categories of computer equipment. These will consist of guidelines andprocedures which will ensure that the supplied equipment is received as per specifications. Theacceptance will cover both hardware and software so that there is complete uniformity andcompatibility in the operation of the system among all the agencies. Installation of Systems. Draft specifications for space, power supply, environment and otherconditions for various types of systems will be provided by the Consultants for approved by thespecification committee of CWC and CGWB.

Communication. The communication concept through computers is yet to be properly understoodby the participating agencies. This applies to both communication within the agency and betweenagencies. In general the collector of information is the owner of the information. He controls theaccess to the information by data users, who gets the information in the form of papers, as the dataare generally not stored on a magnetic medium. Consultants will examine the state-of-art ofcommunication networks in India (which develops at high speed) and propose a compatible system,in order to achieve maximum benefits from the project.

Manpower. The concept of a Data Center and its responsibility for data management is yet to beproperly understood by the agencies. Normally, there is no trained staff available to manage theactivities of the data centres to be established. Consultants will examine the volume of data inflowand accordingly suggest optimal manpower requirements for the Data Centres. The computerised database system will have several levels starting from data collection at the site,right upto the National Data Centres. It may be described at four operational levels, each with itsspecific staffing and training requirements:

• data entry at collector level;• data supervisory staff;• database manager;


• database systems administrator.

Training.. The required training for HIS can be subdivided into the following categories:

• familiarization training for the introduction of Pcs;• training of data entry operators;• training of middle level supervisors with limited knowledge of database trouble shooting and

system functions;• systems managers with ability to do more complex tasks of database administration and

maintenance.

3.6 Training services

The project will introduce standard procedures for data collection, processing, validation andmanagement including the use of software for routine quality control and general waterresources analysis. The basic objectives of the training programme are:

• to ensure that these standardised procedures are followed uniformly throughout the projectarea, and

• to sustain the staff capabilities developed during the project period by continuous internal

training within the agencies without further external support by institutionalising training.

Specific issues noticed in the SAR and during the Inception fact finding are listed below. Mostof these issues have to be on the agenda of the National and State Hydrology TrainingCommittees (NHTC and SHTC)

3.6.1 Institutional setting for training

• The National Hydrology Training Committee (NHTC) with members and representativesfrom the participating central and state agencies has the overall responsibility of theorganisation of the training programme. Proposals for training courses, workshops andseminars would be reviewed and approved by NHTC to ensure standardisation of trainingmaterials and maintenance of training quality.

• The training consultants function as advisors to the NHTC and State Hydrology TrainingCommittees. The training consultants will assist NHTC in consolidating, monitoring andassessing the effectiveness of training.

• Central and State level training institutes are as yet to be identified for Water QualityMonitoring, Data Base Management and Training Development.

• The nomination of State Level Training Coordination Committee and TrainingCoordinators is as yet not completed.

• As a matter of policy, all training for sub-professionals, and junior professionals who arelarge in number and who perform routine tasks, will take place at State level Institutes.Some National Institutes still prepare for nationwide Staff training. For instance, IMDproposed a four week course to about 2600 hydromet observers at the IMD training


centres in Calcutta, Pune and Madras. Participation cost have been budgeted twice, bothby the participating agencies and IMD.

• Not all State level Water User Organisations arrange for the capacity to undertake selectedparts of training development under own management. Training design, evaluation,selection and mobilisation of participants should definitely be kept in their own hands asthese matters closely relate to in-house human resources development. Production oftraining materials may, in the HP context, take place at Central Institutes but site specificadaptations, translations etc. will always require some internal desktop publishingprovisions.

3.6.2 Human resources development context for training

• Training should, by definition, improve existing and new job-related skills, knowledge andattitudes. To secure this, all job descriptions for hydrology staff should be reviewed, amended and made available to the Training Institutes to serve as terms of reference fortheir work. This should avoid the tendency to overdevelop training courses into academiceducation programmes which do not really prepare for a particular job in an organisation.

• Job descriptions are also needed for the new posts suggested in the HP.

• Steps should be taken that trained personnel is retained for longer periods, without routinetransfers.

• Competent middle level professionals in each participating agency should be identified fordeputation to the training of trainers programme. Selected candidates should have apersonal interest in training and have basic communication skills. A career in trainingshould not be promoted as a last option for redundant personnel.

• Deputation to study tours and post-graduate courses may be used as incentives for staffwith demonstrated professional interests and career prospects in hydrology.


3.6.3 Technical validity of training contents and standardisation

• Training contents should be based on standardised procedures, equipment, formats etc. • To agree on technical validity may appear a time consuming and sensitive exercise. Many

parties have or may claim a say in the HP training contents. Strict production and reviewprocedures will be set to avoid delays.

• Most State Agencies already made preparations for staff training delivery, based upon the

outline given in the SAR. They rely heavily on State WALMIs to coordinate and delivertheir progammes, in particular at the junior level. It is not unlikely that some WALMIs willface managerial difficulties in combining all State hydrology staff training with ongoingcommitments in regular irrigation related training.

• Consultants informed the State agencies that the training programme would commence

immediately after the standardisation workshop and Training of Trainer's. Some statesnominated training coordinators and also took initiative to start basic computer course intheir WALMIs.

• Maharashtra has taken a singular lead in planning the training component for the state. A

state level coordination sub-committee was constituted to oversee training. Four engineerswere deputed in 1996 to post graduate courses in Hydrology/Water Resources.

• As regional offices of CWC and CGWB expect Headquarters to develop training the

regional offices did not work out any training plan. • Equipment related training (operation, maintenance) should be arranged through suppliers

and related clauses should be included in the tender documents.

3.6.4 Delivery planning

• Training delivery can effectively commence after the redeployment of staff within theparticipating agencies. This was also stressed during the NLSC meeting on July 24, 1996.

• Training in hydrological observations should be scheduled in the lean pre-or post-monsoon

periods, to avoid disruption of ongoing work. • Data entry and data management course modules are for those who have undergone basic

computer course module. This was also suggested by the Chairman of the NLSC meetingon July 24, 1996.

• Normally, senior professionals would not be available for more than one full training week.

Training duration also has its limits at lower staff levels. For example, the proposedhydromet observers course by IMD (for automatic and standard rain gauges) is preferablyreduced from four to two or three weeks.

• Approvals for overseas study tours usually take about 4 months. • The daily allowance given to the trainees is usually less than their daily expenditures on

board and lodging at the hosting Training Institutes.


• Proposals for training equipment and related transport facilities do not always fit with theactual training delivery workloads

• In each State two stream gauging stations should be developed and available as training

stations where the whole range of gauging practices could be demonstrated during on-the-job training.

3.6.5 Entry and exit qualifications

• For each course, the minimum eligibility criteria should be clearly stated. These include theparticipants educational background, present job title and prospected job responsibilities.Successful completion of a training module could also be a prerequisite for admission tothe next, f.i.: basic computer skills training should be completed prior to courses on dataentry.

• In case of sequential training or personal training paths, steps must be taken that the related

jobholder actually proceeds through all training modules available for a particular function.In-between training courses, on-the-job coaching by first-in-line supervisors should takeplace.

• Application of entry qualifications will result in homogeneous groups of participants which

helps trainers to keep momentum in training delivery. Where more advanced participantsare mixed with average groups, trainers should make use of such persons as assistants inthe training process.

All courses and training events will include evaluation elements. This is not necessarily aformal test. For lower level staff, guided exercises provide enough clues to find out whethertrainees mastered particular skills or not. For professionals, presentations, assignments, quizzes,homework, participation in discussion groups etc. are alternatives for formal testing which canbe easily integrated in the training itself and avoid the feeling of being school-tested (again).Training evaluation is often limited to trainee evaluation and certification. The Project willpromote the practice to extend evaluation coverage to the trainers, training materials andorganisational aspects. This would help to take follow up decisions towards HP trainingstandards.

3.7 Project Management Support

The important issues related to management support of the project are of different nature. Onegroup of issues involves the institutional setting of the Project itself, coordinationarrangements, and the relationship between external and internal monitoring. The secondgroup of issues deals with the management information system being developed by theConsultant to provide a monitoring tool for the coordinating authorities of the Project (Statenodal officers, SMCs, Consultant head office, PCS). The third group of issues relates to projectactivities, in particular the status of activity and procurement plans for 1996-1997.


3.7.1 Institutional setting of the Project

Activity plans. States prepared their activity plans, their budgets and their status and progressreports all in a different way. In order to enhance coordination and cooperation, each Stateshould prepare one combined HIDAP document for 1997-1998 to ensure that the same formatsare used and activities are adequately planned and coordinated. The Consultants will provide aformat for the HIDAP. The production of one plan per State is expected to strengthen the roleof the State Level Coordination Committees.

The Consultant learned that in most of the states no time tables were made for theimplementation of the procurement plans. As a consequence the construction of civil works, theprocurement and installation of equipment, and the availability of skilled staff to operate thesites/laboratories/offices are not properly tuned to each other. Specific action plans arerequired, not only to dove-tail the activities but also to be able to monitor the progress and tobe able to identify the bottlenecks in the development process.

On request by the Consultant such activity plans were made, showing per activity a month-wisesequence of steps for the establishment of civil works, the installation and testing of theequipment, and the selection and training of staff.

Generally, it appears that these activity plans are rather optimistic about the progress. Amonthly update of the actual progress will help the State and central organisations to preparemore realistic action plans for the next fiscal year.

Short-term consultancy. Several States indicated that they require a short-term consultancy toprepare civil works specifications and tender documents, to develop standard reservoir gaugingprocedures, etc. The Consultant should indicate how much short-term consultancy each yearcan be provided to the States.In October, the Consultants will approach each State to work out their specific requirements tobe included in the Terms of Reference. Required assistance will be provided accordingly.

Project Monitoring . Indicators to measure project results (progress and impact) should bediscussed and agreed upon by the States, the Central Government and the donors. The set offour development objectives of the project and the related indicators, as was included in annex12 of the SAR, was recently updated by the World Bank (letter dated 8 August). However,these indicators are not easy to verify objectively.

The Consultant proposes to organise a workshop to discuss the concept of the HydrologyProject. This should address institutional development including its short-term and long-termobjectives. The indicators to verify whether goals have been accomplished should be definedand agreed upon. This may involve (elements of) Logical Framework Analysis and ObjectedOriented Project Planning.

External monitoring . The final report of the Interim Consultant includes Terms of Reference(TOR) for monitoring the Hydrology Project. This would be done on a separate contractbetween the Government of the Netherlands and an external Consultant, termed the HIDAPMonitoring Consultant. With a well designed management information system expected to beunderway in the present Project, the most effective monitoring of HIDAP progress will be donein the Project. Therefore, notwithstanding the possible benefit of having the presentConsultant's progress monitored externally, it would appear that this external monitoring caneasily result in duplication. Moreover, aforementioned TOR present a schedule for monitoringactivities which is not entirely congruent with the annual project cycle proposed in the present


Inception Report. At the very least, any external monitoring contract should ensure that themonitoring schedule will not affect the project cycle. Rather, monitoring should conform to theprocess of project implementation.

3.7.2 Management Information System.

The design and development of a Management Information System that is effective andcompatible across the project elements is affected by the following conditions.

Lack of standardisation in documents. The procurement and establishment of all the elementsfor the project period are given in the SAR annexes on project cost estimates for all theparticipating agencies. These documents therefore form the basic plan for the project. There is alack of standardisation and uniformity among the participating agencies in the organisation ofthese plan documents. The MIS, which has to derive information by matching achievementagainst planning, therefore cannot be implemented until the plan documents are organised foreasy analysis.The formats for review by WB and coordinating committee should be finalised based onquantified data available with the MIS, so that appropriate programs can be developed toproduce those outputs.

Non-existence of data communication facilities. The data communication channel is yet to beestablished to connect the different elements of the Project within and between the participatingStates.

Non-existence of MIS at the agency level. The systems study and analysis for developing anMIS at the agency level have not yet been undertaken, although similar study has beenconducted at the PCS level. The agency level systems should be designed in a manner which, inaddition to meeting the monitoring needs of the States, should also be able to generatemonitoring information required by the PCS.

Non-availability of computing resources. None of the participating agencies, including thePCS, has so far procured any computer system for implementing a computer based MIS. Also,adequate and qualified staff have not yet been earmarked for development and maintenance ofsuch systems.

Under these conditions, the following critical factors determining success of MIS operation areidentified:

• The success is primarily dependent on the efficiency of the participating agenciesfurnishing the input information. It is essential that State Management Consultants playa key role in assisting and motivating the state coordination bodies in furnishing inputswith desired accuracy and timeliness.

• It is essential to commence designing an MIS for state/agency level operations. Otherthan enhancing the progress of the project, it will also widen the monitoring scope atother levels of the project.


• Care should be taken to ensure compatibility and uniformity of computer systems to beused for the MIS. The specifications for the hardware, software, programming tools,and system design should be decided centrally by a team to ensure completecompatibility and uniform expandability.

3.7.3 Project Activities for 1996-97

Procurement plans. Almost without exception no procurements took place in 1995/96. Hence,for the fiscal year 1996/1997 the procurements scheduled for the first two years of theHydrology Project have generally been clubbed by the various organisations. However, sinceapproved funds have not actually been released, the implementing organisations will continueto be unable to proceed with listed procurements.

Generally, the procurement plans were simply copied from the SAR and little effort was put ina re-evaluation of the plans to assure that they be properly tuned to the current need. Often thestaff was unaware of the need for certain laboratory equipment. Proper site selections was often not carried out, and plans appeared to be based only on roughestimates. This may easily lead to failures: e.g. stilling wells and AWLRs inadequate to gaugethe full range of water levels, or cable way spans not matching the river widths.

Insufficient attention has been given to new developments in hydrometry. New types of sensorsand dataloggers often require less expensive housing, and facilitate data entry directly into thedatabase. Therefore, they may in the long run be more cost effective. The Consultant stronglyrecommends that procurement of expensive and location dependent equipment be postponeduntil site inspections are done. In a number of cases new office buildings will be established toaccommodate data centres and laboratories. Their design, approval, tendering and constructionmay take several years to complete. It is therefore required that temporary arrangements bemade in order not to delay the full implementation of the HIS.

As the Project started one year late, the States and Central Organisations clubbed thehydrometeorology procurement schedule for the first two years. While Meteorologicalinstruments specifications are available, actual replacements need to be evolved afterinspections. The Consultant recommends that joint inspection by IMD and States be undertakenearly.

In summary, it is Consultant's view that for the current year only those civil works should beconstructed and equipment procured which are easily applicable at other sites, properlydesigned, and inexpensive. In all other cases a re-evaluation is necessary.

____________________________________________________________________________Hydrology Project Inception Report Chapter 4: Project Management Support Page 4 - 1

Chapter 4 Project Management Support

4.1 The process approach applied in the Project

The process approach described in the SAR and the Consultant's proposal implies that Projectplans will be critically reassessed before and during implementation. In technical terms, the StaffAppraisal Report provides the framework and overall cost estimates to develop an adequateHydrological Information System. However, important attention is to be given to the dynamics ofimplementation. A process approach allows the Project to make use of insights being gainedduring implementation regarding the required structure and dimension of the network and theHIS. Thus, solutions to occurring problems will be devised and improvements will beimplemented. Based upon the capacity and achievements of each State, the implementation ofactivities could be stepped up or scaled down. Appropriate phasing of the various components isvery important. The Consultant will guide and support this process.

The HIS is based upon standard procedures, uniform formats and parameters, model structures ofdata centres and recommended set-up of labs, uniform training modules and materials, etc. Thisdoes not contradict the proclaimed flexibility of the process approach of the project. Flexibilitypertains to the process of shaping the system, not to flexible ways of taking the measurements.

Project plans and budgets ultimately remain at the discretion of the States. These should not besimply copied from the SAR without determining what actually is required or feasible.

4.2 The concept of institutional development

It appears that different views and expectations exist among States, GOI, World Bank and theConsultant regarding the outcome of the project in terms of institutional performance andsustainability. The expected results and how this can be measured (impact indicators) should bediscussed and clarified by the concerned agencies.

Once a start has been made on implementation of the physical components of the project, andadministrative procedures have been established, the development of a Hydrological InformationSystem will be discussed in more conceptual terms at a workshop with the State and Centralagencies.

4.3 The annual project cycle

In the process approach there are no milestones attached to specific types and elements of progress-- the ultimate objective is clear, but the route towards it and the speed at which it is to be attainedremains dependent on review of actual progress "on the ground". Therefore, a method formanaging Project progress has been adopted that focuses not on physical outputs but on theprocess of development, more specifically on the annual project cycle. In this cycle, planning,budgeting and review are executed according to an agreed time schedule. States are to prepare anannual Hydrological Institutional Development Action Plan (HIDAP), which serves as a referencedocument for project implementation. The HIDAP constitutes the annual workplan and budget,


and will include all activities to develop the HIS. Not only works and procurement, staffing andtraining, but also other activities regarding institutional strengthening must be part of a workplan.

State agencies are to prepare their plans and budgets in January, submit these early February to theState Government, NLSC, and the World Bank and then discuss and finalise the plans andbudgets with them in March, before the start of the new financial year on April 1.

In September/ October, the implementing agencies shall prepare a semi-annual progress reportand carry out an internal project review.

In addition to the Consultant's review of HIDAPs and general Project implementation,culminating in recommendations for action to the PCS, there will be an annual external projectreview executed by an independent consultant.

The combination of activities by the implementing agencies, the Project Consultant, the externalconsultant, and the funding agencies results in the following annual cycle of activities.

September Inception Report (by consultants)October internal project review (by States)November meeting for Annual Project Review (with the WB)December States to prepare draft workplans 1997-1998 (draft HIDAP)January workshop to coordinate State workplans (with PCS and

consultants)February States to finalise workplans and budgets (by States)March submission to State Governments for approval (final HIDAP)April budget approval by State Government per April, 1(by States)May semi-annual progress reports Q4 and Q1 (by States & PCS)July external project review (by independent

consultant)September semi-annual progress report Q2 and Q3 (by States & PCS)October internal project review (by States)November meeting for Annual Project Review (with the WB)December States to prepare workplans 1998-1999 (draft HIDAP)

4.4 Organization of the Technical Assistance

As described above, the Consultant provides technical assistance at two levels. First, at the levelof implementation, the Consultant will advise and support the State and central organizations inoptimizing observation networks and harmonizing data processing and management. At this level,the Consultant will advise on technical specifications, information system development, and oninstitutional aspects. Also, the Consultant will develop National and State Level training capacity,introduce training quality systems, and monitor delivery of training courses and events. Second, atthe level of administrative coordination, the Consultant will provide advisory support to the PCS.

To carry out these responsibilities the Consultant team is organized into four Task Groups:

Task Group I: Project support in the StatesTask Group II: Technical servicesTask Group III: Institutional developmentTask Group IV: Training services


Task Group I comprises the State Management Consultants (SMC), who report directly to a TaskGroup Manager (TGM). TGM-1 would stay in regular contact with the SMC, advise other teammembers and Project management on actions to be taken, etc. He would also coordinatecorrespondence on behalf of the Project with the State. The Task Groups II, III, and IV are alsoeach headed by a Task Group Manager. Overall coordination and management is theresponsibility of the Team Leader, as well as high-level liaison with GOI and the donor/fundingagencies.

For day-to-day operations the Task Groups will function more or less independently, albeit ofcourse with frequent interaction among the different team members, to ensure maximumcoordination of all TA activities taking place in the participating agencies. However, a specialrelationship exists between the Team Leader and Task Group Manager III, who will work veryclosely in the planning and implementation of the consultancy activities, to ensure that technicalcontributions are cast in the proper institutional framework.

.

4.5 State Management Consultants

The Project is represented in each of the participating States by a State Management Consultant(SMC) supported by adequate support staff. The SMC is generally a retired senior member of theState civil service, or of similar stature. As of October 1, 1996, the SMCs are in place in allProject States.

Because of the size of the project area and diversity of the organisations involved, the role of theSMC is of crucial importance to the success of the Project. Consultant staff located in New Delhiwill of course endeavour to pay frequent visits to the Project States. However, experience in theidentification mission for the present Inception Report has shown that it takes a minimum of eightweeks to visit all States on any given subject of substance. Hence, much of the contact betweenthe centrally located staff of the Consultant and the individual organisations in the States will haveto be channelled through central workshops (if possible). The workshop approach will not onlycontribute to the efficiency of central Consultant input, it will also provide a significant boost toeffectiveness, in that the workshop setting provides an opportunity for exchange of informationand experiences between participants from different States, thus enhancing the aspect ofintegration of the Hydrology Information System.

In this setting, the SMC would be the eyes and ears of the Consultant staff in New Delhi, not onlyin the preparation for the workshops and other meetings, but also to reinforce the message and to

Team Leader

TGM 1_____________

ProjectSupportin States

TGM 3_____________

InstitutionalDevelopment

TGM 2_____________

TechnicalServices

TGM 4_____________

TrainingServices


provide feedback upon return of State participants to their respective States. Within this generalperception of the role of the SMCs in coordinating, communicating and monitoring, their morespecific responsibilities are inter alia:

• become fully familiar with the State Action Plan, the training program and otherimplementation aspects of the Project;

• liaise between State Government and Project headquarters on technical and organisational

matters ; • stimulate establishment and maintain liaison with the Hydrological Data User Group

(HDUG); • collect technical and management information relevant to the Project and organise a technical

library at the State Project Office; • arrange technical discussions between the Project and State Government authorities and

prepare missions from Consultant headquarters; • provide necessary background information on technical aspects; • undertake inspection visits to assess the progress of implementation; • monitor the quality of items procured under the Project; • report weekly to Project headquarters on development in the States.

4.6 Management information system for monitoring project activities

4.6.1 Introduction

A significant element in the responsibilities of the SMCs is their involvement in monitoring. Tobe able to assess progress on the different Project components, the Consultant is developing amanagement information system (MIS). This system would provide important information to theProject Coordination Secretariat on progress in the different implementing organisations, andwould thus enable the PCS to take necessary action. In keeping with the facilitating nature of theConsultant's role, it is envisaged that this system will ultimately be absorbed by the State andCentral participants in the Project. However, in the short term the Consultant will not confine hisactivities to design and introduction of the system, but will shoulder part of the operationalresponsibility.

The responsibility for data collection on Project implementation in the different organisations willultimately lie with the State nodal officers. These would pursue the implementing organisations tosubmit reports regularly, and would conduct data validation at the State level. At least initially,the State nodal officers would be supported by the Project's SMCs. These SMCs would assist thenodal officers in the process of data management and data processing to the extent required. However, it should be noted that the SMCs are not themselves MIS experts. The main thrust oftheir support will lie in motivating State organisations to supply the required information on time. As to the more technical aspects of MIS support, this may be ensured (temporarily) by installingthe requisite computers at the State Data Centres.


The SMC will assist the nodal officers in conveying the data to the Consultant's headquarters,where it will be checked and validated before entering into the central MIS computer. Ultimately,this will be the responsibility of PCS staff, possibly staff seconded to PCS from the CWC orCGWB. To assist PCS in absorbing this responsibility, a work station will be provided atConsultant headquarters for PCS staff to be deputised there for data management, data processing,and also, in close collaboration with the Consultant, data analysis and interpretation.

The main objective of the MIS is to monitor the establishment of the infrastructure as per theproject plan. The basic aspects of the project to be monitored are :

• timeliness of completion of activities;• procurement of materials and establishment of sites as per specifications;• institutional strengthening involving training, staffing, organisation and methods

development.

In the Process Approach, the monitored progress is periodically evaluated against the goal ofsetting up an infrastructure, which will support the establishment of reliable, sustainable, andeasily accessible databases for water resources meeting the requirement of the users. Thisevaluation may result in modification of the plan of action.

4.6.2 Monitoring the Project

Monitoring Organisations

The monitoring process for this infrastructure establishment has a number of angles and levelsdepending on the type of agency viewing the progress. Presently the followingagencies/institutions are directly involved with monitoring the progress of the project:

The World Bank (WB). The WB as the funding agency is responsible for:

• reviewing and approving the Procurement Schedule/annual plans;• providing Standard documents for all procurement operations;• conducting review of procurement decisions through prior or post or• field reviews according to the nature and size of contracts;• ensuring the proportionality of the physical progress with fund disbursement;• Assessing the achievement of the project objectives;

The monitoring parameters for discharging these responsibilities are currently in a conceptualstage. The abstractions on performance indicators were listed in various documents. Thesedocuments, however, do not provide a concrete and formalised format based on quantified datainputs suitable for objective monitoring of the progress. The WB's monitoring function iscurrently done at half yearly and annual reviews.

Government of India (through PCS). The GOI exercises its monitoring function through NLSCand NCC. The interface of these organisations with the participating agencies is provided throughPCS. In fact, the PCS also acts as the interface between the GOI and WB. The monitoringfunction of PCS, therefore, is of critical importance. In the case of the participating agencies in theStates, the monitoring information for PCS needs to be furnished through the nodal officer. Thecentral agencies will furnish the information directly to the PCS.


Project Consultant. The Project Consultant's monitoring role is exercised through the inputsobtained from two components the implementing agencies in the participating States (through theSMCs), and the central agencies (through the PCS). The SMCs have no direct or indirectexecutive authority over the participating agencies and no independent infrastructure to gatherinformation on such a large scale. Therefore, they must confine their monitoring activities withinthe limitations imposed by the willingness and capabilities of the implementing organisations inthe States.

Participating States and Agencies. The most detailed monitoring is required to be exercised bythe participating agencies. In fact, all the monitoring information that is forwarded to the WB orGOI by the implementing organisations should ideally be a subset of the information systemmaintained by these organisations. There has not been any organised effort yet to formalise amonitoring system for these agencies.

Levels of Monitoring Functions From the above it is seen that there exists a hierarchy of the monitoring activity. The informationbecomes more abstract as it is consolidated up the hierarchical levels both for the GOI as well asfor the Project Consultant's organisation. Table 1 below outlines the three monitoring levels andtheir characteristics.

No. User Nature of Information Frequency Usage

1 Participatingagencies andSMCs

Very detailed monitoringof individual projectelements

Monthly Direct control andmonitoring by the projectcoordinating committees.

2 PCS Summary from the States Quarterly Coordination committeemeeting and monitoringby PCS

ProjectConsultant's headoffice

Reasonably detailed Monthly orfortnightly

Monitoring

3 World BankNLSCNCC

Summary with emphasison overall progress andbudgetary provisions

Semi-annually Monitoring of projectimplementation, fundutilisation, anddisbursement

Achievement of theproject objectives and policy issues

Table 4 - 1: Monitoring Hierarchy

4.6.3 Brief characteristics of the proposed MIS

Generation of Source Data. Ideally speaking, the same data should not be allowed to enter andbe processed separately in an organisation. Other than multiplicity of efforts, it also degrades thecredibility of a system when the variation of outputs produced by different processing channelsare noticed by the users. For the MIS of this project, the participating agency level data shouldform the basic inputs. These inputs can be processed at the agency level to provide managementinformation at that level. In addition, the required outputs for the higher levels of this project i.e.the WB and NCC, can also be generated from this basic source data to form the inputs for theirMISs. The SMCs, in consultation with the state coordination committees, are responsible fordeciding on the input structure which will serve their respective requirements.


System at the Agency Level. The MIS at the level of the participating agency should be mostdetailed and elaborate, keeping track of all the activities, progress, budgeting and planningrelevant to every unit. The frequency could be weekly or monthly depending on the state ofcommunication and achievement of measurable progress. An integrated system with elements ofdatabase, project management, accounting and personnel system should be designed at the agencylevel.

System at the PCS Level. The MIS at the PCS level may consist of a summary of progress andfund disbursement. The frequency of input could be quarterly, which could be enhanced in futurewith the improvement of data communication facilities. This MIS should also be able to generaterelevant reports and reviews for NCC as well as for the WB.

4.6.4 Strategy for MIS Development

It is proposed that the MIS for the project should be developed in an incremental manner. Considering the fact that the system study for PCS is nearly completed, it is proposed to set upthe nucleus of the MIS at the PCS. The frequency of input can be kept quarterly and a simplifiedinformation format can be designed initially. Before the establishment of data communicationchannels, these inputs can be sent by the participating agencies on floppy diskettes. The formatand structure of these inputs may be finalised after consulting the nodal officers from theseagencies. This system will be implemented on a trial basis and refined subsequently. An analysisof the plans submitted by the participating agencies reveals the following grouping of projectelements:

Expansion and Upgrading of Hydrometric Facilities• Upgrading Data Collection Infrastructure• Upgrading of Data Management

Research and Development• Reservoir Instrumentation & Management• Monitoring Return Flows• Real Time Water Resources Management• Water Balance and Acquifer Recharge

Institutional Strengthening• Training• Staffing• Facilities establishment

Among these categories, the initial focus for monitoring will involve civil works and equipmentprocurement in relation to expansion and upgrading of the hydrometric system, which is the coreactivity for this project. The R&D activities represent only a small segment of the project. Theycan therefore be excluded for the time being. The procurement of equipment and facilitiesconstruction for R & D needs to be viewed in terms of approved R & D projects, which are yet tobe finalised. Items listed under institutional strengthening need a separate MIS module. Thus, definition of the measurable and simplified milestones for the expansion and upgrading activitiesonly, and design of an input format, will allow the most important segment of the project to bemonitored effectively. Before the commencement of quarterly returns from the agencies, the planssubmitted by them have to be reorganised in a standardised manner for which the codes havealready been evolved. The input format, as mentioned earlier, will be finalised in consultationwith representatives of the implementing organisations.


During the development stage, before the PCS acquires the personnel and equipment for runningits MIS, the system could be established at the Consultant's head office in New Delhi. Thequarterly inputs from the participating agencies could be obtained through the PCS. The data could be processed under the supervision of the Consultant and reports generated as perspecifications. This would furnish the PCS with its desired monitoring information and theinformation for WB reviews. When fully developed, the MIS at the agency level would be in aposition to transfer this information through data communication channels from their owndatabases without the need for manual transfer. Subsequently, increasing input frequency fromquarterly to monthly may be considered. Thus the incremental development has to be planned insuch a way that it grows in a controlled manner and assimilates the introduction of newtechnologies into the system.

A major activity in support of institutional strengthening is training, which involves traininginstitutions earmarked for this activity. The training module of the MIS should therefore includethe plans and capacities of these institutions. The format of input for this activity is to be designedin consultation with these institutions and training consultants. Similarly, staffing functions arecomplicated by the variations in staffing policies among the states. The MIS module on staffingmust be evolved after studying these variations, to create a system that gives simplifiedinformation relevant to effective project monitoring.

______________________________________________________________________________________________________________Hydrology Project Inception Report Chapter 5: First year Activities Page 5 - 1

Chapter 5 Activities for the first year of the Consultancy

5.1 Introduction

In the effective implementation of the Project Consultancy four phases are distinguished:

• Inception Phase, to do the necessary groundwork for Project implementation, includingdevelopment of the organisational framework and planning of project activities.

• Development Phase, comprising standardisation of procedures and the design of the

Hydrological Information System including development of staff training curricula andplanning.

• Implementation Phase, in which the procedures and designed structures are gradually being

implemented, and • Consolidation Phase, including support activities to arrive at sustainable operation of the

Hydrological Information System.

All participating Central and State organisations will go through all four phases, but the durationand timing of each phase will depend on the development in each particular organisation andState. The progress and timing with respect to these phases will be monitored in the AnnualProject Cycle.

Based on the findings of Consultant's meetings with the state and central organizations and withthe HDUGs a number of areas have been identified in which the Consultant can assist in theimplementation of the Hydrology Project. In the sections below, support activities are discussed.Related activity time schedules are provided in Section 5.9.


5.2 General Support to Project Implementation

5.2.1 Project Management support

Strengthening general Project Management. The consultant's support during the first half yearshall be concentrated on strengthening general project management of the implementingorganisations. A central PM workshop will be organised for Nodal officers and (partiallycombined with) State Management Consultants. Objective is to improve integrated planning ofcivil works, procurement of equipment, and posting and training of staff through use of detailedactivity bar charts. The workshop will involve:

• explanation of Annual Project Cycle, (basic time schedule for project implementation);• presentation of 'process approach' and status of SAR;• presentation of MIS formats for planning, budgeting and reporting;• role of the consultants and the State Management Consultant. Preparation and implementation of the supporty entails:

• developing and finalizing Project Management Information System (PMIS) and formats;• organizing and conducting the Project Management workshop;• demonstration-cum-training on utilization of PMIS formats and software;• assisting States to install and operationalise the MIS;• project support and monitoring by State Management consultants.

(Participants in workshop: Nodal Officers and State Management Consultants)

Annual Project Review. In November each year, the donors agencies will conduct a joint reviewof Project activities do date. The Consultant will make preparations for this review and ensure thatoutcomes will be incorporated in the cyclical planning characterising the process approach.Specifically, the Consultant will:• prepare format for Progress Reports;• compile and prepare Progress Report (Q4 and Q1);• prepare guidelines for internal project review;• assist States to undertake review (with state-assigned consultant);• compile and prepare Progress Report (Q2 and Q3);• organise Annual Project Review workshop (with World Bank mission).

5.2.2 Facilitation of financial disbursements and billing

• This activity should contribute to a better understanding of the process in order to be able tomake recommendations for improving the efficiency of the budgeting, approvals,disbursements, billing, and claims procedures. In this connection, the possibility of establishinga Revolving Fund has been raised by a number of participating States.


5.2.3 Data needs assessment with Hydrological Data User Groups (HDUG)

The objective of this exercise is to provide or check on the extent of data collection anddissemination, so that it remains demand driven. In this exercise, small interview teams will assessthe mandates and hydrological data needs of the potential users. This will provide an importantinput to the design of the observation netware and the database and processing procedures:

• develop draft questionnaire;• assist HDUG to conduct interviews with data users;• review State reports on Hydrological Data Needs;• prepare summary report;• organise workshop with data producers to address identified data needs.

5.2.4 Preparatory Planning workshop (Planning for HIDAPs)

Objective of the workshop is to identify the elements of HIDAP, assist in development of formatsfor combined State work plan and budget, discuss Project inputs, and prepare the States forintegrated planning for HP in the regular budget preparation and implementation process. Activities for the workshops will involve ((Participants: 3-5 persons per State):

• developing format for combined State HIDAP 1997-98;• organising 2 workshops for Nodal Officers, representatives from State Finance Departments,

and senior staff of State agencies;• finalise formats for use by the States.

5.2.5 Preparation of Hydrological Institution Development Action Plans

The objective is to explore the concept of ID in the Project and to identify required action in thisfield. Issues to be addressed:

• specification of mandates of hydrological data producers, and improving services tohydrological data users;

• strengthening integrated planning;• inter-agency cooperation between State SW, GW and WQ organisations

In preparation of the workshop the States should draft one combined HIDAP document for 1997-1998, using formats and structures disseminated in the Preparatory Planning Workshops. This isexpected to strengthen the role of the State Level Coordination Committee.


Project activities to prepare and carry out the workshop will involve (Participants: NodalOfficers, State Finance Departments, SMCs):

• reviewing the draft HIDAP and suggest modifications;• organising and conducting the HIDAP workshop to coordinate State plans;• finalizing HIDAP and submitting to State Government with copy to NLSC (by the States)

5.2.6 Organisational analysis of State Implementing Agencies

The objective is to identify possibilities for strengthening of implementing organisations. It willinvolve an in-depth organisation analysis of strengths, weaknesses, opportunities, and threats(SWOT) for sample SW and GW organisations, so that the relative strengths of theseorganizations in different areas may be identified and proposed for more general adoption in orderto achieve an overall improvement in organizational effectiveness. This will entail the followingactivities:

• SWOT analysis in 1 or 2 States;• reporting findings and recommendations;• assisting States in implementation of recommendations.

5.2.7 Review of staff requirements

The review of staffing requirements will deal with quantitative as well as qualitative issues. It willinvolve:

• manpower planning (and required budget);• job descriptions, training needs;• training programme (and required budget).

The review is carried out in the context of a study into possibilities for streamlining organizationalstructures and procedures in a more general sense (Organisation Development). This broaderissue involves:• organisational set-up of the State Water Data Centre;• cooperation or integration of the SW and GW organisations;• position of Hydrology Wing in relation to other WRD activities;• cost-efficient set-up of (sub-)divisional offices and gauging stations.

Project activities for organisational strengthening will include:• preparing an OD approach for State SW and GW organisations;• reporting on findings and recommendations for follow-up;• circulating report to States for feedback.


5.2.8 Project impact monitoring

Objective would be to discuss project monitoring and to determine the indicators for success. Howto measure whether an integrated Hydrological Information System (HIS) is achieved, andwhether institutions have been strengthened. This could be done through a Logical FrameworkAnalysis (LFA) with the Nodal Officers in an OOPP workshop. This would involve:

• stakeholder analysis, problem analysis, objectives analysis;• formulating long-term and short-term objectives (and what will not be included);• defining indicators to measure success (milestones; means of verification).

Project activities for the preparation and implementation of the workshop will entail:

• assessing views and expectations of Central, State and funding agencies;• drafting document on concept, objectives and indicators of Institution Development;• organising and conducting workshop with States, based on Logical Framework Analysis;• developing impact monitoring system.


5.3 Hydrological Information System

Although the ongoing procurement activities conflict to some extent with an ideal sequence ofsteps to set up a Hydrological Information System (HIS) fully tuned to the user requirements,Consultant's Workplan is phased in such a manner that a speedy convergence to the ideal line isachieved. Therefore, with high priority Consultant's will assist in the execution of the followingactivities:

• Assessment of hydrological data needs• Overall structuring of the HIS

5.3.1 Assessment of hydrological data needs

At the various meetings of HDUG in most of the Project States, it was gathered that assistancefrom the Consultant would be required to properly identify the respective dataneeds of the users(for GW as well as for SW). The States suggested that the Consultant prepare a draftquestionnaire for consideration by the duely constituted HDUGs. HDUG will then constituteinterview teams, comprising both state representatives and Consultants, to get a proper profile ofthe data user, including mandates, water use, and data requirements.

5.3.2 Overall structuring of the HIS

Prior to the review of the standards and procedures for monitoring and processing, the overallstructure of the HIS has to be able to specify the stream of data and the responsibilities of theofficers/offices involved in the HIS. In Chapter 2 a structure for the HIS has been proposed, basedon a central database per state with dedicated systems at the satellite stations. This modular set upensures great flexibility in the development, extension and maintenance of the database and of itsuse. It is proposed that the overall structure of the HIS is discussed in a workshop by lateNovember 1996. The following activities have been identified:

Draft document on HIS Structure. Consultant will draft a document on the proposed structure ofthe HIS with alternatives. This document should address the following topics:

• identification of all components of the HIS;• main structure and functioning of the database;• specification of user interfaces;• communication between the components, at three levels: within the organization, within the

state and nation-wide;• responsibilities for data entry, transfer, primary and secondary validation, data processing

within the organization and between the state/central organizations per state;• technical and legal aspects of data dissemination;• overall responsibilities for the operation of the HIS.

Workshop on HIS structure. A workshop is proposed to discuss proposals for the overallstructure for the HIS based on the draft document drawn up by the Consultant. The Workshop ismeant for the nodal officers and the proposed chiefs of the data centres. Output of the workshopshould be:


• an agreed overall structure of the HIS• formation of a task force for the design of dedicated data processing systems, communication

network and the database• formation of a task force for the design of the user interfaces


5.4 Surface Water and Hydrometeorology

Based on the Missions findings during the Inception Phase it is considered essential that TaskGroup II (Surface Water), provides input in the following fields:

• Design and operation of the monitoring network;• Design and operation of the data centres;• Assistance in the preparation of the HIDAP;• Training;• Research and development.

In each field a number of activities are discerned, which are elaborated below. Where appropriatethe activities will be implemented in an iterative way. This implies that first experience is gainedon the applicability of a methodology in one state. The approach is subsequently discussed in aworkshop in which all state and central surface water organizations as well as the IMD participate,prior to its implementation in all other states.

5.4.1 Design and operation of the monitoring network

Network design. In view of the existence of a network, the activities meant under network designaim at a review of the network (meteorological and hydrological network). As these reviews are acontinuous process in view of the ever changing HDU requirements, a procedure will bedeveloped to guide the present and future reviews. The procedure will be designed based on thenetwork in selected representative river basins. This procedure will be put forward in a workshopto train the other states in the same procedure. Consultants' activities include:

• Review/redesign of the surface water and meteorological network in a selected river basin,where the selection is based on the availability of sufficient historical data, and preparation ofa document.

• Presentation of the design procedure in the workshop on network design• Assistance to the implementation of network design procedure in all states (on-the-job

training).

Site selection. At short notice guidelines are required for proper site and equipment selection ofhydrological stations, with due regard to the hydraulic and morphological conditions. Furthermorethe Consultant will assist the implementing authorities in the site selection of key stations, whereexpensive equipment is going to be installed. Since the matter has an urgent character short termexperts will be required for the latter job. The activities include:

• Drafting of guidelines based on a review of existing instructions available with CWC, WM.,ISO etc.

• Site selection, field visits to approximately 10 to 15 key stations in the states.

Design of civil works. Standard designs for civil works will speed up the upgrading andestablishment of stations and ease the maintenance. The Consultant will prepare in collaborationwith CWC and the Surface Water Organizations standard designs for AWLR-housings, cableways, site-stores and buildings.


Equipment specification. Specification of the standard equipment was prepared by thespecification committees of CWC and CGWB with assistant of Consultants. Some additionalspecifications are required with respect to specific equipment.

Review/design of standards for monitoring, processing and data dissemination. One of themajor objectives of the HP is the standardization of procedures for monitoring, data processingand data dissemination. The Mission concluded that the presently applied monitoring proceduresneed to be reviewed, whereas data validation procedures need to be further developed. Based onthe latest views with respect to monitoring, data processing and dissemination the Consultant willprepare a document with proposed standards for the various fields. In a workshop planned forDecember 1996 these standards will be discussed. The following topics will be included:

• standards for sampling of climatic parameters• standards for stage and stream gauging• special stream gauging techniques for mountainous rivers• standards for sediment sampling• standards for bed material sampling• layout of field sheets (meteorology/hydrology)• digitization of charts• reading and testing of dataloggers• data transfer• coding of stations and parameters• formats for data entry• content of primary and secondary validation procedures• data storage and processing procedures• data presentation and dissemination procedures• rating curves and extension of rating curves• O&M of instruments.

Consultants will assist with drafting the standard procedures and facilitate workshops to reviewthe standards. Outputs of the workshop will be agreed procedures for sampling and processing inthe Hydrological Information System.

Equipment installation, testing and maintenance . The Consultant proposes to provide input ofexperts on the installation of special/new equipment, including its testing for acceptance andguidance of equipment maintenance (in follow-up to training course).

5.4.2 Design and operation of the data centres

Specification of hardware and software for hydrological applications. The Consultant will drawup, keeping in view the design of dedicated processing systems, the specifications for the hardwa-re and software. The software refers to the packages for validation and processing of hydrologicaland meteorological data to be implemented at the (sub)-divisional offices and local data centres.Consultants will advise on the hardware and software package(s) to be procured.

Implementation of hardware and software. The Consultant will assist the state and centralorganizations with the implementation and testing of the hardware and software at their datacentres upon request (see section 5.5).


Design of data communication system. The Consultant will advise the state and central organi-zations in the states on the most efficient means of communication between the (sub-)divisionaloffices to the data centres and to the state database (see section 5.5). This is to be discussed inspecification of CWC, CGWB, PCS and WB.

Design of state specific data storage and processing procedures. The Consultants will advise theState Surface Water Organization and the local CWC and CGWB offices in their set up of agreeddata processing procedures (using the methods agreed upon in the workshop on review ofstandards). The methods should ensure that maximum benefit is obtained of data gathered in therespective networks. This activity will be combined with the processing of historical data.

Processing of historical data. The Consultant will draw up guidelines for the entry andprocessing of historical hydrological and meteorological field data. General processingprocedures of the historical data will be part of the training courses. The state specific procedureswill be advised upon in combination with the design of the state specific data processingprocedures. The activities include advise on entry of historical data and processing of historicaldata

5.4.3 Assistance in the preparation of the HIDAP

The Consultant will advise the state and central organizations in drawing up their procurementand action plan for the financial year 1997/98.

5.4.4 Training

Surface Water Consultants will review existing courses for various levels of Staff and assist HPtraining Institutes with the development of updated courses by preparing reference documentation,participation as in training delivery as guest trainers and selected on-the-job coaching in dataprocessing.

5.4.5 Research and development

Estimation of return flows. In 1997 pilot studies will be carried to estimate return flows. Thesestudies should result in the design of procedures and identification of suitable equipment forestimation of return flows elsewhere. The results will be presented in a workshop, scheduled for1998. The pilot studies will be carried out by NIH. The Consultant will advise NIH on the selec-tion of the pilot area and on the monitoring procedures and equipment. Consultant's input will beprovided by Task Group II Surface Water and Ground Water.


Design/review of telecommunication system forecasting and operational water resourcesmanagement. The Consultant will advise on the telecommunication systems for flow forecastingand water resources management. In some states communication systems have already beendesigned or have to be expanded. The Consultant will review these systems.

Design and development of flood forecasting systems. Implementation of flood forecastingsystems are planned for the Brahmani river in Orissa and the Tambraparani river in Tamil Nadu.The design of the system for Orissa is contracted to WAPCOS. The Consultant will review thesystem. The implementation of the flood forecasting system for the Tambraparani river isscheduled for 1998/99. An early design of the system is required to install the proper equipmentfor the collection of relevant historical data necessary for the development of the systemcomponents. The equipment should be installed before the monsoon season of 1997. TheConsultant will advise the State Surface Water Department in the design of the system.

Design of reservoir sedimentation monitoring programs. For the monitoring of reservoirsedimentation a method will be developed in which DGPS positioning, echo soundings andsatellite images are combined to estimate the dead and life storages of reservoirs. The Consultantwill advise on the selection of equipment for the soundings and the location of AWLRs. There-fore, pilot studies will be carried out to link the reservoir sedimentation monitoring with thesediment measurements. The Consultant will advise in the selection of the pilot reservoirs and inthe execution of the studies.

Consultants activities include advising on design of monitoring programme and of equipment, andparticipation in the pilot studies of reservoir sedimentation.

Other demand driven R&D projects will be identified after discussion with State and CentralAgencies.


5.5 Groundwater

Following the Mission findings during the Inception Phase it is considered essential that TaskGroup II provides input on groundwater issue in the following fields:

• Design and monitoring of groundwater networks• Design and operation of databases• Review/design of standards for monitoring, processing and data dissemination• Assistance in the preparation of the HIDAP• Training• Research and Development

The activities to be undertaken by the Consultants in each field are elaborated below. Whereappropriate, implementation of these activities will follow a modular approach; i.e. pilotexperience will be discussed with all participating parties in workshops or meetings, prior toimplementation in other places. Other activities which are already on their way, will be carried outin a parallel mode but experience from one participant will be shared by all members of theproject and used to modify respective activity plans and procedures.

5.5.1 Design and monitoring of groundwater networks

Monitoring network design should fulfill the expected HP objectives, namely reflecting thehydrogeological configuration and flow regime and record properly every change in the system intime and space with respect to water levels and quality. Monitoring of groundwater abstractionfigures, which are commonly practiced along with comprehensive monitoring activities to arriveat balanced water budgets, are not included in the HP.

Design of network spacing and monitoring record frequency should be carefully considered sothat data acquisition will optimally reflect the system without gaps or overloading unnecessarydata. Monitoring well sites should be selected so that interference with production wells will beminimal and the construction mode should provide protection required for long-term monitoring.Specific requirements expressed through HDUG should be integrated into the network design.

A major objective of the Hydrology Project is to improve and modernize the Groundwaterobservation well networks layout and accuracy in all the participating states, through constructionof purpose-built piezometers and installation of Digital automatic Water Level Recorders(DWLR) in key wells. The sites for installing these piezometers should reflect the prevailinghydrogeological regime in each State and have to be properly identified in the field. Moreover,there is a need for integration of the State and Central GW observation well networks, not only toavoid duplication but also to ensure that the network systems respond to the hydrogeologicalsituations. Consultants will supervise this work and extend their advice where necessary.


Consultant's input on this issue includes the following activities:

• Review network design and spacing of site selections; • Ascertain completion and construction of DWLR equipped key wells according to standards; • Assist the agencies to process and generate hydrographs in selected areas for both new key-

wells and historical computerized data.; • Advise on relating hydrographs to the field situation (withdrawals, irrigation, domestic

supplies, etc.), and analyze/review cause-effect relationships; • Advise upon frequency of observations to be recorded in data loggers, required to adequately

reflect fluctuating field situations; • Examine and promote integration of State and CGWB networks equipped with DWLRs.

Analyze data output in relation to the spacing between adjacent key-wells on same litho-unitsand inter-State overlapping and continuation of networks;

• Promote activities to identify data gaps and review the planning for complementary

monitoring wells in order to optimize monitoring systems, state and nation wise.

5.5.2 Design and operation of databases

Development of groundwater data bases in all the participating States and the Central agency(CGWB) , adopting uniform formats and software, is a main objective of the Hydrology Project.To start with, existing (historical) GW data including one-time data (location, depth, well log,aquifer parameters, etc.) and repeated monitoring water level and quality data in all organizationshave to be computerized. This has already been done in case of Gujarat State under the externallyaided Water Resources Development Project of the State.

Initially, the type and quantum of data available in each State are to be assessed and then the datashould be entered into a common data base or spread-sheet software (Access, Excel, etc.) whichwill serve as temporary host. These computerized data bases along with the data which will beacquired through the DWLR equipped networks, will be transferred into standard advanced database systems to be specified by the Consultants. Specific requirements expressed through HDUG(Section 6.1) should be integrated into the design and implementation of the database andprocessing facilities.

Consultant's input on this issue includes the following activities:

• review availability of computerized and manual GW data files with the State and Centralorganizations;

• advise on priorities and procedures for computerization of existing as well as newly acquired

data in common data base or spread sheet software; • interact with the task group on the selection of data bases and dedicated processing systems.

The consultants will advise on the hardware and software packages to be procured;


• assist the state and central organizations with the implementation and testing of the hardwareand software at their data centers upon request;

• advise the state organizations on the design of their data storage and processing procedures to

ensure efficient handling and real-time information output requirements

5.5.3 Review/design of standards for monitoring, processing and datadissemination

Another major objective of the HP is the standardization of procedures for groundwatermonitoring, data processing and data dissemination. The Identification Mission concluded that thepresently applied monitoring procedures need to be reviewed and data validation procedureswhich are, at present, hardly applied, should be introduced. In view of common modern practice,the Consultant will advise on standard procedures for various activities involved in these issueswhich will result in uniform basic outputs such as:

• long-term hydrographs of single observation wells;• water-table maps of specified aquiferial units;• differential water-table maps to assess water storage changes;• salinity maps of specified aquiferial units;• 3D calculation and presentation of average aquifer parameters;• well-log presentation and 3D correlations;• GIS, geographical coding;• Monitoring of deeper acquifers;• O&M of DWLRs.

A workshop planned for early 1997 will review the existing procedures discuss proposed changesin procedures and layouts in the following topics:

• groundwater level monitoring and accompanied routine field measurements;• sampling of groundwater for routine and specific quality analyses;• layout of forms for field data acquisition;• reading and testing of data loggers;• data transfer to a PC environment;• formats for data entry;• content of primary and secondary validation procedures;• data storage and processing;• data presentation and dissemination.

Consultant's input includes drafting of standard procedures and layouts and facilitating aworkshop on the review of standards. The output of the workshop should be agreed uponprocedures for monitoring, sampling and processing in the Hydrological Information System.Expert in these fields will be commissioned for this purpose.


5.5.4 Assistance in the preparation of the HIDAP

The consultant will advise the state and central organizations in drawing up their procurement andaction plans for 1997/1998.

5.5.5 Training

The staff involved in the groundwater data collection and processing is generally at a post-graduate level. The GW organizations in the states have different work culture and often followdifferent practices. The introduction of new instrumentation and methodologies need to besupported by a comprehensive training program. The input of task group II includes review andco-design training courses for relevant staff, participation in course deliveries and on-the jobcoaching

5.5.6 Research and Development

Selected pilot research and development studies have been proposed to be conducted under HP.There is need to develop an appropriate methodology and detailed work plans to ensure efficientemployment of the data emerging from the project activities within the time-frame of HP.Consultants in these fields will be commissioned for this purpose and their input includes supportto:

Estimation of return flows from irrigation. The range of needs requires a cooperative effort ofboth state surface water and groundwater agencies and associated modeling conducted by aresearch organization. Task group II will advice on the selection of the project area , on themonitoring instrumentation and procedures and on the methodologies involved.

Basin/sub-basin water resources evaluation. The nature of such studies suggest a comprehensiveapproach which includes combined surface water and groundwater resources evaluation applied innumerical modeling. It is recommended that such studies will be restricted to basins entirelyincluded in one state to avoid rivalry over surface water data. Task group II will advise on theselection of the project area, on the monitoring instrumentation and procedures and on themethodologies involved.

Water pollution and quality projects. Natural as well as anthropogenic process may affectseverely the quality of groundwater, especially in highly populated areas over which intensifiedabstraction is exercised. Task group II will advise on the selection of the project area, on themonitoring instrumentation and procedures and on the methodologies involved.

Small and well defined basin water balance projects. Such studies are expected to yield actualrecharge figures which may complement commonly applied estimates. Task group II will adviseon the selection of the project area, on the monitoring instrumentation and procedures and on themethodologies involved.

Artificial recharge and aquifer performance enhancement. These studies are expected to yieldquantitative data as to the benefit obtained by such costly activities. Task group II will advise onthe selection of the project area, on the monitoring instrumentation and procedures and on themethodologies involved.


Data storage for conjunctive use. A (sub) basin will be selected for a study into optimization ofwater availability to meet specified demands.

Customization of computer software for dissemination. This involves developing standardinformation outputs of the HIS to meet the needs of the different users.

Other issues to be convered under R&D will be decided upon in consultation between CGWB andthe State Groundwater Organizations.


5.6 Water Quality

Several areas have been identified where the consultant can provide input to the water qualitymonitoring programme to be implemented under HP. Agencies involved in monitoring waterquality and collecting water quality data in the states include CWC, CGWB, State-GW, State-SW,and SPCB. These agencies have various degrees of experience (up to 20 years), with the State-SWagencies in some cases just beginning in this activity. There is some concern that with theupgrading of facilities and programs in the Hydrology Project, a large amount of data of uncertainnecessity will be gathered/produced. Some may also be duplication of effort. The following input,applicable to both surface water and groundwater, is proposed to optimize the water qualitymonitoring effort:

• Optimum Network design• Laboratory equipment, training and database specifications• Development WQ monitoring guidelines• Aid in HP implementation• Participation in training• Continuing guidance and assessment

5.6.1 Laboratory specifications

Laboratory Design and building plans. In many states, new laboratory buildings are beingconstructed, or new spaces are being allocated for upgrading existing labs or establishing newones. From some of the draft plans seen from the various states, it appears that there is a widerange of space being allocated for laboratories and plans for utilization of space within thelaboratory. Some organizations have specifically requested the help of the consultant in designingthe laboratory.

The consultant will prepare specific recommendations with regard to laboratory design for thedifferent levels of laboratories including regard to specific laboratory spaces required, such as:sample receipt and storage area (refrigerated), office and computer space, wet chemical laborato-ry, instrument room, microbiological work area, chemical storage area, glassware washing area,etc. The guidelines will be made considering, among others, the budget that is allocated in HP forthe construction of such new space. The recommendations will be distributed to all states andcentral organizations for their use.

Laboratory Equipment Specifications. The list of equipment as given in the SAR (Annex 2,Table 2, Sheets 7 and 8), need to be reviewed with regard to use and required replicates of thesame item. Laboratory equipment specifications have been prepared by CWC, Maharashtra StateGroundwater Department (GSDA) in Pune, and CGWB. The specifications of CWC and GSDAhave had a preliminary screening, though not by a laboratory specialist. The specifications ofCGWB have not been reviewed by the consultants.

A laboratory specialist of the consultant team will finalize the list of equipment to be procuredplans for the various level laboratories, and make the last review of the technical specifications forlaboratory equipment. He can also assist in the preparation of contract documentation. In somecases, various potential suppliers can be listed. Suggestions for procurement of various itemsrelative to the available laboratory conditions will also be made (i.e. Level II+/III laboratoryequipment such as AAS, GC, ICP should have a dedicated, air conditioned instrument room, andpreferably should not be moved once they have been installed). Suggestions for procurement


conditions will also be made (i.e. procurement of certain items must include a certain number ofdays of training, as well as a service contract).

Training programme. The consultant will prepare the programme for training with respect towater quality staff working in laboratories, and also have some input for training of field staffregarding collection of water quality samples including field or Level I laboratory measurements,and computer training for water quality staff. Specific activities will include:

• preparation of a detailed outline, and actual lectures and practicum plans for training coursesfor the 3 main levels of chemistry training to be provided. Specific courses, including coursecomponents, syllabi, lectures and lab schedules will be prepared (i.e. expand on generalprogram for 'chemical assistants', 'chemists', and 'chief chemists' as described in the SAR,Annex 10, p.6.). A review of the SPCB training program sponsored by a World Bank projectcan be made;

• identification training location(s). This will probably require visits to potential locations such

as training institutes of CGWB and CWC, as well as CPCB laboratory, NEERI, ITRC inLucknow, etc.;

• identification of trainers; • job specifications for all staff to receive; • preliminary identification of locations and organisations study tours in India and overseas,

and for postgraduate training .

The planning of the training programme will require coordination with the National HydrologyTraining Committee (NHTC), so that all states and central organizations agree with and accept thetraining plans.

Development of Standard Operating Procedures (SOPs) for sample collection and analysis.Standard procedures to be used for collection of water quality samples, field analysis of basicparameters, and laboratory analysis of main parameters are to be developed. While manylaboratories follow the 'Standard Methods for Analysis of Water', it was seen that differentpractices exist in different labs. Analytical methods to be used should be formalized in laboratorymanuals, or documented by directly referring to specific procedures in 'Standard Methods' (if thisprocedure is followed, it must be confirmed that all laboratories have a recent version of thisreference). These procedures will be taught in the training courses. Additionally, intra- andinterlaboratory programmes for analytical quality control of laboratory analyses shall be defined,also to be included in the training program.

Review of Staffing. There are general concerns about lack of sufficient staff, with properbackgrounds to meet the needs of the expanded water quality monitoring program beingdeveloped in HP. A list of staff for different designations (and recommended qualifications) willbe prepared for each laboratory, taking into account the expected workload for each laboratory.

Review of software. Different types of software will be necessary in the laboratory for the datacenter as well as for analysis and presentation of water quality data. A review of commerciallyavailable software packages will be made, and recommendation for use in the Hydrology Projectwill be made.


Workshop on Standardization. A workshop on standardization will be held in December for alldisciplines. Issues to be covered include, among other, specification of databases, staffingrequirements and training specifications. Relevant members of the state and central organizationswill gather in Delhi for 2-3 days for discussion on laboratory design, equipment, staffing, training,and software.

5.6.2 Design/Review of water quality monitoring guidelines

Review water quality mandates of central organizations (CWC, CGWB, CPCB). Planning ofan effective water quality monitoring program depends on having a clear definition of themandates and objectives of the relevant organizations with respect to water quality. While thismay currently be poorly defined in the various state agencies, it is expected that the centralorganizations have more clearly documented policies. Discussions with the central agencies willbe held to identify the mandates, and objectives of their water quality monitoring programs, andthe relevant national or state legislation that affects water quality.

Pilot program - monitoring guidelines. Beginning with a pilot program of 2 agencies (surfacewater and groundwater) already active in water quality monitoring, the consultant will assist theseagencies with the rationalization of the water quality monitoring networks, and standardization ofall their monitoring activities. This will include identification of information needs which allowsto:

• identify and document the mandate of the state and central agency with respect to water qualitymonitoring needs;

• identify the main water quality issues in the state;• interact with data users (HDUG) to understand water quality data needs;• catalogue existing data availability;• identify the end-product(s) of the water quality monitoring program..

Objectives for the water quality survey will be defined and documented for:

• baseline water quality;• quantifying trends or changes in water quality;• calculating loads (rivers only);• assessing impact of development activity on water quality;• assessing suitability of water for various uses;• checking compliance with standards.

Guidelines for the regular monitoring network will be developed, including:

• types of monitoring stations, baseline stations (primary or secondary), impact stations, useoriented stations;

• number of stations;• frequency of sampling;• parameters for analysis.

The frequency of sampling at each station and the parameters to be analyzed can be decided basedon the monitoring objectives, classification of station, known seasonal behaviour of the waterbody, inter-station correlations available from previous records and availability of resources:


• develop plans for special investigative studies of pollution or other problems; • encourage coordination between relevant agencies to ensure that national and State monitoring

networks cooperate on a complementary basis and establish uniform quality standards; • review procedures for sample collection and analysis; • review field/laboratory equipment used; • review and develop quality control practices; • assist with standard methodologies of data storage and processing; • discuss formats for production of yearbooks, and distribution of results.

Documentation of monitoring guidelines. The results of the pilot program will be documented asa set of guidelines for the state and central agencies for running an effective water qualitymonitoring program. In the guidelines, the approach to be used in the state and central agenciesfor developing the monitoring program will be documented. The guidelines will be distributed toall agencies, and HDUGs (MOEF & State PCB) discussed in a workshop and reviewed with themin detail during subsequent visits to each state.

Review advanced water quality training. Based on the results of the pilot program, the material tobe included in the advanced chemistry training may need to be adjusted or revised. This should bedone as soon as possible as to be incorporated into the training schedule.

A review of all the state and central agency plans for the coming year will be made with respectto preparation of the HIDAP for 1997/98, which must be completed by 1 April 1997.

Implementation of monitoring guidelines. All of the states will be visited, and consultants willwork together with the state and central agencies to review and strengthen their monitoringprogram. The guidelines developed during the pilot program and presented during the workshopwill be the basis of the work performed together.In addition, states will be asked where possible to proceed with computerization of existing data,while giving attention to validation of data, which will also be reviewed.

Workshop. At the end of the visits to all states, a wrap-up workshop will be held to discuss theimplementation of the guidelines, and any revisions necessary.

Progress in data computerization and validation will be evaluated. The role of the consultants forthe coming months (aid in HP implementation) will also be explained.

5.6.3 Assistance with HP implementation

During the period of defining monitoring guidelines (activity 2) in each state, the state and centralorganizations will also be receiving their new equipment, in some cases moving to new buildings,obtaining new staff, and receiving some training. The consultants will again travel to each state, towork with state and central organizations for hands-on training and involvement with the newprocedures, and for general support of the agencies with establishment of their new laboratories.Coordination meetings between agencies will be facilitated. Attention will be given to both thefunctioning of both the laboratory and the data center.


During these visits, attention will also be paid to quality control procedures, methodologies fordata validation, computer entry, processing and reporting, resource assessment, and furtherevaluation of water quality in a region. Again, coordination between the various agencies in astate will be encouraged, and interaction with the HDUG will be organized. Specific problemareas relating to laboratory equipment and the water quality database can be referred to short-termexperts.

5.6.4 Participation in training

During the ongoing training programs, the consultants will have some involvement to follow theprogress and possibly conduct some of the courses.

5.6.5 Follow-up guidance and assessment

For much of the remainder of the project, continuing guidance will be given by visiting all thestate and central agencies and working together with the laboratories and data centres. Short-termspecialists will be brought in as necessary. One long term objective includes establishing inter-laboratory quality control procedures as a means of ensuring comparability of data. At periodicintervals, assessment of the progress of the different states and agencies will be made.


5.7 Data base management and communication

5.7.1 General approach

The Hydrological Information System HIS can be understood as a network of cooperatingsubsystems: a distributed database system. Each subsystem has its own task to accomplish andcan, to some extent, be operated as a independent system. A method to classify subsystems is byassociating them with organisational subsystems, such as regional offices, divisions, sub-divisionsetc. These subsystems have their interfaces at organisational boundaries then, e.g. with interfacesbetween divisional and sub-divisional offices.

Field Office

Sub-division Office

Division Office

Regional / State OfficeHydrological Data

Users

National Office

Figure 5.1: Example of a hierarchical structure

The diagram is not meant to reflect the exact organisational structure, it is merely presented todepict a general concept of where interfaces can be distinguished. Some organisational bodieshave more hierarchical levels.

There are a number of reasons for dividing the HIS into logic sub-systems. First of all, HIS is adistributed database and secondly HIS is a cooperation of a large number of data providers anddata users, each with their own tasks and processes. Also from the system developer’s perspectiveit can be beneficial to divide the HIS in smaller units.

Each sub-system can be developed as if it were a stand-alone system which receives input fromexternal systems and generates output which is submitted to external systems. Like in thedevelopment of any system, the interfaces with associated systems have to be clearly defined.


In general terms, the interfaces describe the input and products of the sub-systems in thesuccession of organisational levels as the data pass through the system to their destination in thedata base. This method allows for a phased and independent development and implementation ofthe HIS. The system development can then be synchronized with the progress in development ofspecific organisational entities involved. Moreover, the development of HIS can be executedpriority wise, that is, there is no need to ensue a strict bottom-up or top-down methodology.Obviously, the link to the HIS proper should not be lost, in particular the overall system specifica-tions and the interfaces between subsystems must be detailed out sufficiently before irrevocablesteps are taken at sub-level development.

For this it is essential that a single organisational body takes responsibility for the projectcoordination and tuning of the sub-systems input/output requirements, in order to secure a smoothinteraction between the various sub-systems. However, although a single body coordinates theactivities, the development of the Data base and Communication System, DCS, is to be a jointactivity. Software selection, procurement and implementation to be executed in close cooperationwith Consultants assigned for the project.

The priorities during the development of HIS will be set according to the users' requirements. TheHIS specifications have to be defined by the users, interactively with the system developers. Thedefinition is a top-down process, that is, the data users at the top of the system define theirrequirements, which are translated downwards to the lower echelons and eventually determine themeasurement requirements. The DCS merely provides facilities to make data available and trans-port them. DCS as such is the backbone of the HIS and must be able to integrate all itssubsystems.

Many implementing agencies of the project are not yet familiar with information technology, andas a consequence, it will be difficult to conceive system specifications based on an abstract textonly. To facilitate understanding of specifications and to allow for adequate users' input duringHIS development it is suggested to follow a prototyping methodology. Quickly built prototypesare used to define the real thing; the prototypes act as live mock-ups of user interfaces at differentlevels. Applying this interactive methodology several iteration cycles have to be executed before afinal result is reached.

Several implementing agencies already have drawn-up requirements, some of these are quitecomprehensive, from the hydrological perspective. Decisions have to be made to what extent SARis followed and where extensions can be accepted including their budgetary and organisationalconsequences.

Presently a kind of technological revolution is taking place in the domain of on-line data access,data communication, data visualisation. Keywords are: Internet, GIS, Windows NT, LAN. Insteadof massive centralized systems based on a single CPU, computing power is nowadays madeavailable by distributed PCs on a Local Area Network. In this environment however, the LANsystem acts as the single integrating element. Bearing the project's duration in mind, it is wise tocontemplate on these present and future options to factors like ease of use, value for money, andmaintainability.

An aspect not to be overlooked is security, both in terms of virus protection and unauthorized dataaccess. HIS is to be provided with proper barriers against illegal access, the more so when usewould be made of Internet services. Virus protection schemes, including procedures for systemoperators and users, have to be designed. Virus guards have to be selected, installed and operatedon each computer in HIS.


The development of the HIS cannot be isolated from already operational systems and functions inthe project area. Existing operational systems have to be integrated into HIS, possibly after someadaptations. Moreover, a vast amount of historical data has been collected which is presentlyavailable on paper file or in electronic storage, in many different formats. Most data supp-liers/users deem the historical data too valuable to be ignored. However, incorporation ofhistorical data into HIS is a major effort. The embedding of presently active systems into HIS is tobe coordinated properly. Hardware, software and data conversions may be needed before originaldata handling systems can be embedded into the HIS structure.

5.7.2 Phases of the Project

All along the process of developing the database and communication system for HIS a substantialinput from the users' side is required. For this the parties involved have to allocate time andresources.From the perspective of the project management there will be no single nicely structured andphased project flow. Instead, a varying number of sub-projects are likely to be under execution.This is a consequence of establishing a distributed information system like HIS in an operationalorganisation. However, each sub-project is to be planned and to be executed by a structuredmethodology.

Subsystems are defined according to their position in the organisation, corresponding to theprimary data flow, which proceeds from bottom upwards. Subsystems are centres of activityinterfaced to one or more data transport and communication functions. Figure 5.2 on next pagegives a schematic representation of data flow through the various levels of a typical HIS system.The sketch is merely an example of data flow in an arbitrary state. For national bodies a similardiagram can be drawn up.

(See figure on the next page)


Field Office

screened field data

Sub - Division Office

primary validated data

Division Office

collected primary validated data

State Office

validated data (secondary)

Central Database(processed data + meta data)

collected field data

Fig 5.2: Data flow in a HIS

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The organisational structure and data flow as depicted here is merely an example, several states andalso the national bodies maintain other, though in many cases equivalent, organisational schemes.Given the basic direction of data flow through the organisations and the increasing systemcomplexity towards higher organisational levels, the introduction of the database and communica-tion facilities might be initiated at a lower level, e.g. at sub-divisional level. As procedures at sub-divisional level are relatively simple, merely data entry and checking for obvious errors, the intro-duction can be effectuated in an early project stage which allows staff returning from the basiccomputer course to start gaining experience while entering useful historical data and recentlycollected field data. In other organisations the development and introduction of HIS can be startedat another level, depending on its priorities as well as its state of development.

Major issues on the development of DCS include:

• procurement plan for hardware and software (including specification and system design);• entry of historical data;• data centre;• training;• set up of a communication performance test;• main activities: system analysis and design of DCS, design and implementation of the

communication infra structure, design and implementation of the database system, design andimplementation of the user interfaces, testing of the DCS as part of HIS, operation andmaintenance of the HIS;

• input to R&D projects.

The sequence of the activities as listed here is arbitrary and not necessarily related to the sequenceof execution.

5.7.3 Resources

Implementation of HIS will draw largely on the resources of manpower, hardware and software asmade available by the project plan. From all parties input is needed, that is, the HDUGs, trainers,institutional developers, suppliers of hardware and software, external specialists etc.

Considering the complexity of the task and the requirement of high level application softwareexpertise, it is proposed that the detailed programming work is outsourced to programmingspecialists. Possibly the suppliers of the software packages have the resources and expertise in-house, then they might be given a task. Otherwise, specialised developers are to be approached.

It is planned to start in an early stage of the project the initial negotiations. This obviously requiresfirm and reliable commitment from the developers side. Also the conception of technical and userdocuments and manuals might be outsourced to the suppliers or developers respectively. This allunder supervision of national and foreign experts.

For the typical hydrological packages probably foreign input is required to customize the preferredpackage for application under HIS. It is proposed to define one or more pilot applications fortesting and tuning the package. Prerequisites for selection are proven operation in hydrologicalapplications and ease of use.

5.7.4 Implementation


Implementation of the HIS is to be achieved in a phased manner, in close coordination withnational and state agencies. Listed below are comments on the activities involved in the DCS.

Procurement plan for hardware and software. Links to other project goals and activities have tobe taken in account. The procurement of computers is to be synchronized with amongst others theestablishment of the data centres, training requirements, entry of historical data and thespecifications (e.g. performance, number of computers) as generated during the design of HIS. Theadvantage of rapid technological advances and falling prices of computer systems can be obtainedif we decide on a phased procurement plan.

In this respect, it is noted that high-end PCs presently have a performance rating which is quiteequivalent, if not better, to common workstation performance of only a few years ago. A similarsituation applies to operating systems. In particular Windows NT 4.0 is widely regarded as anoperating system fit for professional, demanding applications.

It is proposed to divide the computer procurement in two lots, the first lot to be defined as soon aspossible. The second lot to be defined upon finishing the specifications for performance andquantities as a result of the design of HIS DCS.

Procurement of first lot of computers. It is recommended to procure Pentium type PCs, with MS-Office as a general purpose software environment running under MS-Windows for Workgroups(3.11, MS-DOS 6.22). Consultant will prepare a detailed specification and suggest the numbers perdata user (national and state agencies).

Procurement of second lot of computers. Specifications and numbers to be drawn up during thedesign of HIS, in concert with participants, specification committees of CWC/CGWB and PCS.

Procurement of software. Software to be procured can be divided in hydrological (all its aspects)and in utility software. The specification and selection of hydrological software will be done by theassociated experts. However, input will be given by the DCS team as far as requested.

Definition and procurement of utility software, including the DBMS, communication packages,presentation (visualisation) software and other supporting packages are to be defined during theDCS/HIS design, in concert with parties concerned. In particular for communication aspects(NICNET) input is required from NIC.

Specifications for data centres. For the purpose of standardisation detailed specifications for datacentres for various types of systems will be furnished to the organisation. These will contain detailsof space, environment and power supply.


5.7.5 Entry of historical data

Historical data currently are kept in disk and paper based file formats. The 'on-paper only' data, asfar as they are deemed valuable, are to be entered into a digital, computer accessible format. Thiseffort is to be executed as soon as possible prior to the commissioning of the HIS. Consultants willpropose formats for data entry for provisional data storage.

Design of provisional data storage format. The data entry formats are to be defined in standardsoftware packages Excel (spread sheet) or Access (database), whichever of the two is most appro-priate for the specific data type and the experience of the staff involved. If feasible, use will bemade of the utilities as supported by MS-Office, because user training will be given in that verypackage.

Prior to the design of the user interfaces the entry and storage formats are to be designed incooperation with the hydrologists involved. It is thought that a basic scheme can be designed foreach data type, e.g. stage, discharge, well log, water quality etc. For specific conditions as found inthe states small adaptations may be allowed. Possibly the same data entry schemes can be re-engineered for entry of new data, this so as soon as the final data requirements are defined.

Implementation of historical data entry. Consultant can render assistance in installation andcommissioning of the entry interfaces in the organisational bodies involved in entry of historicaldata. Training and/or trouble shooting support might also be given in case problems arise.

5.7.6 Training

It is proposed to give familiarisation training on PC operation and MS-Office applications to allstaff who will be exposed to PC applications. The training should go into sufficient depth to maketrainees feel at ease using a computer and to become aware of the basics of the windowsenvironment, that is, how to navigate to an application, how to copy files from one directory/diskdrive to another etc. Similar basic skills must be mastered to be able to work autonomously on aPC. This familiarisation training, however, is not designed to develop proficiency in the use ofpackages like Excel or Access. Motivated individuals can master these on their own.

The general purpose training is to be linked with PC procurement and establishment of data centres(as far as applicable). Support will be given in establishing proper training conditions and to assistin trouble shooting and problem solving. The Consultant's training cell will draw up a detailedtraining schedule.

Arrangements have to be made for adequate technical support for the computer training centres,this to prevent backlog due to computer or software malfunctioning. It is expected that the need fortechnical support will drop rapidly after the initial training sessions. Virtually all assistance isexpected to be given by national experts, in order to avoid any hampering effects due to a languagebarrier.

Other then the familiarisation training on the operation, maintenance and usage of the hydrologicalpackages will also be planned. There will be various levels of training on this aspect starting fromdata entry operations at the lowest level. Separate training courses for system operators andmanagers at various levels will be organised. Depending on the level of operation, the training onnetwork communication management will also form an important component.


Also at application level training will be provided, e.g. in hydrological packages and forresponsibilities associated with database, user interface and communication systems, as well assystem management. In particular the nation wide system management, that is IT managementacross state and regional offices, has to be elaborated further before a training plan can be defined.In due course a training program will be developed. Training is to be given aligned with theimplementation of the application software, office wise.

5.7.7 Test of data communication services

Data communication undoubtedly is a major issue in the performance of HIS. Presently newservices, which might be of great benefit to HP, are being developed. NIC is making Internetservices available in all state capitals and district offices. Many software systems, including DBMS,support Internet access. Using a communication standard, like the Internet Protocol, HIS will not bedependent of proprietary software which usually is not open and can be maintained by thesupplier only. For and on Internet, reliable state of the art software is abundantly available. Alsotechnical and maintenance support in future is less of a problem then.

As only limited performance data is available for Indian circumstances, where only very recentlyNIC started to provide Internet services, it is proposed to carry out communication trials. For realapplication testing and to allow the consultants to gain experience with the NIC services the HPConsultants office should by subscribed to the NIC/Internet service. A SLIP/PPP dial-up facilityis considered the most realistic, later higher capacity data connections can be tested as well.Initially this facility is used for general purpose communications such as E-mail and WWWaccess. In concert with PCS one or more state MIS offices could be selected for further perform-ance and reliability testing.

If initial trials are successful then more and more state and national centres can be networked tothe system for further trials. This is to be synchronized with NIC's progress in setting up state andregional access centres which is planned to be finalized mid 1997.

5.7.8 Implementation of HIS

The following activities are primarily dedicated to the DCS of the HIS. The specifications of theHIS system are demand based, that is, they are drawn up from the user's perspective. It is theDatabase and Communication System (DCS) which has to integrate and accomplish the functionslike data entry, data storage, data transport and data access and dissemination. As a consequenceof the user's interaction, the workplan outlined here is to be associated with the activities as formu-lated in Sections 5.3 to 5.6.

Implementation of DCS and HIS requires input from a number of highly specializedprofessionals. The software packages for groundwater and for surface water have to be tuned tothe specific applications. This in close cooperation with the supplier and/or developer. Anotherresponsibility for the suppliers/developers is to give adequate training in operation andmaintenance of their packages.

The databases at state/national level are to be based upon standard software systems. However, alot of work is to be done before these software systems function as an application. It is proposedto have the software suppliers/developers build the applications, under guidance and control of theconsultant's specialists.


The HDUs eventually will have access to data originating from various sources and possibly fromvarious states. For that very reason it is of great importance that an agreement can be reachedupon a standard for the data units applicable within the HIS. There should be uniformity in thestructure and storage of data in the databases for all the entities supported by HIS. E.g.coordinates, levels, discharges, concentrations and alike should be expressed in standardized units.Two main data types are distinguished viz.: hydrological data and meta data, both are recorded indifferent databases. The meta data can be conceived as a catalogue of the hydrological data.

A small team of national and foreign experts is to be established. This DCS team is to be involvedin the full trajectory of the design and implementation of HIS. The staffing of the DCS team mayvary according to the workload and required experts input. Consultant does not have the resourcesto design and build HIS with in-house experts and professionals only. Instead Consultant plans torender advisory and project management services by making its DCS team available. The maindeliverables are to be outsourced to competent developers. The budget is to be derived from theassociated functions.

It is proposed to define a pilot project for each subsystem to be implemented. That subsystem is tobe fully developed, tested and commissioned, including training of staff, finalizing of documentsbefore the commissioning in other units/cells is commenced

System analysis and design of DCS. This activity is to be executed in coordination withconsultant's hydrological experts, data suppliers and HDUs. The importance of this activity canhardly be overestimated as it is to result in the internal and external specifications of HIS. An issueduring the analysis process is to reach agreement on uniform formats and parameters, model struc-tures, data centres etc. Benefits of uniformity are for example. maximum system transparency,lower cost of development, procurement, O&M; maximum exchangeability of data and staff;possible pooling of spare parts, etc.

In particular the definition and design of the user interfaces of HIS require a considerable input.These are the user interfaces which have to make the HIS easy to use. Under Section 5.1 the'assessment of hydrological data needs' is covered. In preparation of the questionnaire, input isgiven by a database expert. The main analysis and design activities are to be initiated when theusers' replies are available. In the meantime a short list of software and service suppliers will bemade, in particular in the fields of data communication, database management systems, GIS, anddata presentation software.

Results are to be reported in standard documents which must contain all the information requiredto design and implement the HIS. These may consist of documents like system specifications,(performance, capacity, inputs, outputs, etc.), description of data structures and relations, the dataflow through the system, the processes and responsibilities involved, the communicationrequirements, the interfaces between subsystems, data access and user interfaces, procedures,specifications for manuals (technical, O&M, user), training, resources and time planning, etc. Alsothe input which will be required from the users during design and implementation are to bedefined.

Design and implementation of the communication infra structure. In this respect thecommunication infrastructure comprises the internal as well as external communication and datatransport under HIS. Internally data are transported from the field, elaborated, transported to ahigher level in the organisation and so forth. For each type of data transport specifications have tobe formulated to make a smooth entry at the subsequent level possible. Data transport does notnecessarily have to be on a sophisticated Local Area Network, but can also take place on diskette.


The basic requirement is that the data format matches the requirements of the receiving interface.This applies to all levels of data transport and communication.

Another activity is to take the necessary steps to get access to the public communication networks,such as the public telephone system and NICNET or other connectivity providers.

Again technical, O&M, and user documentation is to be generated, plans and schedules or trainingand commissioning to be drawn up. The major part of these tasks to be executed by the supplier ofthe data communication infrastructure and services.

Design and implementation of the database system. Data from various sources and in variousformats are to be recorded in HIS. For this forms, procedures and tools have to be defined. Mostof the data will be entered manually from logbooks and/or data collection forms. Some data iscollected in digital/electronic format, e.g. by DWLR/AWLR. Such data can be entered directlythrough a proper software interface. The data entry is to be supported by appropriate elementary,software guided, validation methods. A proper protection scheme against data loss due to a systemcrash or any failure must be part of the database system. Consultant will make its servicesavailable in the definition and implementation process.

As mentioned above, the database system is to be conceived as a standard software package whichis tuned to a specific application. This tuning, or programming, is to be outsourced to the packagesupplier/developer. Obviously the supplier/developer may not be a mere software distributor, butmust be a specialist with back-up from the manufacturer. He will also have to deliver the technicaldocuments, manuals and training.

Design and implementation of the user interfaces. Each application within HIS has its own userinterface. A number of packages have their proprietary user interface. E.g. dedicated standardpackages for ground water and surface water come with a built-in user interface. For other systemcomponents, e.g. at data entry level it might be required to built a dedicated, though simple, userinterface to give the user guidance. However, the main effort will be focused on the design andimplementation of the interfaces for the meta and hydrological databases.

The user interface on top of the database application is to assist in searching for data, needed forthe user's application. In full operation the database is planned to contain hydrological data ofthousands of stations, which makes it a difficult, if not impossible, job to find the requested datawithout the assistance of a powerful user interface. Presently one of the ideas is to put a graphicaluser interface shell around the data base application. The user will be presented a map of India onwhich he can zoom in to the area of interest under mouse control. Subsequently he is offered abird's eye view of that area including the spatial distribution of stations supported and with dataloaded in the data base. He might zoom in further or indicate the periods of data required and soforth. This is typically a GIS application. One of the uncertainties is the adequacy of thecommunication system to support a graphical application like depicted above.

If a GIS package is to be used then also its supplier/developer must be competent to build theapplication, give training etc., in close cooperation with the consultant.

Training is to be given to both users and O&M staff of the HIS systems and the database adminis-trators. Adequate manuals and documentation, in agreement with Consultants specifications, aremake part of the supplier's/developer's delivery.Testing of the DCS as part of HIS. Testing the DCS is to be executed according to a well definedprotocol. It is conceived to execute the detailed testing in a bottom-up succession, starting withsmall functions gradually working to the more complex ones with multiple external interactions.


The skeleton of main HIS is to be tested top down, with special emphasis on user interface andcommunication and data transport processes. Before the entire HIS system is tested thesubsystems should have passed the test protocol. It is quite possible that some redesign is requiredafter initial testing, e.g. inadequate performance or ambiguous user interfaces are sensitive in thisrespect. Although considerable effort will be put into testing, it is impossible to do comprehensivesystem test. Adequate procedures are to be defined for error handling and system change andrepair.

Testing does not have to be executed in one single exercise after finishing all functions andsubsystems. Instead, each subsystem can be tested and made operational after finishing of itsimplementation. However, there is always the danger of a backlash from a higher subsystem. Thesystems have to be tested for factors like correctness, reliability, stability, error handling, stressrecovery, performance, ease of use. Also the documentation must be assessed on applicability,correctness etc. Inputs are required from DCS team, IT staff, suppliers/developers and users.

Operation and maintenance of the HIS. Although each subsystem is implemented according to aspecified plan, with priorities set by the relevant organisational unit, to an external observer, theimplementation processes may appear to be executed practically at random, because so manysubsystems have to be implemented. This affects operation and maintenance planning to such anextent that at is this stage it is not practical to draw up a detailed plans. The numbers ofapplications, distinguished by type, can be assessed in an early project stage. This allows forcontracting certain maintenance to the associated suppliers/developers.

The operation of the subsystems is to be taken up by the committed organisational units, each atits own national or state level. Prior to the commissioning of subsystems the users involved haveto be made acquainted with (sub)systems and trained in application and O&M responsibilities asapplicable.

The impact of HIS on Indian society not only depends on is technical capabilities andperformance but also on the HDU's awareness of its existence and potential benefit. One way toincrease awareness is by advertising through a WWW site. The web-pages could inform potentialusers about services both existing and under development. Consultant is to provide support ororganise support as required.

5.7.9 Input to R&D projects

The R&D projects are not fully defined yet. There may be projects like flood forecasting andoperational management of water resources, reservoir monitoring, and discharge measurement byMoving Boat Method using ADCP. Some of these projects will need IT input which can berendered by the DCS team.

On-line applications. Forecasting and operational management impose additional requirements,especially the response time on inputs and queries is critical in such applications. In particular inflash flood prone areas responses must be fast which implies that electronic communicationssystems have to be included in the system. In rural or mountainous terrain, lacking a reliabletelephone system communication may be set up by radio. The data entry functions are to beextended with a real-time interface for automatic data entry. Also data validation, processing andpresentation procedures have to be tuned for quick response. To cover communication and dataentry functions the DCS team could provide guidance in establishing such a system. On-lineapplications are not planned to be integrated in HIS.


Reservoir monitoring. Some objectives in reservoir monitoring are storage capacity assessmentand sedimentation studies. A small bathymetry system based on echosounder and a differentialGPS system, including a suitable software package for data collection, processing andpresentation could be one of the elements. On data collection matters the consultant will renderassistance through its equipment, data base and communication specialists.

Moving boat application. Discharge measurement by ADCP, applying the moving boat method isa widely used method. Using modern computer and positioning technology, a system can beimplemented in a fairly small, transportable package which allows for swift application on smallcrafts. Input will be given in drafting specifications, rendering assistance for commissioning testsand during application.


5.8 Training services

5.8.1 Scope of work

The training component helps to improve the knowledge, skills and attitudes of hydrology staffand key players in the main five HP activity sectors: surface water hydrology, ground waterhydrology, hydrometeorology, water quality monitoring and data management. Training eventsare organised as formal group training, on-the-job coaching, study tours in India and overseas,post-graduate training in India, refresher courses, workshops and seminars.

The main HP effort in the period October 1996 - December 1997 will be to mobilize the resources(trainers, training institutes, materials) to secure the delivery of training courses in line withexisting State proposals. At the same time, a start will be made to improve their training quality interms of technical contents (updating, standards), training skills, evaluation systems and humanresources development aspects.

5.8.2 Central Training Institutes

Six national training institutes will be involved in the Project for the development of hydrologytraining programmes:

• Central Training Unit (CTU) of the Central Water Commission in Pune for surface waterhydrology

• Central Ground Water Board (CGWB) in Faridabad and Raipur for ground water hydrology • Training Centres of the Indian Meteorological Department in Pune, Madras and Calcutta for

hydrometeorology training • National Institute for Hydrology (NIH) in Roorkee for data base management • National and State level laboratories for water quality monitoring, which have yet to be

selected • institutes for training management and curriculum design, which have yet to be selected • in addition, other institutes will be involved as support organizations for materials and guest

trainers, such as the Central Water Power Research Station (CWPRS) in Pune, the NationalEnvironmental Engineering Research Institute (NEERI), Universities etc.

A short profile of the institutes is provided in Annex 3. The identified Central Training Institutes(CTI) have established training facilities and are themselves important sources of trainers. Astraining delivery for lower level staff will take place at State level, CTIs will train the future trainersfrom the participating eight States. These trainers will, in turn, undertake the actual staff training ona regular basis. State level training developers and trainers / instructors will be selected from theState Water User organisations. These organisations do not yet avail over the facilities andlogistical experience to deliver their training. It appears a practical solution to involve StateWALMIs for this purpose. At longer term, Water User organisations may choose to develop theirown training staff and facilities as in-house Training Cell.


5.8.3 Training Cells

The Training of Trainers programme, developed and delivered by the CTIs, should enable Statelevel technical trainers to update their sector specific and general hydrology knowledge inconjunction with subject related didactical skills. This latter aspect is often underestimated in theHP context and it is wrongly assumed that knowledgeable people are by definition the mostappropriate trainers.

Secondly, the average technical trainer is often in charge of special subjects and not involved ingeneral curriculum development and training course management. Each Water User organisationwould require a training manager and curriculum developers who are familiar with organizationaland personal training needs analysis, training programming, materials development, logistics,evaluation and training administration. HP’s support to training development will not be limited tothe updating of technical know-how, but also cover training skills of technical trainers anddiversification of training functions in the beneficiary organizations to secure quality training.

5.8.4 Training of trainers

CTIs will organize Training of Trainers (ToT) in surface water hydrology, groundwaterhydrology, water quality monitoring, database management and training skills. ToT is notproposed for hydrometeorology, as the CTI for this sector (IMD) avails over facilities at Pune,Madras and Calcutta which could directly cover all training requirements for all hydromet staff inIndia. CTIs will prepare the detailed curricula and materials for their ToT programmes with theassistance of consultants. The States have to depute competent middle level professionals whohave the right aptitude for training. CTIs and the Consultant will assist participating agencies withthe selection of technical trainers.

New Training managers and administrators at State level would require training and coaching inthe organization, logistics and enrollment administration of all training in their organization. ForCTIs, this will be provided by the Training Consultants in the third quarter of 1996. At longerterm, it should be considered to mobilize specialized Indian resources to deliver this type oftraining on a regular basis for all training institutes and water user organisation Training Cellswhere training is developed.

Curriculum developers are needed to help technical trainers and instructors in developing theirtraining sessions and training skills. Curriculum developers are also the key persons in anorganization if it comes to detail the training needs, work out training schemes, evaluate impactetc. At longer term, it is considered to mobilize specialized Indian resources to deliver this type oftraining on a regular basis for all training institutes and water user organisation training cellsinterested to develop their own training capacity.

Present estimates for the first rounds of ToT participation are:Surface water hydrology: 8 x 4 persons / State: 32 personsGroundwater hydrology: 8 x 4 persons / State: 32 personsWater quality monitoring: 8 x 2 persons / State: 16 personsData management: 8 x 2 persons / State: 16 personsTraining management 8 x 4 persons / State: 32 personsTraining systems 8 x 4 persons / State: 32 personsWith a course intake of 15-20 persons, ToT is to be repeated twice in surface water, ground waterhydrology, training management and training systems while one ToT is adequate in water qualitymonitoring and data management. ToT is scheduled for January ‘97 with a duration ranging from


4 to 6 weeks. Training modules for observers and supervisors courses will be produced by theend of February 1997. Requirements:

• ToT programme for SW field observers training Total number requiring training: 75 Commencement of training: January 1997 Duration of training: 6 wk Recommendation: Central Training Unit of CWC, Pune plans to conduct 2

courses/yr for 2 years. • ToT programme for GW field observers training Total number requiring training: 120 Commencement of training: January 1997 Duration of training: 4 wk Recommendation: CGWB plans to conduct 3 courses/yr with an intake of

20 persons for 2 years. • ToT component for Water Quality training Total number requiring training: 20 persons, selected from the 111 chemists and 50 chief chemists

who underwent technical training Commencement of training: January 1997 Duration of training: 5 wk Recommendation: the selected Central training laboratory plans to

conduct one ToT course with an intake of 20 • ToT programme for data management training

Total number requiring training: 20 persons (preferably selected from the computerfaculty of WALMIs)Commencement of training: January 1997Duration of training: 6 wkRecommendation: NIH plans to conduct one ToT course with an intake of20 persons.


5.8.5 Training modules

Often, training requirements of one job will overlap with those of other jobs. For instance: athigher staff levels an appreciation of lower level skills should exist to introduce good supervisorypractices. And, at lower staff levels an appreciation of higher level supervisory action will help jobholders to know precisely which quality and quantity standards are expected in a particular job.Overlaps in training topics do also exist horizontally, even between unrelated jobs. For example,water quality know-how and basic computer skills are important in both ground water and surfacewater jobs.

The provision of training modules will accommodate for the flexibility needed in all job training.As these training modules are produced in various institutions all over India, it is the HP’s tasks tokeep a complete overview of modules, avoid multiple production, secure technical standardizationand stimulate exchange of modules between various training providers. In Annex 2, a first listingof HP training modules is given.

5.8.6 Training development activities

In Hydrology Project’s training component a distinction is made between training developmentactivities and the support of actual course deliveries. Training development refers to (new)provisions as needed to at training delivery started. This includes:

Establishment of National and State Hydrology Training Committees• identification of NHTC members;• definition of working procedures;• participation in NHTC periodical training review meetings;• establishment of (8) State Hydrology Training Committees (SHTC).

Establishment of Training Cells in Water User Organisations• prepare job descriptions for Training Cell Staff;• prepare guidelines for staff selection: trainers, managers, designers;• assist with identification of TC staff;• monitor Training Cell review meetings.

Central and State level laboratories for Water Quality Monitoring training• assess training capacity of major national water analysis laboratories ;• advise on selection as CTI ;• assist with preparation as CTI ;• review selection of State level laboratories;• assist with preparation as STI;

Training of Trainers• brief and confirm commitments of CTIs as ToT centres (SW/GW/WQ/DM); • brief and confirm commitments for additional resource persons from other Institutes,

Universities etc.; • identify organizations for training in training development: management, HRD, didactics; • develop reference materials and training guidelines: all technical training sectors;


• develop reference materials and training guidelines: HRD, training management, curriculum

development, didactical aspects; • monitor ToT delivery: technical; • monitor ToT delivery: managerial and didactical; • coach the preparation and review corporate HRD/training plans (1997). These plans, as

explained during and prepared immediately after the ToT, will include details on staffredeployment, training calendars (formal, post graduate etc.), lists of participants,specifications for training equipment and demonstration plots, overviews of equipmentsupplier training, arrangements made with local WALMIs;

• coach the preparation and review training materials. These materials, for which the format and

didactical design criteria are explained during the ToT, are initially prepared by the CTIs.Training materials development includes writing of technically valid scripts, specification oftraining methods, preparation of handouts, illustrations and trainer visuals etc. Practice learnsthat this production process may take months of preparation time per typical training week..

Training database, monitoring and evaluation at HP level. The Project will prepare several databases for managerial purposes and to keep track of progress made in training development, itsdelivery and actual impact. To do so, the Project would largely depend on the reports provided bythe Water User organizations and Training Institutes. Formats for such reports, will be preparedby the HP in consultation with the users at National and State levels. The HP will take a lead inthe initiation and promotion of the training databases and resources. It is expected that theNational and State level Training Committees will, at short term, take over daily databasemaintenance and usage. The HP training database will include the following components:

• potential hydrology training resources in India; for post graduate training, study tours, guesttrainers etc.;

• potential international hydrology training resources; • profiles of active HP training institutes and smaller corporate Training Cells, indicating

baseline situation, annual plans, improvements made etc.; • HP trainer profiles: CV, position, experience record, performance; • HP trainee profiles: indicating position, career record, training participation etc. For longer

term training evaluation purposes, the tracing of a sample of these records would be useful; • progressive records of training courses and events, as planned and as delivered, together with

evaluation notes from trainers, trainees and possible external observers; • comprehensive library of all hydrology training modules which comply with HP standards for

training design and technical contents.

Typical activities for the set-up and application of each these databases include:

• Specification of input formats, reporting and software requirements


• Consultation with main data providers and future users• Software programming, first loading and testing• Routine loading and library management• Reporting and distribution

5.8.7 Training calendar

Training courses and events are envisaged at seven distinct job levels in the four hydrologysectors as presented in the following table:

GW SW Meteo WQ

Ce St Ce St Ce St Ce St

HIS level HIS role HIS job holder

National Develop policies PCS, NCC, NLCC,NHTC

State /Region

Manage HIS &water resources

Executive EngineerSE/CE

Circle Accumulate data Executive Engineer/SE

Division Apply software Executive Engineer

Sub- div. Enter data Jun./Ast. Engineer

Site Validate on site Jun /Ast. Engineer

Collect data Observer

Legend: Ce = Central agencies St = State Agencies

Where jobs are distinct from others, a separate training course will be required and the composition of the group of trainees would be only heterogeneous in terms of previous jobexperience, age and locality. In the matrix above, 7 (levels) x 4 (technical sectors) would, intheory, generate 28 job-related training courses or training-like events (workshops, study toursetc.).

In practice, not all States maintain such a clear-cut division of HIS roles and subsequent allocationto specific job holders. For instance, observers in the GW organization may be in charge of meteoreading and data collection and the Meteo organization may not have their own staff at site levelto do so. From a training point of view, trainee selection should also accommodate for sharedtraining needs in the sense of common topics and to introduce cooperation across varioustechnical sectors. Such cooperation mainly exists at the level of Circles and upwards.

During the Inception surveys, State specific training requirements and plans were noted. Moredetails are provided in Annex 2. These requirements, together with the training needs listed in theSAR and the Consultant’s suggestions result, at present, in the training courses, events andenrollment figures as discussed below.

Hydrometry for surface water field observers. Field observers of state and central agencies, willbe trained at STIs (WALMI/staff college) by the trainers and resource persons who underwent


ToT. They use the training modules received from CTIs. The importance of reliable hydrologicaldata shall be emphasized. Training includes accurate measurements, data recording, operation andmaintenance of equipment. Modules include: river gauging (SW-1), sediment sampling and on-site analyses (SW-2), surface water quality and on-site analysis (WQ-1)• Total number requiring training: 3595 (State average : 450)

Commencement of training: March - April 1997Duration of training: 3 wkRecommendation: Each WALMI/state staff college might plan for

7 courses/yr. with an intake intake of 20persons for about 2.5 to 3.5 years as per need.

Hydrometry for ground water field observers. Field observers of state and central agencies, willbe trained at STIs (WALMI/staff college) by the trainers and resource persons who underwentToT. They use the training modules received from CTIs. The importance of reliable hydrologicaldata shall be emphasized. Training includes accurate measurements, data recording, operationand maintenance of equipment. Modules include: water level monitoring (GW-1), ground watersampling and on-site analyses (WQ-2)• Total number requiring training : 1776 (State average: 222)

Commencement of training: Mar - April 1997Duration of training: 2 wkRecommendation: Each WALMI/state staff college might plan to

conduct 4 courses/yr (course intake : 20) forabout 2.5 to 3.5 years as per need.

Training for surface water supervisors and junior staff will also be organized and conducted atSTIs by the resource persons who underwent ToT with the aid of training modules received fromCTIs. Training will include: computation, data validation, analysis, effective motivation andsupervision of field observers, operation and maintenance of equipment and significance of goodquality data in water resources evaluation (SW-3) in addition to a rapid review of SW-1, SW-2and WQ-1.• Total number requiring training: 782 (State average : 98)

Commencement of training: March - April 1997Duration of training: 4 wkRecommendation: Each WALMI/state staff college might plan to

conduct 2 courses/yr with an intake of 20persons for 2-3 years as per need.

Training for hydromet observers of State and Central Agencies will be conducted on SRG andARG by IMD trainers in the local language as agreed to by the IMD representative in NLSCmeeting on 24th July, 1996 (Hydrometeorology Module 1).• Total number requiring training: 2640 (=880 per IMD institute)

Commencement of training: December 1996Duration of training: 3 wkRecommendation: IMD might plan to conduct about 8 courses/yr

with an intake of 20 persons per course forabout 4 years as per need.

Training for Full Climatic Station supervisors in hydrometeorology will be conducted at IMDTraining Centre, Pune. The course would cover all aspects of operation in a Full Climatic Station(HM-1 and HM-2).• Total number requiring training: 432

Commencement of training: January 1997


Duration of training: 6 wkRecommendation: IMD might plan to conduct 4 courses/yr with an

intake of 30 persons per course for 3 to 4 yearsas per need.

Training of middle level professionals would be organized by the CTIs on hydrological analysis,modeling of hydrological systems, hydrogeological analysis, groundwater modeling, effectivestaff supervision, application software etc.Andhra Pradesh, Maharashtra, Orissa, Tamil Nadu and Karnataka have proposed studies on theestimations of return flows from surface water irrigation. Additionally AP, Gujarat andMaharashtra have proposed catchment area water balance studies. A 4-wk refresher course onmodeling of hydrological systems, water balance studies and drainage (surface and groundwater)could be organised by NIH with consultants" support. An intensive 10 wk course on groundwatermodeling could also be organised by NIH with consultants" support. Orissa, Tamil Nadu have proposed catchment modeling for flood estimation. A 4-wk refreshercourse on rainfall-runoff modeling and flood hydrology could be organised by NIH withconsultants" support.Mahrashtra has proposed continuation of its groundwater recharge studies. A 2-wk refreshercourse on geohydrological analysis and groundwater could be organised by CGWB/NIH withconsultants" support.Andhra Pradesh and Kerala have proposed studies on groundwater pollution. A 3-wk course onmodeling groundwater pollution could be organised by CGWB/NIH with consultants" support.

Appreciation course for senior professionals would be organized by CTU, NIH or other qualifiedtraining centres on project management, significance of hydrological analysis in water resourcesevaluation, development and management, user-oriented data collection and dissemination.

Training for Chemical assistants of state and central agencies will be conducted within the stateby the trainers (Chemists) who underwent ToT in the Central Training Institute. The trainingincludes basic aquatic chemistry, laboratory chemical analysis, operation and maintenance ofequipment in addition to sampling of surface and groundwater and on-site analyses. The coursecovers Water Quality Modules 1, 2 and 3.• Total number requiring training: 244 (State average: 31)

Commencement of training: March 1997Duration of training: 6 wkRecommendation: the selected State training lab might plan to

conduct 2 courses/yr with a course intake ofabout 15 persons per course, depending onequipment availability, for one year.

Training for Chemists of Level II and Level II + Laboratories will be conducted in the CentralTraining Institute on advanced aquatic chemistry, water pollution, microbiology, data validationand storage, interpretation of water quality data, use of computer software, laboratorymanagement and significance of water quality data in water resources management. The coursecovers Water Quality Module 4 and a rapid review of Water Quality Modules 1, 2 and 3. Chemists of Level II + laboratories do additionally Water Quality Module 5 which deals withoperation & maintenance of specialized equipment like Atomic Absorption Spectrophotometer(AAS), Gas Chromatograph (GC) and Inductively Coupled Plasma Spectrometer (ICPS) etc.

Training for Chief Chemists will be conducted at Central Training Institute (laboratory) on WQnetwork design, statistical methods, quality control procedures, identification of problem areas(Water Quality Module 6) in addition to a rapid review of Water Quality Modules 1, 2, 3, 4 and 5.


Basic Computer Course of 3-week duration will be conducted at State WALMI (two courses inNovember and December 1996) to professionals in surface water/groundwater/water quality whowill do data entry, validation and processing. The course includes module DM-1, as pre-requisiteto subsequent data management courses. • Total number requiring training: 1480 (State average: 185)

Commencement of training: November 1996Duration of training: 3 wkRecommendation: Each WALMI might plan to conduct 5 courses

with an intake of 20 persons per course forabout 2 years.

Computer course for data entry of 3-week duration is a follow-up of Data Management Module 1and will be conducted at WALMIs by the resource persons who underwent ToT with the aid oftraining modules received from NIH. This is for professionals in surface water/groundwater/water quality and will be for those who undertake data entry. The course deals with basicsof database management and covers surface water database software for surface waterprofessionals (Data Management Module 2)/groundwater database software for groundwaterprofessionals (Data Management Module 3) and water quality database software for chemicalassistants and chemists (Data Management Module 4).• Total number requiring training: 893 (State average: 112)

Commencement of training: March 1997Duration of training: 3 wkRecommendation: Each WALMI might plan to conduct 3 courses

with an intake of 20 persons per course for aperiod of 1.5 to 2.5 years as per need.

Computer course for database supervisors of 3 week duration is a follow-up of Basic ComputerCourse and Computer Course for data entry and will be conducted at NIH, Roorkee. This is forprofessionals of surface water/ground water/water quality. The course would provide applicationof specialized analysis software in surface water (Data Management Module 5)/groundwater(Data Management Module 6)/water quality (Data Management Module 7). The course willemphasize supervision of data entry and processing, validation checks, flow of data from fieldstations into the database, maintenance of time schedules etc.

Computer course for database managers of 3-week duration is a follow-up of abovementionedthree computer courses and will be probably conducted by NIH, Roorkee. This course is forprofessionals in surface water/groundwater who would function as database managers at datacentres. The course covers Data Management Module 8 for surface water, Data ManagementModule 9 for ground water, GIS and interface issues.

Training on specialized equipment. Suppliers will provide instructions and on-the-job training inthe operation and proper maintenance of specialized equipment. This type of training is expectedto take place before and during the installation of the equipment. CWPRS will conduct training in the States on application of the special equipment, data collectionand analysis in surface water hydrology. The Water Resources Development Organization(WRDO) of Karnataka has proposed the installation of Acoustic Doppler Current Profiler (ADCP)at a major river site in the state. Special training is to be provided by the supplier, assisted byCWPRS and consultant. All States, except Madhya Pradesh, would be procuring a package ofequipment for reservoir sedimentation surveying. Special training is to be provided by thesupplier, assisted by CWPRS/CTU and consultant.


Overseas study tours for senior professionals are suggested in the course of 1997, to provideexposure to established hydrological information systems in other countries. It is proposed thatthree groups would be constituted, one in surface water, groundwater and water quality. Eachparticipating state should depute one specialist for each group. CWC would send 3 for surfacewater and CGWB likewise 3 for ground water. CWC & CGWB may jointly send 3 for waterquality. Each group consists of 8 from states and 3 central agencies.

Study tours in India will be organized in 1997 for middle-level professionals to visit other statesto get acquainted with different hydrological methods and practices. Participants should beselected on the basis of performance in training courses. Duration should be 2 weeks to visit 3states (6 per state and 4 from CWC making 4 study tours of 13 persons in surface water andlikewise in groundwater with 4 from CGWB).

Post-graduate courses in hydrology. It is desirable that about 3 to 4 promising juniorprofessionals be deputed next academic year in 1997. State and central agencies should alreadystart identifying appropriate candidates. Based upon specific expertise needed by the agencies,state-specific theses topics are prioritized and recommended to the candidates. Arrangements forpost-graduate course, which could take place in India or overseas, will be made in closeconsultation with PCS/WB.

For each course and training event described above, the following assistance is proposed. Theactual depth and duration for external assistance would depend on the Institute’s or Cell’s capacityto undertake these steps under own management:

• training needs analysis at sector, organisation and personal levels;• curriculum development and/or updating;• etailed training session/event specification;• materials production: for trainers and participants, including translations;• preparation and training of trainers and instructors;• training planning, organization and logistics management;• training delivery;• training administration, monitoring, evaluation and reporting;• evaluation and review sessions.

Activity Schedule Task Group 2 SURFACE WATER & HYDROMETEOROLOGY

No. Activities 1996 199710 11 12 1 2 3 4 5 6 7 8 9 10 11 12

1 Set up of HIS1.1 Assessment of hydrological data needsa Preparation of questionnaire for data usersb Interviewsc Reporting

1.2 Overall structuring of the HISa Draft documents on HIS Structureb Workshop on HIS structure

2 Surface Water2.1 Design and operation of the monitoring networka Network design

. Review/redesign of the surface water and meteorologicalnetwork in a selected river basin.. Presentation of the design procedure in a workshop. Assistance to the implementation of network design

procedureb Site selection

. Drafting of guidelines

. Site selection, field visitsc Design of civil worksd Equipment specificatione Review/design of standards for monitoring, processing and data dissemination

. Draft of standard procedures

. Workshop on review of standardsf Equipment installation, testing and maintenance

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Page 1

Activity Schedule Task Group 2 SURFACE WATER & HYDROMETEOROLOGY

No. Activities 1996 199710 11 12 1 2 3 4 5 6 7 8 9 10 11 12

2.2 Design and operation of the datacentresa Review/design of standards for data processingb Specification of hardware and softwarec Implementation of hardware and softwared Design of state specific data storage and processing

procedurese Processing of historical data

. Advise on entry of historical data

. Processing of historical data

2.3 Assistance in the preparation of the HIDAP

2.4 Traininga Review of course curriculab Development of course materialc Participation in training coursesd On-the-job training in monitoringe On-the-job training in data processing

2.5 Research and developmenta Estimation of return flowsb Design of telecommunication system for WRMc Development of operational WRM systemd Design and development of flood forecasting systemse Design of reservoir sedimentation monitoring programs

. advice on design of monitoring program and of equipmts

. participation in the pilot studies of reservoir sedimentation

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Page 2

Activity Schedule Task Group 2 DATABASE AND COMMUNICATION

No. Activity 1996 199710 11 12 1 2 3 4 5 6 7 8 9 10 11 12

1 Historical Data1.1 Analysis and assessment of historical data1.2 Entry of historical data

2 Procurement and Installation of Computer Systems1.1 Finalization of Data centre infrastructure specifications 1.2 Procurement and installation of initial lot of systems1.3 Procurement installation of second lot of systems1.4 Procurement installation of final lot of systems In the year 1998-99

3 System Design and Development 3.1 System analysis3.2 Design and development of the database 3.3 Design and development of user interfaces3.4 Feasibility trials of data communication systems3.5 Design of data communication systems

4 System Implementation4.1 Database integration and testing In the year 1998-994.2 User interface integration and testing In the year 1998-994.3 Systems integration and testing In the year 1998-994.4 Training for operation, maintenance and management

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Activity Schedule Task Group 3 INSTITUTIONAL DEVELOPMENT

No. Activities 1996 199710 11 12 1 2 3 4 5 6 7 8 9 10 11 12

1 Project Management Support1.1 develop and finalise Project Management Information System(PMIS)&formats1.2 organise and conduct the Project Management workshop1.3 Demonstration-cum-training seminar on utilisation of PMIS formats and

software1.4 operationalisation of PMIS in States1.5 compile and prepare Progress Report (Q4 and Q1)1.6 prepare format for internal project review1.7 assist States to undertake review (with assigned consultant)1.8 compile and prepare Progress Report (Q2 and Q3)1.9 organize Annual Project Review workshop (with World Bank mission)

2 Finance: facilitation of financial disbursements and billing2.1 review current procedures for budgeting approvals, disbursements,

regulations, billing and auditing2.2 exlore the option of setting up Revolving Funds including guidelines for billing and claims from World Bank

3 Development of the Hydrological Information System(HIS):Data needs assessment with Hydrological Data User Groups (HDUG)

3.1 Review and comment on draft document on HIS structure3.2 Participate in workshop to determine the overall HIS structure3.3 assist in development of questionnaire3.4 assist States in conduct interviews with HDUs3.5 review State reports on Hydrological Data Needs3.6 prepare summary report3.7 convene workshop with data producers

4 H.P Planning workshop4.1 develop format for combined State workplan 1997-984.2 organise workshop for Nadal Officers and Senior Staff of State agencies for preparing integrated plans.

4.3 finalise formats for use by the States

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Page 1

No. Activities 1996 199710 11 12 1 2 3 4 5 6 7 8 9 10 11 12

5 Preparation of Hydrological Institution Development Action Plans (HIDAP):5.1 review the HIDAP and suggest modifications5.2 organise and conduct the HIDAP workshop, coordinating State plans5.3 States finalise HIDAP and submit it to State Government, cc. NLSC

6 Organizational analysis of state implementing agencies 6.1 carry out SWOT analysis in 1 or 2 States6.2 prepare report with recommendations, circulate and obtain feedback6.3 assistance to States in implementation of recommendations

7 Staffing: review of staff requirementsOrganisational Development: streamlining organisation structures

7.1 preparation of OD approach for State SW & GW organisation7.2 State visits to work out staffing and streamlining7.3 reporting on findings and recommendations

8 Project Impact Monitoring8.1 assess views and expectations of Central, State and funding agencies8.2 organise and conduct workshop with States based on logical framework analysis8.3 draft document on concept, objectives and indicators of institution development8.4 develop impact monitoring system

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Page 2

Activity Schedule Task Group 2 GROUNDWATER

No. Activities 1996 1997

10 11 12 1 2 3 4 5 6 7 8 9 10 11 121. Design & Monitoring GW Networks

1.1 Review network design1.2 Construction of DWLR key wells1.3 Generating selected hydrographs1.4 Hydrograph - field relationships1.5 Frequency of observation1.6 Integration of state-CGWB networks1.7 Data gaps identification

2. Design and Operation of Database2.1 Computer and manual data segregation2.2 Selection of database and proc. syst.2.3 Implementation of software2.4 Design data handling procedures

3. Standards for Mon., Proc., Dissem3.1 Drafting Standard Procedures3.2 Workshop - review standards

4. Preparation of HIDAP

5. Training5.1 Review training courses5.2 Review courses curricula5.3 Participation in courses5.4 On the job training - monitoring5.5 On the job training - data processing

6. Research & Development6.1 Estimation of return flow6.2 Water resources evaluation6.3 Water quality projects6.4 Water balance projects6.5 Artificial recharge and aquifer perform.

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Activity Schedule Task Group 4 STAFF TRAINING CALENDAR


10 11 12 1 2 3 4 5 6 7 8 9 10 11 121 Basic Computer Skills

1.1 confirm involvement of WALMIs1.2 development of curricula 1.3 course organisation1.4 first deliveries1.5 evaluation of sessions1.6 feedback to course providers1.7 regular monitoring

2 Observers and supervisors training 2.1 assistance to CTIs for curriculum development2.2 assistance to STI training delivery2.3 evaluation sessions2.4 promote improvements

3 Hydromet observers training at IMD training facilites3.1 monitor module production (local languages)3.2 course delivery monitoring3.3 evaluation sessions3.4 promote improvements

4 Hydromet supervisors training by IMD4.1 course delivery monitoring4.2 evaluation sessions4.3 promote improvements

5 Training at CTIs & NIH for middle level professionals 5.1 identificaiton of topics and relevant software5.2 familiarization of CTIs/NIH trainers with the software5.3 assistance to CTIs/NIH in the conduct of courses

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Page 1

Activity Schedule Task Group 4 STAFF TRAINING CALENDAR

No ACTIVITES 1996 1997

10 11 12 1 2 3 4 5 o 7 8 9 10 11 126 Assistance to NIH in appreciation courses for senior professionals

6.1 identification of relevant themes6.2 conduct of workshops/seminars6.3 evaluation6.4 promote improvements

7 Training on special equipment7.1 monitor training by equipment suppliers7.2 training by CWPRS7.3 evaluation & feedback to suppliers and CWPRS 8 Overseas study tours

8.1 formulation of objectives by NCC and PCS8.2 selection of participants by agencies8.3 organisation of tours for SW/GW/WQ8.4 seminars upon return

9 Post-graduate courses9.1 appraisal of post-graduate courses in India and overseas9.2 selection of post-graduate institutions9.3 deputation of proper candidates9.4 selection of state specific theses-topics

10 Study tours in India10.1 selection of middle level professionals10.2 organisation of study tour programmes10.3 seminars upon returnNote: Several courses repeat; only the initial course is shown in each category.

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Page 2

Activity Schedule Task Group 4 TRAINING DEVELOPMENT & TRAINING OF TRAINERS


10 11 12 1 2 3 4 5 6 7 8 9 10 11 121 Establishment of NHTC

1.1 Identification of NHTC members1.2 Definition of working procedures and agenda1.4 Participation in review meetings 1.5 Promote establishment of SHTs

2 Establishment of Training Cells in implementary agency2.1 Prepare job descriptions for training cell staff2.2 Prepare guidelines for staff selection: trainers, managers, designers2.3 Assist with identificaiton/nomination of staff2.4 Monitor Training Cell review meeting

3 Central and State Level Water Quality Training3.1 Assessment of national laboratories , selection as CTI3.2 Assist with preparation as CTI3.3 Assessment and selection of state level laboratories3.4 Assist with preparation as STIs

4 Training of Trainers4.1 Brief CTIs as ToT centres (SW/GW/WQ/DM)4.2 Brief and confirm committments for additional resources persons4.3 Identify organisations for training management, HRD, didactics4.4 Develop reference materials for technical training sectors4.5 Develop reference material for HRD, training management, currdevo4.6 Monitor technical ToT deliveries4.7 Corporate HRD/training plans(1997)4.8 Coach the preparation and review training materials

5 Training database and monitoring systems5.1 Database 1:Hydrology Training resources in India5.2 Database 2:International hydrology training institutes5.3 Database 3:Profiles of active HP training institutes5.4 Database 4:Trainer profiles5.5 Database 5:Trainee profiles and enrollment5.6 Database 6:Training courses and events5.7 Database 7:Library of hydrology training modules

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Activity Schedule Task Group 2 Water Quality


10 11 12 1 2 3 4 5 6 7 8 9 10 11 121. Development & Strengthening of Lab.1.1 Review of equipment list,building,plans,staff 1.2 Development of SOP, AQC, Trg curricula1.3 Review of available software1.4 Workshop on Standardization1.5 Identification of training centres

2. Development of WQ monitoringguidelines

2.1 Pilot programme design2.2 Documentation of guidelines2.3 Workshop on guidelines2.4 Programme development in states

3. Assistance in implementation of HP3.1 Participation in Training3.2 Hands on Training, quality control

data validation, computer entry,processing, etc., and assessment ofprogress.

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__________________________________________________________________________________________Hydrology Project Inception Report Chapter 6: Staffing Requirements Page 6 - 1

Chapter 6 Staffing requirements of Consultancy Services

6.1 Inception Phase

The official starting date of the consultancy is May 1, 1996. Activities started with preparationsfor the mobilisation of experts, wile an architect was commissioned the task for the design of theproject office, to be located on the top floor of the CSMRS building in Delhi.

The Team Leader arrived on May 27, 1996. Other key staff followed soon, as indicated in Table6.1. The consultancy gained momentum with the start of the Identification Mission on June 24,which was completed on August 26, 1996. About 12 staff members participated in this Mission.Table 6.1 summarises the staff months utilised during the Inception Phase, i.e. from May 1 tillSeptember 30, 1996. About 4% of the available staff months were used in this phase. Deliberatelya relatively low staff input was maintained during this phase.

For various reasons it was necessary to seek approval for staff changes and the mobilisation ofshort-term experts during the Inception Phase. The approved staff changes are listed below.

Designation Name Approval dates

Task Group 11. SMC Tamil Nadu S.M. Krishnan 18.06.962. SMC Gujarat S.C. Sharma 12.07.963. SMC Maharashtra V.P. Shimpi 12.07.964. SMC Andra Pradesh P.S. Murthy 18.09.96

Task Group 25. Sr. Hydrogeologist A. Bein 29.08.966. Sr. WQ Expert (LT) Boderie 18.09.967. WQ Expert (ST/F) M. Villars 13.06.968. Equipment Spec. J. van der Pot 13.06.969. WQ Lab. Specialist J.A.C. vd Broek 19.09.96

Task Group 310. MIS expert P.K. Mukherjee 18.06.9611. MIS expert J.V. Rao 13.06.96

Task Group 412. Training Expert E. Korsten 13.06.9613. Training Expert P.B. Sastry 13.06.96

The State Management Consultants (SMC) for Gujarat and Maharashtra had to be replacedbecause they were not able to settle at their duty stations, while the SMC for Andra Pradesh sadlydeceased. Early October all SMC's are expected to be in position.

Due to unfortunate personal conditions, the Sr. Hydrogeologist (F) had to be replaced, while theshort-term WQ Specialist (F) was changed into a long-term position in view of the substantialinput required in this domain. This required also a change of the initially proposed expert. The


Equipment Expert was mobilized on specific request of PCS, while the WQ Lab. Specialist willbe mobilised urgently to draft a standard model (blue print) for the set-up and operation of waterquality laboratories under HP.

MIS expertise has been mobilised on an urgent basis to support PCS with the preparation of its bi-annual progress report to the World Bank, while short-term training experts participated in theIdentification Mission due to non-availability of the long-term experts.

6.2 Proposed Staffing October 1996 to December 1997

6.2.1 General

The proposed staffing for the period October 1996 till December 1997 follows directly from theactivity barcharts as presented in Chapter 5 for the various domains of activities. Staffingbarcharts for each domain are included in Section 6.3, notably for the activities related toManagement and Coordination, SW, GW, WQ, DCS, ID and Training.

The number of staff months estimated to be required are also listed in Table 6.1. Staffingrequirements are further explained in the following sections. Several reallocations are proposed,particular with respect to short-term foreign experts, which could not be defined precisely at theproposal stage. Similarly the need for 18 short-term and long-term additional national experts hasbeen identified, which may be recruited from staff months to be named.

According to the staffing plan as detailed in Table 6.1, about 150 foreign staff months (out of 289)and 480 national staff months (out of 1125) would be utilised in the first 1.5 years of the project(till December 1997), equivalent to about 45% of the available resources. This leaves 55% for thelast 3 to 4 years of the consultancy services.

The justification of this distribution of resources in time is that the need for immediate support innumerous domains of activities within all participating states and agencies is very substantial.Task Group 3 may serve as an example. ID requires interaction with all participating agencies ona frequent basis. To spend in one year one staff month within each participating agency requiresalready about 40 staff months of Task Group 3 to be spent in the states.

Time to be spent at Consultants' main office in Delhi for preparatory activities, team work andconsultations, reporting, etc. requires another 20 to 30 staff months for this Task Group. Consul-tants anticipate to spend 50 to 60% of their time in the participating states. Hence, the ID-TGrequires 6 long-term experts to achieve the same, and yet only one staff month is spent withineach organisation on Institutional Development (or 4 to 5 staff months in one state). The situationis by and large similar with respect to other TGs or sub-TGs (like SW, GW, WQ, DCS).

A total of 570 staff months has been planned for the next phase of 15 months. About about 60%or 340 staff months would be spent within the participating agencies and on field inspections, etc.This leaves in a period of 15 months less than 10 staff months within each agency to cover allrelevant issues and domains of activities. The above scope should be kept in mind whilereviewing the staffing schedules as contained in Table 6.1. It is also the reason that where possiblea modular approach should be followed, developed in one state on a pilot basis and communicatedthereafter to other states through workshops and short-duration visits. Finally, it clearly


demonstrates that Consultants can only function as facilitators, rather than as implementors of theHydrology Project.

6.2.2 Task Group 1: General Coordination and Management

On the 1st October 1996 all staff of Task Group was mobilized, with the arrival of the Dpty. TeamLeader and the newly appointed State Management Consultants (SMC) for Gujarat, Maharashtraand Andra Pradesh taking up their posts. As discussed in Chapter 4, the role of the SMCs is ofcrucial importance to the success of the Project, being the eyes and the ears of the Consultant staffin New Delhi. Hence, frequent coordination and interaction of the central consultancy team withthe SMCs is a must. The post of Dpty. Team Leader has, therefore, been renamed Task Manager 1,and it will be his responsibility to keep close liaison with the SMCs, through frequent visits to theStates and other means of communication.

The tasks of the SMCs are discussed in Chapter 4, to which is referred for briefness. The names ofthe SMCs are listed in Table 6.1. These tasks will be carried out in close cooperation between TaskGroups 1 and 3.

The Team Leader will liaise with the Task Managers of all 4 Task Groups to ensure the overallcoordination of tasks, activities, workshops etc., as well as the timely fielding of experts, logisticpreparations, etc. Given the crucial role of Task Groups 1 and 3 in achieving a successful project,he will maintain a special liaison with the Task Managers of these Task Groups (ref. to Chapter 4).In coordinating the various project components and liaising with the donor and funding agencies,the PCS, Steering and Coordination Committees, the Team Leader will particularly involve theTask Managers 1 and 3.

6.2.3 Task Group 2: Technical Services

Surface Water.

Consultants have nominated in their proposal one foreign and one national Sr. Hydrologist. Inview of the substantial scope of activities to be undertaken with priority in the domain of SW, it isproposed to include three additional national experts on a long-term basis, i.e. a second Sr.Hydrologist, a Data Processing Expert and a Network Design Expert. All experts will be involvedin training activities, including on-the-job training.

The first Sr. Hydrologist, Dr. D.V.L.N. Rao will look in particular after all matters related tomonitoring network design and optimisation, supported by the Network Design Expert. Jointlythey will prepare a standard approach for the optimum design of networks for hydrological andhydrometeorological data collection, conduct a workshop on standardisation and assist all SWagencies with implementing the same.

The Advisor SW, Mr. Dharma Rao, is proposed as second Sr. Hydrologist, who will look inparticular after all matters related to project implementation in the field, including site selection,design of stations, inspections, standards for SW monitoring stations and the flow of data fromfield to data Centre.

The foreign Sr. Hydrologist will be involved in all activities, with special emphasis on HIS andhydrological data processing, with assistance of the proposed national Data Processing Expert.The latter will assist the state officers in operating various data validation procedures and interact


closely with the technical experts in setting and standardising data validation procedures. He willwork at the state data centre in building up the main data base with other hardware and softwareexperts, with particular attention to the organisation of the Meta data base.

Short-term foreign experts will assist with:• the design of procedures for data validation, the preparation of documentation for

standardisation of data validation procedures and the implementation of the same (DataProcessing Expert).

• the selection of locations for installation of new equipment such as AWLR, ADCP crosssection, cableways, design of civil works as needed, and the preparation of guidelines for thesame (Site Selection/Guidelines Expert).

• the development of a standard approach for the design of SW monitoring networks, based oninternational standards and ground realities, and assist with the application of the methodologyon a pilot basis.

Groundwater.

In addition to the already scheduled long-term foreign and national experts one long-term nationalexpert would be involved to support the concerned state and central agencies with respect to GWdata entry, validation and other relevant data processing. The expert would work mostly in theData Centres and provide on-the-job training. He will be instrumental in getting the GW DataCentres working.

Short-term foreign experts will assist with:

• the review and design of standards for monitoring, processing and data dissemination, draftstandard formats and procedures and participate in a workshop on the subject;

• the design of the research procedures and methodologies, with emphasis on numericmodelling, artificial recharge and aquifer enhancement performances;

• the design of the data base configuration, the preparation of specifications, and the selectionand implementation of dedicated software for groundwater data processing.


Water Quality.

Within the participating agencies WQ is still in an infant stage, particular so in the SWdepartments. This required substantial input, during the first years of the project, being the reasonthat it is deemed necessary to employ a long-term expatriate WQ expert for the development andsupervision of the overall approach to WQ monitoring under HP, and 3 national experts forextended time, i.e. (i) the general WQ expert nominated in the contract, (ii) a Sr. Chemist withexperience in the running of WQ laboratories to assist all agencies on an 'as needed' basis insetting-up and running their often new laboratories, and (iii) an expert with experience in thecomputerisation and processing of WQ data, to support the agencies with the processing ofhistorical and new WQ data.

Additionally several foreign short-term experts will assist with:

• the preparation of a standard module for a WQ laboratory, covering lay-out, set-up andinstrumentation of the laboratories, Standard Operation Procedures, Quality Control, trainingcurricula, etc;

• the development of State/agency wise WQ monitoring programmes with respect to SW andGW, covering monitoring mandates and objectives, monitoring guidelines, etc., as well asassist with the implementation of the guidelines as needed.

Data Base and Communication System.

Long-term specialists include:• Information Specialist

The Information Specialist has a wide experience in design and implementation of IT projectsand has more than average experience with database, communication and GIS/userinterfaces.The Information Specialist has a responsibility for HIS development and implementation andreports to the Consultants project management.

• IT-AssistantThe IT_Assistant has in depth knowledge of PC applications in a MS-Windows environment(MS-Windows 3.x), MS-Office, LAN. His responsibility is to assist in the design andimplementation of HIS with respect to PC technical matters, both hardware and software.Additionally, he renders technical assistance to agencies taking part in the project

• General Database SpecialistThe General DataBase Specialist assists the (geo)hydrologists, water quality experts and otherprofessionals during design and implementation of HIS. Furthermore he communicates withthe database developers in behalf HP. He has in depth knowledge of and experience with theDBMS which is going to be used for HIS. During implementation at the agencies he givesassistance as required.

• GIS and Userinterface SpecialistThis specialist gives input to the design and implementation of user interfaces under HIS. Atdata entry level this is planned to be in Excel and Access, supported by Visual BASIC. At thestate and national level emphasis will be on GIS. The GIS is planned to visualise spatial datafeatures. Adequate knowledge and experience in the GIS package to be used under HIS is arequirement. During implementation he will render assistance at the agencies according to theirrequirements.

• Communication Specialist


The Communication Specialist gives input during design of HIS data communication system.Data communication will be by leased telephone line and by satellite. Probably the greater partof communication will be Internet compatible. During implementation, his assistance isrequired at national and state level. The communication Specialist has appropriate knowledgeand experience to fulfil his task efficiently. His support will be required at national and statelevel during implementation.

Short-term specialists include:• Equipment Expert.

The Equipment Expert will provide necessary input in the installation and testing ofsophisticated equipment like ADCP, AWLRs (Sensor type), DGPS system, echo sounders, etc.He will also provide post - installation training to the field engineers for handling suchequipment adequately. He will further advise on special equipment for reservoir sedimentationsurveys. He will assist in the preparation of guidelines for site selections, instrument handling,and procedures for data logging.

• Database DesignerThe Database Designer will communicate with the supplier of the DBMS-software packageand will prepare the design and tender documents for the HIS national and state databases. Hehas ample experience in database application and design, in particular on the client/serverDBMS to be used under HIS. He will also have been exposed to combined GIS/databaseapplications. The database specifications are conceived in concert with the database users. TheDatabase Designer reports to Consultants project management.

• GIS DesignerFor design of userinterfaces at national and state level GIS input is planned. The userinterfacesare to visualise the spatial data distribution and to enhance/assist data search and selectionprocesses operated on the underlying database. The GIS Designer prepares design- and tenderdocuments for the userinterfaces at national and state level. Adequate knowledge and experi-ence for this responsibility is required. He reports to Consultants project management.

• Communication SpecialistIn particular at the higher levels of HIS, communication is of great importance. During designof these high level communication facilities professional input is needed. The CommunicationSpecialist assists during final design and prepares design- and tender documents. The DatabaseDesigner reports to Consultants project management.

Task Group 3: Institutional Development

Institution Development Specialist, Long-Term, Foreign: R. van Ommen. The foreign ID expertwill direct and manage the activities of Task Group 3, and provide support to the Team Leader forProject planning and implementation. He will identify the institutional issues to be addressed, andthe activities needed to be undertaken. He will collaborate closely with the team leader onscheduling the required inputs for institutional development, taking into account the needs fromthe other Task Groups. He will maintain regular contacts with the State Management Consultants.


In the first year of the consultancy, he will guide development and introduction of a ManagementInformation System (MIS), develop a format for State work plans and budgets, participate in ananalysis of strengths, weaknesses, opportunities, and threats (SWOT) regarding the Stateorganisations, culminating in an overall organisational assessment and development ofrecommendations for their strengthening.

With respect to the Hydrological Information System (HIS), he will assess institutional aspects ofthe relevant proposals, discuss views and expectations with the participating agencies, and guidethe development of objectives and indicators of success for the Project.

Institution Development Specialist - 1, Long-Term, Local: P. Kongari. He will assist the foreignID expert in the management and direction of the ID activities. In the first year of theconsultancy, he will develop the institutional part of a questionnaire for Hydrological Data UserGroups (HDUGs). In collaboration with the foreign expert, he will develop a format for Statework plans and budgets, develop proposals for strengthening management practices of theparticipating agencies, and participate in the SWOT of State organisations to develop anorganisation development approach.

Regarding the HIS, he will assist the foreign specialist by drafting a document for discussion withthe participating agencies on appropriate objectives and indicators for success of the Project.

Institution Development Specialist - 2, Long-Term, Local: (replacement Agarwal). Due topractical limitations, many issues need to be addressed -- at least in the first instance -- inworkshops for representatives from the implementing agencies from the States. One of the mainresponsibilities of this ID specialist is to assist in the organisation, implementation, and follow upof these workshops, and to liaise with the State Management Consultants on related projectsupport and flow of information.With respect to the HIS, he will participate in development of the questionnaire developed on theinstitutional aspects of meeting data needs of HDUGs, conduct interviews using the questionnairein the States, and assist in developing indicators for impact monitoring.

Institution Development Specialist - 3, Long-Term, Local: (to be identified). This ID specialistwill focus mainly on planning and implementation of activities to be undertaken by theparticipating agencies. He will assist the States in applying Project specifications to theformulation of draft work plans and budgets, develop key job descriptions in preparation forrecruitment and identification of training needs, and participate in the SWOT and advise States onincorporating consequent recommendations in their activity plans.

Finance Specialist, Short-Term, Local: (replacement Ajay Singh). The finance specialist willreview current procedures for budgeting, approvals, disbursements, and regulations regardinggeneration of funds, billing, and auditing, and draft recommendations for expediting the relevantprocesses as they pertain to implementation of the Project (within existing Governmentregulations where they obtain). He will also explore the option of setting up Revolving Funds,including guidelines for billing and claims for reimbursement of expenses by the World Bank.

Management Information Specialist - 1, Long-term, Local: P. Mukherjee. The MIS specialist 1will develop the MIS, conduct a workshop on the functional use of the MIS, and provide relevanttechnical demonstrations and training. He will assist the States in installing and commencingoperation of the system. He will provide full-time input on these matters during the first fewmonths of the consultancy, and subsequently reduce his input to part-time as he will also take upresponsibilities for development of the HIS. He will provide guidance and direction of a second


long-term MIS specialist who will continue Project support to the system during his part-timeinvolvement.

Management Information Specialist - 2, Long-term, Local: (to be identified). The MISspecialist 2 will work in close collaboration with and under the direction of MIS Specialist 1, todesign and implement the MIS at the State level. He will work in close cooperation with the Statenodal officer, to ensure smooth functioning of the MIS. He will review MIS operation from timeto time and conduct workshops as needed for maintenance of the system.

6.2.5 Task Group 4: Training Services

Training has been earmarked as a priority activity during the first 1.5 year of the project.Therefore, a considerable part of the available resources will be spent during this period. In theperiod October 1996 - December 1997 the following fields of training expertise need to becovered with qualified project and advisory staff.

Training institutions development specialists. These are typical long term functions during thewhole Project period and will be mainly taken care of by the training (Deputy) Team leader andState Management Consultants.• Involvement, support and networking for CTIs and STIs• Establishment and support of National an State level training coordination committees• Establishment and support of Water User Training Cells

Training data bases and resources management specialists.These areas of activities are managedby the core longer term Training Consultants, with additional assistance from softwareprogrammers to automate resource administration and reporting, and a librarian for data entry anddaily supervision.• Design, start-up and maintenance of HP training monitoring and evaluation systems• Design, start-up and maintenance of national and international training resources• Design, start-up and maintenance of HP trainees and trainers databases• Collection and maintenance of HP training modules

Course design, production and management specialists. Translators are needed for the Oriya,Telugu, Kannada and Malayalam versions of English master modules. For other Indian languageversions no difficulties are expected. These translators should be technical translators and familiarwith the subject matter.

The provision of training management, curriculum development and educational design shouldsecure the (non-technical) training quality requirements in the HP. Related experts will preparepractical guidelines for these areas and deliver special training sessions at selected traininginstitutes. As advisors, they will also review actual application of the guidelines and recommendon follow-up action.

For field visits and study tours in India and abroad, travel arrangements need to be prepared andmanaged at the spot. For this purpose, study tour managers are needed who will also operate in thecountry where the hosting organisations are located.


Technical trainers. Technical subject matter specialists and training advisors should, of course, befamiliar with the training contents they represent, but their real added value is their familiaritywith the full cycle of training development for a particular curriculum. This means that technicaltraining advisors are not charged with the task to review the technical validity and standardisationof training contents as done by HP’s Task Group 2. Technical trainers will:

• further specify training needs at sector, organisation and personal levels;• further detail curricula and training paths on the basis of training needs analysis and human

resources development plans; • specify training sessions/events (modules) within a curriculum, including the preparation of

reality-based case studies, examples, exercises etc. ;• assist with educational design and production of materials for trainers and participants;• occasionally take part as trainer in selected courses;• review initial rounds of training delivery.

Hydrology areas to be covered by these technical trainers include:

• Basic computer training• Data management training• Surface water training• Ground water training• Water quality training in surface and ground water• Hydromet training


Table 6.1: Summary of Staffing Hydrology Project October 1996 till December 1997

Task Group 1: General Coordination and Management

Budget Reall. Total Spent 4th Q96 1997 Balance Mobil. Designation Name mm mm mm mm mm mm mm date

1 Team Leader J.G. Grijsen 50 50 2.3 2.5 9.5 35.7 27.05.96 2 Dpty Team Leader R.K. Visvanath 63 63 2.5 11 49.5 30.09.96 3 MC Andra Pradesh P.S. Murthy 50 50 3 3 11 36 01.10.96 4 MC Gujarat S.C. Sharma 50 50 3 3 11 36 01.10.96 5 MC Karnataka N.R. Venkatesha 50 50 3 3 11 33 01.07.96 6 MC Kerala N.V. Vapicha 50 50 3 3 11 33 01.07.96 7 MC Madhya Pradesh B.B. Ghosh 50 50 3 3 11 33 01.07.96 8 MC Maharashtra V.P. Shimpi 50 50 3 11 36 01.10.96 9 MC Orissa G.N. Padhi 50 50 2 3 11 34 01.07.9610 MC Tamil Nadu S.M. Krishnan 50 50 3 3 11 33 01.07.96

Total Foreign mm 50 0 50 2.3 2.5 9.5 35.7 Total Local mm 463 0 463 14 26.5 99 323.5 Total TG 1 513 0 513 16.3 29 108.5 359.2


Task Group 2: Technical ServicesBudget Reall. Total Spent 4th Q96 1997 Balance Mobil.

Designation Name mm mm mm mm mm mm mm date

1 Sr. Hydrogeolog A. Bein/Botbol 24 24 1.2 2.8 10.5 9.5 12.06.962 Sr. Hydrologist H.J.M. Ogink 24 24 2.5 2.5 9.5 9.5 10.06.963 Sr. WQ expert Boderie (Groot) 26 -2.4 23.6 2 10.5 11.1 Oct. 96 WQ expert (ST) Villars 0 2.4 2.4 2.4 0 21.06.96

4 DB Manag. Spec. B.W.G. Blok 24 -8.5 15.5 1 1.5 7 6 04.09.96 Equip. spec./hydrom J. van der Pot 0 8.5 8.5 1 1.5 5 1 30.06.96

5 Sr.Hydrogeologist T.S. Raju 50 50 1.7 2.8 11 34.5 05.08.96 GW data proc. exp. t.b.n. (N) 12 12 1 11 0

6 Sr. Hydrologist D.V.L.N. Rao 50 50 4 3 11 32 01.06.96 Sr. Hydrologist Dharma Rao 14 14 3 11 0 Oct. 96 SW data proc. Exp. t.b.n. (N) 12 12 2 10 0 Netw. Design Exp. t.b.n. (N) 10 10 10 0 7 WQ expert R.H. Siddiqi 50 50 1.7 3 11 34.3 30.06.96 WQ data proc. exp. t.b.n. (N) 10 10 10 0 Chemist t.b.n. (N) 9 9 9 0 8 Information Spec. Kaulgud/t.b.n. 50 50 3 3 11 33 20.06.96 Gen. DB Spec. t.b.n. (N) 13 13 2 11 0 IT assistent t.b.n. (N) 6 6 0 6 0 DCS - MIS Mukharjee 4 4 1 3 0 Oct. 96 GIS/UI Specialist t.b.n. (N) 12 12 12 0 Communication Spec. t.b.n. (N) 6 6 6 0 9 Lab. eq. special. Van den Broek 3 3 1.5 1 0.5 05.10.9610 Monit. manuals SW P.H. von Lany 1 1 111 Monit. manuals GW H. Michelson 1 0.5 1.5 1.5 012 Network Optim.Exp. S.C. Child 3 2 5 2.5 2.5 0

(technical services cont’d)



13 Data validation P.T. Adamson 4 -3 1 114 R&D spec. GW J. Bear 3 -0.5 2.5 1.5 115 R&D spec. SW J.L. Stephens 3 -1 2 216 Telemetry spec. A. Willis 3 -3 0 0 Commun. Spec. t.b.n. (F) 2 2 2 017 Reserv. sed. spec. E. Mosselman 3 -1.5 1.5 1.518 WQ spec. GW A. Mercado 2 2 1.5 0.519 WQ spec. SW C. Hoggart 2 1 3 3 020 Water Balance Mod. P.H. von Lany 3 -3 0 021 Data proces. exp. D.R. Archer 3 2 5 1.5 3.5 0 GW DB-software exp t.b.n. (F) 3 3 1 2 0 DB Designer t.b.n. (F) 1.5 1.5 1.5 0 GIS Designer t.b.n. (F) 2 2 2 022 Monitoring & Eval. J.C. de Goede 2 -2 0 023 Advisor GW D.K. Dutt 6 6 12 3.3 2.2 6.5 0 01.06.9624 Advisor SW Dharma Rao 10 -7 3 3 0 18.06.9625 Advisor Meteo.S.D.S. Abbi 6 5 11 3.3 1 4 2.7 01.06.9626 Add. Experts t.b.n. 190 -112 78 78

Total Foreign MM 134 0 134 8.1 16.8 64.5 44.6 Total Local MM 412 0 412 20 24.0 153.5 214.5 Total TG 2 546 0 546 28.1 40.8 218.0 259.1


Task Group 3: Institutional Development Spec.


1 ID specialist R. van Ommen 45 45 2 2.5 9.5 31 03.06.96 2 Financial Exp. Rajiv Vij 25 -10 15 3 4 8 3 ID specialist P.Kongari 35 35 2 2.5 10.5 20 25.06.96 4 ID specialist Ravi Pandit 35 35 2.5 10.5 22 ID specialist R. Bhatnagar 13 13 2 11 0 5 MIS specialist Mukherjee 14 14 3.5 2 8 0.5 17.06.96 MIS specialist tbn 13 13 2 11 0 6 ID specialist tbn. 49 -30 19 19

Total Foreign mm 45 0 45 2 2.5 9.5 31Total Local mm 144 0 144 5.5 14 55 69.5Total TG 3 189 0 189 7.5 16.5 64.5 100.5


Task Group 4: Training Services


1 Team Leader H.J. Wittenberg 40 -2.8 37.2 1 2.5 10 23.7 01.09.96 Training Exp.(ST) E. Korsten 2.8 2.8 2.8 0 13.06.96 2 Dpty. TL Training t.b.n. 37 -3 34 2 11 21 Training Exp.(ST) P.B. Sastri 3 3 3 0 17.06.96 3 ID specialist G.J. van Reenen 1 -1 0 0 4 Monitoring & Eval. J.C. de Goede 1 -1 0 0 5 Data Validation P.T. Adamson 2 -1 1 1 6 Reservoir Sedim. E. Mosselman 2 2 2 7 SWQual. Trainer C. Hoggart 2 2 1 1 8 Info. Manag. (SW) D.R. Archer 2 2 2 0 Info. Manag. (GW) t.b.n. (F) 2 2 2 0 9 Telemetry A. Willis 2 -2 0 010 SWQuan. Trainer R. Harpin 2 2 2 011 Trainer GW (Q & Q) J. Bear 2 2 2 012 Info. Manag. (WQ) S.R. Brown 2 2 2 013 WRM spec. G. Uittenboogaard 1 -1 0 014 OOPP spec. A.W. Rijneveld 1 1 1 0 Tr. Hydromet. t.b.n. (F) 1 1 1 0 Tr. Managem. Spec. t.b.n. (F) 1 1 1 0 Tr. Systems Spec. t.b.n. (F) 1 1 1 0 Educ. Design Spec. t.b.n. (F) 1 1 1 015 Trainer SW B.P. Parida/Chandra 12 12 1 5 616 Tr. Hydromet. S.D.S. Abbi 12 -5 7 1.5 3 2.5 01.06.9617 Training spec. K. Ramana Murthy 12 -12 0 0


(training services cont’d)Budget Reall. Total Spent 4th Q96 1997 Balance Mobil.

Designation Name mm mm mm mm mm mm mm date

18 Trainer GW (Q & Q) D. Kasyap 8 8 1 6 1 Basic comp/software t.b.n. (N) 4 4 2 2 0 Info. Man. Trainer t.b.n. (N)/Parida 6 6 6 0 SW Qual.Trainer t.b.n. (N) 4 4 4 0 Training DB Progr. t.b.n. (N) 6 6 1 5 0 Translators t.b.n. (N) 4 4 4 0 Tr. Managem. Spec. t.b.n. (N) 4 4 4 0 Tr. Systems Spec. t.b.n. (N) 4 4 4 0 Educ. Publishing Spec. t.b.n. (N) 6 6 6 019 Training spec. t.b.n. (N) 25 -21 4 4 Total Foreign mm 60 0 60 3.8 2.5 26 27.7’; Total Local mm 106 0 106 3 12.5 56 34.5 Total TG 4 166 0 166 6.8 15 82 62.2

GRAND TOTAL FOREIGN 289 0 289 16.2 24.3 109.5 139 GRAND TOTAL NATIONAL 1125 0 1125 42.5 77.0 363.5 642 GRAND TOTAL PROJECT 1414 0 1414 58.7 101.3 473 781

*) time ST staff (F) at home office for extensive preparation and follow-up on request of the TL is included.

_____________________________________________________________________________________________Hydrology Project Inception Report Annex 1: The Hydrology Project Page Annex 1 - 1

ANNEX 1 The Hydrology Project

1 Background and objectives

The GoI's National Water Policy gives first priority to the provision of domestic water supplies forurban and rural populations but also recognises the water needs of irrigation, hydro- and thermalpower, industry, navigation, pollution control, wild life and environment. The fast growingpopulation creates a rapid growth of water demands making water in an increasing manner a scarcecommodity. Not only do the various water users have conflicting interests, border crossing riversalso tenses the relation between a number of States. Integrated water management, where relevantsupported by interstate agreements, is required to balance sustainable resources, demands andinterests. This requires a.o. reliable data on hydrological and climatological parameters and wateruse.

At present, information on the water resources, quantitatively and qualitatively, is neither reliablenor is its temporal-spatial coverage sufficient for proper planning, design and operation purposes.Particularly water quality and surface water quantity data are lacking or appear often to be of poorquality. Also, although to a lesser extent, groundwater observations show imperfections. As clearlydocumented in the SAR, the monitoring networks, equipment and practices as well as thevalidation and dissemination procedures are poorly tuned to the present day requirements. Differentmonitoring and processing standards for equipment and procedures are practised and exchange ofdata is fairly non-existent. The problems can largely be attributed to weaknesses in the institutionalinfrastructure within the agencies and between the agencies. The agencies are short of skilled staff,due to lack of training and frequent transfers in a weak-hydrologically oriented environment; acareer in surface water hydrology e.g. does not exist. Procurement procedures and disbursements offunds are often very lengthy, which frustrates timely implementation and reduce motivation andenthusiasm of the concerned staff. Standardisation of equipment and procedures and exchange ofinformation are strongly hampered by the absence of an interagency communication culture.

The Hydrology Project (HP) was embarked upon to support the establishment of reliable,sustainable and easily accessible databases at Agency, State and National level for climatic, surfacewater and groundwater quantity and quality data, fit to the requirements of the users. Each databaseis embedded in an Information System, which covers the hydro-meteorological infrastructure andresources including the recording of the parameters and their storage and dissemination andpresentation. The Hydrology Project therefore includes on the one hand the expansion and upgra-ding of the infrastructure to record, collect, store, validate, process and distribute hydrological andhydro-meteorological data, using standardised equipment and procedures, and on the other handstrengthening of the relevant institutions.

The Project area covers almost the entire Indian Peninsula south of the Ganges basin. It comprisesthe States of Andhra Pradesh, Gujarat, Karnataka, Kerala, Madhya Pradesh, Maharastra, Orissa andTamil Nadu. The state agencies dealing with surface and groundwater, the national surface andgroundwater agencies CWC and CGWB operating through their Central and Regional offices withown networks in the Project Area as well as the India Meteorological Department participate in theHydrology Project. The NIH and CWPRS undertake special applied research activities formulatedunder the Project and provide with the IMD and the Consultant training for professional staff.


Undisputedly, reliable historical meteorological, surface and groundwater quantity and quality datais of paramount importance for proper water resources planning and management. It should berealised, though, that the envisaged project output is only an essential first building-stone in thedevelopment of a general Water Information System (WIS), covering ultimately all relevant datafor planning and management, including also water use information, space oriented data and socio-economic data to meet future user requirements. Awareness should be created among the data usersabout the type of information that can be derived. Therefore, the structure of the central databanksat the State, Regional and National agencies has to be flexible to allow future broadening. GISoriented analysis/presentation tools would be required in this respect. Such tools not only enhancesintegration of the various types of data but would also improve the data validation procedures.

2 Project scope

The support that the project will provide to the concerned State Government and Central agenciesmay be summarised as follows.

Project States

Hydrometry and Data Management• Upgrading and expanding the physical infrastructure for hydrometric activities related to the

quantity and quality of surface water and ground water resources and for monitoring ofhydrometeorological parameters through construction of observation site works and buildings,and provisions of measuring instruments and equipment, and laboratory facilities;

• Upgrading systems for collection, validation and processing of data on reservoir operations and

river diversions and return flows from surface water diversions and on groundwaterwithdrawals, through the provisions of buildings and measuring instruments and equipment;

• Upgrading and standardisation of data management facilities by establishment of computerised

data banks for the storage and retrieval, analysis and dissemination of data related to thequantity and quality of surface water and groundwater resources and for monitoring ofhydrometeorological parameters, including provision of equipment and buildings;

• Provision of communication systems, including equipment and services to inter-connect the

project computerised data centres; • Provision and installation of instruments and equipment, and services to improve or establish

flood forecasting systems; • Provision of instruments and equipment, and services for sediment surveys of reservoirs; and

• Carrying out of survey, investigation and design of hydrometric and hydrometeorologicalactivities.

Institutional Strengthening


• strengthening existing hydrological and hydrometeorological institutions in technical andmanagement areas through the provision of local training, incremental staffing and operationand maintenance, equipment and vehicles; and

• provision of consultants services, overseas training and study tours, and studies for institutional

strengthening.

MOWR and MOWR Agencies

Hydrometry and Data Management• upgrading and expanding the physical infrastructure for hydrometric activities related to the

quantity and quality of surface water and groundwater resources and for monitoring ofhydrometeorological parameters through construction of observation site works and provisionsof measuring instruments and equipment, and laboratory facilities;

• upgrading and standardisation of data management facilities by establishment of computerised

data banks for the storage and retrieval, analysis and dissemination of data related to thequantity and quality of surface water and groundwater resources and for monitoring ofhydrometeorological parameters, including provision of equipment and buildings;

• provision of communication systems, including equipment and services to inter-connect the

project computerised data centres; • carrying out of survey, investigation and design of hydrometric and hydrometeorological

activities; • carrying out of research and development related to hydrometry, water quality measurements

and data processing; and

• upgrading calibration facilities through the provision of works, instruments, equipment andservices.

Institutional Strengthening• strengthening existing hydrological and hydrometrorological institutions in technical and

management areas through the provision of training facilities, local training, incrementalstaffing and operation and maintenance, equipment and vehicles; and

• provision of infrastructural support for the National Water Academy of Pune, and the Institute

of Raipur; and • provision of consultants services, overseas training and study tours, and studies for institutional

strengthening.

IMD


Hydrometeorology and Data Management• upgrading and standardisation of data management facilities by establishment of computerised

data banks for the storage and retrieval, analysis and dissemination of data related to monitoringof hydrometeorological parameters, including provision of equipment and buildings;

• provision of equipment and services to inter-connect the project computerised data centres; • carrying out of survey, investigation and design of hydrometeorological activities; • upgrading calibration facilities through the provision of works, instruments, equipment and

services; and

• carrying out of research and development related to hydrometeorological measurements anddata management.

Institutional Strengthening• strengthening IMD's technical and management capabilities through the provision of training

facilities, local training, incremental staffing and operation and maintenance, equipment andvehicles to assist IMD in providing technical support to the Project states, MOWR, and MOWRagencies in (i) upgrading and expanding the physical infrastructure for monitoring ofhydrometeorological parameters; and (ii) strengthening related institutional arrangements; and

• provision of consultants services, overseas training and study tours, and studies for institutionalstrengthening.

3 Project implementation

The main difficulty in the Hydrology Project lays with the institutional aspects to establish aninfrastructure, physical tools and human capacity to develop reliable and sustainable InformationSystems, which produce output fully tailored to the requirements of the users. Key elements in thisdevelopment are introduction of efficient standardised tools and procedures at all levels in theorganisation, creation of skilled enthusiastic staff and strong communication links between theagencies as well as with the data user groups. To bring about changes is a gradual process, which proceed unsynchronously between the variousinstitutions and agencies. Guidance and assistance in the coordination and mutual fine-tuning ofthese unsynchronuous processes of change between the institutions are the Consultant's major inputof the Project. Given the large size of the Project, covering six years and a large number of institu-tions, and the complexity of institutional and management challenges, a flexible and responsiveapproach is needed. Therefore, the Project will be implemented according to the "processapproach". The application of the process approach to monitor the progress of a project is a relatively newphenomenon. The Consultant appreciates the proposed process approach as having the potential toovercome some pitfalls often occurring in projects implemented according to "blue-print" approa-ches. Blue-print approaches imply top-down planning, application of strict procedures, and staunch


adherence to fixed, pre-set, quantifiable targets. Often blue-print projects are formulated at the startof a project in such a way that objectives and content match with the requirements of the donors,rather than that they are "owned" by the receiving government institutions or target groups, whichmight have severe consequences for the sustainability of the interventions.

A process approach entails the design of a project on the basis of local needs and institutional andhuman resource capacities and considers the project intervention as being part of a continuousdevelopment process. Implementation of the project will take place according to development inthe concerned sector both in terms of outputs (contents) and institutional capacities. This impliesthat during project implementation a continuous, cyclic process of learning occurs about potentialchanges and the timing thereof. This learning process might lead to adjustments in policies, targets,organisational set-up and project activities. A process approach will build upon the "absorptioncapacity" of the receiving government institutions or target groups regarding policies, organisationand scope of activities.

Generally, a learning process approach consists of three main elements: the implementingorganisation, the target group and the programme. A successful project ensures the adjustment ofthese three elements to each other. The intervening organisation of the project has to be adapted("fit") to the needs of the target group and to those of the intended programme. The programme hasto "fit" with the capacities of the implementing organisation and the requirements of the targetgroups. And, finally, the target group will put its requirements on the procedures and set-up of theimplementing organisation and the programme to be followed.

A project can thus be conceived as a process in which the capacity and set-up of the interveningorganisation, the design of the programme and the needs of the target group are being adjusted toeach other continuously in order to reach the generally formulated objectives of the project that areconceived and monitored jointly by the intervening organisation and the target group.

The HP is a Service Project in which the participating Central and State agencies are the imple-menting agencies. The programme that will be implemented by the agencies is the shaping up oftheir own organisations to establish a reliable, sustainable Information System for climatological,surface water and groundwater data. The target group of the HP comprises the (potential) users ofthe data, both public and private sector organisations.

The application of the process approach to project management has some important implicationsfor project implementation.


First, a process approach implies a learning process. Adoption of change is a gradual process.Lessons may be learned from pilots. Change is often described in three stages: unfreezing, movingand refreezing (Lewin). The first stage of change is when the current state is disturbed and theorganisation is (made) ready for change. The second stage is the actual adoption of change. Thethird stage is when the change gets stabilised in the organisation. As changes only occur gradually,a process approach would need a long commitment of the interested parties, irrespective of thecommitment of donor organisations.For the HP these principles entail the phasing of activities in development, experimental andoperational phases of the proposed data-base system. It would also imply the phasing of activitiesbetween states in order to learn from the experience in one state for the activities in other. Hence,advanced States will act as pilots for others.

Similarly, the HP may act as a pilot for a NHP, for the HP was initially conceived as a NationalHP, though it covered only the eight peninsular states. At the same time GoI endeavoured toundertake a similar programme for the other States encompassing international river basins.Though little has happened yet in this direction Consultant will take special efforts to ensure thatconcepts, criteria, processes and procedures developed under the current HP can be carried forwardto the rest of India.

Second, a process approach is participatory in nature. Successful change in organisations dependson identification of actors with the proposed changes. The feeling of "ownership" of the proposedinterventions - and concomitantly the overcoming of resistance to change - can be promoted bydevelopment of the changes by the actors themselves. Careful identification of the actors, i.e.organisations or units collecting information, analysing information and distributing informationand the data users, will be essential at the start of the project. They will be brought together tooperationalize project objectives, phases and activities. Coordination between the data users andthe agencies at State and Central level and among the agencies themselves at State and Centrallevel will be critical to the project success.

Third, in a process approach only general objectives and the direction of change will be defined byall actors involved in the process at the start of a project. Unlike the conventional project approach,the outputs of project activities are not determined in quantifiable targets to be reached within alimited period of time. Rather, targets are set at the start of each particular stage of development ofthe project. These stages would cover limited time periods of, say, not more than a year and wouldallow flexibility in the activities and final achievements of the project. In case of the HP, theannually reviewed and subsequently adjusted and up-dated Hydrology Institutional DevelopmentAction Plans (HIDAPs) of the involved agencies would be instrumental in this.

Fourth, a process approach requires a strict management information system (MIS) in order toidentify benchmarks in the process and monitor progress in the direction of the formulated generalobjectives. An often cited risk in the application of a process approach is that it would be too open-ended, too flexible and uncontrollable. To prevent the project to step into these pitfalls it is ofparamount importance that the actors involved in the process agree upon:• the various phases in the process;• their roles and responsibilities in each phase;• the expected progress at the end of each phase;• indicators of progress;


• timing of measurement of progress;• methods of measurement of progress, and• an analysis of the context in which the process takes place.

The result of discussions on these issues will entail important efforts in project managementthrough the design and establishment of a MIS in conjunction with the stakeholders in the Project.The structure of the HIDAPs will be an important input in the MIS, but it might be that forappropriate project management additional studies will be required to measure progress or impactof the identified interventions. Also the planned joint Annual Review meeting, in which the localstakeholders and donors participate, will assist in keeping the project on track.

Fifth, the role of the Consultant in a process approach is emphatically advisory. The Consultantwill facilitate the process of change, but will not decide on directions of change and activities. TheConsultant will develop options together with agencies and data user groups and indicate theirconsequences in terms of policies, institutional aspects and resources, but will not decide. Thiscould imply, that according to the Consultant, sub-optimal solutions or interventions will beproposed, but which are developed, agreed upon and implemented (and thus "owned") by thestakeholders. It is proposed that the role of the Consultant themselves will be subject of monitoringin the MIS.

Sixth, a process approach implies that technical assistance needs will - to a large extent - beidentified during the course of the project. It will be necessary to specify, especially short term,technical assistance needs in the annual HIDAP's, rather than identify them at the beginning of theproject.

The embraced process approach as a tool for institutional strengthening has to be tuned to therealities of the public sector in India. The approach assumes that full participation of staff inprogramme preparations and implementation will create changes in attitudes and through thiscontribute to the sustainability of project interventions. Though absolutely sound in its principals,several institutional pitfalls and menaces exist in the Indian context, such as:• The terms and conditions for employment of government staff (lack of incentives, low pay

scales) • Random lateral transfers of staff, including those trained under the programme, will occur

regularly and is detrimental for continuity in the process. This occurs in particular in agenciesdealing with surface water. Mechanisms, procedures and incentives to facilitate the retainmentof qualified staff need to be developed. Otherwise continuity in the process would only come torest with the Consultant, which is a threat to the process proper. Recruitment of young profes-sional cadre, which can gradually develop into a specialist cadre, as took place in GroundwaterDepartments, is an important step. Terms and conditions of employment are crucial in retainingsuch staff through the provision of adequate incentives. The provision of carrots to both staffand agencies for promoting interest to embark on this course is anticipated in the SAR, andConsultant will support and attempt to encourage such processes of change where feasible.What is faced is a long-term challenge, which may easily take over 10 years to mature, and isconsidered to be a highly sensitive political issue. The HP would hopefully induce a significantstep in the right direction, and through this develop concepts which can also be transferred tonon-participating states.


• Rigid bureaucratic procedures hamper severely the creation of changes in staff attitudes andmotivation, as well as staff commitment. A multitude of reasons why things cannot be done as itshould is always readily available. This frustrates qualified and dedicated staff, of which manywere met during the HP preparatory missions.

Real coordination between agencies is difficult to materialise, since an inter-agency communication

'culture' does not yet exist in the sub-continent. The Consultant shall have to understand theinstitutional and personal constraints hampering effective communication and coordinationbetween Departments. Experience shows that the Consultant, who will communicate with allrelevant agencies, will easily be tempted (and perhaps even requested) to take up this role. Acareful balance must be found between the primary responsibility of the agencies for theenvisaged coordination and the role of the Consultant in facilitating this process as catalysersand grease in the process.

• Effective communication is absolutely crucial in the HP process. Institutional constraints often

hamper the communication between various levels within and between organisations. Lateralcommunication is only possible up and down through the hierarchy. During NHP preparationmissions it was also found that regional offices of central agencies often had not receivedrelevant preparatory documentation, nor had they been involved in the preparation of theirprogrammes. These communication processes would need substantial improvements under theprogramme. The process of regular communication between all actors is also hampered by lackof adequate technical communication means. The Consultant plans to implement as soon aspossible e-mail connections between the central PSU office (where the consultants would alsoreside) and the offices of the Management Consultant in the States, shortly (as feasible) to beextended into the offices of participating agencies. Such facilities will greatly enhance the speedof communications, facilitate tremendously the monitoring process (e.g. on weekly or two-weekly basis) and enable fast feed-back at all times. It will also create an awareness within theorganisations of being regularly monitored.

• Once implemented within government bodies routine procedures live a long live in the sub-

continent. This may sometimes be an obstacle, but could possible also be turned into an advan-tage. This holds not only for sound technical procedures, but also for sustainable administrativearrangements to be put in place (including embedding in annual budgets).

• In the process the capacity and set-up of the implementing organisation, the design of theirinstitutional strengthening programme and the needs of the data users (HDUG) should continu-ously be adjusted to each other. A constraint is that in India water is not yet recognised as aholistic resource, but often rather as the property of Irrigation or equivalent Departments.Initially this may well cause frictions, but the envisaged interaction between data providers anddata users is expected to increase the awareness within the latter Departments on the need for awell-defined Water Policy in the states and a comprehensive approach to water management.The role of Consultant to guide and facilitate such interaction processes is important and will begiven special attention.

Special attention under the HP should be given to the streamlining and acceleration of procurementprocedures and disbursement of funds. Procurement procedures are often very lengthy. Finalisationof approved technical specifications and tender documents, tendering and approval of bid evalu-ations and procurement contracts is often a time consuming process, followed by the time required


to release e.g. advance payments and arrange custom clearances. A parallel process is the flow ofmoney from the Bank through the Reserve Bank of India to the State Banks (three months), andfrom there to Departments and to the field. The latter two steps may take each half a year. Reasonsfor these long processes are involvement of many departments, well developed bureaucraticprocedures, frequent changes in staff and other impediments, causing that allocated funds are nottimely released. Often such situations create frustrations at the technical implementation levels andreduces motivation and enthusiasm of the concerned staff. Even qualified and well trained technicalstaff cannot perform without adequate facilities, support and equipment. The need to identify bot-tlenecks in this process and to remedy the same as possible is imperative. A platform forcommunication between responsible officers in agencies (procurement, financial administrationand technical staff), and where relevant between agencies, would be necessary to smooth andspeed-up the process through the creation of mutual awareness of each other needs, problems andpriorities.

4 Institutional framework

The implementation of the HP in each of the participating agencies is monitored by a ProjectCoordinating Committee. To bring about standardisation of procedures and to share experiences inthe Project area a strong coordination of activities at National and at State level is required, whichis at Central level governed by:• National Level Steering Committee (NLSC) at secretary level to resolve project policy and

strategy and generic implementation issues. • National Coordinating Committee (NCC) under the NLSC, coordinating the project imple-

mentation of the concerned Central agencies and acting in an advisory capacity to the projectcoordinating committees at state level to promote standardisation of procedures. The NCC ischaired by the Member (RM), CWC who acts as Project Coordinator.

• Project Coordination Secretariat (PCS), which assists the NCC in the day-to-day management of

the Hydrology Project.

State Project Coordinating Committees are responsible for the monitoring of the implementation ofthe HP at the State agencies. They report to the Secretary of the controlling Irrigation or WaterResources Department. The liaison with the Regional offices of the Central agencies in each of theStates is accomplished through the State Project Implementation Group.

The Consultant, in his capacity to assist the MOWR and to advise the implementing agencies andcoordinating committees under the HP, has continuous inputs at the following levels:• Project Coordination Secretariat in Delhi, through their Central Coordinating Team (CCT) to

advise in the day-to-day operation of the Project, • State Project Coordinating Committees, through their Management Consultant in each of the

States to assist in the implementation of the HP.

In addition, the long term and the short term international and national experts give regular inputsto each of the implementing agencies for advise and assist on managerial, technical and trainingissues. The content and frequency of such inputs is, in line with the Process Approach, fully tunedto the identified needs.


Input is also given to the platform of Hydrological Data User Group's (HDUG) by organising andfacilitating their annual meetings. The Consultant will encourage the establishment of smoothrelations between the HDUGs and the Project Coordination Committees through their representa-tive in the States and the visiting experts to stimulate the use of the data and to ensure continuousfeed-back.

The Consultant reports to the NCC Project Coordinator, Commissioner (WM) Ministry of WaterResources, and to the Royal Netherlands Embassy, Sector Specialist Land & Water (RNE) and TheWorld Bank.

__________________________________________________________________________________________________________Hydrology Project Inception Report Annex 2: State and Agency specific issues Page Annex 2 - 1

ANNEX 2 State and Agency specific issues

Introduction .................................................................................................................page 2 - 11. Orissa .............................................................................................................................page 2 - 32. Andhra Pradesh ..............................................................................................................page 2 - 63. Tamil Nadu.....................................................................................................................page 2 - 104. Karnataka .......................................................................................................................page 2 - 145. Kerala..............................................................................................................................page 2 - 176. Maharashtra ...................................................................................................................page 2 - 207. Gujarat ............................................................................................................................page 2 - 248. Madhya Pradesh .............................................................................................................page 2 - 299. Central Water Commission............................................................................................page 2 - 3410. Central Ground Water Board.......................................................................................page 2 - 3811. India Meteorological Department................................................................................page 2 - 4112. National Institute of Hydrology...................................................................................page 2 - 4413. Central Water and Power Research Station ................................................................page 2 - 46

__________________________________________________________________________________________________________Hydrology Project Inception Report Annex 2: Orissa Page Annex 2 - 2

Introduction

Immediately upon mobilization, the Consultant fielded an Identification Mission to enable Project staff to:• introduce the Consultant’s team in each State to all actors in the Project and to allow them to acquaint

themselves with the organizations and officials involved;

• present the way in which the Consultant intends to work with the central and state level agencies, andto learn the needs and expectations of these agencies;

• to elaborate with the implementing agencies their annual work program (1996-97), which comprisesthe HIDAP, a Physical and Procurement Plan, and a Training Program.

Over a period of nearly three months, the Mission travelled to all project states and visited the centralagencies. In each case, the basic project elements (technical, HIS, institutional development and training)were investigated by relevant project staff. These (preliminary) investigations revealed general issuespertaining to all states and also more specific issues for the individual states and central agencies. ThisAnnex presents the latter specific issues in summary form. Issues of a general nature are discussed inChapter 3 of the main Inception Report.


1 ORISSA

Consultants visited Orissa from 23 to 29 June 1996 as part of the Inception Phase of the HydrologyProject. The issues identified in the state were discussed in the wrap-up meeting on 29 June withthe Secretary.

1.1 Institutional issues

Organization. Reorganization of the SGS&I is planned.

Implementation. The mission found implementing agencies in Orissa awaiting the approval bynational authorities of procurement and building plans as well as for the required 'go ahead'.

Staffing. The posting of permanent staff is necessary for the successful completion of theHydrology Project.

Hydrological Data Users. The first meeting of HDUG was held during Consultants’ visit.

Vehicles. A Government ban on procurement of vehicles might cause operational problems. For thereplacement of old vehicles, a special sanction can be requested from the Principal Secretary.

1.2 Hydrometeorology

Raingauge network. The State Water Resources Department of Orissa does not yet maintain ameteorological network in the state. Under the Hydrology Project, the State will install 75 SRG, 15ARG and 9 FCS. It is necessary to examine the raingauage network in order to give representationto all sub-basins of Orissa rivers and to areas where the existing IMD network is sparse.

The State proposes to instal these raingauges at their existing and new Gauge and Discharge (G/D)sites so that these raingauge stations can be manned by the staff of the G/D stations. Procurement ofmeteorological instruments can start as specifications are already made available by IMD.However, until such time as G/D sites are ready, meteorological instruments may not be installed.

Full Climatic Stations. The state has finalized the locations of 9 FCS in consultation with IMD butthe staff to man these stations are yet to be identified and trained. In addition, a programme of jointsite inspection by IMD and State is yet to be made for final site selections.

Staff training. At present, Orissa has no trained staff in meteorological observations. Thus, trainingis an important and urgent need of the State. The State has expressed difficulty in deputing theirfield staff to Calcutta for training due to administrative reasons. IMD may be requested to deputetheir trainers to Orissa for training the observers in their local language.

Coordination between agencies. Interactions between State, IMD and CWC need to be strengthe-ned for effective implementation of the Hydrology Project.

1.3 Surface Water


Type of instruments. Winding instruments with paper charts have problems such as loosinggauging time, mechanical difficulties with the main spring, difficulties with paper and ink, the needto change paper regularly, and storage of large numbers of charts. Thus a careful choice of newinstruments needs to be made. Automatic Water Level recorders or autographic rainfall recordersdo not automatically need to be drum, float, and chart type only. Sensor type equipment could beconsidered in some cases.

Availability of guidelines. Hydrometric guidelines, gauge-discharge relations, and samplingprocedures are not well known. There is a need to update them and enhance their availability. Siteselection guidelines are also to be reviewed and made available to site officers.

Data validation. Data flow procedures and data validation procedures are not applied and are notavailable to the officers. For internal consistency, the check between rainfall and runoff in basinsneeds to be made, as well as identifying key rainfall stations for data processing.

Staff posting. The proposed organization aims at a free standing organization, but there are noofficers heading the unit or data center at the time of visit (end June 1996).

Planned activities. There needs to be a coordinated, month by month plan of activities, with civilworks and procurement actions. For each station, activities need to be listed and timed forimplementation.

Joint review of rainfall and hydrometric network: Rainfall is highly variable. Its extensiveobservation is needed also at short intervals of time. Sampling locations need to be decided basedon orography as well as the data needs at all stations. Thus, in the review of the network, IMD,State Surface Water and CWC offices need to coordinate, keeping the above in mind.

1.4 Groundwater

Groundwater observation network. Sites for the key wells are yet to be selected.

Staff. Sanction for 122 posts of incremental staff and the "Head of the Office" order for the Directorof the Ground Water Department are yet to be issued.

Level II Labs: Sites for level II laboratories are yet to be identified.

Procurement: Procurement under HP has not yet taken place.

Data storage and validation. Historical groundwater data need computerisation and validation.

1.5 Water Quality

Network. The Surface Water Department is just starting with water quality monitoring, and apreliminary network has been defined. A review of the network and planned analytical parametersshould be made together with CWC and PCB, based on identified mandates and objectives ofmonitoring. The State has planned 11 stations, CWC has 11 stations, and PCB has 35 stations aspart of the MINARS programme.


Coordination between Departments. As the laboratories for the surface water and groundwaterDepartments will both be in the same (new) building, it is hoped that there can be closecoordination between the two organizations with respect to water quality analyses.

Quality control. With two different laboratories in the same building, inter-laboratory qualitycontrol should be easy to establish and a programme should be initiated as soon as possible. Thiswill be important to ensure that results from the two laboratories are comparable.

Staffing. Qualified staff will have to be brought into the laboratories. These staff are probably notavailable through redeployment only, thus provisions for recruiting new staff will be necessary.

1.6 Training

New staff should be posted. From among them, the staff to be trained needs to be identified. Thephasing of the training activities should be reviewed vis `a vis the available staff.

The WALMI Institute training facilities appear to be adequate to conduct the proposed stafftraining. The Institute already provides an introduction course, which includes a module onHydrology, and in-service training for field staff of the DOWR. Trained staff should be retained.

________________________________________________________________________________________________________Hydrology Project Inception Report Annex 2: Andhra Pradesh Page Annex 2 - 6

2. ANDHRA PRADESH

Consultants visited Andhra Pradesh from 30th June to 6th July 1996 as part of the InceptionPhase of the Hydrology Project. The issues identified in the state were discussed in the wrap-upmeeting on 5th July with the Principal Secretary Irrigation.

2.1 Institutional Issues

Hydrologic Data Users. The list for the HDUG issued on 29th June 1996 seems incomplete.More awareness of the development of the HIS needs to be spread among potential users.

State Coordination Committee. The State Coordination Committee needs to be made moreeffective with respect to follow-up actions.


Network. The State Irrigation Department (DOICAD) maintains a network of 381 SRG, butrainfall data of only 7 stations are being received by IMD. This implies that the state raingaugenetwork requires thorough inspection and replacement of defective raingauges.

Under the Hydrology Project, DOICAD proposes to set up 80 ARG and 8 FCS. The location ofthese new observatories have been identified and referred to IMD, who suggested changes in thelocation of 6 stations. The State and IMD have to review this list jointly and finalise locations.

Staffing and training. The State has been advised to install the raingauges at new G/D sites sothat manning of raingauge stations becomes easy. However, the State has yet to finalise their newG/D sites.

The State has been advised that about 20% of the SRG stations may be equipped with ARG inorder to get short duration rainfall data for minor and medium irrigation projects. At present theState has no trained staff. It is necessary for the State to identify staff for adequate training in dataprocessing, and monitoring.

The State has expressed difficulties in sending their field staff for basic training due to administra-tive problems. IMD will be requested to depute their trainers to the State for training in the locallanguage.

Data availability. The State claims that out of a total of 681 raingauge stations maintained byDOICAD and the State Revenue Department, the data of 509 stations are being received by theState and are available from 1965 onwards in manuscript form. The reliability of these data needsto be established.

CWC reorganization. CWC Hyderabad has been reorganized after the visit of the AppraisalMission of the World Bank. Accordingly, the distribution of SRG, ARG and FCS network hasbeen finalised by CWC. This revised network needs to be examined by IMD in order to avoidduplication. Therefore, there is a need for close interaction between IMD, CWC, and the State tofinalise the network, keeping in view the spatial distribution and operational needs.

2.3 Surface Water


Organization. The organization for the Department is not yet in place. The post of the SE is notyet sanctioned though it was requested on 9th February 1996. For manning the site stations, thenumber of posts have been identified, but names are not yet given. Supplementary staff for newstations are not yet planned.

Guidelines. In the Surface Water Department, hydrometry is being introduced at many locations,and there is a need for having guidelines on many aspects of hydrometric observations, includingselecting hydrometric stations, gauge-discharge relations and river controls. Sampling andcomputational aspects are also to be given in such guidelines. Guidelines have to be available toall field officers. Field forms for data record need also to be updated.

Equipment/Procurement plan. Sites have not yet been inspected so far and there is noinformation about the present status of site equipment or about the specific requirements for newequipment or site plans. Thus there is insufficient planning of sites and required equipment. Since1994 there has been no revision of the action plan.

Site specific design. The planning of AWLR's needs to be site specific and as per standard typedesigns, based on the range of gauge variation. Locations need also to avoid approach velocityeffect, etc. In addition, cableways or any structures such as crump weirs or notches need sitespecific design.

Types of instruments. Autographic recorders for rainfall or Automatic Water Level Recorders areplanned in the SAR, primarily as drum, chart, and float types. There are difficulties associatedwith such instruments and thus there is a need to integrate and use other types of sensors too.

Computerization. There is a need to shift data handling from hard copies to magnetic media andthis can only be achieved by creating computer literacy in the operating staff of JE's, AE's andEXen's as well as lab assistants and research assistants. Hands-on training on PC's,DOS/Windows, spread sheet software is also necessary.

Data flow between stations, sub-division, division, and state data centre has to be identified andprescribed. Validation procedures are to be identified, as well as related software. The operatingofficers have to be made conversant with basic data validation and data processing.

Transport. There are problems with transport as there is a ban on vehicle purchases. There ispermission to hire vehicles, but no funds are available.

Observer training. Observer training (formal courses and on-the-job training) on the improvedinstruments and procedures, have to be provided before the stations are set up or upgraded. Theseactivities have to be well coordinated with instrument procurement, civil works required, etc.

Research and Development Projects. For each of the R&D projects (reservoir sedimentation,return flows, management/forecast setups) the following actions are necessary:

• the task needs to be identified;• the broad goals for information gathering have to be set• the data analysis procedure has to be evolved with the involvement of a research

institute and• the necessary manpower and funding has to be budgeted.


Budget. Rs 3.5 crores for procurement of special packages has not yet been cleared.

2.4 Groundwater

Network. The extension of the network is justified by the growing use of groundwater in the last20 years from 20% to 40% of the total amount of water used for irrigation.

Implementation. Plans have been prepared, but funds are required for implementation. Forprocurement of AWLRs, no decision has yet taken place. Procurement of DWLR's will be sophased as to tie up with the availability of constructed and completed purpose built tubewells.

Procurement: Procurement under HP has not started yet. Purchase of new vehicles has not beencontemplated due to the ban imposed by the Government on purchase of vehicles. It is thereforeplanned to carry out the work by hiring of vehicles whenever needed.

Drilling rigs: The existing fleet of rigs are proposed to be upgraded to cope with the additionaldrilling activity under HP. The drilling operations of state and central ground water organisationsare well coordinated and good cooperation exists between the two.

2.5 Water Quality

Monitoring objectives and network. The State and Central agencies should together review thewater quality monitoring network, as well as the objectives of the monitoring and the subsequentuse of the data. At the groundwater laboratories (State and Central) it was seen that large numbersof samples are being collected, even though there is difficulty in getting them all analysed, and theuse of the results of analyses is not clear.

Staffing. No staffing arrangements have been made yet. There is a ban on new recruitment sostaff will have to come from redeployment. However, redeployment of staff for the laboratorieswill be a problem because surplus (released from elsewhere) chemistry staff are not available.Already the Groundwater Department has 4 sanctioned posts that are not filled. Additionally,skills of redeployed staff may well be sub-optimal or unsuited. This staffing problem should besolved first before the network is expanded and the number of laboratories is increased. Thepossibility of obtaining, by fresh recruitment, well trained and experienced chemistry staff needsto be pursued.

Laboratory workload. At both the state groundwater laboratory (Hyderabad) and CGWBlaboratory, a large backlog of samples was seen, indicating that the existing laboratory capabilitiesare not matched to the sampling program. This may be partly due to shortage of staff. There isneed to review the sampling programs based on monitoring objectives, and priorities forsampling. Staff needed may have to be inducted.

Laboratory design. The layout of the buildings should be adapted to the laboratory needs. About200 m2 are recommended for Level II lab, while 250 m2 are recommended for Level II+ lab,which is consistent with the budget provided in the SAR. The consultant will prepare detailedrecommendations for space utilization.

2.6 Training


Water Quality Training. EPRTI located in Hyderabad has a well established laboratory and alsoregularly conducts various environmental training programmes. Possibilities for conducting someof the water quality training at EPTRI can be further investigated.

__________________________________________________________________________________________________________Hydrology Project Inception Report Annex 2: Tamil Nadu Page Annex 2 - 10

3. TAMIL NADU

Consultants visited Tamil Nadu from 6th to 13th July 1996 as part of the Inception Phase of theHydrology Project. The issues identified in the state were discussed in the wrap-up meeting on 12thJuly.


Hydrological data users. The HDUG with a composition of 16 members has met during the visit ofConsultants. The users do not seem to be very clear about their specific requirements.

Action Plan. The month by month action plan for 1996-97 was not yet prepared at the time ofConsultants’ visit.

Staffing. Staffing requirements for both regular and seasonal staff need to be specified and planned.The SEs and JEs for the project work are not yet available. Redeployment is still pending; 248 staffare to be redeployed, but it is not clear as to where they will come from, and when their postings areplanned. The State should view staff postings as supplementing their regular organizations.Viewing redeployment as an exercise under the Hydrology Project can give rise to a situation thatafter the project they may be shifted. Such a situation will not sustain the HIS being establishedduring the project.

State Level Coordination Committee. More frequent meetings for coordination of activities in theorganization and with other organizations are necessary.

Organization. There is scope for streamlining of the organizational structure.

3.2 Hydrometeorology Network. As per information made available to the World Bank Missions, State Agencies maintain934 SRG, 155 ARG, and 13 FCS. The Identification Mission has observed that 50% of the existingSRG and all the 155 ARG are not functioning. Furthermore, the majority of the SRGs are of the oldSymon type and require replacement by new FRP raingauges.

Under the Hydrology Project, the State will upgrade and expand their network by 42 ARG, 20 FCSand 3 AWS (Automatic Weather Station). The list of all these new stations have been sent to IMD.It was found on examination that 22 stations are already equipped with ARG and thus the list of 42ARG needs revision. The State and IMD should work jointly to finalise the list of new stations. Onthe eastern side of the western Ghats, new stations are necessary and there is need to re-examine thenetwork due to large spatial variation of rainfall in the area. The State and IMD have been advisedaccordingly.

Of the 3 proposed AWS, the State would set up one at their Divisional Office (Trichi) during 1996-97. The state has been advised to compare the data recorded by AWS with a manually recordingFCS. This would enable the state to decide whether to go for the additional 2 AWS for 1997-98.

Data availability and reliability. The State Water Resources Organization (WRO) is collectingdaily rainfall and climate data at 149 SRG and 16 FCS. These data are available in printed formfrom 1972 onwards. The reliability of these data needs to be established through a joint IMD andState inspection program.


Coordination between agencies. CWC also plans to set up 2 ARG and 2 FCS under the HydrologyProject. Thus, it is necessary for the State, CWC and IMD to have a close interaction and finalisethe network.

Training. The State has been advised to plan their training programme in consultation with theRegional Meteorological Center (Madras) where training of observers will be conducted. Fifty staffcan be trained by IMD which seems to be sufficient for 1996-97. For manning FCS, the qualifiedstaff should be deputed to the Meteorological Training Center, Pune. Necessary training on AWSshould be obtained from the manufacturers.

3.3 Surface Water

Network: A total of 100 new G/D stations is proposed by the state and 20 existing stations areproposed for upgradation.The coordination with CWC for joint inspection and site selection seemsto have not yet taken off. As Tamil Nadu has a number of existing projects and dams, many of themin the upper sub-catchments, there is need to have some rainguages, i.e. ARG's in those areas. Someof the RG stations need to be so located as to give information on water availability and floods inthe hilly areas, to be useful in the operation and in attending to flood reviews etc,. Involvement ofthe Institute of Water studies (Madras) which has earlier done studies, will help as the fieldformations are newly taking up hydrometry and hydrological observations. The action plan givingmonthwise programmes and linkages is not yet prepared. All the proposed activities need finetuning so that a smooth progress is achieved. New station sites need specific attention in particularthe AWLR locations.

Statelevel coordination: A state level steering committee (SLSC) for Tamil Nadu has been formedand the first meeting of SLSC was held on 13th December 1995. Follow up of SLSC decisions isneeded as also more frequent meetings of the SLSC. The Government of Tamil Nadu notified theformation of HDUG with 16 members to start with. A meeting of the HDUG took place during thevisit of Consultants. It appears that most of the users are not clear of either formats of data or theirspecific requirements. There is slippage in progress and there is a need for expediting all actions,and placing people in position in particular.

Procurement: As the type of equipment is site specific, the procurement can only be for 'safe items' and others have to await the results of joint inspection and site selection, particularly in the case ofequipment such as AWLR, cable ways, sediment survey items, and other costly and specialiseditems.

Research projects. It is necessary to identify which reservoirs will be studied for reservoirsedimentation. Boats and equipment specifications will have to reflect drafts likely in the identifiedreservoirs. Also the locations for the monitoring of return flows needs to be specified. For such items as above, there is need for documentation identifying tasks, manpower, funds, as alsoapproach and methodology to enable monitoring.

3.4 Groundwater

Procurement. The procurement and delivery of DWLRs needs to be tuned with civil works.Protection works can only be designed when specifications of the DWLR are finalized.


DWLRS: At present 5 DWLRS are functioning in the state and procurement of DWLRs is to bebased on performance of the existing ones.

Staffing: Government sanction is awaited for recruitement of 14 specified staff required for theproject.

Drilling: It is proposed to construct tube wells in hard rock areas through private contract, whilethose in soft rock areas will be done departmentally.

Special studies. Special basin studies need to be extended with FCS. Under HP, the State GroundWater plans to upgrade 10 existing FCS and set-up 4 new FCS. This will be done in collaborationwith IMD.

3.5 Water Quality

Groundwater laboratory. The location of the level II+ lab in Madras needs to be finalized. Therewas some uncertainty if the existing location at the Institute of Water Studies (IWS) would beupgraded, or if a new building would be built in the city. This will have an impact on theprocurement of instruments (GC, AAS).

Water Resources Consolidation Project. The WRCP is independent of HP, but could have impli-cations, especially regarding laboratories. Under HP, the PWD decided to combine the surfacewater and groundwater laboratories. However, under WRCP, there are plans for up to 5 newlaboratories (in 5 river basins) for purposes of monitoring drinking water quality, irrigationsuitability, industrial pollution and ecological quality. Quite detailed plans for these laboratorieshave already been prepared, but there is some uncertainty on whether or not plans will proceed. Aclear decision of whether or not these laboratories will be constructed should be made soon. If theyare proceeding with the matter, then further coordination with the Hydrology Project plans shouldbe made.

Organization. The status of the new post of senior chemist in the organization is not clear. Thisperson should have direct overview of all the laboratories, but may not be able to do so due to hisproposed organization location.

Objectives. Some clear identification of monitoring program objectives is necessary. With the largenumber of groundwater water quality investigations being conducted, the increase of wells underHP, and additional parameters to be analyzed with new laboratory equipment, and an increasingfuture attention to pollution studies, the scope of the water quality monitoring is perhaps increasingtoo quickly and without proper planning. There should be a review of the goals of water qualitymonitoring and the priority given to the different studies being conducted (perhaps morecoordination of the specific studies). The consultants can give input in this matter, especiallyregarding the selection of the network for the regular observations, and the parameters of concern.

Unused equipment. It was reported that the Madras laboratory at IWS obtained a GC in 1992, butthat it has never been regularly used, due to a variety of problems, including insufficient training(from the supplier) and lack of standards and pure solvent, both of which are very expensive. Thisexample illustrates fears of what could potentially happen under HP if expensive laboratoryequipment is purchased without sufficient attention to proper training, and purchase of necessaryaccessory equipment.

3.6 Training


A unit for training of surface water and groundwater is required for implementation of training.

Some staff have been deputed to the computer course for Data Base Management at NIH (30th July1996 and 9th August 1996). The selection of staff with suitable background, viz. whether they werecomputer literate or not, was not clear.

There is a proposal to depute typists for computer courses (36 for SW and 8 for GW). The trainingshould also include data entry and word processing.

Hydrometry training should be given after the standardization workshop to be held in Delhi.

__________________________________________________________________________________________________________Hydrology Project Inception Report Annex 2: Karnataka Page Annex 2 - 14

4. KARNATAKA

Consultants visited Karnataka from 15 to 20 July 1996 as part of the Inception Phase of theHydrology Project. The issues identified in the state were discussed in the wrap-up meeting on 20July with Mr. S.M. Panchagatti, Secretary to the Government, Irrigation Department.


Hydrological data users. A meeting of the HDUG was attended by the Consultants. Generally, thedata users are unaware of the type of data that can be obtained from a HIS. It is advocated that asmall group is established by the state to approach the potential data users with specific questions,laid down in a questionnaire for uniformity reasons. Data collectors and data users together shouldfill in the questionnaire to assess the data needs.

Staffing. It is understood that the grass root level staff is counted against supernumerary posts.Sanction of posts for incremental staff is also to be accorded by the Government. Filling of postsmay be considered from year to year depending on the requirements.

State Coordination Committee. The State Coordination Committee has recently been formed.Meetings are required to be held regularly to tune the activities of the various agencies involved.Sofar no meetings took place.


Network. A dense rainfall network of 721 SRGs & 126 ARGs is being maintained by the State.The rainfall network needs to be reviewed, including site inspections, in collaboration with IMD.83 FCS maintained by the State seems to be large. A re-examination of the requirement on thespatial distribution is necessary before embarking on the installation of 4 new FCS under HP.

Daily rainfall records. The daily rainfall charts in respect of 161 ARGs are stored in WRDO but nohourly tabulations of rainfall intensities are made at present. The Consultant has advised the State tostart hourly tabulations as this data will be useful for designing minor and medium irrigationprojects. However, the data of 76 FCS are being published every year since 1977-78.

Data reliability. The reliability of all the meteorological data is yet to be established because nosystematic scrutiny of data is made. This is very necessary under the existing set-up, as all dailyrainfall data are recorded by part-time observers (who are not under the administrative control ofWRDO). Data is sent directly to Tehsildar (Block Officer), who in turn sends them to the Bureau ofEconomics and Statistics without any check on the reliability of data.

Training of staff. The State has a problem in regard to the training of field staff as these part-timeobservers cannot be deputed for training out of state. IMD will train the field staff in local languageby deputing their trainers.


4.3 Surface Water

Network. In total 40 stations will be upgraded and 22 new stations will be established. In 1996-97,10 stations will be upgraded and 6 new ones will be established. Sites for sediment laboratoriesneed to be identified.

Procurement.. Equipment that is simple is being procured (current meters, counters, derricks) andbuildings are being given on contract. The procurement of sediment sampling packages needs towait until reviewed standards are available.

Database. The data collected in the basins of the west flowing rivers by the Karnataka PowerCorporation should also be included in the database to be developed under HP.

Data validation. With respect to the measuring procedures and particularly with respect to datavalidation there is considerable scope for improvement.

Reservoir instrumentation and management (activity by KERS). One AWLR is to be installed butthis will need examination as to location and range. Also, at two sites, the calibration of outlets andspillways are contemplated. In addition to prototype tests, it may be necessary to conduct field testsphysically. The State was informed that Consultants could provide input in this area.

Reservoir sedimentation surveys (KERS). NCC has to decide on specifications. In view of draftsneeded for vessels, further information on this aspect is required to be collected . Surveys can becombined with satellite surveys of water surface. It is stressed that satellite pictures alone will beinsufficient for this purpose as the latter gives no information about siltation in the dead storage.Reservoir life estimates will still need traditional surveys.

Monitoring of return flows. Specific areas for these studies need to be identified and proceduresneed to be designed for such studies. Detailed plans should be specified in a report.

Real-time Water Resources Management: This activity has the following requirements to befulfilled:

• obtain frequency clearance as necessary from WPC (GOI)• update the radio communication network plan. For the Cauvery River a report is reported

to be available but needs to be reviewed and augmented with plans for other areas.

In addition to the communication system, a management plan for efficient water resources manage-ment would be required.

4.4 Groundwater

New borewells. Hundred borewells are planned for this year. This should be achieved in 5 monthstime by deploying two rigs, assuming 10 wells/month/rig.

Procurement. Procurement will be finalized by the end of November (DWLR's, 5 field monitoringkits and a portable compressor). At the end of March 1997 all DWLR's would be in place.

DWLRs: No decision has yet been taken on the type of DWLRs to be procured.


Staff: Proposals for recruitment of 15 Nos of specialist staff required under HP are yet to beforwarded for government sanction.

Tube wells: Site selection of purpose built tubewells is yet to take place. Drilling and constructionof observation tube wells will be carried out by deploying departmental rigs.

Data Centre. The data centre of SGW is in a fair state. Data validation procedures have to beincluded in their processing.

4.5 Water Quality

Water quality network. For the selection of surface water quality stations, coordination with thePCB and CWC is required. The PCB has now 56 sites and will expand with 42 more, and CWChas 28 stations in the Cauvery basin.

Water quality parameters. Clear guidelines are necessary as to which parameters are to be sampledand what equipment is required for that. Lab II+ (SGW, CWC, CGWB) labs will be getting GC andAAS, but do not have clear ideas of what parameters they want to monitor and where. Thesedecisions require clear identification of WQ monitoring goals.

Coordination between agencies. Coordination of WQ activities between SGW and CGWB isrequired.

Level I laboratories. The State Surface Water Department should decide this year (1996-97) on thelocations for level I labs.

Procurement. SGW/SSW/CGWB are ready to receive the equipment for the level II labs inBangalore. CWC currently has limited space to upgrade its lab to level II+, but no provision ismade for expansion of the building.

4.6 Training

Training Institutes. WALMI (Dharwar) has experience in providing computer training, but shoulddevelop experience towards water resources management and surface and groundwater hydrology.The Engineering Staff College (KERS) also regularly gives hydrology training to State engineers.KERS should also interact with professionals of CWC/IMD/CGWB to develop experience insolving problems related to hydrology. An infrastructure is to be developed and a library has to beset up.

Water quality training. The CFTRI WQ lab in Mysore has been used as a training facility by thePCB and could potentially be used as a facility for the HP.

__________________________________________________________________________________________________________Hydrology Project Inception Report Annex 2: Kerala Page Annex 2 - 17

5. KERALA

Consultants visited Kerala from 22 to 28 July 1996. The issues identified in the State werediscussed in the wrap-up meeting on 27 July with the Honourable Mr. Baby John, Minister ofIrrigation and Water Supply of Kerala State.


Progress to date: Consultants are interested to learn the status of plans for the establishment of acombined Surface Water/Groundwater/Data Centre building.

Hydrological Data Users. At present, the number of organizations participating in the HDUG is toolimited and during the meeting additional potential members were identified. It is advocated that asmall group be established by the data collection agencies, to approach the potential data users withspecific questions, laid down in a questionnaire for uniformity reasons. Data collectors and datausers together should fill in the questionnaire to assess the data needs. The interest taken by variouspotential data users may seem small at the moment, but will certainly grow in the future when theHIS is properly functioning.

Procurement Coordination Committee. The SPCC has been set up and has met, but frequent ormonthly meetings are not yet organized. Frequent meetings of the State Project CoordinationCommittee should also lead to the HIDAP for the next year.

Budget. Funds for the Hydrology Project to the amount of 2 crores have been sanctioned by theGovernment. The balance of 7 crores will be progressively made available through the ID. TheGovernment assured that funds will not be allowed to be a constraint.

Retaining of Staff. To ensure sustainability of the HIS, trained staff should not be removed fromhydrological activities. This is essential on the one hand to get maximum benefit from the cost andeffort spent on training and on the other hand to develop and maintain the hydrological cadre, wellcapable in providing reliable data.


Network. With respect to the hydro-meteorological network, special attention has to be given toproper coverage in the upper areas in view of water resources development, e.g. mini-hydroschemes. The unrepresented areas of the Western Ghats should be reviewed. IMD and State IDshould jointly review the hydro-meteorological network.

Data availability and reliability. The Kerala Irrigation Department is maintaining 82 SRGs buttheir daily rainfall data are not published. As the data are recorded by part-time observers, thereliability of data is not established.

Coordination among agencies. Under the Hydrology Project, the State Surface Water Departmentwill have 30 SRG, 20 ARG, and 9 FCS, while the State Groundwater Department will have 8 FCS.The Surface Water Department has sent the list of additional stations to IMD for examination, butthe Groundwater Department has yet to send the list of 8 FCS to IMD. The Consultant has advisedthe State to have joint discussion with IMD and finalize the stations.


Staffing. Deployment and posting of staff should be expedited by the State so that a joint inspectionand installation programme with IMD may soon be taken up.

Training of staff. The State has difficulty in training their field staff in a basic course, as theexisting part-time observers are not under the administrative control of the State IrrigationDepartment. IMD will depute their trainers to train the field staff in local language.

5.3 Surface Water

Network inspection. The new and existing hydrometry stations to be upgraded should jointly be in-spected by the State and Central organizations. Inspection for locating AWLRs should also beconducted by a joint team of state and central organisations with consultant input.

Staffing. Posts have to be created to operate the planned 25 upgraded/new stations for 1996-97.Some 34 staff will be urgently required. To solve the problem of staffing at remote locations in theupper areas, manning of stations by the Kerala Electricity Board staff could be considered. As soonas JE’s and lab. assistants are identified they need to be trained in observational work.

Acion plan: A detailed activity plan was not available. Consultants held discussions in this regardand advised the state officials on tuning of all activities.

Procurement: It was stressed that simpler items may be purchased intially. There is a need forstandardization in respect of sediment packages, water quality packages and reservoir surveyequipment. Layouts of AWLRs, site laboratories and site stores have to receive adequate attentionand technical input from local officers as well as Consultants. Difficult locations need expertattention.

Data flow and validation: Field data are published in year books after arithmetic checking.Validation procedures at the earliest data handling point are required to be applied. Internalconsistency checks are also required between rainfall and run off.

In the western ghats, the State Electricity Board is also carrying out hydrometry and is alsomaintaining some meteorological stations. Some of those stations, and staff manning these stations,could take advantage of locating ARGs to get a better picture of orographic rainfall and short periodrainfall distribution.

5.4 Groundwater

Activities. At present, the work envisaged under the Hydrology Project has not yet been started. Adetailed action plan for 1996-97 is ready, of which only 75% will be achievable if staff is appro-ved/sanctioned by early August. An additional staff of 15 is required.

Tubewells: Sites for observation tube wells have not yet been selected. Shallow observation tubewells upto 30 m depth will be constructed through private contract and deeper observation wellswill be constructed by deploying departmental rigs. Site selection for “Key wells” will be done by ajoint site selection committee.

Funding: The Government has assured that additional funds required will be provided during thecurrent fiscal year.


Organization. To increase the operational efficiency of the organization, the proposed formation of3 regions should be sanctioned.

Vehicles. The number of required vehicles should be reviewed. 5.5 Water Quality

Surface water monitoring. At present SSW has no experience with water quality monitoring. Itwill set up a level II lab at Trissur and 8 level I labs for which the locations have to be decided.Efforts should be undertaken to co-operate closely with the CWC and SPCB, as they both haveexpertise and operate an extensive WQ network.

Groundwater monitoring. The GWD will upgrade its lab in Trivandrum to Level II+ and willestablish 2 additional level II labs. The need of the two new labs is not clear and it is advised thatthe state should not rush in setting up these labs in temporary quarters, especially as staffing isuncertain. The new GC and AAS equipment should not be procured for the Level II+ until someplans are there as to what will be done with these items and well qualified (senior) staff is obtained.It is recommended to move the GWD-lab temporarily into the old CGWB building. The existinglab has enough space if some of the old and unused equipment can be discarded. The State andCGWB should have more regular discussion/coordination on WQ issues.

Objectives. Generally, the objectives of the monitoring programme should clearly be specified,which has received little or insufficient attention for both surface water and groundwater. The typeof parameters to be analyzed have to be reconsidered and should be linked to the objectives. It isstrongly advised to hire some good water quality (chemistry) staff to set up/improve the waterquality monitoring activities. In this respect the following staff is recommended: 1 sr. chemist, 2chemists (M.Sc) and 1 asst. chemist (B.Sc). These skills cannot be obtained by promotion ortransfer from within the organisation. Training of existing staff will be very important to optimallyutilize the existing and new equipment.

5.6 Training

Training plans. The Mission learned that detailed training activity plans have not been made yet.Only tentative/indicative plans are available. Considerable training needs exist. Training of nodalofficers in Project Management should also be considered to support the implementation of the pro-ject.

G/D training site. The stream-gauging site on the Karamana river (to be upgraded) is very wellsuited to be used for training of field staff and is to be equipped accordingly.

Vehicles for training. The need for procuring a training van should be reviewed against hiring oftransport in view of the limited use.

__________________________________________________________________________________________________________Hydrology Project Inception Report Annex 2: Gujarat Page Annex 2 - 20

6. MAHARASHTRA

Consultants visited Maharashtra from 5 to 12 August 1996 as part of the Inception Phase of theHydrology Project. The issues identified in the state were discussed in the wrap-up meeting on 12August 1996 with the Secretary Irrigation and the Secretary Water Supply and Sanitation.


Hydrology Data Users. No meeting of the HDUG has yet taken place and the consultants were notable to meet the HDUG for Maharashtra. In addition, the composition of the HDUG seems to bevery limited. It is recommended to expedite the functioning of the HDUG, as the type and characterof data to be collected depends on the user requirements.

It is advocated that a small group is established by the state to approach the potential data users withspecific questions, laid down in a questionnaire for uniformity reasons. Data collectors and datausers together should fill in the questionnaire to assess the data needs.

Staffing. Sanction of posts for incremental staff in MID and GSDA is a matter of urgency andneeds to be expedited.

To ensure sustainability of the HIS, trained staff should be retained and continued withhydrological activities. This is essential on the one hand to get maximum benefit from the cost andeffort spent on training and on the other hand to develop and maintain the hydrological cadre, wellcapable in providing reliable data.

State Level Coordination Committee. The State Project Coordination Committee has been formed.However, the Secretary of the Department of Water Supply, under whom GSDA functions is not amember of this committee. Such an arrangement may not confer Government approval on matterspertaining to GSDA and cleared by this committee. The functioning of the Committee could behampered by widely scattered duty stations of members and their organisations (Mumbai, Pune,Nashik, Nagpur, Amravati). Regular meetings will be required to tune the activities of the variousagencies involved.

Generally, the coordination and management of HP activities deserves strengthening. The rationaleand justification for proposed activities and procurements is not well documented.


Network. The State Irrigation Department maintains a network of 648 SRG, 547 ARG and 113FCS. Data of the SRG are published by the State, but IMD is using the rainfall data of only 194SRG. The remaining 454 SRG and 547 ARG are required to be inspected for reliability of their dataand their working conditions.

Under HP, 18 new FCS are to be established. The State has been advised to review the network ofFCS in consultation with IMD, keeping in view the spatial and operational needs.

Site inspections. All State ARG and FCS need thorough inspection for upgrading and replacementof defective instruments. It is not known how many ARG stations are functioning, as no rainfallintensity analysis is being carried out.


Training. The State is advised to identify persons to be trained at the IMD Training Center, Pune.IMD proposes to start the training in December 1996 or January 1997 and is ready with trainingmaterial for the Observer's course. Training material for Supervisor and Advanced Course will beavailable by the end of December 1996.

6.3 Surface Water (IMD)

Organization. The current institutional arrangements within Maharashtra Irrigation DepartmentMID may be sub-optimal, as many of the key players are located in different cities:

• The Secretary is based in Mumbai;• The CE-Hydrology is in Nashik, thus coordination and cooperation with GSDA (based

in Pune) is not optimal;• The SE-Data Collection is based in Amravati;• The WQ lab under MERI is not under the CE-Hydrology;• Procurement Coordination Commission: member Secretary (SE) in Pune;• State Project Coordination Commission: member Secretary (SE) in Nashik;• HDUG: member Secretary from outside MID/GSDA.

These arrangements do not promote proper coordination and smooth management of all activities.It is recommended that the matter be reviewed and streamlined. The SE - Data Centre may be givena central role. It may be considered to locate the office of the CE-Hydrology and the Data Centre ofMID at Pune.

Sanctioning of posts. Sanctioning of the posts for two SE's and one EE (Nagpur) should beexpedited. Appointment of a SE-Data Centre, with a drive and ability to stay several years on thispost, is recommended in view of the crucial role of this post in the successful completion of HP-targets.

Network. It appears that MID has not yet reviewed its monitoring network, while guidelines for theselection of stations etc. are not available. Equipment for AWLR stations as proposed in the SARneeds to be reviewed.

Coordination between agencies. Coordination of IMD, CWC and MID needs to be enhanced.

Procurement. Procurement of equipment appears to be in advance of network design, standar-dization, staff posting, construction of buildings, etc. Therefore, procurement should focus first on'safe' items, while purchase of “high-tech” equipment should be postponed.

The procurement of computers and telecommunication facilities may be postponed until anadequate plan has been drafted, with which Consultants will assist. Meanwhile, basic computertraining may be performed.

Research programs. Concepts and action plans for research components (return flows, real-timemonitoring and reservoir instrumentation and sedimentation) need to be drafted prior toprocurement of related equipment.

6.4 Ground Water (GSDA)


Well construction. A total of 325 wells are to be constructed this year (1996/97). The requiredbudget needs to be sanctioned as a matter of urgency (August), lest the programme would bedelayed. The differences in the unit cost of observation tubewells are to be taken up by GSDA withthe World Bank.

The programme for construction of wells spelled out in the SAR was misunderstood. Therefore, are-identification of wells to be constructed this year is required. The selection of sites is to becoordinated closely with CGWB.

Budget: The budget needed for HP is yet to be sanctioned by Government of Maharashtra.

Tubewells: Of the observation tube wells of 30 m depth, 411 are “replacement wells” and only 89are new wells. The action plan is proposed to be modified and fresh sites should be finalisedaccordingly.

Procurement. The procurement of computers and telecommunication facilities may be postponeduntil an adequate plan has been drafted, with which Consultants will assist. Meanwhile, basiccomputer training may be performed. Procurement of equipment earmarked for ground waterrecharge studies is to await preparation of plan of studies.

Staffing. Sanctioning of additional staff posts (43 for this fiscal year) needs to be expedited to allowactual posting later this year. This action also must be linked with training programmes.

Research programme. Proper plans have to be worked out for GW recharge studies envisagedunder HP.

6.5 Water Quality

Organization. The existing situation for surface water quality monitoring is not well coordinated,with one lab at Nasik (in MERI) conducting some special WQ studies on request and apparentlyseveral laboratories under the Water Resources Divisions. The MERI-lab will ultimately not beunder the CE-Hydrology. It appears that little thought has been given to the objectives, scope andarrangements for WQ monitoring within MID. This issue deserves urgent attention at policy andmanagerial level, including staffing.

Monitoring objectives. Review of MID's WQ monitoring mandate, monitoring objectives, net-works and sampling programs, required technical support for the laboratories, etc. is urgentlyrequired.

Level I laboratories. The locations for the new Level I labs is not yet determined. Again, this willrequire someone in the administration to have some overview of the surface water qualitymonitoring needs of the state.

New GSDA building: laboratory. GSDA plans to build in Nasik a new water quality laboratory,training centre and hostel, each with an area of about 650 m2, at a cost of 180 lakh, against a budgetprovision under HP of 30 to perhaps 40 lakh. The level II lab would accommodate only 3professional staff, for which the SAR provides 200 m2. Even less space is provided for the level II+lab in Pune. Consequently, it would seem necessary to justify the construction of this building(objectives and anticipated use). The State should be aware that some 80% of the costs may have tobe funded from a non-HP budget


Groundwater monitoring. The WQ monitoring programme is better than observed in several otherstates due the initiative and dedication of existing staff. A good basis for extension is available.Recruitment of incremental staff should be expedited. Coordination with CGWB is important.

Input of Consultant. Consultants consider starting their services on WQ in the states with GSDA(labs) in a pilot plan in terms of defining how they should work together with the states to helpimprove WQ monitoring programs (i.e. review of mandates, monitoring objectives, networks andsampling programs, technical support for the laboratory, establishing detailed training needs, etc.).

6.6 Training

Training Sub-Committee. It is to be commended that the Training Sub-Committee has beenformed and a training proposal prepared. However, the proposed training programme needs to bereviewed, e.g. the proposed training with respect to WQ is fully inadequate. Training programmeswill be coordinated at the central level.

Identification of trainees. New staff should be posted before the start of the training. Staff to betrained needs to be identified soonest, while the phasing of the training activities should bereviewed vis a` vis the available staff.

New GSDA building: training center. GSDA plans to build in Nasik a new water quality labora-tory, training centre and hostel, each with an area of about 650 m2. The training centre is designedfor 30 trainees. It seems possible that the building would rarely be used. Training could also takeplace in other government buildings, e.g. at WALMI and Engineering Staff College.

Retaining of staff. Trained staff should be retained for several years. This may be taken intoaccount, while selecting candidates for training. Preference may be given to candidates with somecomputer literacy.


7. GUJARAT

Consultants visited Gujarat from 13 to 17 August 1996 as part of the Inception Phase of theHydrology Project. The issues identified in the State were discussed in the wrap-up meeting on 16August with the Secretary NWRD.

The mission has commended the Department that it has taken several steps towards a timelyimplementation of the programme. At the same time it expressed its opinion that several plannedactivities need to be reviewed, justified and documented.


Organization. The anticipated institutional arrangements within NWRD for HP are promising. Keystaff (Circles), data centres and laboratories will be placed in the same building. All HP relatedactivities in SW and GW are under the same Secretary.

It is recommended to consider further integration of the GW/SW data centres and level II+/IIlaboratories, in order to promote further coordination and integration of all SW/GW monitoringactivities and reduce the operational costs.

New Building - Gandhinagar. The Mission appreciates the new building to be erected inGandhinagar, but the cost of the building (about 3,500 m2 floor space) may substantially exceed thebudget provisions in the SAR (about 106 lakhs). In addition, its internal lay-out deserves review. Avery large space has been provided for the level II+ laboratory to be operated by GERI, having alikely workload under HP in the order of only 1,000 samples per year. GWRDC with a likelyworkload of 5,000 samples per year has been assigned instead less than 50 m2 for its level II+laboratory. It is recommended that both laboratories be located at the same floor and be integratedas much as possible. It will be interesting to estimate the average costs of chemical analyses vis àvis commercial rates.

Coordination between agencies. It is reported that the cooperation between CWC, IMD and WRICshould be improved. IMD and CWC were said to have been invited only once for a meeting of theState Level Coordination Committee (Nov. 1995). These agencies did not participate in thecombined discussions with the Secretary WRD during the visit of the Mission.

Justification of procurement. The rationale and justification for proposed activities andprocurements appears not to be well documented. The tendency appears to be to procure whateveris provided in the SAR, without a critical review. Tuning of various procurement activities is stillrequired, for example the design of the level II+ laboratories is not commensurate with the expectedworkloads. Incremental staff may be justified vis à vis expected work load.

Data Centres. The State proposed three sub-data centres: SW-quantity, SW-quality and GWquantity and quality. It is recommended to join the two sub-centres for SW into only one, to reducestaff requirements and promote integration of surface water quality and quantity. WRIC will notbecome really involved in WQ if the data centre for WQ is left to GERI. Additionally, theHydrology Project only provides for 2 data centres with computer package B (as in SAR).

The proposed staffing for each sub-centre is the same is substantially oversized (in total 21professionals) and should be reviewed in relation to the expected work loads. Consultants willprovide guidance for the set-up, staffing, equipment and software for the Data Centre(s). Computer


terminals should be placed with the individual professional staff rather than in a separate computerroom.

Staffing. SW has proposed substantial additional incremental staff requirements for field work, etc.(about 11 crores). Justification is required vis à vis requirements and budget provisions. Transfer ofsuch staff to the regular budget towards the end of HP should also be planned, perhaps in phases. In addition, The motivation of staff through incentives in order to enhance the quality of monitoringresults should be a matter of concern.

Hydrological Data Users. The Mission could meet only some members of the HDUG, due to shortnotification. HDUs appreciated the openness with which data are being made available by WRICand requested an overview of the data availability. The Mission recommended incorporation of thestate PCB and Forestry Department in the HDUG.

HDUs have not yet worked out their data requirements. The type and character of data to becollected depends on the user requirements. It is advocated that a small group be established, whichapproach the potential data users with specific questions, laid down in a questionnaire for reasonsof uniformity. Data collectors and data users together should fill in the questionnaire to assess thedata needs. The interest taken by various potential data users is expected to increase substantially inthe future, once the HIS is properly functioning.


Network. The State Water Resource Department maintains a network of 418 SRG, 249 ARG and300 FCS plus 5 AWS. The existing network needs review and thorough inspection as it is notknown how many stations are functioning. The State has been advised to review the network ofFCS in detail with IMD, keeping in view the spatial and operational needs. CWC may also be consulted while reviewing the network.

Maintenance of network. On advice from the World Bank Appraisal Mission (September 1994),the State WRD reduced the number of FCS from 300 to 201. Additionally, the State brought thestations under the Hydrology Project from different other projects. By doing so, they created largeincremental staff requirements for the take-over of the 201 FCS for which no budget provisionexists in SAR. As the climatic conditions remain homogeneous over large areas, the IdentificationMission feels that the State could further reduce the number of FCS substantially and try to locatethese where G/D staff are available for manning the stations without extra cost.

The Mission is of the opinion that the required number of FCSs is much less than 201. Discussionswith IMD also confirm this view. Placement of a limited number of new FCSs (mainly) at G/Dsites should therefore be considered, which would nearly eliminate the need for incremental stafffor FCS.

Reliability of data. The reliability of collected data needs to be established.


Coordination between agencies. IMD and CWC have stated that more frequent contacts by theState WRD are necessary for a coordinated implementation of the programme under the HydrologyProject. Coordination is necessary for network planning, joint inspections, installation and trainingof staff. The Identification Mission has therefore advised the State to have close coordination withIMD and CWC and also to have frequent State Level Coordination Committee meetings withparticipation of Central agencies.

7.3 Surface Water (WRIC)

Network. It appears that the SW monitoring network deserves further review in close coordinationwith CWC and IMD (including site inspections). Presently proposed equipment packages may notbe commensurate with the actual needs. The number of bed material samplers can be reduced,while the provision of echo sounders without providing boats serves little purpose. Consultantshave reviewed equipment specifications and submitted the same to PCS/CWC. Consultants plan areview of sediment sampling and sediment lab items.

Procurement. Procurement of equipment appears to be in advance of monitoring network review,standardization, staff posting, construction of buildings, etc. Therefore, procurement should focusfirst on 'safe' items, while purchase of 'high-tech' equipment should be postponed.

The procurement of large of computers and telecommunication facilities may be postponed until anadequate plan has been drafted for the data centres etc., with which Consultants will assist.Meanwhile, a limited number of computers may be procured, while basic computer training forproviding computer familiarization may commence as soon as possible.

Operational costs. Operational costs of the monitoring network may be considerably reduced byadjusting the frequency of discharge measurements and the combination of hydrometric andmeteorologic stations. Discharges at stations with a stable rating curve need not to be measuredevery year.

Data processing. Data processing practises need to be revised, and data validation included. It isrecommended to start as soon as possible with the entry onto computers of historical field data, i.e.meteorological data, water level data and condensed stage-discharge data.

Data Centre. In the future, data entry will take place at sub-division level and in the WQ-lab(s). Atypical staff composition of the SW Data Centre may be: 2 post-graduate professionals (inhydrology and water quality), one data base expert and two support staff (data entry, routinecomputer work).

Reservoir sedimentation surveys. Concept, action plan, survey methodology and equipmentspecifications for the reservoir sedimentation surveys (GERI) need to be drafted prior to procure-ment of the related equipment. Consultants will assist GERI with the same, in line with similaractivities in other states (standard model for equipment, staffing, operation, etc.). Sediment inflowsto the reservoirs also need to be monitored.


7.4 Groundwater (GWRDC)

Few issues have emerged from the discussions with GWRDC. Budget, administrative and technicalsanctions are reported to have been received. Execution of the programme for this year wouldcommence after the monsoon.

Tubewells: Construction of all observation tubewells will be carried out through private contract.

Procurement: Procurement action has been initiated and 3 tender documents (NCB) are ready forforwarding to the World Bank.

Procurement action for the level II + laboratory at Gandhinagar will be taken after the building isready.

R&D: Selection of typical basins for water balance studies is yet to be finalised.

Staffing. Sanctioning of additional staff/posts needs to be expedited to allow actual posting laterthis year; ref. also to link with training programmes. A WQ expert (non-chemist) should beincluded in the staff of the data centre.

Water balance studies. GW and SW use in the state has a tremendous impact on water balances,GW levels, etc. Monitoring of water use (particularly for irrigation) is not yet addressed under HPand may require reconsideration. This is particularly so in Saurashtra and Kutch regions, wherethere is an acute shortage of water due to low rainfall and often drought conditions. Plans for waterbalance studies proposed in the SAR have yet to be worked out.

Network and site selection. GWRDC and CGWB will form a site selection committee to decide onthe locations for AWLRs. Consultants are available for review and advice.

Data Centre. In the future, data entry will take place at regional level and in the WQ-lab(s). Noneof the historical GWL data are currently computerized. A typical staff composition of the GW DataCentre may be: 3 post-graduate professionals in water resources and water quality, one data baseexpert and two support staff (data entry, routine computer work).

7.5 Water Quality

Water quality monitoring objectives. More thought needs to be given to the objectives and scope ofWQ monitoring. This issue deserves attention at policy and managerial level. Review of monitoringmandate, monitoring objectives, networks and sampling programs, required technical support forthe laboratories, etc. is required. Consultants will assist in this. The mandate should also take intoaccount the pollution caused to the total environment in the future.

Laboratory buildings. The construction of the new building at Gandhinagar may last till the end of1998. This requires temporary arrangements to be made for the anticipated level II+ laboratoriesand data centres. Otherwise the WQ component of HP would be seriously delayed, particularly forSW.

The space allotted to the Level II+ laboratory needs to be substantially increased. Maximumintegration with the laboratory for SW is recommended. Procurement of new laboratory equipmentshould not be postponed till the new building is ready. Temporary arrangements need to be made.


Consultants will also provide a 'blue print' for a standard laboratory, containing guidelines fordesigns, equipment specifications, operation procedures, staffing, quality control, required training,etc.

Water quality staff. A WQ expert should be included in the staff of the Data Centre.

7.6 Training

Training coordination. Central agencies will provide training of state trainers (SW, GW, and database management), as well as advanced courses. State trainers will train observers and Jr.professional staff. The trainers for water quality have not yet been identified. IMD will depute theirown trainers for training of observers. Training of Supervisors and Advance Course participantswill be arranged at the IMD Training Centre, Pune. WALMI will co-ordinate the training inGujarat. Consultants will provide assistance with the development of a consolidated trainingprogramme and syllabus. Training needs to be oriented to practical aspects of hydrometry andshould not be overloaded with theory.

Staff to be trained. Staff to be trained needs to be identified soonest, while the phasing of thetraining activities should be considered vis à vis the available staff, and taking into account theposting of new staff. Preference may be given to candidates with some computer literacy.

Retaining of staff. Trained staff should be retained for several years. This may be taken intoaccount, while selecting candidates for training.

__________________________________________________________________________________________________________Hydrology Project Inception Report Annex 2: CGWB Page Annex 2 - 29

8 MADHYA PRADESH

Consultants visited Madhya Pradesh from 19 to 26 August 1996 as part of the Inception Phase ofthe Hydrology Project. The issues identified in the state were discussed in the wrap-up meeting on24 August with the Secretary.


Organization. The formation of a single entity for SW and GW monitoring under one CE is takingplace, which is a positive development. WQ laboratories and data centres will also be integrated.This puts MP as such in a favourable position compared to several other participating states.

Sustainability of the Hydrology Project. The mission learned that many of the SW stations whichstarted under the Major Irrigations Project are no longer operational, while during the past twoyears no GW samples have been taken. As lack of funds for O&M were said to be an importantreason, this raises certain doubt regarding the sustainability of the investments taking place underHP.

Lack of transport. Site selection of new SW and GW stations has not yet taken place for lack ofstaff and means of transport. Procurement of vehicles has not yet been approved by the FinanceDepartment. Renting of vehicles may be considered to overcome the temporary transportationproblems. Expeditious action is required in this respect.

Staffing. Redeployment and recruitment of incremental staff has not yet been sanctioned. Inaddition, the question why a large number of incremental staff is required, while at the moment nomonitoring activities take place needs to be addressed. Task analysis, man power planning, reviewof staff requirements, optimization of monitoring activities and placement of 'willing' and motivatedstaff are recommended as means to achieve a more effective project organization and managementat lower costs. Transfer of such staff to the regular budget towards the end of HP should also beplanned, perhaps in phases.

The motivation of staff through incentives in order to enhance the quality of monitoring resultsshould be a matter of concern. The posting of willing and interested staff, which is retained afteradequate training, should be seriously considered.

Coordination between agencies. Coordination of SW stations between SSW and CWC has also notyet taken place. The coordination between CWC, IMD and WRD should be improved formeteorological and other measurements.

Meetings. The Mission welcomes the intention of the Minister of Water Resources to convenemonthly progress review meetings. His instruction to prepare detailed monthly action plans isconsidered crucial in this respect.

Additionally, the State Level Coordination Committee should meet regularly. It is recommendedthat the State Management Consultant be invited to these meetings.

Land acquisition for laboratories. So far land has only been acquired for one laboratory building(Raipur). Given the required time for preparation and construction of the 9 new buildings under theproject, it is likely that the new laboratories will not be completed before the end of 1998. TheMission urges the WRD to arrange temporary accommodation (rented or internal relocations),otherwise the actual start of the WQ monitoring programmes will be seriously delayed.


Release of project funds. It is recommended to discuss with the Finance Department how therelease of project funds (immediately reimbursable by the WB) can be accelerated. To alleviate theproblem of constant lack of funds the option of a rolling fund (2 to 3 crores) may be considered.

Justification of activities. The justification for proposed activities and procurement is not welldocumented. The tendency appears to be to procure whatever is provided in the SAR, without acritical review. Tuning of various procurement activities is still required, for example the design ofthe laboratories is not commensurate with the expected workloads. Incremental staff should bejustified by the expected work load.

Data Centre. Consultants will provide guidance for the set-up, staffing, equipment and software forthe Data Centre. The proposed staffing for the Data Centre should be reviewed in relation to theexpected work loads.

Hydrological Data Users. The Mission met only 4 members of the HDUG as other agencies werenot represented. It is recommended to include central agencies (CWC and CGWB) as well asseveral other potential data users in the HDUG. Coordination between WRD and PCB with respectto WQ monitoring has been recommended in the meeting. The representative of the Department ofAgriculture expressed the importance of sediment measurements. The meeting stressed the urgentneed to improve data accessibility and communication between data providers and users.

Most HDUs have not yet worked out their data requirements. Type of data to be collected willdepend on the user requirements. It is recommended that a small group be established, whichapproaches potential data users with specific questions, laid down in a questionnaire for uniformityreasons. Data collectors and data users together should fill in the questionnaire to assess the dataneeds. The interest taken by various data users is expected to increase substantially in the future,once the HIS is properly functioning.


Network. The existing network of 116 SRG and 3 ARG requires review in close coordination withCWC and IMD (including site inspections). Such review and coordination has not yet taken place.IMD informed the mission that it is ready for joint inspection field visits.

Apparently, the site selection of 44 SRG and 36 ARG new stations has not yet taken place for lackof staff and means of transport. Staff for site inspection should be put in place as soon as possible.The lack of vehicles also needs to be addressed urgently.

Many of the raingauge stations which started under the Major Irrigation Project of Madhya Pradeshare no longer operational.

Coordination between agencies. Coordination between WRD, IMD, and CWC should beimproved for meteorological measurements.

Data processing and validation. Entry of historical data should only start after improved validationprocedures are in place.

8.3 Surface Water


Network. It appears that the SW monitoring network deserves further review in close coordinationwith CWC (including site inspections). Such review and coordination with CWC has not yet takenplace. Staff for site inspection should be put in place as soon as possible. The lack of vehicles alsoneeds to be addressed urgently. Coordination with CWC is hampered by the remote locations of therelevant CWC divisions.

Equipment specifications. Consultants have reviewed equipment specifications and have submittedthe same to PCS/CWC.

Procurement plans. Planning of equipment procurement should be tuned to the review of themonitoring network, standardization, staff posting, construction of buildings, etc. Therefore,procurement should focus first on 'basic' items, while purchase of 'high-tech' equipment should bepostponed. Organization and management aspects of advanced equipment like AWLRs should beduly considered prior to procurement.

The procurement of large computers and telecommunication facilities may be postponed until anadequate plan has been drafted for the data centres, with which Consultants will assist. Meanwhile,a limited number of computers may be procured for entering historical data, while basic computertraining may commence as soon as possible.

Operational costs. Operational costs of the monitoring network may be considerably reduced byadjusting the frequency of discharge measurements and the combination of hydrometric andmeteorological stations. Discharges at stations with a stable rating curve need not to be measuredevery year.

Data processing. Data processing practises need to be introduced, including data validation. Entryof historical field data, i.e. meteorological, water-level and condensed stage-discharge data, shouldonly start once improved validation procedures are in place.

Special studies. The WRD has not formulated special studies under HP. Studies on return flowsand reservoir sedimentation may still be considered. Concepts, action plan, survey methodologyand equipment specifications need to be drafted prior to procurement of the related equipment.Consultants are available to assist with the same, in line with similar activities in other states(standard models for equipment, staffing, operation, etc.).

8.4 Groundwater (SGW and CGWB)

Progress of SGW. The main observation concerns the lack of activity and progress within SGW.No site selection has taken place yet. The Mission is concerned about the situation encountered.

Tubewells: Geohydrological supervision and back-up for guiding well construction at site requiresstrengthening. Selection of “Key well” locations is yet to take place by a joint site selectioncommittee.

Procurement: Procurement and delivery of DWLRs is required to be synchronised withconstruction of key wells. The constraint of funds and field vehicles requires quick solution foreffective project implementation.

Progress of CGWB. CGWB has started its site selection and construction in the field. Consultantsare available for review and advice. CGWB is reminded that all well/piezometer construction


works should be completed in the third year of the project, and not in the fourth year as currentlyplanned.

New Raipur office for CGWB. CGWB has opened a new regional office at Raipur. It isrecommended that this new region will also be included under the HP, and a data centre and levelII+ laboratory be provided from contingency funds. The matter will be taken up with PCS andCGWB-Faridabad.

8.5 Water Quality

Objectives of water quality monitoring. More thought needs to be given to the objectives and scopeof WQ monitoring. This issue deserves attention at policy and managerial level. Review ofmonitoring mandate, monitoring objectives, networks and sampling programs, and requiredtechnical support for the laboratories, is required.

Estimated workload. The State Surface Water Department has estimated an annual workload of39,000 samples to be analyzed in 9 laboratories. The rationale for this is not clear, while a realisticestimate would be the analysis of 1,000 to 2,000 samples (for SW).

Laboratory design. The consultants will provide a 'blue print' for a standard laboratory, containingguidelines for design, equipment specifications, operation procedures, staffing, quality control,required training. The current building plans for laboratories require some review.

Staffing. Staff of the laboratories have little career prospect, are given only futile resources, and yetdemonstrate an eagerness and enthusiasm towards their profession. This results in frustration.Strengthening of the technical management of the laboratories, residing under several divisions,will be required. In addition, a water quality expert (not necessarily a chemist) should be includedin the staff of the data centre.

Sustainability of the water quality monitoring. It appears that for the past 2 years no samples weredelivered to the laboratories. In all, an intensive strengthening programme is required, as well asattention at policy and managerial level for the issue of WQ monitoring.

8.6 Training

Identification of trainers. Central agencies will provide training of state trainers (SW, GW, anddata base management) as well as advanced courses. State trainers will train observers and juniorprofessional staff. The trainers for water quality have not yet been identified. WALMI may co-ordinate the training in MP. Special care should be taken in the selection of state trainers.

Identification of staff for training. Staff to be trained needs to be identified very soon, while thephasing of the training activities should be in line with the actual availability and posting of newstaff.

It is recommended to extend observer and supervisor training activities to staff of all Divisions.This will allow future lateral transfer of staff and would avoid that two parallel data collectionsystems are operating within the WRD.

Development of training programmes. Consultants will provide assistance with the developmentof a consolidated training programme.


Computer training. Basic courses in computer use (mainly DOS, spreadsheet, word processing andWindows) should be started soonest at state level. This training should be completed when com-puters become available and trained staff can start with the input of historical data. Privatecomputer training institutes and NIC faculty may be charged with this task.

Retaining of trained staff. Trained staff should be retained for several years. This may be takeninto account while selecting candidates for training. Preference may be given to candidates withsome computer literacy.


9 CENTRAL WATER COMMISSION 9.1 Background

The Central Water Commission (CWC) under the Ministry of Water Resources plays a vital role in theWater Sector at National level. It oversees all major and medium irrigation projects that are primarilyimplemented by individual States. Such a role acquires added responsibility when a project is located onan inter-state river. The CWC has been and continues to be an apex technical organization in the field ofwater resources planning and development. It has been maintaining gauge-discharge stations on inter-staterivers. It is also maintaining for purposes of flood forecasting gauge and gauge-discharge stations on inter-state rivers.

A regional spread in the CWC took place subsequent to the SAR. The CWC now functions with a ChiefEngineer located at five regions, as also at the central training unit (CTU) at Pune, as well as with a ChiefEngineer at CWC head-quarters at New Delhi.

CWC will be responsible for co-operating with state SW departments and the IMD, through its variousregional formations, in seeing to the evolution of optimal networks for meteorology and hydrometry.

9.2 Infrastructure and staff

CWC while maintaining hydrometric stations spread over the peninsular India, undertakes in respect of itsown stations inspections, installation, data collection and data management. Training of staff is donelocally as also at the CTU, Pune. As part of infrastructural strengthening provision has been made for additional accommodation in theSAR to change the situation of working from hired accommodation to one of working in a permanentdepartmental building. One of the existing difficulties, viz. the lack of staff quarters, is proposed to bealleviated by providing such quarters at five places. Incremental staff by way of new appointment is envisaged for the Data Centre and for the laboratories andis not critical in the initial stages of the project. A National Water Academy is to be set up by converting the CTU in Pune. This is supported in the SAR.The NWA will conduct in-service training for middle level officers, policy seminars and workshops andState level training programmes. The identification mission visited CTU Pune and discussed themodalities of evolving training modules, and actual conduct of training programmes to match with theexisting facilities. The CTU is also to supply faculty for training programmes to be organized in StateWALMIS for the Hydrology Project.

9.3 Implementation of Hydrology Project

The Identification Mission visited the CWC offices located in the capitals of seven participating states andthose located in Pune. During discussion the following emerged.

i) While the state level coordination committee includes a member from the local CWC formation,the committee in most cases has met only once. There has been no frequent technical interactionbetween the state surface water, CWC and IMD. Thus the coordination has remained weak.


ii) While the state SW department in some cases prepared lists of existing and proposed stations forhydrometry and formally sent the same to CWC, the matter has not been pursued and there wasno formal review of the network stations or site inspections for choosing stations for upgradationor for establishing new stations. The Mission advised the states and central agencies on closercoordination.

iii) Locational aspects for AWLR installation, both at RG stations as also at reservoir locations, aredependant on water level fluctuations, site conditions and type of sensors and instruments. Suchground work involving CWC officers locally needs to be encouraged. In some cases Consultants’input is necessary.

iv) CWC is a premier technical organization in the field of water resources in the country. It needs totake a leading role in updating guidelines; e.g. for site selection, for hydrometry, for sedimentsampling and analysis, for water quality sampling and analysis and for data validation aspects.During inspection, such guidelines are often unknown and unavailable at sites. Consultants’inputs are available and need to be utilized so that this process attains momentum.

v) Madhya Pradesh State at Bhopal does not have a senior CWC officer in-charge of RG stations ofMahanadi, Upper Godavari, Tapi and Mahi basins. This has come about after the SAR and needsto be remedied. The Director River Data Directorate in Delhi is otherwise preoccupied and maynot be able to devote enough time.

vi) CWC has to organise formal meeting of its HDUG. An activity similar to the one organized bystates for filling questionnaires to know the user needs has to be undertaken. CWC has to formallywork out the flow of hydrologic data from station to subdivision and so on. The validation checksneed to be done through computer software, starting at the subdivision level/ division level.Conceptualisation of the directory of availability of data, the data base itself and peripheralactivities for validating data are areas, where CWC has to play a lead role along with theConsultants.

Computer to computer data transfer needs to be conceived and specified through floppy, dial-uplines, dedicated lines and satellite linkage. NIC involvement is envisaged in the SAR. CWC needsto take a role in the above so that the computer architecture is identified and national standards areevolved with Consultants’ participation.

vii) Introduction of new instruments and software would also need initial demonstration of use, andtime to time inspections and interactions in state organisations. The SAR envisages jointinspections by officers of CWPRS and CWC. It is suggested that Consultants need to be involvedin such teams. Statewise inspection and maintenance teams are to be established and trained bythe above central team.


9.4 Procurement in CWC

CWC indicated that this activity will be channelled as follows.

Description Allocation of Work

Training Equipment Chief Engineer, CTU, Pune

Navigational Equipment Chief Engineer, NTO, Vadodara

Hydrological Equipment & Chief Engineer, M&ERO,Material Bhubaneshwar

Survey Equipment Chief Engineer, Monitoring(Central), Nagpur

Sediment Sampling & Chief Engineer, KGOLab. Equipments Hyderabad

Hydrometeorological Chief Engineer, KGO,Equipment Hyderabad

Water Quality Chief Engineer, C&SROEquipment Coimbatore

Computer Packages River Data Directorate,New Delhi

Vehicles River Data Directorate,New Delhi

CWC has indicated the budget of the seven formations, i.e. CWC Hq, C&SRO, CTU, KGO, MERO,NTO, MCN. There is, however, need for relating the budgets to physical targets in the various regions/formations. The physical targets have to emanate from inspections and requirements at site. The SAR canat the most be a guide and reconciliation from time to time may be necessary. This is evident from thechange in the total number of stations from 235 to 261.

9.5 Training

Training is an important component of HP. CWC has to impart training to its observers at its RGstations in the reading of hydromet instruments, use of wading rods, current meters, counters, bridgederricks, moving boats, and filling-in of data in pocket dairy and transfer thereafter to regular forms.Computational aspects of discharge, stage-discharge relations, hydraulics and controls affecting S-Drelations, and of validation aspects have to be imparted to the junior engineers and assistant engineers. Siteselection, types of installations for AWLRs etc and guidelines thereto are to be familiar to AEs/AEEs andEEs/DDs.

Basic computer familiarisation in DOS, MOS and spread sheet needs to be started immediately amongJEs, AEs etc.


CWC needs to work out regional training programmes and is to organise its faculty from CTU and fromwithin its own officer cadre. CTU has to organise training interaction with the states.


10 CENTRAL GROUND WATER BOARD

10.1 Background

The Central Ground Water Board, under the Ministry of Water Resources, is the national apexorganization responsible for all aspects relevant to groundwater. It is responsible for regionalhydrogeological surveys, exploration, groundwater resource evaluation, maintaining nation widegroundwater level and groundwater quality monitoring network, publication of hydrogeologicalinformation in the form of reports, maps and atlases. It plays a vital national role in the scientificdevelopment of groundwater resources in the country to meet the ever growing needs of theirrigated agriculture.

The Board has 16 Regional Offices spread all over to cover the whole of the country. Nine of theRegional Offices are located in the 8 participating states under H.P. These Regional Offices areextending cooperation to respective State Ground Water Organizations and providing effectivecoordination for the speedy implementation of the hydrology project activities.

CGWB plays the nodal role for the groundwater component of the project. It encourages theframing of proposals from the groundwater organization of the participating States. The Board gotformulated similar proposals for each of its Regional Offices covering the project area. Afterdetailed discussions with the State GW organizations it finalized the dimensions of the totalprogramme (groundwater component).

10.2 Action plan of CGWB

The Board has inherited two major responsibilities under the project implementation i.e. i) the roleof a national nodal authority for the groundwater component and ii) implementation of itsprogramme in its regions and headquarter office at Faridabad.

One of the main tasks under project implementation was to ensure appropriate specifications for thewide range of equipment and materials to be procured by the State Groundwater Organizations andCGWB. Four Special Committees were constituted by CGWB for the purpose of finalizingspecifications i.e. i) hydrogeological equipment including design of observation tubewells ii)chemical equipment iii) computer hardware and software and iv) procurement procedures. On allthese committees the participating State GW organizations were the members and in the Committeeon computer hardware and software, NIC and NIH were also members. The recommendations ofthese committees were duly circulated to the participating agencies for adherence andimplementation.

The action plan of the CGWB takes effect from 1996 and most of the physical activities areplanned to be completed before 1998. However, construction of observation wells in hard rocks,alluvium and pollution areas extend upto the beginning of 1999. Similarly, procurement ofDWLRs and the works for their protection have been planned for completion by the end of 1999. This requires modification and efforts to complete these work by 1998 should be made.


10.3 Training

The training facilities available with CGWB are planned to be effectively used for theimplementing part of the envisaged training programme for the GW staff under HP.

CGWB conducts three training courses annually utilizing the facilities and expertise available withthe Department, i.e. i) groundwater and water well techniques (3 months course) ii) drillingtechnology (3 months course) and remote sensing and digital image processing (6 weeks course). Italso conducts courses on specific subjects from time to time. CGWB has established the RajivGandhi National Groundwater Training Institute at Raipur for training of in-service officers to meetthe needs for creating a service of trained professionals and sub-professionals for handling thevarious works connected with groundwater development in the country.

A Committee for trainers and trainees has been constituted by CGWB (MOWR). The Committeemembers are from IIT Delhi, NABARD and NEERI. The Committee has met recently under theChairmanship of the Secretary (WR) and Chairman CGWB, and identified two courses to be run,one of 6 weeks duration and the second of twelve weeks duration. Spadework in this regard hasstarted. A group is working to come up with necessary curriculum and the recommendations of theCommittee will be implemented through the Raipur Institute.


The identification Mission during its visit to the Regional Offices of CGWB (except Raipur) in the8 participating States and to the Central HQ office located at Faridabad, identified the followingissues :

• Procurement action has been centralized for all items required under the Hydrology Projectby the CGWB HQ as well as by Regional offices.

• All the purpose built observation tubewells in hard rocks will be drilled by privatecontracts, where as all the purpose built observation tubewells in soft rocks and alluviumwill be constructed by deploying departmental rigs.

• Specifications of the hardware and software required for the data centres have been drawnby a Committee, but the same are to be reviewed by the Consultant before finalisation.

• `Key wells' on which DWLRs are to be installed form the back bone of the monitoringnetwork system. For avoiding duplication and achieving integration a joint site selectioncommittee (Hydrogeologists of SGO and CGWB) should pin point locations in the field.

• Computerization of data has a large scope for strengthening. Uniform formats and softwareare needed for the development of groundwater data bases in all the Regional and HQoffices. Similarly standard data validation procedures and monitoring techniques are to beintroduced in all the GW data centres of CGWB.

• Incremental staff requirements of 200 staff (scientific, technical and sub-professional) hasbeen approved. Redeployment orders have been issued to 160 staff members. Proposalsfor creation of 40 new posts are awaiting government sanction.

__________________________________________________________________________________________________________Hydrology Project Inception Report Annex 2: IMD Page Annex 2 - 40

11 INDIA METEOROLOGICAL DEPARTMENT

11.1 Background

IMD is one of the oldest central departments (about 120 years old) and is charged with theresponsibility of rainfall registration in the entire country. In the early days the practice for theStates Revenue Departments was to collect rainfall data mainly for the purpose of collecting taxesfrom farmers. As the agricultural operations expanded and irrigation facilities increased, the stateAgricultural, Irrigation and Water Resources Departments became the main data collectors andusers as well. As the network of raingauges increased in the States, the management of rainfallregistration in the States became more onerous. The IMD with its limited inspectorate and with itsown operational inspection programmes, found it increasingly difficult to maintain the frequency ofinspection of state raingauges. Further, the IMD had only the technical authority as theadministrative actions and follow-up rested with State Governments.

As a result, many of the State raingauge station became non-operational for varying reasons, andthe state hydromet set-up needed revamping. The present project provides an excellent opportunityfor all concerned to remedy the situation. It provides scope to set mechanisms for proper up-keep ofinstruments and quality rainfall data collection in the States. The role of the Consultants is tofacilitate interaction in the technical areas between IMD and the States or the CWC and CGWB inproviding assistance to States to speedily update rainfall data collection programmes. This needs tobe counted as an opportunity to make available more user - friendly services.

11.2 Additional infrastructure and staff

IMD activities pertaining to inspection, installation, data collection, data management and trainingin 8 participating States are likely to increase enormously under the Hydrology Project. To meetthe additional quantum of work, the minimum incremental staff worked out by IMD is about 100(in different cadres). The Department of Science and Technology, which is the administrativeMinistry of Government of India has sanctioned 59 posts in different cadres during the financialyear 1996-97 for the above purpose. Sanction for the remaining posts in IMD is expected to beissued during the financial year 1997-98.

In addition, necessary civil works for modifications to existing buildings will be undertaken forinstallation of computer systems, accommodation of incremental staff, installation of Observatoryand equipment for training purposes at state meteorological offices, which are located in all theparticipating States.


The Identification Mission visited the State Meteorological Offices and Regional Centres located inthe state capitals of the 8 participating States. During discussions, the following issues werebrought to the notice of Consultants.

• Although an IMD representative has been made member of the State Level CoordinationCommittee, the meeting of this Committee has taken place only once in the majority of theStates. This has led to weak interaction between the State and Central agencies like IMD,CWC and CGWB.


• For planning and design of meteorological networks, the State Authorities are required tosend a list of the existing and proposed (under HP) raingauge and climate stations to IMDfor examination. Some States have done so but the list has not yet been finalized due tolack of coordination between IMD and State agencies.

• IMD and States have not done any initial planning for joint inspection due to non-availability of incremental staff and vehicles for both IMD and the States. In case of IMD,incremental staff has now been sanctioned but the vehicles have not yet been provided.

• State Meteorological Offices and Regional Met. Centres have got the estimates for civilworks prepared and sent to IMD Headquarters, New Delhi for approval. Approvals areawaited.

• For calibration and certification of meteorological instruments, the IMD workshop at Puneis to procure and install additional calibration equipments. For this purpose, the PuneWorkshop has finalized the specifications, but the procurement process is yet to start inIMD. It is understood that the Central Purchase Office of IMD will shortly float the tenderon global basis. This may cause some delay in the calibration program of IMD.

• For meteorological data management and storage, the incremental staff earmarked at StateMet. Offices may be given adequate training. This will ensure uniformity in dataprocessing. The procedure that will be adopted in States for the flow of the meteorologicaldata is as follows.

State observers recording Gauge and Discharge data will also record the rainfall/climatedata. The entry verification will be carried out at Sub-Division or Divisional level and dataon floppies will be sent to the State Met. Centre/Regional Met. Centre of IMD. The IMDoffice will send these floppies to the National Data Centre, Pune, where data will be storedafter carrying out the Electronic Data Processing and Quality Control. Duplicate floppieswill be returned to State Data Centre for storage.

On the other hand, the National Data Centre, Pune, suggested that for data communicationthe compatibility of computer hardware and software at Central and State level should besame.

• Training is an important component of the Hydrology project. IMD is ready to start theBasic training to the field Observers. Three Training Centres of IMD are located at Pune,Madras and Calcutta. The basic course is of 4 weeks duration, but can be condensed into 3weeks. The States of Orissa, Andhra Pradesh, Karnataka, Kerala, Gujarat and MadhyaPradesh have expressed administrative difficulties in deputing their field staff at observerlevel for Met. training outside their States. For field staff (Observers), therefore, it isdesirable for IMD to depute their trainers to these 6 States for training in the locallanguage. Facilities for boarding and lodging and lecture rooms will be provided byWALMIs of each State. Training material and faculty will be provided by IMD.

IMD is taking the necessary action for timely commencement of training programs. IMDwill also circulate training schedules to all participating States, to enable the States to plantheir training programs and earmark persons for training well in advance.


Supervisory training of 6 weeks and Refresher Courses for Senior Officers of one weekwill, however, be conducted in Pune. Further details on training programs are given inAnnexure 3 on Training.

__________________________________________________________________________________________________________Hydrology Project Inception Report Annex 2: N I H Page Annex 2 - 43

12 NATIONAL INSTITUTE OF HYDROLOGY

12.1 Introduction

NIH will be involved in the Hydrology Project for both training and research activities. Theinstitute was visited by Consultants on 2nd and 3rd August, 1996, to discuss both aspects.

a. Training of "Trainers" in the area of data processing procedures, as well as development ofskills in the use of applied software, has been left to NIH.

b. NIH also accepted to train Senior professionals of States in hydrological procedures,

c. In Applied Research, which is to be demand driven, even though the areas useful tospecific regions and projects are listed out in the SAR, NIH needs to identify research tasksfor taking up.

12.2 Training Component

The training aspects that can be conducted at NIH were discussed. The Consultant indicated thatareas of training identified are hydrometeorology, hydrometry, groundwater, water quality and database management. It was discussed and agreed upon that NIH, with the assistance of theConsultants, will develop, organise and conduct data base management training at basic,intermediate and advanced level for all State and Central agencies involved.

Other Central agencies for training are IMD and CWC-CTU in Pune, CGWB in Faridibad andNEERI in Nagpur. The central agencies are expected to develop syllabus, lecture contents andlecture modules, on the basis of standardized methods, procedures and formats. The Consultantswill be available to give the required inputs.

Areas like sediment sampling, sophisticated instrument specifications like Acoustic DopplerCurrent Profiler (ADCP) or reservoir sediment survey equipment or other items like automatedsensor and automated data loggers have to be finalized, so that use of such equipment is included inthe training modules. Central agencies need to concentrate on training of trainers.

The States need to concentrate on organizing and imparting practical knowledge of handlingequipment, maintenance, entering in pocket diaries and forms. They need to look into the auditoria,hostels and teaching aids at state institutes like WALMIs. The Faculty can be guest faculty andavailable infrastructure like computer terminals have to play a role in the activity, such as computerfamiliarization for Data Centre staff.

The consensus was that separately Data Centres with computers and peripherals have to be set upand brought into working condition. There is need for on-the-job training to staff to whomultimately they can be handed over. Provisions for installation, making the centre operational andtraining have to be made obligatory by suppliers. Data Center managers have to be persons suitablyqualified for such work. Such persons have to be identified by concerned organizations.

NIH also raised administrative aspects such as the cost of boarding, lodging, course materials etc.for trainees. There may be need for registration fee to be deposited by sponsoring agencies. This

__________________________________________________________________________________________________________Hydrology Project Inception Report Annex 2: N I H Page Annex 2 - 44

needs to be sorted out by NIH internally, as training activities ought not to be a burden and adisincentive to the participants.

12.3 Research Component

The NIH scientists indicated in discussions the various disciplines and problems they are workingon. They tried to place before the team their areas of interest. The team leader stated that NIH couldprofitably be specific and frame demand driver research proposals, detailing manpower available,costs and time frames, so that they can be examined and placed before an empowered committeefor funding.

It was pointed out that there are areas delineated in the SAR for R&D, for example:

• Improvement to Reservoir Instrumentation & Management,(including reservoir sedimentation monitoring surveys)

• Monitoring return flows in identified projects and commands,• Improvement to real - time Water Resources Management,

(including forecasting of floods in some basins)• Observation network review for Surface Water, criteria and guidelines• Effect of tidal lockages on stage discharge rating

Some of the laboratories and instruments installed have also been inspected by the team during thevisit.

__________________________________________________________________________________________________________Hydrology Project Inception Report Annex 2: C W P R S Page Annex 2 - 45

13CENTRAL WATER AND POWER RESEARCHSTATION

13.1 Introduction

Areas for involvement of CWPRS are briefly as follows.

• Current meter calibration is an area, where CWPRS is providing services to all state and centralagencies. Workshops associated with current meter calibration need strengthening. Inventoryof current meter spares are better maintained for attending to repairs alongside calibration.

• Inspection teams with CWPRS and CWC officers for inspecting river gauging stations is

envisaged. During pendency of project, a consultant or consultants from the DHV need to beon this inspection team.

• Testing and certification is an area in respect of Acoustic Doppler Current Profiler (ADCP),sediment survey boats, DGPS systems, computers with software, echosounders forsedimentation surveys or equipment using sensors for water level or rain sensing, includingaccompanying data loggers. Experience of CWPRS needs to be not only passed on to otheragencies but also documented.

• Faculty supply in Training of Trainers (TOT) in disciplines such as hydrometry, monitoringwater levels, sampling testing of sediments and related instrument maintenance.

• R&D Tasks which are on demand from CWPRS.

13.2 Findings of the Identification Mission

Discussions centred on special equipments such as sensor-data logger for rain and level sensing,reservoir sedimentation survey sets in the SAR, and radio reporting rain gauges (RRRGs). Theelectronics laboratory in CWPRS was visited. A water level recorder is developed in CWPRS,which has not yet gone into production on large scale.

CWPRS had used different makes of a tipping bucket type of automated rain gauges along withdata logger for collection of rainfall information in a telemetry station. It is reported that the rainfallsensors sometimes failed to function when the rainstorm was raging. During thunder storms andintense weather phenomenon the data logger exhibited a tendency to hang on and not proceedfurther without outside intervention. It may thus be prudent to further try out the type of sensors anddata loggers used in the CWPRS prototype on pilot scale.

There is need to resort to sensors using rain gauges and data loggers in catchments havingorographic effect at remote locations and specifications have to include these items if they are notincluded in the document on specifications.

Work has been noticed to be in progress on the development of software for computerised systemsfor sediment survey boats. In this system the boats are planned to shift along predeterminedtransects, when at grid points record the depth and keep it in a file in the computer. The computerfile can then be used for plotting the bed contours, giving the current silted bed situation. This


enables a faster survey and plotting of the survey outcome is quickly achieved. However, still this isunder development and will need integration of all the components, viz. the computer needs to bestable or unaffected during runs, it has to work for periods on battery, positioning systems andcomputers need integration, etc. This experience will be valuable in dealing with the plannedreservoir sedimentation survey boats.

It is necessary to go for instruments rugged in design and manufacture, to survive in harsh fieldconditions and provide trouble free service, by appropriately specifying them and by properprocurement.

The Hydrology Project envisages simultaneous action around the country in eight states. CWPRSalone may not be able to provide all inputs at the rate and at the scale needed. There is need tosupplement CWPRS efforts in respect of instruments, specification, installation, certification andtrouble shooting. The need for consultant teams to do trouble shooting and make things work isforeseen.


_________________________________________________________________________________________________________________Hydrology Project Inception Report Annexes 3: Supplementary Training Information Page Annex 3 - 1

Annex 3 Supplementary Training Information

3.1 Special State training requirements page 3 - 23.2 Staff numbers to be trained page 3 - 33.3 List of hydrology training modules page 3 - 43.4 List and profiles of Central Training Institutes page 3 - 73.5 List of State training coordinators and institutes page 3 - 93.6 State training budgets page 3 - 11


3.1 Special State training requirements

Andhra Pradesh• The Department of Irrigation and Command Area Development (DOICAD) has proposed the

establishment of 8 Full Climatic Stations (FCS). Training of hydromet supervisors is needed.• The DOICAD has proposed reservoir sedimentation surveys. Specialised training on reservoir

sedimentation and operation of equipment package is necessary.• The DOICAD has proposed studies on the estimation of return flows from surface water irrigation.

Special training on water balance studies, drainage and modelling would be required.• The Ground Water Directorate (GWD) has proposed to undertake baseflow and catchment area studies.

Training on surface water hydrometry for GWD personnel is necessary. Special training on water balancestudies for GWD professionals is needed.

• In order to undertake groundwater pollution studies, specialised training on groundwater pollution wouldbe required for GWD professionals.

Gujarat• The Narmada and Water Resources Department (NWRD) has proposed to undertake reservoir

sedimentation surveys. Specialised training on reservoir sedimentation and operation of equipmentpackage is necessary.

• The Ground Water Investigation Circle (GWIC) has planned water balance studies on typical basins byinstalling the necessary instrumentation. Special training on water balance studies for GWICprofessionals is required.

Madhya PradeshAll basic training needed, no special training is required.

Maharashtra• The Maharashtra Irrigation Department (MID) has proposed upgradation of nine existing FCSs and

establishment of 18 new FCS. Training of hydromet supervisors is needed.• The MID has proposed reservoir sedimentation surveys. Specialised training on reservoir sedimentation

and operation of equipment package is necessary.• The MID has proposed studies on the estimation of return flows from surface water irrigation. Special

training on water balance studies, drainage and modelling would be required.• The Groundwater Surveys and Development Agency (GSDA) established the observation network

rationally watershedwise with due emphasis to the valley slopes and discharge sites. HP will supportGSDA's on-going recharge studies. Special training on groundwater recharge and water balance studieswould be required.

Orissa• The Water Resources Department (WRD) has proposed the establishment of 9 FCSs at the new and

existing river gauging sites. Training of hydromet supervisors is needed.• The WRD has proposed reservoir sedimentation surveys. Specialised training on reservoir sedimentation

and operation of equipment package is necessary.• The WRD has proposed studies on the estimation of return flows from surface Water Irrigation. Special

training on water balance studies, drainage and modelling would be required.• The WRD has planned the development of real-time flood forecasting system for the Brahmani river

utilising historical rainfall and flow data. Specialised training on catchment modelling for flood estimationis required.

Tamil Nadu• The State Surface Water Organisation (SWO) has proposed the establishment of 20 FCSs and the CWC 5

another 5 FCSs. Training of hydromet supervisors of these two organisations is needed.• The SWO has proposed sedimentation surveys. Specialised training on reservoir sedimentation and

operation of equipment package is necessary.


• The SWO has proposed studies on the estimation of return flows from surface water irrigation. Specialtraining on water balance studies, drainage and modelling would be required.

• The SWO has planned the development of improved flood forecasting technique for Tambraparani riversystem. Specialised training on catchment modelling for flood estimation would be required.

Kerala• The Irrigation Department (ID) has proposed the establishment of 9 FCSs and the State Groundwater

Department (SGD) another 8 FCS. Training of hydromet supervisors of these two organisations isneeded.

• The ID has proposed reservoir sedimentation surveys. Specialised training on reservoir sedimentation andoperation of equipment is necessary.

• The SGD and CGWB lay great emphasis on pollution studies. Specialised training on groundwaterpollution would be required for the professionals of these two organisations.

Karnataka• The Water Resources Development Organisation (WRDO) has proposed the establishment of 4 FCSs and

CWC another 5 FCS. Training of hydromet supervisors of these two organisations in needed.• WRDO has proposed reservoir sedimentation surveys. Specialised training on reservoir sedimentation

and operation of equipment is necessary.• WRDO has proposed studies on the estimation of return flows from surface water irrigation. Special

training on water balance studies, drainage and modelling would be required.• WRDO has proposed the installation of Acoustic Doppler Current Profiler (ADCP) at a major river site in

Karnataka. Special training is to be provided by the supplier with support from CWPRS in the operationof the equipment.

3.2 Staff numbers to be trained (as per SAR, incl. Karnataka)

SW GW WQ Total(1) Surface water (hydrology) - hydrometry course for observors 3595 - 3595 - supervisors & junior staff 782 - 782 - training of trainers (ToT) in Hydrometry 75 - 75 - specialized equipment training 48 - 48

4500(2) Ground water (hydro-geology) - course for field observors - 1776 1776 - training of trainers (ToT) in Hydrometry - 120 120 - groundwater modelling (India) - 39 39

1935(3) Water Quality monitoring (for SW and GW) - basic course for chemical assistants 60 184 244 - middle level course for chemists 20 91 111 - advanced level course for Chief chemists 22 28 50

405(4) Hydro-meteorology - basic course for 1observors 2640 - middle level course for supervisors 432 - advanced level course for senior staff 83

3155(5) Computers and data base management - basic computer course 374 272 249 893 - advanced computer course 221 195 56 472 - advanced data base management course 55 32 - 87 - water quality experts at data centres 28 28

1480


(6) Other training (for SW, GW, WQ staff) - study tours within India 128 41 27 196 - post-graduate training within India 68 52 38 158 - overseas study tours, training 60 59 55 24

IMD 198552

(7) Workshops at NIH - Seminars 210 - Technical workshops 211 - Refresher courses 274 - PCs in management 280

975Grand Total : 13.002

Trainees Total State CentralSurface Water 5196 4493 703Ground Water 2279 1815 464Water Quality 843 500 343Meteorology 2659 2519 140Workshops NIH 815 295 520Total: 11.792 9622 2170

3.3 List of training modules (per September 1996)

Below, hydrology training modules are listed which will be prepared under the HP to cover the total trainingneeds.. It is important to note that a training module is not the same as a training course. A training course isdefined as a series of modules, which are selected on the basis of the training needs identified for a particulartarget group at a particular point in their professional career. Thus, the provision of a comprehensive libraryof HP training modules remains the same, whereas the configuration of a training course may differ accordingto observed needs.

The present list is rather broad and requires a further breakdown, by the CTIs, in smaller modules to createmore flexibility in training course delivery. Differentiation is needed:• per topic, for instance separate modules for basic software skills are prepared, rather than the whole range

of basic software; • per job level, to accomodate for similar tasks at skills level (“how to....”) and supervisory level

(“understanding ...”).

In training delivery, successful completion of one series of modules (in institute A) could be conditional asentry requirement to follow a next series of modules (in institute A or another). For instance, basic computerskills should be mastered before a trainee can start a specialized course in hydrology data management.Having an overview of all training modules, it is the HP’s task to guide training planners and human resourcedevelopment staff, to schedule sequential training courses in an appropriate way.

It is generally noted that staff training should not be limited to participation in HP training modules.Beneficiary organisations should also allow staff to study course materials prior to training and assist trainersto apply in practice what they have learned. These pre and post training arrangements are to be promoted bythe Water User Training Cells.

TrainingTR 1 Training managementDuration 1 weekTopics understanding training concepts and systems, training logistics and resources,

administration, reporting

TR 2 Training development


Duration 1 weekTopics training systems, training needs analysis, curriculum development, evaluation, training

methods and skills

TR 3 Educational designDuration 1 weekTopics software application in desktop publishing, information mapping, technical text writing,

readibility

Surface Water HydrometrySW 1 Basic hydrometryDuration: 1 weekTopics hydrometry practices, reliable observations, recording, operation & maintenance of

equipment

SW 2 hydrometric practiceDuration 1 weekTopics: sediment and surface water sampling, on-site analyses, recording, operation and

maintenance

SW 3 hydrometry for officers-in-chargeDuration 3 weeksTopics computaton of hydrological variables, primary validation, significance of reliable data in

water resources evaluation

Groundwater HydrometryGW 1 (title)Duration: 1 weekTopics: principles of geo-hydrology, processes influencing gw levels and chemical composition,

gw level & quality monitoring network, recording, operation & maintenance of equipment

HydrometeorologyHM 1 (title)Duration: 3 weeksTopics: principles of SRG & ARG, installation, operation and maintenance, recording

hydrometeorology SRG & ARG

HM 2 (title)Duration 6 weeksTopics installation, operation and maintenance of all hydromet instruments, self-recording

intruments, recording, computation and validation of data

Water QualityWQ 1 (title)Duration 1 weekTopics surface water sampling, on-site analyses, recording, operation and maintenance of level 1

lab equipment


WQ 2 (title)Duration 1 weekTopics ground water sampling, on-site analyses, recording, operation and maintenance of level 1

lab equipment

WQ 3 (title)Duration 6 weeksTopics basic aquatic chemistry, laboratory chemical analyses, recording, operation & maintenance

of equipment

WQ 4 (title)Duration 12 weeksTopics aquatic chemistry, water polution, microbiological analysis, data validation, recording,

interpretaton of water quality data, laboratory management, significance of water qualitydata in water resource management, operation & maintenance of equipment

WQ 5 (title)Duration 3 weeksTopics advanced instrument analysis, operation & maintenance of specialised equipment : AAS,

GC & ICPS

WQ 6 (title)Duration 20 weeksTopics wq network design, statistical methods, quality control procedures, identification of

problem areas

Data managementDM 1 Basic computer skillsDuration 3 weeksTopics hardware, DOS, Windows, word processing, spreadsheet, virus, data base software, data

entry)

DM 2 Surface water data entryDuration 3 weeksTopics basics of data management, understanding and using surface database software

DM 3 Ground water data entryDuration 3 weeksTopics basics of data management, understanding and using ground water database software

DM 4 Water quality data entryDuration 3 weeksTopics basics of data management, understanding and using water quality database software

DM 5 Surface water data managementDuration 3 weeksTopics application of specialized analysis software

DM 6 Ground water data managementDuration 3 weeksTopics application of specialized analysis software


DM 7 Water quality data managementDuration 3 weeksTopics application of specialized analysis software

DM 8 Data management at surface water data centreDuration 3 weeksTopics --

DM 9 Data management ground water data centreDuration 3 weeksTopics --

3.4 List and profiles of Central Training Institutes

CWC-Central Training Unit (CTU), Pune

Organisational set-up and staffing

The CTU was established in 1988, under the USAID funded Water Resources Management Project, whichalso inaugurated the WALMIs in eleven States. At present two courses are conducted each year; a three-months appreciation course and a nine-month offering training to course 50 persons.

The CTU has a faculty of 9 lecturers. Limited accommodation is available up to 20 persons, who can stay at ahostel facility of CWPRS. A directorate of training at CWC HQ, Delhi coordinates all the departmentallyconducted training programmes.

Building. The CTU is planned to be developed into a National Water Academy in three phases, by the year2002. By then there would be a faculty of 30 and some 925 persons per year shall be trained. The projectdocument is under finalisation with a total budget of Rs 110 million. Under the Hydrology Project there is aprovision of Rs 33 million for the building, the salaries and operational costs will be provided by the GOM.

The CWC-CTU requested assistance through short-term comsultancy for: (a) NWA landscaping,architecture, preparation of tender documents (Rs 33 million), (b) library documentation system, state-of-the-art books, recommended journals (Rs 5 million), (c) computer equipment for training, software (Rs 5million). Out of these, (a) is required immediately, while (b) and (c) would be have to be in position byapproximately half year before completion of the new building complex.

Training programme. It was agreed that with the existing faculty of the CTU, the unit would concentrate onorganising and coordinating all hydrometry training (data collection for hydrology). The training courses onwater quality for laboratory staff should be organised and conducted at a specialized national training centre,e.g. NEERI in Nagpur. The training courses on computers and data base management would be developedand coordinated by NIH in Roorkee. The intermediate and advanced level courses will be conducted atRoorkee. The basic computer training (and basic data base management training) and SW software would becarried out within the States. However, the course curricula and training materials for these basic courses willbe prepared and provided by NIH.

The ToT would be organised for some 48 trainers (6x 8 States) in two batches. the duration could possibly bereduced from 10 to 6 weeks. Thus, in three months two ToT. courses could be organised. CTU would draftthe syllabus, curricula and training materials for ToT and for the supervisior and the observor training. Thesewould be sent to the PCS and the Consultant very soon. Curricula and materials could then be discussed andfinalized in a workshop in November, where procedures and formats will be standardized. It is expected thatToT. could start in January 1997.

contactpersons- Dr. S.A. Bhanagay, CE and Director CTU


- T.S. Patil, Director Hydrology- S. R. Gaikwad, Addl Director CWPRS

2 Central Ground Water Board - Central Training Institute, FaridabadThe CGWB is building a new training institute at Raipur. CGWB's Training Director is based in Faridabad. APrincipal for the training institute has been appointed. The Consultant was informed that approximately 75%of the works has been completed by early August 1996, and that as a consequence, training for 1996-1997would take place at Faridabad.

The name National Institute for Groundwater Research and Training (NIGRT), as mentioned in the SAR, willchange as Rajiv Gandhi Institute. It will be outside the scope of the Hydrology Project to establish this as afully operational research and training institute. Such assistance would require additional funding andexpertise.

contactpersons(to be decided)

3 National Institute for Hydrology (NIH), Roorkee

The NIH in Roorkee conducted two courses in March and August, 1996 on computer operation and onecourse on software applications for surface water data in August 1996.

contactpersons:- Dr. S.M. Seth, Director- Dr. K.S. Rama Sastry, Coordinator for HP activities- Dr. S.K. Jain, Water Resources Systems and database training

4 India Meteorological Department (IMD), Pune with Regional Training Centres, inMadras and Calcutta

Observer training. The contents and duration of the training was discussed at length. The IMD proposes totrain rain gauge readers in 4 week courses. Upon request by the Consultant, IMD prepared a shortenedversion of 3 weeks, which probably could be reduced to 2 weeks for which the trainers could go to the States.It was assumed that the training of 2640 observor level staff for SRG and ARG is to be delivered at IMD’sTraining Centres in Pune, Madras and Calcutta. Alternatively, IMD trainers could also come to the StateWALMIs, if a nearby meteorological station is available. For this purpose, IMD would contract retired seniorIMD staff, who would be able to teach in the local language. The Consultant strongly suggests observortraining to take place in the States.

Supervisor level FCS staff training. This training will take place in Pune and require 6 weeks. A newbuilding for Training will be constructed in Calcutta. Budgets for meteorological training are proposed byIMD as well as participating States.

contactpersons:- Dr. U.S. De, DDG (weather forecasting)- Mr. V.K. Raman, Director IMD Training Institute


5 National Environmental Engineering Research Institute (NEERI) NagpurFinal decision on status of this as HP Laboratory is pending.

contactpersons:(to be decided)

6 Universities for post-graduate courses in HydrologyCandidate hosting universities include the University of Roorkee, Anna University in Madras and the IndianInstitute of Technology, Mumbai

7 Central Water Power Research Station (CWPRS), Pune

Training. It was discussed that training for special equipment will be organised for divisional and sub-divisional heads (AEEs and AEs) and site-in-charges and observors (JEs) in three stages:• introduction on the principles, incorporated in the ToT: by CTU and CWPRS• operation & maintenance, during the installation: by suppliers• application and data analysis, after initial operation: by CWPRS, possibly in combination

with inspection.

CWPRS would liaise with the CTU to present an aggregated plan for staff training in surface waterhydrology.

Faculty. Four lecturers specialized in stream gauging are available to contribute to the Training-of-trainers.Three lecturers are specialized in Reservoir instrumentation and management, who will give training. TheCWPRS would send its staff to the various States to conduct the training at WALMIs or similar trainingvenues.

contactpersons:- Mr. B.U. Nayak, Director CWPRS- Mr. S.R. Gaikwad, Additional Director, CWPRS

3.5 List of State training coordinators and training institutesOrissaSSW: S.S. Patnaik, Deputy Director, DOWRSGW: R.C. Rout, Executive Engineer, GWSIWater And Land Management Institute (WALMI), Bhubaneshwar

Andhra PradeshSSW: Rosaiah, Engineer-in-Chief (Nodal Officer)SGW: Babu Rao, Director GWD (Nodal Officer)WQ: Environmental Protection Training and Research Institute (EPTRI)Engineering Staff College of India (ESCI), HyderabadWater And Land Management Training And Research Institute (WALAMTARI), Hyderabad

Tamil NaduSSW: Badruddin, Chief Engineer WRDO (Nodal Officer) andSGW: M.S. Hariharan, Joint Chief Engineer (establishment)Irrigation Management Training Institute (IMTI)WQ: Institute for Water Studies (IWS), Taramani, Madras


KarnatakaSSW: Cap. Raja Rao, Engineer-in-Chief (Nodal Officer)SGW: Bappadu Reddy, Joint Director, DMGWQ: Engineering Staff College (ESC) and Central Food Technology Research InstituteComputer: Water And Land Management Institute (WALMI)Computer: National Information Centre (NIC)Karnataka Engineering Research Station (KERS)

KeralaSSW: G. Ravindran Nair, SE, Director (Design)SGW: P. Radhakrishnan Nair, Superintending HydrogeologistWQ: Kerala State Pollution Control Board (KSPCB)Central Water Resources Development and Management (CWRDM), Calicut

MaharashtraSSW+SGW: M.R. Dighe, CE and Director WALMI (and chairman of Training Committee)Water And Land Management Institute (WALMI), AurangabadMaharashtra Engineering Research Institute (MERI), Nasik

GujaratSSW:SGW:Water And Land Management Institute (WALMI), Baroda

Madhya PradeshSSW: V.S. Sarma, CE (Investigation, Nodal Officer)SGW: sameWater And Land Management Institute (WALMI)


3.6 State training budgets (x Rs 1,000)

Training Budget

AndhraPradesh

Gujarat MadyaPradesh

Maharastra Orissa TamilNadu

Kerala KarnatakaTotal:

1. Surface water - hydrometry - water quality

37211762

5822 719

3406 - *)

58281210

4025 806

3442 - *)

3600 - *)

3984 465

33,8284,962

2. Groundwater - hydrometry - water quality

1881 954

19041814

24701998

33362611

41981324

16421407

2514 661

1624 616

19,56911,385

3. Hydro- Meteorology 722 4110 1980 3998 1050 2474 722 3710 18,766

4. Post-graduate courses - SW - SWQ - GW - GWQ

1000 4001200 400

1780 534 890 356

1000 -1200 400

2000 4001200 400

1000 600 890 356

1000 -1200 600

1000 -1200 400

1000 4001200 400

9,7802,3348,9803,312

5. Study tours (overseas)

- SW - SWQ - GW - GWQ

786 157 786 157

1000 6001000 800

786 - 786 157

786 3141258 472

786 157 600 400

3160 -15802206

2366 -1734 789

- - - -

9,6701,2287,7444,981

6. Study tours (in India)

- SW - SWQ - GW - GWQ

84 - - -

132 55 66 110

84 - - -

84 - - -

84 22 110 44

84 - 786 -

84 - - -

84 - - -

72077

962154

7. NIH seminars - SW - SWQ - GW - GWQ

135

135

250

250

250

250

135

135

250

250

-

240

-

135

245

250

1,265

1,645

8. Trng equipm - SW - GW

850 200

850 850

- 850

850 850

850 850

850 850

850 -

850 200

5,9504,650

9. Mini-bus + running costs

350 300

500 300

350 300

350 300

500 300

350 300

350 300

350 300

3,1002,400

Total : 15,980 24,692 16267 26,517 19,452 22,171 16,705 15,678 157,462

Percentage: 10.2 % 15.8 % 10.4% 17.0 % 12.5% 13.3 % 10.7 % 10.0 % 100 %*) Surface water quality monitoring; water analysis done at laboratories of State GW Department

Staffing barchart Task Group 2 DATABASE AND COMMUNICATION

No Designation Name National Foreign 1996 1997mm mm 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

1 Equipment specialist/Hydrometrist J. van der Pot 6.5

2 Database management specialist B.W.G Blok 8.5

3 Information Specialist tbn 14

4 IT assistant tbn 6

5 DCS-MIS services P. Mukherjee 4

6 Database designer tbn 1.5

7 General database specialist tbn 13

8 GIS designer tbn 2

9 GIS and userinterface specialist tbn 12

10 Communication specialist tbn 2

11 Communication specialist tbn 6

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Staffing Barchart Task Group 2 SURFACE WATER & HYDROMETEOROLOGY

No. Designation Name National Foreign 1996 1997

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

1. Data Processing Expert D.R Archer 5

2. Sr. Hydrologist H.J.M. Ogink 12

3. Data Processing Expert tbn 12

4. Site Selection & Network Expert S.C. Child 5

5. Sr. Hydrologist DVLN Rao 14

6. Network Design tbn 10

7. Sr. Hydrologist Dharma Rao 14

8. Advisor Hydromet S.D.S. Abbi 5

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Staffing barchart Task Group 3 INSTITUTIONAL DEVELOPMENT

No Designation Name National Foreign 1996 1997mm mm 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

1 ID Specialist R. van Ommen 12

2 ID Specialist P.K Kongari 13

3 ID Specialist tbn 13

4 ID Specialist tbn 13

5 Financial Expert tbn 7

6 MIS Expert P.Mukherjee 10

7 MIS Expert tbn 13�

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Staffing Barchart Task Group 2 GROUNDWATER

No. Designation Name National Foreign 1996 1997

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

1. Sr. Hydrogeologist A. Bein 13.3

2. Sr. Hydrogeologist T.S. Raju 13.8

3. R & D Expert (Water Balances) J. Bear 1.5

4. Design /Monitoring Manuals Expert H. Michelson 1.5



7. Advisor GW D.K. Dutt 8.7

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Staffing Barchart Task Group 2 WATER QUALITY

No. Designation Name National Foreign 1996 1997mm mm 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

1. WQ monitoring Expert R.H. Siddiqi 14

2. Senior Chemist tbn 9

3. WQ monitoring Expert P.M.A. Boderie 12.5

4. Chemical lab. specialist J.A.C van den Broek 2.5

5. WQ data processing expert tbn 10 6. WQ monitoring SW C.Hoggart 3

7. WQ monitoring GW A.Mercado 1.5

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Staffing Barchart Task Group 4 TRAINING SERVICES


General training support1. Team Leader H. J. Wittenberg 12.52. Training Institutions/ Dep. TL tbn 133. Training Database Programmer tbn 64. Training Management Specialist tbn 15. Training Management Specialist tbn 46. Training Systems Specialist tbn 17. Training Systems Specialist tbn 48. Educational Design Specialist tbn 19. Educational Publishing Specialist tbn 6

10 - 13 Translators tbn 4 x 1 3 x 2

Hydrology training14. Computer and Basic Software Trainer tbn 4

15 - 17 Information/Data Management Trainers D.R.Archer,S.R.Brown,tbn 3 x 218 - 20 Information Management Trainers tbn, tbn, B.P.Parida 3 x 2

21. Surface Water Hydrology Trainer R.Harpin 222. Surface Water Hydrology Trainer B.P.Parida / S.Chandra 623. Groundwater Geohydrology Trainer J.Bear 124. Groundwater Geohydrology Trainer D.Kasyap 525. Groundwater Quality Trainer J.Bear 126. Groundwater Quality Trainer D.Kasyap 227. Surface Water Quality Trainer C.Hoggart 128. Surface Water Quality Trainer tbn 429. Hydrometerology Trainer tbn 130. Hydrometerology Trainer S.D.S. Abbi 4.531. OOPP Specialist A.W.Rijneveld 1

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Staffing Barchart Task Group 1 GENERAL COORDINATION AND MANAGEMENT


1. Team Leader J.G. Grijsen 12

2. Dpty. Team Leader R.K. Visvanath 13.5

3. SMC - Andhra Pradesh P.S. Murthy 14

4. SMC - Gujarat S.C. Sharma 14

5. SMC - Karnataka N.R. Venkatesha Prasad 14

6. SMC - Kerala V.N. Vapicha 14

7. SMC - Madhya Pradesh B.B. Ghosh 14

8. SMC - Maharashtra Simpi 14

9. SMC - Orissa G.N. Padhi 14

10. SMC - Tamil Nadu S.M. Krishnan 14

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