35
Knowledge Needs Assessment Study Research Study Series Number 124 Synthesis Report PEARL-CA PROJECT 2013
Knowledge Needs Assessment Study
Research Study Series Number 124
Synthesis Report
PEARL-CA PROJECT 2013
KNOWLEDGE NEEDS ASSESSMENT STUDY
Synthesis Report
Faridabad, Amritsar, Patna, Visakhapatnam, Coimbatore and Bhubaneswar
April 2013
NIUA Research Study Series Number 124
Prepared by
National Institute of Urban Affairs, New Delhi
In association with
School of Planning, Centre for Environmental Planning and Technology,Ahmedabad
With support of
Cities Alliance The World Bank Institute
i
PROJECT TEAM
ational Institute of Urban Affairs
Centre for Environmental Planning and Technology
Advisors
N
Director Jagan Shah
Coordinator PEARL Program Debjani Ghosh
Urban Specialist
and Lead Author Satmohini Isha Srivastava Ray
Research Team Poornima Singh
Kanha Ram Godha
Coordinator Saswat Bandyopadhyay
Research Associate Sarbeshwar Praharaj
D. Ajay Suri, Cities Alliance
Andre Herzog, World Bank Institute
Emil Francis de Quiros, World Bank Institute
Chetan Vaidya, NIUA
Vijay Dhar, NIUA
iiiii
The launch of Jawaharlal Nehru National Urban Renewal Mission (JNNURM) in 2005 brought about
a sea-change in the way urban areas are managed across India. However, even eight years
thereafter, urban local bodies are struggling to implement reforms, and to implement
infrastructure projects in a timely and cost effective manner. Efforts at capacity building of urban
local bodies have been deficient, both in terms of scope as well as the long term institutionalisation
of capacities.
To respond to this challenge, the Ministry of Urban Development, Government of India set-up a
Peer Experience and Reflective Learning (PEARL) Network with the purpose of providing
knowledge management solutions in JNNURM cities as well as networking them. The National
Institute of Urban Affairs (NIUA) has been serving as the National Coordinator of PEARL since its
inception. To bring in international knowledge and expertise into the network, NIUA teamed up
with Cities Alliance and World Bank Institute to create a Knowledge Network Support Unit (KNSU)
housed within NIUA.
Experience from around the world suggests that urban local bodies in India need to invest in
systematic knowledge management. Rather than depending solely on capacity building activities
that target individual capacity, the ULB should pursue institutionalisation of the capacity that is
created.
In the above context, this knowledge needs assessment (KNA) study is the need of the hour. For the
first time, internal processes and knowledge flow dimensions have been assessed to determine
how well knowledge flows happen. The study disaggregates findings according to various
hierarchies in urban local bodies making it more useful for planning knowledge management
interventions. The report indicates the need to include governance reforms within urban local
bodies to complement capacity building initiatives so that the knowledge can be sustained in the
mid- to long-run. The report also presents a number of useful recommendations, some of them
easily achievable, in terms of knowledge interventions that can create a lasting impact.
The KNA tool has been developed and presented in a manner that other urban local bodies can
undertake a self-assessment of their knowledge needs. I hope that all JNNURM urban local bodies
use this tool to undertake a self-assessment of knowledge needs to derive key barriers and
challenges to effective knowledge management. This will help them create sustainable capacities
within their institutions.
Jagan A. Shah
Director
FOREWORD
viv
The need to undertake a knowledge needs assessment study emerged from an international
workshop on knowledge management organised by National Institute of Urban Affairs in 2011 with
knowledge support of World Bank Institute and Cities Alliance, and under aegis of the Ministry of
Urban Development, Government of India. The workshop established a general consensus that in
context of achieving improved implementation of the Jawaharlal Nehru National Urban Renewal
Mission in target urban local bodies, India needs to move from traditional approaches of capacity
building towards a more holistic approach of knowledge management. However, knowledge
management being a relatively new area with limited international evidence - and almost no
national evidence - on what works, it was agreed that the first step would be to develop a KNA tool
and pilot KNA studies across selected ULBs.
Thus started a long partnership between Centre for Environmental Planning and Technology (CEPT)
Ahmedabad and NIUA; between the two, pilot KNA studies for eight urban local bodies were
undertaken. Of these eight, two were undertaken in the first phase based on which the KNA tool
was finalised, thereafter being followed by six additional studies in the second phase. This
Synthesis Report presents the overall findings of the six city KNA studies. I hope urban local bodies
and other stakeholders find conclusions of this report useful, both in terms of structuring
knowledge management interventions in urban local bodies, as well as for using the KNA tool for
purposes of self-assessment.
The journey of preparing this report has been long and arduous - yet professionally fulfilling - taking
close to two years to complete all stages of the study. The study faced numerous challenges which
the team overcame using alternate approaches. Lack of data and information pertaining to skills
and knowledge management, as well as lack of a culture of undertaking self-evaluation in Indian
urban local bodies were the two biggest challenges that we overcame.
The report is structured into three sections. The first section introduces the study and presents the
methodological aspects of the study. The second section presents the on-ground situation
observed across the pilot cities where the KNA was undertaken, while the third section presents
the overall trends and barriers identified along with a way forward. A series of annexes providing
detailed data and information collected are available in respective KNA study reports for the six
cities prepared by NIUA and CEPT.
There are innumerable people to thank whose support ensured that this report would reach its
logical conclusion. Unfortunately, there is space to mention just a few. Foremost, I thank staff and
officials of urban local bodies who supported us in this endeavour not only in terms of giving their
PREFACE
viivi
CONTENTS
ixviii
valuable time but also in terms of providing insightful inputs towards development of the KNA tool.
Thanks are due to Saswat Bandyopadhyay and Sarbeswar Praharaj from CEPT for their
resourcefulness and thought leadership, to Ajay Suri from Cities Alliance for his counselling,
troubleshooting and technical guidance, and to Andre Herzog, Emil Francis de Quiros, Victor
Vergara and Bhavna Bhatia from World Bank Institute for their knowledge guidance and support.
This report would have never seen the light of the day if NIUA had not bestowed its faith in my
ability to deliver this product; a special thanks to Jagan Shah Director NIUA, Debjani Ghosh
Coordinator PEARL, Kanha Ram, and Poornima Singh for their continued support, as well as to
Chetan Vaidya and Vijay Dhar for their guidance in the early stages of the study.
It was a privilege to work on this study and I sincerely hope the evidence it generates helps various
stakeholders in their respective domains develop informed interventions that create a better
knowledge environment within urban local bodies, something which is critical to take our cities,
and with it our country, into the next level of functioning.
Satmohini Ray
CONTENTS
PROJECT TEAM iii
FOREWORD v
PREFACE vii
List of Tables xi
List of Figures xii
Abbreviations xiii
SECTION 1 – BACKGROUND 1
1. Introduction 1
1.1 Purpose 1
1.2 Background 1
1.3 Need for Knowledge Management 2
1.4 Objectives 2
1.5 Rationale for City Selection 3
1.6 Methodology 3
1.7 Stakeholder Engagement 5
1.8 Project Organisation Structure 5
1.9 Structure of Report 6
2. Project Planning and Management 7
2.1 Risk and Limitations of KNA 7
2.2 Framework for Identification of KNAs 8
SECTION 2 – CASE STUDY FINDINGS 10
3. Current Status 10
3.1 City Profiles 10
3.2 Governance Structures 11
3.3 Staffing Pattern 15
3.4 Working Areas, Qualification and Language Proficiency 15
Table 3.1
Table 3.2
Table 3.3
Table 3.4
Table 3.5
Table 3.6
Table 3.7
Table 3.8
Table 3.9
Table 4.1
Table 4.2(a)
Table 4.2(b)
Table 4.2(c)
Table 4.2(d)
Table 4.3
Table 4.4
Table 4.5
Table 5.1
Demographic Information of Pilot ULBs 9
Profile of Pilot ULBs 9
Comparative Governance Structures 11
Key Institutions and Individuals Involved in
Implementation of JNNURM 13
Department-Wise and Class-Wise Staffing Patterns 15
Department-Wise Staff Skill and Proficiency Levels 16
Status of JNNURM Reforms 18
Status of JNNURM Projects 20
Reforms and Projects selected for Detailed Study 22
Stakeholder Mapping for Target Projects 23
Information Flow Analysis and Gap Assessment
for Senior Decision Makers 27
Information Flow Analysis and Gap Assessment for
Senior Technical Officers 29
Information Flow Analysis and Gap Assessment for
Mid-Level Officers 30
Information Flow Analysis and Gap Assessment
for Junior Officers 31
Commonly Used Information, Knowledge and Capacity
Development Products in ULBs 34
Information/Knowledge Needs Identified in ULBs 35
Critical Barriers Identified on Access to
Knowledge/Information in ULBs 37
Key Observations and Recommendations 39
LIST OF TABLES
xix
3.5 Status of JNNURM Reforms 18
3.6 Status of JNNURM Projects 20
3.7 Selection of Projects and Reforms for Study 21
4. Key Findings 21
4.1 Stakeholder mapping 21
4.2 Project Cycle Analysis 24
4.3 Information Network and Flow 26
4.4 Commonly Used Information, Knowledge and
Capacity Development Products 31
4.5 Information/Knowledge Needs and Summary of
Major Barriers Identified 31
SECTION 3 –WAY FORWARD 36
5. Study Findings and Way Forward 36
5.1 Observations and Recommendations 36
5.2 Way Forward 39
ANNEX 43
Annex 1.1 List of People Met 41
Annex 3.1(a) Administrative Structure, etc. 43
Annex 3.1(b) Organisation Structure of Studied City Corporations 45
Annex 3.2 JNNURM Reform Scorecard for selected cities 51
Figure 1.1 Stages of a KNA Exercise 4
Figure 1.2 KNA Study Project Organisation Structure 5
Figure 2.1 Five Stages Identified for Assessment of Existing Level of Information 7
Figure 2.2 The Six-Criteria Model for Assessing Flow of Information 8
Figure 4.1 Stakeholder Map 25
Figure 4.2 Project Development and Implementation Timelines 26
AMC :
BMC :
BUIDCo :
CDP :
CEPT :
CMC :
CMOH :
CPHEEO :
DEAS :
DPR :
GOI :
GVMC :
HUIDB :
JNNURM :
JNNURM-2 :
KM :
KNA :
KNSU :
M&E :
MCF :
MEPMA :
MoUD :
NBCC :
NGO :
NIUA :
O&M :
OD :
PEARL :
PMC :
PPP :
SPUR :
SWM :
ULB :
VUTCL :
WBI :
Amritsar Municipal Corporation
Bhubaneswar Municipal Corporation
Bihar Urban Infrastructure Development Company
City Development Plan
Centre for Environment Planning and Technology
Coimbatore Municipal Corporation
Chief Medical Officer, Health
Central Public Health and Environmental Engineering Organisation
Double Entry Accounting System
Detailed Project Report
Government of India
Greater Visakhapatnam Municipal Corporation
Haryana Urban Infrastructure Development Board
Jawaharlal Nehru National Urban Renewal Mission
Jawaharlal Nehru National Urban Renewal Mission Phase-II
Knowledge Management
Knowledge Needs Assessment
Knowledge Network Support Unit
Monitoring and Evaluation
Municipal Corporation of Faridabad
Mission for Elimination of Poverty in Municipal Areas
Ministry of Urban Development
National Buildings Construction Corporation Limited
Non-government Organisation
National Institute of Urban Affairs
Operation and Maintenance
Organisation Development
Peer Experience and Reflective Learning Network
Patna Municipal Corporation
Public Private Participation
Support Program for Urban Reforms in Bihar
Solid Waste Management
Urban Local Body
Visakhapatnam Urban Transport Company Limited
World Bank Institute
LIST OF FIGURES ABBREVIATIONS
xiiixii
1. Introduction
This report presents a synthesis of findings of knowledge needs assessment (KNA) studies
undertaken for six cities in India viz., Faridabad, Amritsar, Patna, Visakhapatnam, Coimbatore and
Bhubaneswar.
The purpose of this report is to inform knowledge management and capacity building initiatives
currently being undertaken through the Peer Experience and Reflective Learning Network(PEARL)
that was set-up by the Ministry of Urban Development (MoUD), Government of India (GOI)
towards providing knowledge management solutions in cities accessing the Jawaharlal Nehru
National Urban Renewal Mission (JNNURM).
National Institute of Urban Affairs (NIUA) is the National Coordinator of PEARL under JNNURM. A
PEARL Knowledge Network Support Unit (KNSU) has been set up by NIUA towards providing
knowledge management solutions in JNNURM cities; the Cities Alliance and the World Bank
Institute (WBI) are providing technical support to this initiative.
The challenge on JNNURM is two‐fold: low know‐how to implement reform components, and weak
capacities to structure and implement large infrastructure projects. The Knowledge Management
(KM) support being provided by KNSU is expected to facilitate PEARL provide state-of-art and
informed knowledge management support, with the overall purpose of ensuring that targeted
cities are able to access JNNURM better.
As part of the KM support exercise, KNSU commissioned two KNA studies for the west zone cities of
Rajkot and Ahmadabad as part of a pilot phase; the learning from these studies was shared at a
workshop in Ahmadabad on 8 April 2011. Based on the deliberations, it was decided to scale up the
pilot to six additional cities in India based on which comprehensive KM strategies and action plans
can be developed for JNNURM cities. Findings from these six additional cities were shared at a
workshop in Delhi on 27 April 2012. Feedbacks received were subsequently incorporated into
these individual KNA studies, and work initiated on preparation of a report to synthesise findings
from these individual KNA studies.
1.1 Purpose
1.2 Background
01xiv
The findings and recommendations of this report, as well as its timings, are opportune considering
that GOI is in the process of preparing and launching the second phase of JNNURM (JNNURM-2).
JNNURM-2 is likely to substantially increase emphasis on strengthening and internalisation of
capacities at the urban local body (ULB) level through improved knowledge management. Findings
of this report could facilitate decision makers in understanding where knowledge management
interventions need to be targeted.
The capacity building component set up under JNNURM (5% of the total sanction central
allocations) has not been very successful in delivering desired outcomes and envisioned results, as
demonstrated by JNNURM performance so far. The capacity building approach, so far, has been
inclined towards delivering structured training to ULBs and state officials. Lessons learnt
demonstrate a need to strengthen knowledge management – improving knowledge sharing and
learning. Key tenets of knowledge management include:
• focus on improving self‐knowledge as a sustainable means of creating institutional
capacities;
• identify barriers that impede knowledge development and address these – these barriers
could be organizational‐specific or program‐specific; and
• identify means of overcoming such barriers.
This study will help to:
• assess knowledge needs of cities to implement urban reforms and urban infrastructure
projects under JNNURM and JNNURM-2;
• identify benefits that ULBs (and state institutions) perceive will accrue to them from
peer‐/shared‐learning;
• assess the current state of learning, including obstacles and opportunities; and
• create the basic framework for knowledge management ‐ design an organizational and/or
program for knowledge support and sharing.
1.3 Need for Knowledge Management
1.4 Objectives
1.5 Rationale for City Selection
1.6. Methodology
A city ranking of all JNNURM cities of north, east and south India was undertaken based on the
following criteria:
• Population size ‐ cities with above 4 million population were scored 1, between 1‐4 million
were scored 2, below 1 million were scored 1 on the assumption that cities with population
of 1‐4 million are traditionally constrained by weak capacities to implement large
infrastructure projects, while cities with 4 million plus population have capacities to do so.
Cities with less than 1 million population were scored low on the assumption that the
magnitude of problems are not as critical as in the previous brackets.
• Proportion of ACA released for UIG projects ‐ states above 50% release as of December
2010 were scored 1, cities achieving between 30‐50% release were scored 2, while those
with below 30% release scored 3 on the assumption that cities with higher ACA utilization
have existing capacities to implement large infrastructure projects.
• City level (mandatory + optional) reforms implemented ‐ cities while had managed to
implement 80% of city‐level reforms as of Dec 2010 were scored 1; cities with 40‐80%
reforms completed were scored 2, while cities below 40% reforms completed were scored
3.
Based on the above criteria, cities/towns with highest scores were considered the weakest and
targeted for purpose of this study. The final list of six cities was selected from this lot based on ease
of access and probability of getting information from these cities.
KNA targeting local governments has hitherto been an uncharted territory in India. This mandated
the need to develop an approach that allowed flexibility for modifications based on initial learning
from the first two pilots undertaken earlier (Ahmadabad and Rajkot). The following approach was
developed in a consultative manner by all key stakeholders, both towards undertaking the KNA as
well as being able to adopt a critical approach towards testing the methodology for further
refinements.
1. Stakeholder consultation/participation ensuring buy‐in of all stakeholders. This had two
objectives: (a) having common understanding of objectives of knowledge support and
sharing (overall program), its challenges, and likely rewards; and (b) creating opportunity
0302
for stakeholder buy‐in and commitment (through open participation) and stimulate
dialogue and exploration about knowledge support and sharing.
2. Stakeholder mapping ensuring inclusion of all officials and staff (at all levels), elected
representatives, and other concerned stakeholders.
3. Assessing present levels of ULBs knowledge support and sharing assets and activities. This
included (a) identifying where institutional knowledge is located (including possible
repositories), and (b) identifying patterns of knowledge flow in the ULB. The latter being an
intensive and complex exercise focused on: (a) assessing needs of the ULB with respect to
JNNURM reforms and project implementation, (b) identifying unmet needs and capacity
gaps, and (c) identifying barriers for overcoming above needs. Identifying unmet needs and
capacities was further structured in respect to (a) staff (skills, incentives, and time), and (b)
program (procedures, tools, etc.).
4. Learning from past which included identifying (i) key learning from the past, (ii) behavioural
changes required for improved knowledge support and sharing, (iii) performance
incentives/disincentives required, (iv) stakeholder perception of potential solutions, and
(v) likely costs and benefits of potential solutions.
5. Identifying quick wins based on solutions identified above, i.e., solutions that are easy to
accept, easy to implement, and have the greatest returns – implementation focus should be
on these in the short‐term.
6. Balancing between organization and programmatic needs assessment was critical as a
programmatic need assessment alone could have missed out the overall context in which
the ULB works, while an organization needs assessment alone could have missed out the
finer details that lead to success/failure of JNNURM implementation. A balanced mix
between the two was therefore used.
Key target areas suggested for the assessment included (i) strategy formulation (including city
development plan, spatial plan and linkages with annual budgeting exercise), (ii) governance
(including assessing whether ULB is structured to respond to JNNURM challenges and citizen's
demand for quality services) (iii) culture and behaviours (norms and attitudes towards work, etc.),
(iv) technology and tools (in context of JNNURM and ULB as a whole), (v) policy, incentives and
participatory approach to planning and service delivery, (in context of JNNURM and ULB as a
whole), and (vi) monitoring and evaluation. Figure 1.1 presents the stages of the KNA exercises
undertaken.
1.7 Stakeholder Engagement
1.8 Project Organisation Structure
As can be seen from Figure 1.1, the entire exercise underwent a number of stakeholder
consultations. These consultations were held at city and state level while undertaking the city KNA
studies, while three national workshops were held to develop the approach and share findings of
the key outputs of the study. A list of key stakeholders engaged with is in Annex 1.1.
The KNSU is based out of NIUA and engages directly with the PEARL network housed out of NIUA.
The Director NIUA is the Project Director for this study; the team is extended technical support by
WBI and Cities Alliance. Centre for Environment Planning and Technology (CEPT) Ahmedabad is
NIUA's project partner in the initiative. The Project Director engages and reports directly to MoUD.
The project organisation structure is in Figure 1.2.
Figure 1.1: Stages of a KNA Exercise
0504
Collection of City Corporate PlanCollection of DPR's for UIG projects (city wise)Implementation status of UIG projectsImplementation status of Reforms (covering pro-poor reforms)
Collection of data regarding governance structureOrganogram of various departments in MCFStaffing pattern, filled and vacant posts, academic qualificatiion,experience and present responsibilities, etc.
Identification of staffs involvedin various stagesDiscussing access to information sources by both internal and external staffsDiscussion on various barriers in knowledge flow
Collection of data regarding accounting reforms and user chargesDiscussing access to information sources from officialsDiscussion on various barriers in knowledge flow
Assessment of InformationFindingsSummary of Observations/ResultsRecommendations
Stage V
Stage IV
Stage III
Stage II
Stage I
Figure 1.2: KNA Study Project Organisation Structure
1.9. Structure of Report
This report is structured into three sections and five chapters. Section 1 introduces the study and
presents the methodological aspects of the study. The introduction chapter presents the
background, objectives and rationale for the study, while the second chapter presents the risks and
limitations of the study as well as the framework for identification of KNA developed under the
pilot phase of this study and nuanced based on learning from the scale-up done across additional
six cities.
Section 2 presents the on-ground situation observed across the city KNA studies. Chapter 3
introduce the cities and present governance, staffing and status of JNNURM reforms and projects
in these cities, while Chapter 4 presents the analyses of key findings across these cities including
project cycle analysis, information network and flow, status of capacity development, and presents
knowledge needs identified as well as barriers in the city that hinder effective knowledge transfer.
Section 3 presents the way forward. Chapter 5 highlights key observations and trends observed,
recommendations of the study team, and the way forward in terms of converting the findings of
this study into implementable action points.
A series of Annexes providing detailed data and information collected are available in respected
KNA study reports by NIUA and CEPT.
Learning from the earlier pilot as well as this stage of the study, the following limitations have been
identified. It is important to recognize the following limitations as 'lessons learnt' rather than a
shortcoming of this study or this approach.
1. The information base in some cities was found very weak; even basic information on
project status was not available to start with in some cities. Some analysis had to be drawn
out from secondary studies in such cases.
2. It is not easy to collect/receive all the necessary information as ULBs struggle to provide
some of these (for e.g., information on present skill levels, education qualifications, training
records, etc.) as they are not attuned to responding to such requests.
3. ULB staffs are usually reluctant to provide objective self‐assessments of critical problem
areas/issues. Usually, this requires a period of long and intensive relationship building. This
has also to do with the weak system of feedbacks in the working cultures of ULBs in India. As
a result, feedback/inputs received usually are not objective and such risks have to be
subsumed. This problem may, however, be overcome if ULBs undertake KNA exercises using
a self‐assessment technique (or internalize a KNA approach) rather than a third‐party
leading the process.
4. Information is not always available in the form required and translating this to the needs of
the study can lead to 'information transmission losses'. For e.g., some ULBs maintain
2. Project Planning and Management
2.1 Risks and Limitations of KNA
Advisor
Ministry of Urban DevelopmentGovernment Of India
Technical Support and Client
Cities Alliance : Ajay SuriWBI : Andre Herzog
Key resposibilities
Technical backstoppingand knowledge support
Field Team
Urban Associates: NIUAPoornima Singh and Kanha Ram Godha
Case Study Cities
City Associate: MCF and MCAAnil Mehra, MCF and Avtar Singh, MCA
Programme Coordinator,
Saswat BandyopadhyayCEPT
Key resposibieties
Collection of Primary & Secondary informationPrimary analysis & inferences
Key responsibilities
Inputs in Informationcycle and gap identification Inputs in terms of project & reforms Data Support
Greater Vishakhapatnams
Coimbatore
Patna
Bhubaneshwar
NIUA
Programme Coordinator
VK Dhar
Urban Management Expert
Satmohini Ray
0706
registers of basic qualifications of all employees but not necessarily higher qualification.
Using this data only for assessing education qualification levels may lead to incorrect
observations.
5. The larger issue of who represents a ULB remains a concern. Is it the Mayor or the
Commissioner/Executive Officer or the General Body or staff of the ULB? Assessing the
knowledge needs of all these stakeholders within limited timeframe and restricted budgets
could lead to focusing on stakeholders on whom data is readily available.
6. The restricted resources available within this Project also means alternate (more elaborate)
approaches to undertaking a KNA is not possible. However, recognizing that this exercise
needs to be 'light' as ULBs may be required to self‐assessment themselves (or with limited
support), the proposed approach seems an optimal one.
The analytical study of infrastructure projects at its various stages helped the team identify
different links as well as flow of information along with gaps in knowledge understanding and
access. The study provided an opportunity to assess the level of information availability and flow at
five stages. This is presented in Figure 2.1.
Figure 2.1.: Five Stages Identified for Assessment of Existing Level of Information
2.2. Framework for Identification of KNAs
Using the above model, a six-criteria model was developed to derive an understanding of how
information/knowledge flows within and outside the organisation. The six criteria model includes
access, source, resources, opportunity, frequency and internal dissemination and is presented in
Figure 2.2.
Figure 2.2: The Six-Criteria Model for Assessing Flow of Information
Identification of Source of Information
Criteria for information flow
Analysis of information flow to individuals
Possible Barriers in knowledge flow
Strategies formulation for knowledge management
Questionnaires surveys,Interviews & GD with staffs of MCF
Selection of parameters through which information sources can be judged
Camparing each of the information sources with selected criteria
Identification of existing obstacles that creats gap between need and demand
Proposal of suitable moder which will augment sources as well as help in efficient use & management of knowledge
STAGES MODE OF OPERATION
Criteria
for
assessment
Access
Source
Resource
Oppertu-nity
Fre-quency
Internal Dissemi-
nation
Does the staff has access of perticular source of information?
What are the source of information? Whether it's coming from individual, communal, particular organisation or from outside sources?
Who spend time and money (resource) to access the information?
Does the staffs involved gets the oppertunity to access the completeinformation/knowledge ?
What id frequency (how many times) of one ask for information from particular sources ?
Does these information /knowledge percolates down to lower level of officials in the ULB
0908
SECTION 2 – CASE STUDY FINDINGS
3. Current Status
Getting an overall understanding of the six pilot ULBs is important for understanding the returns
received from them and analysed in this report. Table 3.1 presents demographic and service-level
information on the six ULBs. Barring Amritsar, all five cities demonstrate rapid urbanisation rate in
the previous decade with Faridabad and Visakhapatnam demonstrating over 50% increase in
population. In terms of basic services, most cities are struggling with providing adequate piped
water supply, solid waste management (SWM) services, and sewerage provision to their citizens.
Thus, the need for these cities to access JNNURM is clearly spelt out.
Table 3.1: Demographic Information of Pilot ULBs
3.1. City Profiles
Table 3.2 presents an overall picture of how the ULBs have performed under JNNURM so far, based
on their ability to utilise sanctioned funds. As seen, most ULBs have struggled with utilisation of
JNNURM fundson account of weak capacities to development and implement projects, as well as
implementation of the reforms agenda. Of the six pilots, Visakhapatnam with a 72% utilisation rate
has performed the best while Patna with a 4% utilisation has performed the worst.
Source: Census 2001, Census 2011, SLB 2010 (MoUD), SPUR (2011), Individual CDPs.
Name Area(sq.km)
Population (2001) in lakh
Population Water SWM Coverage (2010)
Sewarage Coverage (2010)
(2001) in Supply lakh Coverage
(2010)
Amritsar
Bhubaneswar
Coimbatore
Faridabad
Patna
Visakhapatnam
114.95
146.8
105.6
207.9
99.5
111.0
11.01
6.58
9.3
10.55
13.7
9.69
11.33
8.37
10.6
17.5
16.8
17.3
66.4%
45.0%
N.A.
N.A.
41.5%
N.A.
75.7%
28.2%
N.A.
N.A.
20%
N.A.
65.8%
17%
N.A.
N.A.
30%
N.A.
Table 3.2: Profile of Pilot ULBs
Source: JNNURM website access from www.jnnurm.nic.in on 08/04/2013
3.2. Governance Structures
The comparative governance structures are presented in Table 3.3. Annex 3.1 presents details of
governance structures of all study cities.
Organisation structure. Most ULBs present a horizontal organisation structure. Horizontal
organisation structures are beneficial where the organisation culture believes in cutting down mid-
level management allowing effective communication flows between the top and the bottom of the
organisation. Horizontal structures also work well if employees are high capacities to undertake
tasks and devolved decision making powers. However, most ULBs in India do not follow such work
ethos. Centralisation of decision making, communication with senior managers through pre-
determined formal channels, and weak capacities make a pre-dominantly horizontal organisation
structure ill-fitted. Also, large infrastructure project cycle management and reforms
implementation require a high degree of inter-departmental coordination in a horizontal
structure. Without informal and rapid means of communication between various departments, a
horizontal structure increases bureaucratic hurdles as information has to first go to the top of the
department and flow down from the top of the other concerned department. It may be concluded
therefore, that an organisation development exercise is required to determine how to improve
inter-departmental communication within a ULB. It is also important for this exercise to consider
increase in devolution of decision-making powers, increase in informal inter-departmental
communications, and capacity augmentation.
Name State Economic Driver(s) of the City
Amount of Resources Sanctioned byGOI (Rs. Crore)
Amritsar
Coimbatore
Visakhapatnam
Bhubaneswar
49%
34%
60%
64%
4%
72%774.00
116.56
669.92
285.63
292.52
314.59
81.67
242.00
458.60
412.72
349.54
291.15
Andhra Pradesh
Punjab
Odisha
TamilNadu
Haryana
Bihar
Faridabad
Patna
Tourism/religious,Industry
Administrative
commercial and
business hub
Industry,
Commerce
Administrative
Commercial
Trade
Commerce
Amount of Resources Released byGOI (Rs. Crore)
Proportion of ACAutilised
1110
Tab
le 3
.3:
Co
mp
arat
ive
Go
vern
ance
Str
uct
ure
s
Sou
rce:
all
da
ta c
olle
cted
by
NIU
A a
nd
CEP
T d
uri
ng
UK
NA
stu
dy,
20
11
/20
12
. Oth
er s
ou
rces
, wh
erev
er u
sed
, ha
ve b
een
sep
ara
tely
ind
ica
ted
.
Po
litic
al s
et-u
p. T
he
sen
ior-
mo
st d
ecis
ion
mak
er in
all
ULB
is t
he
May
or,
an
ele
cted
rep
rese
nta
tive
. Th
e M
ayo
r is
su
pp
ort
ed b
y va
rio
us
stan
din
g
com
mit
tees
, w
ard
co
mm
itte
es,
Co
un
cillo
rs,
etc.
in
dec
isio
n m
akin
g. H
ow
ever
, d
ay-t
o-d
ay a
ctiv
itie
s o
f th
e U
LB a
re l
ed b
y th
e M
un
icip
al
Co
mm
issi
on
er, a
n a
pp
oin
ted
civ
il se
rvan
t.
Staf
fin
g. S
taff
ing
is a
maj
or
con
cern
in m
ost
ULB
s. F
reez
e o
n n
ew r
ecru
itm
ents
hav
e m
ean
t th
at U
LBs
hav
e va
can
cies
of
bet
wee
n 2
0-3
0%
. Th
is
forc
es t
he
ULB
to
pro
mo
te p
erso
nn
el w
ho
are
no
t tr
ain
ed/e
xper
ien
ced
in s
pec
ialis
t ar
eas
to e
nsu
re m
id-
to s
enio
r-p
osi
tio
ns
are
cove
red
. Fo
r
exam
ple
, in
PM
C, t
he
tax
insp
ecto
rs in
clu
de
peo
ple
wh
o h
ave
bee
n p
rom
ote
d fr
om
co
nse
rvan
cy d
epar
tmen
t. T
his
cau
ses
bar
rier
s w
hen
refo
rms
init
iati
ves
on
pro
per
ty t
ax a
re in
itia
ted
. Th
e p
rop
osa
l of
JNN
UR
M-I
I to
loo
k at
cre
atio
n o
f m
un
icip
al c
adre
in e
ach
sta
te c
ou
ld b
e a
po
ten
tial
to
rest
ruct
ure
an
d in
du
ct s
taff
bas
ed o
n s
pec
ialis
t ski
lls a
nd
exp
erie
nce
. To
ove
rco
me
staf
fin
g sh
ort
age,
ULB
s h
ire
per
son
nel
on
co
ntr
act b
asis
. Sh
are
of
con
trac
tual
sta
ff r
ange
fro
m 2
5%
to
70
% w
ith
a m
ajo
rity
of
ULB
s re
po
rtin
g o
ver
50
% o
f th
eir
tota
l str
engt
h a
s co
ntr
actu
al.
Mo
st o
f th
ese
con
trac
tual
sta
ff is
use
d t
o d
eliv
er o
n-g
rou
nd
ser
vice
s (S
afai
Kar
amch
aris
, etc
.) b
ut,
man
y ta
ke u
p m
id-l
evel
po
siti
on
s al
so. S
ince
co
ntr
acts
are
alw
ays
do
ne
on
a y
earl
y b
asis
, it c
ause
s m
oti
vati
on
al is
sues
as
the
staf
f do
no
t hav
e lo
ng-
term
job
sec
uri
ty.
Tab
le 3
.4 p
rese
nts
det
ails
on
key
inst
itu
tio
ns
and
ind
ivid
ual
s th
at p
lay
an im
po
rtan
t ro
le in
imp
lem
enta
tio
n o
f th
e C
DP
in p
ilot c
itie
s.
CD
P p
rep
arat
ion
. CD
P p
rep
arat
ion
in a
ll U
LBs
was
led
by
exte
rnal
co
nsu
ltan
ts. A
s a
resu
lt, o
wn
ersh
ip o
f C
DP
is f
ou
nd
lim
ited
as
is in
stit
uti
on
al
mem
ory
of t
he
CD
P p
rep
arat
ion
exe
rcis
e. E
ven
if U
LBs
enga
ge c
on
sult
ants
in p
rep
arin
g C
DP
s, it
is im
po
rtan
t th
at th
e ex
erci
se is
dri
ven
fro
m w
ith
in
the
ULB
wit
h e
ffec
tive
cro
ss-d
epar
tmen
tal e
nga
gem
ent.
Th
is w
ill b
e cr
itic
al in
pre
par
atio
n o
f sec
on
d g
ener
atio
n C
DP
s u
nd
er JN
NU
RM
-2.
Share
of
contr
act
ual
staff to tota
l
staff
Am
rits
ar
Pu
nja
b
Vert
ical
Mayo
rS
enio
r D
eputy
Mayo
r
Deputy
Mayo
r
MC
A p
olit
ical w
ing:
65 C
ounci
llors
65 w
ard
s and
Ward
Counci
llors
Nin
e S
tandin
g
Com
mitt
ees
Sta
ff -
Regula
r 4295
N.A
.
1333/4
347
30.7
%
39 D
epart
ments
Sta
te
Typ
e o
f
Org
anais
atio
n
Str
uct
ure
Plit
ical
Set-
up
Sta
ndin
g
Com
mitt
ee
Str
uct
ure
Sta
ff
Vaca
nt/
Sanct
ioned
Post
sS
hare
of
vaca
nt post
s
Num
ber
of
Depart
ments
and C
ells
Fari
dab
ad
Hary
an
a
Horizo
nta
l
Mayo
r
Deputy
Moyo
r
Polit
ical w
ing -
40
mem
bers
35 w
ard
s and W
ard
C
ounci
llors
Mem
bers
of
Parlia
ment, a
nd
Sta
te L
egis
lativ
e
Ass
em
bly
mem
bers
Mem
bers
of C
ounci
lof th
e S
tate
and
mem
bers
of S
tate
Legis
lativ
e C
ounci
l
12 S
tandin
g C
om
mitt
ees
Sta
ff -
R
egula
r 4
347 ,
Contr
act
ual 1
510
25.7
%
882/4
295
20.5
%
15D
epart
ments
: 6
Cells
Bh
ub
an
esw
ar
Od
ish
a
Vert
ical
Mayo
r
Deputy
Mayo
r
60 W
ard
Counci
llors
Ward
Com
mitt
ees
with
the a
rea
Corp
ora
tors
as
the
Chairpers
on a
nd
repre
senta
tives
of
Mayo
r and M
unic
ipal
Com
mis
sioner
as
mem
bers
.
Nin
e S
tandin
gC
om
mitt
ees
Sta
ff-
Regula
r 1400,
Contr
act
ual 1
414
50.2
%
430/1
400
30.7
%
13 D
epart
ments
Patn
a
Bih
ar
Horizo
nta
l
Mayo
r
Deputy
Mayo
r
72 W
ard
C
ounci
llors
Mem
bers
of th
e
House
of P
eople
and T
he S
tate
Legis
lativ
e
Ass
em
bly
Mem
bers
of th
e
Counci
l of th
e
Sta
te L
egis
lativ
e
Counci
l
Nin
e S
tandin
g
Com
mitt
ees
Sta
ff -
Regula
r3606,
Contr
act
ual:
861 1
70.4
%
918/3
606
30.3
%
9 D
epart
ments
Vis
akh
ap
atn
am
A
nd
hra
Pra
desh
Horizo
nta
l
Mayo
r
72 W
ard
Coum
mitt
ees
repre
sente
d b
y A
rea S
abha
mem
ber,
Chaired
by
Corp
ora
tors
One S
tandin
gco
mm
ittee c
onsi
stin
g o
f all
Chairpers
ons
of th
e
ward
s co
mm
ittees
and
Mayo
r as
the C
hair
Sta
ff -
Regula
r 3176,
Contr
act
ual 7
329
69.8
%
N.A
.
N.A
.
7 D
epart
ments
Co
imb
ato
re
Tam
il N
ad
u
Horizo
nta
l
Mayo
r
Deputy
Mayo
r
100 W
ard
C
ounci
llors
Ward
Com
mitt
ee
is h
eaded b
y C
hairm
an
(ele
cted b
y C
ounci
llor
of th
at
part
icula
r Z
one
Six
funct
ional
Sta
ndin
g C
om
mitt
ees
Sta
ff-
Regula
r 4424
N.A
.
800/4
424
26.6
%
10 D
epart
ments
Sta
te a
nd the
mem
bers
of th
e
1312
Tab
le 3
.4:
Key
Inst
itu
tio
ns
and
Ind
ivid
ual
s In
volv
ed
in Im
ple
me
nta
tio
n o
f JN
NU
RM
Sou
rce:
all
da
ta c
olle
cted
by
NIU
A a
nd
CEP
T d
uri
ng
UK
NA
stu
dy,
20
11
/12
. Oth
er s
ou
rces
, wh
erev
er u
sed
, ha
ve b
een
sep
ara
tely
ind
ica
ted
(Pat
na,
Bh
ub
anes
war
, etc
.) a
nd
th
is m
ult
iplic
ity
of
inst
itu
tio
ns
led
to
su
bst
anti
al d
elay
s in
get
tin
g p
roje
cts
app
rove
d a
nd
imp
lem
ente
d. A
s w
e
pro
ceed
to
war
ds
JNN
UR
M-2
, it
may
be
use
ful
for
ULB
s an
d p
ara-
stat
al a
gen
cies
to
ass
ess
ho
w m
ult
iplic
ity
of
fun
ctio
ns
bet
wee
n v
ario
us
inst
itu
tio
ns
can
be
add
ress
ed.
The
ULB
s w
ere
fou
nd
to
hav
e va
can
cies
bet
wee
n 2
0%
an
d 3
0%
(re
fer
Tab
le 3
.3)
wit
h a
n a
ggre
gate
vac
ancy
rep
ort
ed o
f 2
4.1
%.
In t
erm
s o
f
abso
lute
nu
mb
ers,
mo
st v
acan
cies
are
fou
nd
in th
e lo
wer
leve
l po
siti
on
s (C
lass
III a
nd
Cla
ss IV
), a
lth
ou
gh v
acan
cies
in h
igh
er le
vel p
osi
tio
ns
wer
e
fou
nd
to
be
the
on
e m
ost
'cri
pp
ling'
in t
erm
s o
f im
ple
men
tin
g JN
NU
RM
ref
orm
s an
d im
ple
men
tin
g p
roje
cts.
Tab
le 3
.5 p
rese
nts
a c
om
par
iso
n o
f
dep
artm
ent-
wis
e an
d c
lass
-wis
e st
affi
ng
pat
tern
s, w
ith
so
me
aggr
egat
ion
do
ne
for
rep
ort
ing
of
dep
artm
ent-
wis
e st
affi
ng
pat
tern
to
fac
ilita
te
com
par
iso
n b
etw
een
ULB
s.
1.
C/D
W –
co
ntr
act/
dai
ly w
age
staf
f
2.
For
Cla
ss-W
ise
Staf
fin
g Pa
tter
n, o
nly
san
ctio
ned
po
sts
are
con
sid
ered
. Fo
r p
urp
ose
s fo
r an
alys
is, C
lass
-IV
or
Gra
de-
IV s
taff
incl
ud
e al
l sta
ff
at C
lass
-IV
/Gra
de-
IV o
r bel
ow
.
3.
Agg
rega
tio
n o
f dep
artm
ents
hav
e b
een
do
ne
to a
rriv
e at
co
mp
arab
le fi
gure
s.
4.
N.A
. – n
ot a
vaila
ble
5.
For p
urp
ose
s o
f
Edu
cati
on
qu
alif
icat
ion
of
key
staf
f en
gage
d i
n i
mp
lem
enta
tio
n o
f JN
NU
RM
ref
orm
s an
d p
roje
cts,
alo
ng
wit
h t
hei
r la
ngu
age
pro
fici
ency
, is
pre
sen
ted
in T
able
3.6
.
3.3
. St
affi
ng
Pat
tern
No
te:
3.4
. W
ork
ing
Are
as, Q
ual
ific
atio
n a
nd
Lan
guag
e P
rofi
cie
ncy
Mu
ltip
licit
y o
f in
stit
uti
on
s. A
key
co
nce
rn r
aise
d in
mo
st U
LBs,
Tab
le 3
.4 c
lear
ly in
dic
ates
th
at w
hile
th
e re
form
act
ion
is la
rgel
y le
d b
y th
e U
LB,
dev
elo
pm
ent
and
imp
lem
enta
tio
n o
f in
fras
tru
ctu
re p
roje
cts
are
no
t. In
alm
ost
all
case
s, p
ara-
stat
al a
gen
cies
wer
e en
gage
d fo
r th
is p
urp
ose
an
d
bar
rin
g a
cou
ple
of U
LBs,
th
e as
sess
men
ts in
dic
ate
that
key
pro
cess
es w
ere
led
by
par
a-st
atal
age
nci
es in
stea
d o
f th
e U
LB it
self.
Th
is m
ay b
e d
ue
to w
eak
cap
acit
ies
in t
he
ULB
, b
ut
a st
ron
ger
ULB
en
gage
men
t in
key
pro
cess
es m
ay l
ikel
y h
ave
crea
ted
so
me
cap
acit
ies
wit
hin
th
e U
LB t
o
un
der
take
pro
ject
s at
su
ch la
rge
sca
le.
In s
om
e ca
ses,
par
a-st
atal
age
nci
es a
re a
lso
man
dat
ed t
o p
rovi
de
bas
ic in
fras
tru
ctu
re in
urb
an a
reas
Patn
a
Co
nsu
ltan
tC
on
sulta
nt
Co
rpo
ratio
n
Bh
ub
an
es
wa
rV
isa
kh
ap
atn
am
Co
imb
ato
re
Mu
nic
ipa
l Co
rpo
ratio
n/
Mu
nic
ipa
l Co
rpo
ratio
nM
un
icip
al C
orp
ora
tion
Mu
nic
ipa
l Co
rpo
ratio
n
1.
M
un
icip
al
C
orp
ora
tion
( w
ate
r
su
pp
ly p
roje
cts)
1.
Natio
na
l Build
ing
Con
stru
ctio
n
C
orp
ora
tion
(N
BC
C)
- co
ntr
act
ed
fo
r
de
sign
, co
nst
ruct
ion
,
ha
nd
ove
r of
s
ew
era
ge
pro
ject
s
Mu
nic
ipa
l C
om
mis
sio
ne
r
Exe
cutiv
e E
ng
ine
er
(JN
NU
RM
),M
CF
Su
pp
ort
Pro
gra
m f
or
Urb
an
Re
form
s (S
PU
R)
-D
FID
-fu
nd
ed
pro
ject
sup
po
rtin
g in
p
rocu
rem
en
t,qu
alit
y ch
eck
, e
tc.
Mu
nic
ipa
l C
om
mis
sio
ne
r
Pub
lic H
ea
lth
Eng
ine
erin
g
Org
an
isa
tion
(PH
EO
) fo
r co
nsu
ltatio
npu
rpo
ses
Pro
ject
En
gin
ee
r,P
MU
-II, O
WS
SB
Eng
ine
er,
BM
C
Mun
icip
al C
om
mis
sio
ne
r
SP
UR
pro
ject
te
am
Gen
rra
l Ma
na
ge
r (T
ech
nic
al)
BU
IDC
O
En
gin
ee
r, P
MC
Vis
akh
ap
atn
am
Urb
an
D
eve
lop
me
nt
Au
tho
rity
-p
lan
nin
g a
nd
im
ple
me
nta
tion
Mu
nic
ipa
lC
om
mis
sio
ne
r
Mu
nic
ipa
lC
om
mis
sio
ne
r
Ma
y o
r
Su
pe
rin
ten
din
gE
ng
ine
er,
GV
MC
City
He
alth
Offic
er, C
MC
SP
UR
Pro
ject
(D
FID
)
Bih
ar
Urb
an
Infr
ast
ruct
ure
D
eve
op
men
tC
om
pa
ny
(BU
IDC
O)
(pa
ra-
stata
l) -
lea
d f
or
all
pro
ject
s
Mu
nic
ipa
l C
orp
ora
tion
Mu
nic
ipa
l C
orp
ora
tion
Mu
nic
ipa
l C
orp
ora
tion
Priva
te p
art
ne
r(S
WM
pro
ject
un
de
r P
PP
mo
de
)
Gre
ate
r V
isa
kha
pa
tna
mM
un
icip
al
Co
rpo
ratio
n(G
VM
C)
Vis
akh
ap
ata
na
mU
rba
n T
ran
spo
rtC
om
ap
ny
Lim
ited
(VU
TC
L)
- S
PV
set-
up
fo
r tr
an
spo
rtp
roje
ct
1.
2.
1.
1.
1.
1.
2.
1.
2.
1.
2.
Od
ish
a W
ate
r S
up
ply
an
d
Se
we
rag
e B
oa
rd(O
WS
SB
) (p
ara
-st
ata
l) -
lea
d o
n
pro
ject
de
velo
pm
en
t
Ite
m
1..
C
DP
Pre
pa
red
by
2.
I
nsi
tutio
ns
in
c
ha
rge
s o
f
re
form
s (
UL
B
le
vel)
3.
I
nst
itutio
ns
in
c
ha
rges
of
im
ple
me
nta
tion
of
pro
ject
s
4.
O
the
r In
stitu
tion
s
Dire
ctly
In
volv
ed
5.
L
ee
d f
or
J
NN
UR
M
Re
form
s a
t U
LB
leve
l
6.
L
ea
d fo
r
JN
NU
RM
Pro
ject
Im
ple
me
nta
tion
Am
rits
ar
Mu
nic
ipa
l Co
rpo
ratio
n
1.
M
un
icip
al
C
orp
ora
tion
(S
WM
, h
ou
sin
g)
2.
P
ara
-sta
tal
(
ele
vate
d r
oa
d,
w
ate
r su
pp
ly)
Co
nsu
ltan
tC
on
sulta
nt
Fa
rid
ab
ad
Mu
nic
ipa
l Co
rpo
ratio
n
Fa
rid
ab
ad
Fa
rid
ab
ad
Fa
rid
ab
ad
2.
H
ary
an
a U
rba
n
De
velo
pm
en
t
Au
tho
rity
(pa
ra
sta
tal)
Mu
nic
ipa
lC
om
mis
sio
ne
r
Su
pe
rin
ten
din
g
En
gin
ee
r, M
C
Me
dic
al O
ffic
er, A
MC
Con
sulta
nt
1514
Sou
rce:
UK
NA
Stu
die
s u
nd
erta
ken
by
NIU
A a
nd
CEP
T, 2
01
1/1
2
Tab
le 3
.5:
De
par
tme
nt-
Wis
e a
nd
Cla
ss-W
ise
Sta
ffin
g P
atte
rns
Tab
le 3
.6:
De
par
tme
nt-
Wis
e S
taff
Ski
ll an
d P
rofi
cie
ncy
Lev
els
Co
mm
issi
on
er
(in
clu
din
g J
oin
tC
om
m, A
dd
nC
om
m.,
etc
.)
Cla
ss-W
ise
S
taff
ing
P
att
ern
11.3
3
Sanct
ioned
521
1161
44
21
1554
32 - -
1054
4347
16
54
659
3618
3374
Sanct
ioned
..
C/D
W
12
514
0 0
754 1
229
1510
NA
NA
NA
NA
Sanct
ioned
533
11.3
3
N.A
.
521
1161
4 21
1554
32 - -
1054
4347
16
54
659
3618
3374
Sanct
ioned
1675
21
Vaca
nt
NA
NA
NA
NA
Vacy
in %
Vaca
nt
Vacy
in %
Sanct
ioned
Sanct
ioned
Vaca
nt
Vacy
in %
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
Sanct
ioned
Vaca
nt
Vacy
in %
Vaca
nt
Vacy
in %
Sanct
ioned
Vaca
nt
Vacy
in %
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
3
204
4
2494
2308
511
43
204
511
2494
33 00
122
333
152
679
4295
1283
5857
3782
4295
435
58
20
2 16
45
819
882
122
333
152
679
NA
4502
C/D
WS
anct
ioned
C/D
WS
anct
ioned
Tota
l
Tota
l
Tota
l C
/DW
Sanct
ioned
Tota
l C
/DW
Sanct
ioned
Tota
l C
/DW
Sanct
ioned
Tota
l
33
4
17.3
8.3
7
146.8
111
16.8
99.5
150
1400
497
497
1400
0 90
600
20
40
150
0 90
600
20
40 0
00
00
00 00
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
1118
92
38
1605
4
267
04
267
1332
2450
4 92
38
7173
5568
49
3177
388
437
10465
7288
10
20
43
.2
28
.9
30
.3
50
10
38
0
5 21
30
27
74
14
96
0
14
00
10
27.5
10.3
21.6
20.5
17.5
207.9
Am
rits
ar
Fa
rid
ab
ad
Bh
ub
an
es
hw
ar
Pa
tna
Co
imb
ato
reV
isa
kh
ap
atn
am
10.6
105.6
Po
pu
latio
n
of
UL
B(2
011
; in
la
kh)
Are
a of
MC
(sq
.km
)
De
pa
rtm
en
t -W
ise
Sta
ffin
g
Pa
tte
rn
Ge
ne
ral
Ad
min
istr
atio
n
En
gin
ee
rin
g/
Wa
ter
an
d
Se
we
rag
e
Acc
ou
nts
/F
ina
nce
/Au
dit
He
alth
an
d
Sa
nita
tion
/ C
on
serv
an
cy
Tow
n
Pla
nn
ing
Re
ven
ue
Fire
Brig
ad
e
Tota
l
Oth
ers
Tota
l
Cla
ss-I
Cla
ss-I
I
Cla
ss-I
II
Cla
ss-I
V
1. 2.
3. 4. 5.
6. 7.
9.
8.
10.
11.
12.
13.
Ite
m
Sour
ce: U
KNA
Stu
dies
und
erta
ken
by N
IUA
and
CEP
T, 2
011/
12
Qu
ali
fic
ati
on
La
ng
ua
ge
Po
st G
rad
ua
teD
eg
ree
/Dip
lom
a
En
glis
h ,
Hin
di
Re
gio
na
lE
HR
Hin
di
Re
gio
na
l
Gra
du
ate
De
gre
eG
rad
ua
teD
iplo
ma
On
ly H
ind
i/R
eg
ion
al
RH
R
Ma
tric
late
En
glis
h,
Hin
di
No
n-
Ma
tric
late
En
glis
h,
Re
gio
na
l
No
t A
vaila
ble
En
glis
h,
Hin
di
No
t A
vaila
ble
EH
ER
De
pt.
Po
sitio
nQ
ua
lific
a-t
ion
Qu
alif
ica
-tio
nQ
ua
lific
a-t
ion
La
ng
ua
ge
P
rofic
ien
cyL
an
gu
ag
e
Pro
ficie
ncy
La
ng
ua
ge
P
rofic
ien
cyQ
ua
lific
a-t
ion
La
ng
ua
ge
P
rofic
ien
cyQ
ua
lific
a-t
ion
La
ng
ua
ge
P
rofic
ien
cyQ
ua
lific
a-t
ion
La
ng
ua
ge
P
rofic
ien
cy
Ch
ief
En
gin
ee
r
Exe
cutiv
e E
ng
ine
er
Jun
ior
En
gin
ee
r
He
ad
To
wn
Pla
nn
er
De
pu
ty T
ow
n P
lan
ne
r
Se
nio
r Ta
xatio
n O
ff.
ED
PM
an
gr/
Co
llect
or
Sr. \
Ch
. M
ed
ica
l Off.
Me
dic
al O
ffic
er
Co
nse
rva
ncy
Offic
er
Da
ta E
ntr
y O
ffic
er
Ch
. E
ng
ine
er
(wa
ter)
He
ad
Fin
an
ce
BE
Civ
il
BE
Civ
il
Dip
Civ
il
M.P
lan
M.P
lan
Gra
du
ate
Gra
du
ate
PG
Dip
MB
BS
BE
Civ
il
DC
A
BE
Civ
il
BE
Civ
il
EH
R
EH
R
EH
R
EH
R
EH
R
EH
R
HR
EH
R
EH
R
HR
EH
R
EH
R
EH
R
EH
R
EH
R
EH
R
EH
EH
EH
R
EH
R
NA
EH
R
EH
R
EH
R
EH
R
NA
EH
R
EH
R
EH
R
EH
R
EH
R
NA
NA
EH
R
R R NA
EH
R
NA
BE
Civ
il
BE
Civ
il
Dip
Civ
il
M.P
lan
M.P
lan
Gra
du
ate
Gra
du
ate
NA
MB
BS
BE
Civ
il
DC
A
BE
Civ
il
NA
BE
Civ
il
BE
Civ
il
Dip
Civ
il
BE
Civ
il
Dip
Civ
il
NA
NA
Gra
d
No
n-M
at
Ma
tric
NA
BE
Civ
il
NA
M.T
ech
BE
Civ
il
Inte
r
NA
NA
LL
.B.
BA
ME
ME
Be
Civ
il
NA
BE
Civ
il
B.C
om
EH
R
EH
R
HR
NA
NA
EH
R
HR
EH
R
EH
HR
NA
EH
R
EH
R
EH
R
EH
R
EH
R
EH
R
EH
R
NA
HR
EH
R
EH
R
EH
R
HR
EH
R
NA
ER
ER
ER
ER
ER
NA
NA
ER
ER
ER
NA
ER
NA
M.T
ech
BE
Civ
il
BE
Civ
il
BE
Civ
il
BE
Civ
il
NA
LL
.B.
M.T
ech
Gra
d
Dip
Civ
il
BA
M.T
ech
NA
Dip
Civ
i
BE
Civ
il
BE
Civ
il
BE
Civ
il
Dip
Civ
il
NA
NA
.
Gra
d D
ip
BE
Civ
il
Gra
d C
ivil
NA
BE
Civ
il
NA
Am
rits
ar
Fa
rid
ab
ad
P
atn
a
Bh
ub
an
es
wa
r
Vis
ak
ha
pa
tna
m
Co
imb
ato
reIt
em
Engineering Town Planning
Revenue Finance
Public Health Others Le
ge
nd
Man
po
wer
ski
lls a
nd
lan
guag
e. I
n m
ost
in
stan
ces,
req
uir
ed a
cad
emic
qu
alif
icat
ion
s to
un
der
take
th
eir
role
s an
d r
esp
on
sib
iliti
es w
ere
dem
on
stra
ted
by
sen
ior
and
mid
-lev
el te
chn
ical
off
icia
ls. S
om
e ex
cep
tio
ns
are
seen
in c
ase
of P
atn
a an
d C
oim
bat
ore
. In
term
s o
f co
mm
and
ove
r
lan
guag
e, m
ost
sen
ior
off
icia
ls h
ave
pro
fici
ency
in H
ind
i an
d E
ngl
ish
mak
ing
it e
asy
for
them
to
att
end
tra
inin
g in
reg
ion
al o
r n
atio
nal
tra
inin
g
inst
itu
tes.
Ho
wev
er, f
or j
un
ior o
ffic
ials
/sta
ff, l
angu
age
is a
bar
rier
wh
erei
n c
are
nee
ds
to b
e ta
ken
in te
rms
of t
he
mo
de
of d
eliv
ery
of t
rain
ing.
In
1716
case
of
Co
imb
ato
re, k
no
wle
dge
of
Hin
di
Ind
ia h
as n
um
ero
us
regi
on
al t
rain
ing
inst
itu
tio
ns
that
can
cat
er t
o t
his
req
uir
emen
t. Im
po
rtan
tly,
it w
as n
ote
d t
hat
mo
st o
ffic
ials
did
no
t h
ave
stro
ng
com
pu
ter s
kills
an
d fo
un
d it
ch
alle
ngi
ng
to w
ork
in a
co
mp
ute
rise
d e
nvi
ron
men
t. T
he
nee
d fo
r co
mp
ute
r tra
inin
g is
ther
efo
re e
ssen
tial
.
Tab
le 3
.7 p
rovi
des
th
e st
atu
s o
f JN
NU
RM
ref
orm
s in
th
e ta
rget
cit
ies.
Vis
akh
apat
nam
an
d C
oim
bat
ore
hav
e ac
hie
ved
mo
st o
f th
e ta
rget
ref
orm
s.
This
co
uld
be
on
acc
ou
nt
of
the
fact
th
at b
oth
An
dh
ra P
rad
esh
an
d T
amil
Nad
u h
ad i
nit
iate
d p
ub
lic f
inan
cial
man
agem
ent
refo
rms
bef
ore
JNN
UR
M w
as l
aun
ched
. A
mri
tsar
was
fo
un
d t
he
mo
st l
aggi
ng
ULB
in
ter
ms
of
refo
rms
imp
lem
enta
tio
n,
larg
ely
on
acc
ou
nt
of
ULB
sta
ff n
ot
un
der
stan
din
g h
ow
th
e re
form
s w
ere
to b
e im
ple
men
ted
, an
d a
lso
on
acc
ou
nt
of
wea
k in
-ho
use
cap
acit
ies
to im
ple
men
t th
e sa
me.
Far
idab
ad
and
Pat
na
hav
e in
itia
ted
all
refo
rm a
ctiv
itie
s.
is f
ou
nd
ver
y w
eak.
Th
is h
as im
plic
atio
ns
on
ho
w a
nd
wh
ere
the
staf
f ca
n b
e tr
ain
ed a
lth
ou
gh S
ou
th
3.5
. Sta
tus
of
JNN
UR
M R
efo
rms
Tab
le 3
.7: S
tatu
s o
f JN
NU
RM
Ref
orm
s
Am
rits
arFa
rida
bad
Pat
naB
huba
nesw
arV
isak
hapa
tnam
Coi
mba
tore
1.
e-G
over
nanc
e
2.
Mod
ern
mun
icip
al a
ccou
ntin
gsys
tem
3.
Pro
perty
tax
(85%
cov
erag
e)
4.
Pro
perty
tax
(80%
col
lect
ion
effic
ienc
y)
5.
Use
r cha
rge
6.
Inte
rnal
ear
mar
king
of f
unds
for p
ro-p
oor d
ev.
7.
Pro
visi
on o
f bas
ic s
ervi
ces
to u
rban
poo
r
8.
Rev
isio
n of
bui
ldin
g by
elaw
s
9.
Com
pute
rised
regi
stra
tion
of la
nd a
nd p
rope
rty
Ref
orm
ULB
-leve
l ref
orm
s
Mandatory Reform Optional Reform
Am
rits
arFa
rida
bad
Pat
naB
huba
nesw
arV
isak
hapa
tnam
Coi
mba
tore
Ref
orm
10. M
anda
tory
rain
wat
er h
arve
stin
g
11. B
ye-la
w o
n us
e of
recy
cled
wat
er
12. A
dmin
istra
tive
refo
rms
13. S
truct
ural
refo
rms
14. E
ncou
rage
pub
lic p
rivat
e pa
rtner
ship
s (P
PP)
Sta
te-le
vel r
efor
ms 15
. 74t
hCAA
(tra
nsfe
r of 1
2th
Sche
dule
func
tions
)
16..
Con
stitu
tion
of D
PC
17.
Con
stitu
tion
of M
PC
18. T
rans
fer o
f city
pla
nnin
g fu
nctio
ns
19. R
efor
ms
in re
nt c
ontro
l
20. R
atio
nalis
atio
n of
sta
mp
duty
to 5
%
21. R
epea
l of U
LCR
A
22. E
nact
men
t of c
omm
unity
par
ticip
atio
n la
w
23. E
nact
men
t of p
ublic
dis
clos
ure
law
24. P
rope
rty ti
tle c
ertif
icat
ion
syst
em
25. E
arm
arkin
g 25
% o
f dev
elop
men
t lan
d fo
r EW
S ho
usin
g
26. C
onve
rsio
n of
agr
icultu
re la
nd to
non
-agr
icultu
re la
nd
Optional Reform
Not
App
lN
ot A
ppl
Sou
rce:
JN
NU
RM
web
site
(st
atu
s a
s o
f 3
1/1
2/2
01
2)
acc
esse
d f
rom
ww
w.jn
nu
rm.n
ic.in
on
08
/04
/20
13
, an
d K
NA
stu
die
s d
on
e b
y N
IUA
an
d C
EPT,
20
11
/12
Lege
nd
Co
mp
lete
dN
ot
com
ple
ted
(in
itia
ted
)N
ot
com
ple
ted
(n
ot
init
iate
d)
1918
3.6
. Sta
tus
of
JNN
UR
M P
roje
cts
Tab
le 3
.8 p
rese
nts
th
e st
atu
s o
f JN
NU
RM
pro
ject
s in
eac
h c
ity.
Bar
rin
g Fa
rid
abad
, m
ost
ULB
s h
ave
bee
n u
nab
le t
o u
tilis
e m
ore
th
an 5
0%
of
san
ctio
ned
pro
ject
am
ou
nts
in
aro
un
d o
ne-
thir
d t
o h
alf
of
thei
r p
roje
cts.
Key
rea
son
s fo
r U
LBs'
in
abili
ty t
o i
mp
lem
ent
thes
e p
roje
cts
are
dis
cuss
ed in
the
follo
win
g se
ctio
n.
Tab
le 3
.8: S
tatu
s o
f JN
NU
RM
Pro
ject
s
Type
of P
roje
ct
Tran
spor
t
Tran
spor
t
Dra
inag
e
Dra
inag
e
Dra
inag
e
Sew
erag
e
Sew
erag
e
SW
M
SW
M
Wat
er S
uppl
y
Wat
er S
uppl
y
Wat
er S
uppl
y
Wat
er S
uppl
y
Wat
er S
uppl
y
Wat
er S
uppl
y
Wat
er S
uppl
y
Oth
ers
Hou
sing
Hou
sing
Sub
-Typ
e
Ele
vate
d R
oad
BR
TS/ b
us p
urch
ase
City
dra
inag
e
City
sto
rm w
ater
dr.
Ren
ewal
pro
ject
Inne
r city
rene
wal
STP
, tru
nk c
onst
t.
Inte
grat
ed S
WM
Land
fill,
etc.
City
aug
men
tatio
n
Inne
r city
rene
wal
Sup
ply
to n
ew a
reas
Sup
ply
to n
ew a
reas
Sup
ply
to n
ew a
reas
Sup
ply
to n
ew a
reas
Sup
ply
to o
ld c
ity
Lake
/can
al c
onsr
vn.
Low
cos
t hou
sing
Low
cos
t hou
sing
Am
rits
ar
PS
A
PS
A
Non
e
Non
e
Non
e
MC
Non
e
PP
P
Non
e
MC
MC
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
MC
Cos
t (c
rore
)
149.
49
33.3
3
36.9
0
4.53
19.0
1
52.9
7
10.3
0
Fari
daba
d
Non
e
Non
e
PS
A
Non
e
Non
e
PS
A
Non
e
PP
P
Non
e
PS
A
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
MC
MC
Cos
t (c
rore
)
30.6
5
103.
83
76.5
4
493.
5
25.2
6
38.9
6
Pat
na
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
MC
Non
e
PS
A
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
Cos
t (c
rore
)
36.9
5
426.
98
Bhu
ba-
nesw
ar
Non
e
MC
Non
e
PS
A
Non
e
PS
A
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
MC
Non
e
Non
e
Cos
t (c
rore
)
573.
25
68.3
3
498.
91
6.01
Vis
'pat
-na
m
Non
e
SP
V
Non
e
MC
MC
MC
MC
Non
e
Non
e
MC
MC
MC
MC
MC
MC
MC
MC
Non
e
Non
e
Cos
t (c
rore
)
452.
93
9.21
72.2
7
37.0
8
244.
44
62.2
8
39.7
6
240.
74
46.0
0
23.4
0
190.
18
47.9
3
3.39
Coi
mba
-to
re
Non
e
Non
e
Non
e
PS
A
Non
e
Non
e
PS
A
MC
Non
e
PS
A
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
Non
e
Cos
t (c
rore
)
226.
75
377.
12
96.5
1
113.
74
Sou
rce:
UK
NA
Stu
die
s u
nd
erta
ken
by
NIU
A a
nd
CEP
T, 2
01
1/1
2
No
te:
the
abo
ve a
re b
ased
on
fin
din
gs o
f N
IUA
an
d C
EPT
un
der
take
n in
mid
-20
12
. Sta
tus
may
hav
e ch
ange
d s
ince
th
en.
Lege
nd
Co
mp
lete
d/c
om
ple
te A
CA
rel
ease
dU
nd
er c
om
ple
tio
n/
>50
% A
CA
rel
ease
d
Un
der
co
mp
leti
on
/ <5
0%
AC
A
rele
ased
Info
rmat
ion
no
t av
aila
ble
N
o P
roje
cts
un
der
th
is c
ateg
ory
Ab
bre
viat
ion
s u
sed
:
Typ
e o
f th
e Im
ple
men
tin
g ag
ency
den
ote
d a
s M
C,P
SA, a
nd
SP
V
MC
–p
roje
cts
imp
lem
ente
d b
y m
un
icip
al c
orp
ora
tio
n
PSA
– p
roje
cts
imp
lem
ente
d b
y p
ara-
stat
al a
gen
cy
SPV
– p
roje
cts
imp
lem
ente
d b
y Sp
ecia
l Pu
rpo
se V
ehic
le
SWM
– s
olid
was
te m
anag
emen
t
PP
P –
PP
P b
etw
een
MC
an
d p
riva
te p
artn
er
No
ne
– n
o p
roje
ct o
f th
is t
ype
3.7
Se
lect
ion
of
Pro
ject
s an
d R
efo
rms
for
Stu
dy
4.1
. Sta
keh
old
er
map
pin
g
Co
nst
rain
ts o
f tim
e a
nd
reso
urc
es
me
ant t
hat
the
NIU
A te
am p
icke
d u
p tw
o re
form
s an
d tw
o p
roje
cts
in A
hm
ed
abad
an
d F
arid
abad
, wh
ile th
e
CEP
T te
am p
icke
d o
ne
pro
ject
an
d o
ne
ref
orm
s e
ach
in t
he
re
mai
nin
g fo
ur
ULB
s. T
able
3.9
pre
sen
ts a
list
of r
efo
rms
and
pro
ject
s id
en
tifi
ed
for
eac
h U
LB fo
r pu
rpo
se o
f un
de
rtak
ing
det
aile
d k
no
wle
dge
ne
ed
s as
sess
me
nt.
Tab
le 4
.1 p
rese
nts
an
ove
rall
asse
ssm
ent o
f sta
keh
old
ers
invo
lved
in e
ach
pro
ject
sel
ecte
d. B
ased
on
Tab
le 4
.1, F
igu
re 4
.1 p
rese
nts
a c
on
solid
ated
stak
eho
lder
map
. It i
s cl
ear
that
ULB
has
larg
ely
led
as
the
coo
rdin
atio
n a
gen
cy fo
r JN
NU
RM
pro
ject
s, w
hile
des
ign
an
d im
ple
men
tati
on
age
nci
es
hav
e b
een
ext
ern
al s
take
ho
lder
s, l
arge
ly c
on
sult
ants
co
ntr
acte
d b
y p
ara-
stat
al a
gen
cies
. Th
us,
th
e ro
le o
f th
e U
LB h
as b
een
min
imal
in
dev
elo
pm
ent
and
imp
lem
enta
tio
n o
f pro
ject
s. H
ow
ever
, fo
r o
per
atio
n a
nd
mai
nte
nan
ce (O
&M
) fu
nct
ion
s, a
ll in
fras
tru
ctu
re c
reat
ed a
re h
and
ed
ove
r to
the
ULB
s.
Du
e to
lack
of e
nga
gem
ent
in p
roje
ct p
lan
nin
g, d
esig
n a
nd
imp
lem
enta
tio
n, m
ost
ULB
s w
ere
no
t w
illin
g to
ow
n t
he
pro
ject
s. D
iscu
ssio
ns
at c
ity-
leve
l co
nsu
ltan
ts d
emo
nst
rate
d t
hat
mo
st U
LBs
tho
ugh
t th
at t
he
pro
ject
s co
uld
hav
e b
een
imp
lem
ente
d u
sin
g d
iffe
ren
t d
esig
n p
aram
eter
s th
at
4. K
ey F
ind
ings
2120
Tab
le 3
.9:
Ref
orm
s an
d P
roje
cts
sele
cte
d f
or
Det
aile
d S
tud
y
Intr
oductio
n o
f com
pute
rised a
ccru
al-
based d
ouble
entr
yaccountin
g s
yste
mU
ser
charg
e r
efo
rms
andre
covery
(wate
rsupply
)
Imple
menta
tio
n o
f e-
govern
ance
Introduct
ion o
f co
mpute
rise
d a
ccru
al-
base
d d
ouble
entry
acc
ountin
g s
yste
mU
ser
charg
e refo
rms
and reco
very
(w
ate
rsu
pply
)
Pro
pert
y tax r
efo
rms
Pro
pert
y tax w
as the o
nly
refo
rm w
here
som
e w
ork
had b
een in
itiate
d s
o a
spic
ked u
p
Impro
vem
ent and a
ugm
enta
tion w
ate
r supply
syste
m
Consi
dere
d a
good p
ract
ice
by o
ther
citie
s s
o p
icke
d u
pso
that oth
er
citie
s c
ould
learn
fro
m this
exp
erience
Faridabad took s
elf-
initi
ativ
e
in im
ple
mentin
g b
oth
these
refo
rms, and s
truggle
d in
im
ple
menta
ti o
n o
f one o
f th
ese. S
o b
oth
were
pic
ked
up.
Sin
ceA
mrits
ar
did
not ta
ke
ahead a
ny r
efo
rmpro
perly,
th
e s
am
e r
efo
rms a
s
Faridabad w
ere
sele
cte
d s
oth
at A
mrits
ar
could
learn
from
Faridabad
Pic
ked u
p to le
arn
fro
mC
oim
bato
re e
xperience
Inte
gra
ted s
ew
era
ge p
roje
ct
Inte
gra
ted s
olid
waste
managem
ent
pro
ject
Reva
m p
ing/la
ying o
f se
wera
gesy
stem
in
Old
Farid
abad
Augm
enta
tion o
f w
ate
r su
pply
and
dis
trib
utio
n s
yste
m
Inte
gra
ted s
olid
waste
managem
ent
syste
m
Pro
visi
on o
f housi
ng for
eco
nom
ically
weake
r se
ctio
n
Imple
menta
tio
n o
f e-
govern
ance
Patn
a h
adorigin
ally
only
two p
roje
cts
appro
ved, so a
w
ate
r supply
pro
ject w
as
pic
ked u
p
One s
olid
waste
and o
ne
housin
g p
roje
ct w
as
sele
cte
d to b
ala
nce the
Faridabad p
roje
cts
Info
rmatio
n w
as a
vaila
ble
on this
pro
ject m
ore
easily
.A
lso m
ore
engagem
ent of
the M
C w
as s
een.
Good le
arn
ing o
pportunity
expecte
d fro
m this
pro
ject
so p
icked u
p.
One w
ate
r supply
and o
ne
sew
era
ge p
roje
ct w
as
sele
cte
d
Sin
ce B
RT
S is a
new
concept and m
any o
ther
citie
s a
re try
ing to
imple
ment th
is s
yste
m, so
pic
ked u
p
Inte
rnal earm
ark
ing o
f fu
nds
for
pro
-poor
develo
pm
ent
Pic
ked u
p to p
rovid
e a
bala
nce a
cro
ss o
f re
form
sacro
ss c
ities. A
lso,
Vis
akhapatn
am
sta
rted
work
ing o
n this
quite
early
so o
pport
uniti
es to le
arn
by
oth
er
citi
es
Imple
menta
tion o
f bus r
apid
tra
nsit
syste
m
Am
rits
ar
Bh
ub
an
esw
ar
Co
imb
ato
re
Fari
dab
ad
Patn
a
Vis
akh
ap
atn
am
City
Refo
rm S
ele
cte
dR
easo
n fo
r S
ele
ctio
n
Nam
e o
f P
roje
ct
Sele
cte
d
Reaso
n fo
r S
ele
ctio
n
Sour
ce: U
KNA
Stu
dies
und
erta
ken
by N
IUA
and
CEP
T, 2
011/
12
wo
uld
hav
e m
ade
O&
M e
asie
r. C
on
seq
uen
tly,
O&
M o
f se
rvic
es p
rovi
ded
th
rou
gh t
hes
e p
roje
cts
suff
ered
. An
oth
er r
easo
n f
or
po
or
O&
M w
as
attr
ibu
ted
to
lack
of
reso
urc
es t
o u
nd
erta
ke O
&M
, as
wel
l as
lack
of
tech
nic
al a
nd
man
ager
ial e
xper
tise
to
man
age
O&
M f
un
ctio
ns.
Wit
h la
rge
pro
ject
s b
ein
g ex
ecu
ted
un
der
JN
NU
RM
, it
is
crit
ical
th
at U
LBs'
cap
acit
y in
un
der
taki
ng
effe
ctiv
e O
&M
, fr
om
bo
th t
ech
nic
al a
nd
man
ager
ial
exp
erti
se, i
s au
gmen
ted
.
Tab
le 4
.1: S
take
ho
lde
r Map
pin
g fo
r Tar
get P
roje
cts
Impro
vem
ent
and a
ugm
enta
tion w
ate
r su
pply
sys
tem
in P
atn
a
Inte
gra
ted S
ew
era
ge P
roje
ct f
or
Bhubanesw
ar
City
Bu
s R
ap
id T
ran
spo
rt S
yste
m,
Gre
ate
r V
isakh
apatn
am
Solid
Wast
e M
anagem
ent
Pro
ject
,C
oim
bato
re
Augm
enta
tion o
f W
ate
r S
upply
an
d
Dis
trib
utio
n S
yste
m f
or
Faridabad
Reva
mpin
g o
f S
ew
era
ge S
yste
m a
nd
Sew
era
ge T
reatm
ent
Work
s P
roje
ct
Inte
gra
ted S
olid
Wast
e M
anagem
en
t S
yste
mfo
r A
mrits
ar
Eco
nom
ically
Weake
r S
ect
ion H
ou
sin
g,
Am
rits
ar
BU
IDC
O
BM
C
VU
TC
L
CM
C
HU
IDF
MC
F
MC
A
MC
A
MC
A
MC
A
CM
CC
MC
CM
C
BM
CB
MC
NB
CC
NB
CC
NB
CC
NB
CC
NB
CC
NB
CC
VU
TC
LV
UT
CL
VU
TC
L
IIT-R
oo
rke
e
Priva
tep
art
ne
rP
riva
te p
art
ner
Priva
te p
art
ner
CM
C
BM
C
VU
TC
L(G
VM
Caf
ter
conc
essi
onpe
riod)
MC
F
MC
F
PM
C
Resi
dents
BU
IDC
O
BM
C
VU
TC
L
CM
C
MC
F
MC
A
MC
F
MC
A
1
S.N
o. N
am
e o
f p
roje
ct
Co
ord
ina
tin
g
Ag
en
cy
Pro
cu
rem
en
to
f D
es
ign
Ag
en
cy
De
sig
nP
roc
ure
me
nt
of
Imp
lem
en
tati
on
Ag
en
cy
Imp
lem
en
-ta
tio
n
O&
M
BU
IDC
OB
UID
CO
IL&
FS
SP
UR
Pro
ject
1.
2.
3.
4.
5.
6. 7.
8.
1V
UTC
L-
SPV
bet
wee
n G
reat
er V
isak
hap
atn
am M
un
icip
al C
orp
ora
tio
n (
GV
MC
), A
nd
hra
Pra
des
h S
tate
Ro
ad T
ran
spo
rtat
ion
Co
rpo
rati
on
(5
1%
eq
uit
y),
Sou
rce:
UK
NA
Stu
die
s u
nd
erta
ken
by
NIU
A a
nd
CEP
T, 2
01
1/1
2
No
te:1
.1
.H
UID
F: H
arya
na
Urb
an In
fras
tru
ctu
re D
evel
op
men
t B
oar
d2
.N
BC
C: N
atio
nal
Bu
ildin
gs C
on
stru
ctio
n C
orp
ora
tio
n L
imit
ed3
.M
CF:
Mu
nic
ipal
Co
rpo
rati
on
of
Fari
dab
ad4
.C
MC
: Co
imb
ato
re M
un
icip
al C
orp
ora
tio
n5
.V
UTC
L: V
isak
hap
atn
am U
rban
Tra
nsp
ort
Co
mp
any
Lim
ited
6.
BM
C: B
hu
ban
esw
ar M
un
icip
al C
orp
ora
tio
n7
.II
T: In
dia
n In
stit
ute
of
Tech
no
logy
8.
BU
IDC
O: B
ihar
Urb
an In
fras
tru
ctu
re D
evel
op
men
t C
om
pan
y 9
.SP
UR
: Su
pp
ort
Pro
gram
fo
r U
rban
Ref
orm
s1
0.
DFI
D: D
epar
tmen
t fo
r In
tern
atio
nal
Dev
elo
pm
ent
11
.M
CA
: Mu
nic
ipal
Co
rpo
rati
on
of
Am
rits
ar
2322
Figu
re 4
.1: S
take
ho
lde
r Map
4.2
. Pro
ject
Cyc
le A
nal
ysis
Figu
re 4
.2 p
rese
nts
th
e p
roje
ct c
ycle
tim
elin
es o
bse
rved
in
pilo
t ci
ties
. A
fter
CD
P a
pp
rova
l, it
to
ok
bet
wee
n 2
.5 y
ears
to
5 y
ears
fo
r p
roje
ct
imp
lem
enta
tio
n t
o s
tart
, in
clu
din
g p
rep
arat
ion
of
det
aile
d p
roje
ct r
epo
rts
(DP
Rs)
, so
licit
ing
nec
essa
ry a
pp
rova
ls, a
nd
wo
rks
ten
der
ing.
Wh
ile
DP
R p
rep
arat
ion
exe
rcis
e w
as q
uic
k (2
-6 m
on
ths)
, pri
mar
ily a
s th
ey w
ere
led
by
exte
rnal
co
nsu
ltan
ts, t
he
DP
R a
pp
rova
l pro
cess
too
k b
etw
een
8-
10
mo
nth
s. T
hes
e w
ere
du
e to
del
ays
in re
ceiv
ing
feed
bac
k fr
om
cen
tral
san
ctio
n m
on
ito
rin
g co
mm
itte
e (C
SMC
) as
wel
l as
wea
k ca
pac
itie
s w
ith
in
the
ULB
to u
pd
ate
the
DP
R b
ased
on
the
CSM
C fe
edb
ack.
Ho
wev
er, m
ost
cri
tica
l pat
h w
as th
e w
ork
s te
nd
erin
g af
ter
DP
R a
pp
rova
ls. A
s m
ost
ULB
s
did
no
t h
ave
pas
t ex
per
ien
ce o
f ten
der
ing
larg
e-va
lue
pro
ject
s, t
he
actu
al t
end
erin
g p
roce
ss t
oo
k b
etw
een
12
to
18
mo
nth
s. P
rocu
rem
ent
skill
s
and
pro
cure
men
t m
anag
emen
t, t
her
efo
re,
are
two
cri
tica
l te
chn
ical
are
as t
hat
ULB
sta
ff n
eed
s to
bu
ild o
n i
n o
rder
to
im
pro
ve J
NN
UR
M
per
form
ance
. O
n a
n a
vera
ge, p
roje
cts
too
k b
etw
een
two
to th
ree
year
s fo
r im
ple
men
tati
on
, wh
ich
is a
lso
qu
ite
lon
g.
Figu
re 4
.2: P
roje
ct D
eve
lop
me
nt a
nd
Imp
lem
en
tati
on
Tim
elin
es
2524
No
te :
size
of
the
sph
ere
ab
ove
ind
ica
tes
ho
w li
kely
th
e st
ake
ho
lder
is li
kely
to
lea
d t
he
pro
cess
men
tio
ned
in t
he
rect
an
gu
lar
box
es a
bo
ve.
Co
ord
inat
ion
A
gen
cyD
esi
gn A
gen
cyIm
ple
me
nta
tio
n
Age
ncy
O &
M A
gen
cy
UL
BC
on
sult
ant
Co
nsu
ltan
t U
LB
JV/S
PV
P
aras
tata
lU
LB
JV/S
PV
U
LB
JV/S
PV
JV
/SP
V
Res
iden
ts
28-6
9 M
onth
sfo
r pro
ject
imple
me
nta
tion
to s
tart
after
CD
Pappro
val
2-6
month
s
8-1
0m
onth
s
12-1
9m
onth
s
6-1
2
month
s
6-1
8
mon
ths
24
-48
mo
nth
s
Co
mp
letio
n o
f P
roje
ct
Ass
t.
En
gg
.
Exe
c.
En
gg
.
Ch
ief
Su
ptd
.E
ng
g.
Exe
c.E
ngg.
Chie
fE
ngg.
Com
mis
sion
er
Com
mis
sion
er
Sta
rt o
f C
DP
Pre
para
tion
En
ga
ge
me
nt o
f C
om
mis
sio
ne
r to
Wo
rkA
ssis
tan
t/In
spe
cto
rB
efo
re p
roje
ctim
ple
me
nta
tion
CD
P
Appro
val
DP
RP
repara
tion
DP
RA
ppro
val
from
CS
MC
Tende
rin
g f
or
Work
sC
ontr
act
or
Pro
ject
Im
ple
me
nta
tion
Jr.
En
gg
.
Wo
rkA
sst./In
spct
.
CA
D/
Da
taO
prt
r.Co
mm
issio
ner
Ch
ief
En
gg
.
Sou
rce
: UK
NA
Stu
die
s u
nd
erta
ken
by
NIU
A a
nd
CEP
T, 2
01
1/1
2
4.3
. In
form
atio
n N
etw
ork
an
d F
low
Para
met
ers
sele
cted
fo
r n
eed
s as
sess
men
t –
as p
rese
nte
d i
n t
he
met
ho
do
logy
ear
lier
– w
ere
linke
d w
ith
fo
rmal
an
d i
nfo
rmal
so
urc
es o
f
info
rmat
ion
, an
d t
he
sam
e w
as m
app
ed. T
his
was
do
ne
to u
nd
erst
and
wh
ere
the
sou
rce
of i
nfo
rmat
ion
is lo
cate
d, i
f th
e in
div
idu
al h
as r
eso
urc
es
to u
se t
hem
, an
d if
yes
, th
en h
ow
oft
en, a
nd
fin
ally
is t
he
info
rmat
ion
/kn
ow
led
ge g
ain
ed s
har
ed t
ow
ard
s b
eco
min
g an
org
anis
atio
nal
res
ou
rce.
All
case
stu
die
s p
rese
nte
d a
set
of
dif
fere
nt
fin
din
gs,
and
it
is d
iffi
cult
to
pre
sen
t al
l o
f th
em h
ere.
An
agg
rega
te u
sin
g an
ari
thm
etic
mea
n
app
roac
h w
as u
sed
to
arr
ive
at a
co
mm
on
fin
din
g. T
able
4.2
(a)
pre
sen
ts t
he
aggr
egat
e fi
nd
ing
for
sen
ior
dec
isio
n m
akin
g o
ffic
ials
(M
un
icip
al
Co
mm
issi
on
er,
etc.
). F
igu
re 4
.4(b
) p
rese
nts
th
e ag
greg
ate
fin
din
g fo
r se
nio
r te
chn
ical
off
icer
s (S
up
erin
ten
din
g En
gin
eer,
Gen
eral
Man
ager
(Tec
hn
ical
), e
tc.)
. Fi
gure
4.4
. (c
) p
rese
nts
th
e ag
greg
ate
fin
din
g fo
r m
id-l
evel
tec
hn
ical
off
icia
ls (
Ass
ista
nt
Dir
ecto
r, E
xecu
tive
En
gin
eer,
Ju
nio
r
Engi
nee
r, e
tc.)
. Fig
ure
4.4
(d) p
rese
nts
the
aggr
egat
e fi
nd
ing
for j
un
ior o
ffic
ials
(Dra
ftsm
an, W
ork
Ass
ista
nt,
etc
.).
Tab
le 4
.2(a
): In
form
atio
n F
low
An
alys
is a
nd
Gap
Ass
ess
me
nt f
or S
en
ior D
eci
sio
n M
ake
rs
2In
clu
des
Gen
eral
Man
ager
(B
UID
CO
) an
d C
om
mis
sio
ner
, AM
C.
Sou
rce:
UK
NA
Stu
die
s u
nd
erta
ken
by
NIU
A a
nd
CEP
T, 2
01
1/1
2
2726
2S
EN
IOR
TE
CH
NIC
AL
OF
FIC
ER
S
Acc
ess
So
urc
eO
pp
ort
un
ity
F
req
ue
ncy
Dis
sem
ina
tio
n
Lib
rari
es
/Bo
ok
s/
Ha
rd c
op
y R
ep
ort
s
Co
mp
ute
r/In
tern
et
Ac
ce
ss
Too
lkit
s &
Gu
ide
lin
es
Tra
inin
g/W
ork
sh
op
s/C
ity
To
urs
Ac
ad
em
ic I
ns
titu
tio
ns
Pri
va
te C
on
su
lta
nts
Me
dia
/As
so
cia
te S
ou
rce
s
Fri
en
ds
/Off
icia
ls f
rom
oth
er
cit
y
Sta
ke
ho
lde
r C
on
su
lta
tio
n
Formal Sources Informal Sources
LEG
EN
D
10
0%
YE
S
75
-99
% Y
ES
10
0%
AC
CES
SO
RG
AN
ISA
TIO
NA
L
MO
STLY
OR
GA
NIS
ATI
ON
AL
DA
ILY
MO
ST
LY D
AIL
Y
10
0%
YE
S
75
-99
% Y
ES
FU
LLY
D
ISS
EM
INA
TE
DR
AR
ELY
DIS
SE
MIN
AT
ED
50
-74
% Y
ES
MO
STLY
OU
TSO
UR
CES
5
0-7
4%
YE
SM
OST
LYW
EEK
LY
NO
TD
ISS
EM
INA
TE
D
1-5
0%
YE
S1
00
% A
CC
ESS
OU
TSO
UR
CED
1-5
0%
YE
SO
NLY
W
EEK
LY
RA
REL
Y
NO
TD
ISS
EM
INA
TE
D
NO
AC
CE
SS
N
O A
CC
ES
S
As
can
be
seen
fro
m T
able
4.2
(a),
mo
st s
enio
r d
ecis
ion
mak
ers
hav
e ac
cess
to
info
rmat
ion
th
rou
gh v
ario
us
sou
rces
. Mo
st o
f th
ese
sou
rces
are
org
anis
atio
nal
(I.e
. pro
vid
ed fo
r fro
m w
ith
in th
e o
rgan
isat
ion
/ad
min
istr
ativ
e se
t-u
p).
Ho
wev
er, t
his
sta
keh
old
er g
rou
p p
erfo
rmed
po
orl
y in
term
s
of u
sin
g o
pp
ort
un
itie
s, a
s w
ell a
s in
term
s o
f dis
sem
inat
ion
of i
nfo
rmat
ion
rec
eive
d. H
ence
, th
e in
stit
uti
on
al m
emo
ry/l
earn
ing
is li
kely
to b
e lo
st
on
tran
sfer
of s
enio
r dec
isio
n m
aker
s (u
sual
ly 1
-3 y
ears
ten
ure
). T
his
als
o m
ean
t th
at im
po
rtan
t co
mm
un
icat
ion
s o
n JN
NU
RM
wer
e n
ot n
eces
sary
effe
ctiv
ely
dis
sem
inat
ed to
low
er le
vel s
taff
wit
hin
the
org
anis
atio
n. T
he
lack
of a
pla
tfo
rm w
ith
in th
e U
LB fo
r d
isse
min
atio
n o
f lea
rnin
g, fi
nd
ings
,
info
rmat
ion
rec
eive
d, e
tc. m
ade
this
job
eve
n m
ore
dif
ficu
lt, a
nd
ove
rall,
th
ere
was
a b
arri
er in
fre
e fl
ow
of
info
rmat
ion
wit
hin
th
e U
LB it
self.
Inte
rest
ingl
y, t
he
tab
le a
lso
ind
icat
es t
hat
th
e se
nio
r-m
ost
dec
isio
n m
aker
s d
id n
ot
hav
e ef
fect
ive
acce
ss t
o t
rain
ing,
wo
rksh
op
s an
d s
tud
y to
urs
,
as w
ell a
s to
aca
dem
ic in
stit
uti
on
s. T
hes
e ar
e m
atte
rs o
f co
nce
rn b
ut
pro
bab
ly r
efle
ctin
g th
e fa
ct t
hat
th
e re
spo
nd
ents
bel
on
ged
to
Pat
na
and
Am
rits
ar, b
oth
wh
ich
do
no
t h
ave
acce
ss t
o s
tro
ng
acad
emic
/tra
inin
g in
stit
uti
on
s in
th
e re
gio
n. I
n t
erm
s o
f st
akeh
old
er c
on
sult
atio
n, w
hile
th
e
resp
on
den
ts i
nd
icat
ed t
hat
th
ey h
ad d
aily
acc
ess,
it
was
pro
bab
ly r
efle
ctiv
e o
f th
eir
day
-to
-day
mee
tin
gs w
ith
sen
ior
off
icia
ls w
ith
in t
he
org
anis
atio
n, a
nd
no
t wit
h b
road
er s
take
ho
lder
s (p
riva
te s
ecto
r, c
ivil
soci
ety,
aca
dem
ia, e
tc.)
as
a w
ho
le.
Tab
le 4
.2(b
): In
form
atio
n F
low
An
alys
is a
nd
Gap
Ass
ess
me
nt f
or S
en
ior T
ech
nic
al O
ffic
ers
2S
EN
IOR
TE
CH
NIC
AL
OF
FIC
ER
S
Acc
ess
So
urc
eO
pp
ort
un
ity
F
req
ue
ncy
Dis
sem
ina
tio
n
Lib
rari
es
/Bo
ok
s/
Ha
rd c
op
y R
ep
ort
s
Co
mp
ute
r/In
tern
et
Ac
ce
ss
To
olk
its
& G
uid
eli
ne
s
Tra
inin
g/W
ork
sh
op
s/C
ity
To
urs
Ac
ad
em
ic I
ns
titu
tio
ns
Pri
va
te C
on
su
lta
nts
Me
dia
/As
so
cia
te S
ou
rce
s
Fri
en
ds
/Off
icia
ls f
rom
oth
er
cit
y
Sta
ke
ho
lde
r C
on
su
lta
tio
n
Formal Sources Informal Sources
LEG
EN
D
10
0%
YE
S
75
-99
% Y
ES
10
0%
AC
CES
SO
RG
AN
ISA
TIO
NA
L
MO
STLY
OR
GA
NIS
AT
ION
AL
DA
ILY
MO
ST
LY
DA
ILY
10
0%
YE
S
75
-99
% Y
ES
FU
LLY
D
ISS
EM
INA
TE
DM
OS
TLY
D
ISS
EM
INA
TE
D
50
-74
% Y
ES
MO
STLY
OU
TSO
UR
CES
5
0-7
4%
YE
SM
OST
LYW
EEK
LY
RA
RE
LY
DIS
SE
MIN
AT
ED
1-5
0%
YE
S1
00
% A
CC
ESS
OU
TSO
UR
CED
1-5
0%
YE
SO
NLY
W
EEK
LY
RA
REL
Y
NO
TD
ISS
EM
INA
TE
D
NO
A
CC
ES
SN
O
AC
CE
SS
Sou
rce:
UK
NA
Stu
die
s u
nd
erta
ken
by
NIU
A a
nd
CEP
T, 2
01
1/1
2
2928
As
see
fro
m T
able
4.2
(b),
Sen
ior
Tech
nic
al O
ffic
ers
larg
ely
hav
e ac
cess
to
in
form
atio
n t
hro
ugh
var
iou
s so
urc
es,
bu
t p
rim
arily
th
rou
gh b
oo
ks,
guid
elin
es,
too
lkit
s, a
nd
th
e in
tern
et.
Som
e o
f th
e re
spo
nd
ents
als
o h
ad a
cces
s to
tra
inin
g, w
ork
sho
p a
nd
stu
dy
tou
rs,
as w
ell
as a
cad
emic
inst
itu
tio
ns
thro
ugh
org
anis
atio
nal
ch
ann
els.
Ho
wev
er, i
n te
rms
of o
pp
ort
un
ity,
this
gro
up
had
less
op
po
rtu
nit
y co
mp
ared
to th
e se
nio
r d
ecis
ion
mak
ers.
On
the
oth
er h
and
, in
term
s o
f dis
sem
inat
ion
, wh
ile th
e o
vera
ll le
vels
rem
ain
po
or,
un
like
the
sen
ior m
anag
ers
this
gro
up
do
es u
nd
erta
ke
dis
sem
inat
ion
of
info
rmat
ion
wit
hin
th
e o
rgan
isat
ion
. Th
is is
pro
bab
ly b
ecau
se t
his
gro
up
has
to
wo
rk w
ith
pee
rs a
nd
jun
ior
off
icer
s fo
r p
roje
ct
cycl
e m
anag
emen
t, a
nd
ref
orm
s im
ple
men
tati
on
eff
ort
s. H
ow
ever
, in
form
atio
n s
har
ing
was
bei
ng
do
ne
info
rmal
ly b
y th
is g
rou
p,
agai
n
sugg
esti
ng
the
nee
d fo
r a fo
rmal
info
rmat
ion
sh
arin
g p
latf
orm
in th
e U
LB.
Tab
le 4
.2(c
): In
form
atio
n F
low
An
alys
is a
nd
Gap
Ass
ess
me
nt f
or M
id-L
eve
l Off
ice
rs
2M
ID-L
EV
EL
TE
CH
NIC
AL
OF
FIC
ER
S
Ac
ce
ss
So
urc
eO
pp
ort
un
ity
F
req
ue
nc
yD
iss
em
ina
tio
n
Lib
rari
es
/Bo
ok
s/
Ha
rd c
op
y R
ep
ort
s
Co
mp
ute
r/In
tern
et
Ac
ce
ss
Too
lkit
s &
Gu
ide
lin
es
Tra
inin
g/W
ork
sh
op
s/C
ity
To
urs
Ac
ad
em
ic I
ns
titu
tio
ns
Pri
va
te C
on
su
lta
nts
Me
dia
/As
so
cia
te S
ou
rce
s
Fri
en
ds
/Off
icia
ls f
rom
oth
er
cit
y
Sta
ke
ho
lde
r C
on
su
lta
tio
n
Formal Sources Informal Sources
LEG
EN
D
10
0%
YE
S
75
-99
% Y
ES
10
0%
AC
CES
SO
RG
AN
ISA
TIO
NA
L
MO
STLY
OR
GA
NIS
ATI
ON
AL
DA
ILY
MO
ST
LY
DA
ILY
10
0%
YE
S
75
-99
% Y
ES
FU
LLY
D
ISS
EM
INA
TE
DM
OS
TLY
D
ISS
EM
INA
TE
D
50
-74
% Y
ES
MO
STLY
OU
TSO
UR
CES
5
0-7
4%
YE
SM
OST
LYW
EEK
LY
RA
RE
LY
DIS
SE
MIN
AT
ED
1-5
0%
YE
S1
00
% A
CC
ESS
OU
TSO
UR
CED
1-5
0%
YE
SO
NLY
W
EEK
LY
RA
REL
Y
NO
TD
ISS
EM
INA
TE
D
NO
A
CC
ES
SN
O
AC
CE
SS
Sou
rce:
UK
NA
Stu
die
s u
nd
erta
ken
by
NIU
A a
nd
CEP
T, 2
01
1/1
2
4 In
clu
des
Ass
t. D
irec
tor,
Urb
an P
lan
nin
g, P
MC
; Ass
ista
nt P
roje
ct E
ngi
nee
r (2
), B
MC
; Ass
ista
nt T
ow
n P
lan
ner
, CM
C; E
xec.
En
gin
eer,
AM
C; A
ssis
tan
t M
anag
er, A
MC
As
can
be
seen
fro
m T
able
4.2
(c),
mid
-lev
el t
ech
nic
al o
ffic
ers
hav
e le
ss a
cces
s an
d o
pp
ort
un
ity
to a
cces
s in
form
atio
n c
om
par
ed t
o t
hei
r se
nio
r
colle
agu
es. H
ow
ever
, th
ey h
ave
acce
ss t
o in
form
atio
n fr
om
no
n-o
rgan
isat
ion
al s
ou
rces
(co
nsu
ltan
ts, D
PR
s o
f oth
er c
itie
s, e
tc.)
th
at t
hei
r se
nio
r
gro
up
do
es n
ot s
eem
to h
ave.
Th
e le
vel o
f dis
sem
inat
ion
als
o is
hig
her
than
thei
r se
nio
r gr
ou
ps,
an
d li
ke th
e se
nio
r te
chn
ical
off
icer
s, in
form
atio
n
shar
ing
is l
arge
ly i
nfo
rmal
. In
tere
stin
gly,
co
mp
ared
to
sen
ior
tech
nic
al o
ffic
ers,
th
is g
rou
p s
eem
s to
hav
e le
sser
acc
ess
to i
nfo
rmat
ion
fro
m
inte
rnet
an
d t
oo
lkit
s/gu
idel
ines
. In
ter
ms
of
op
po
rtu
nit
y al
so, t
his
gro
up
is in
feri
orl
y p
lace
d c
om
par
ed t
o t
hei
r se
nio
rs. T
his
may
be
du
e to
th
e
hea
vy b
urd
en o
f day
-to
-day
resp
on
sib
iliti
es th
at a
re u
sual
ly u
nd
erta
ken
by
mid
-lev
el o
ffic
ers.
Tab
le 4
.2(d
): In
form
atio
n F
low
An
alys
is a
nd
Gap
Ass
ess
me
nt f
or J
un
ior O
ffic
ers
5M
ID-L
EV
EL
TE
CH
NIC
AL
OF
FIC
ER
S
Ac
ce
ss
So
urc
eO
pp
ort
un
ity
F
req
ue
nc
yD
iss
em
ina
tio
n
Lib
rari
es
/Bo
ok
s/
Ha
rd c
op
y R
ep
ort
s
Co
mp
ute
r/In
tern
et
Ac
ce
ss
Too
lkit
s &
Gu
ide
lin
es
Tra
inin
g/W
ork
sh
op
s/C
ity
To
urs
Ac
ad
em
ic I
ns
titu
tio
ns
Pri
va
te C
on
su
lta
nts
Me
dia
/As
so
cia
te S
ou
rce
s
Fri
en
ds
/Off
icia
ls f
rom
oth
er
cit
y
Sta
ke
ho
lde
r C
on
su
lta
tio
n
Formal Sources Informal Sources
LEG
EN
D
10
0%
YE
S
75
-99
% Y
ES
10
0%
AC
CES
SO
RG
AN
ISA
TIO
NA
L
MO
STLY
OR
GA
NIS
ATI
ON
AL
DA
ILY
MO
ST
LY
DA
ILY
10
0%
YE
S
75
-99
% Y
ES
FU
LLY
D
ISS
EM
INA
TE
DM
OS
TLY
D
ISS
EM
INA
TE
D
50
-74
% Y
ES
MO
STLY
OU
TSO
UR
CES
5
0-7
4%
YE
SM
OST
LYW
EEK
LY
RA
RE
LY
DIS
SE
MIN
AT
ED
1-5
0%
YE
S1
00
% A
CC
ESS
OU
TSO
UR
CED
1-5
0%
YE
SO
NLY
W
EEK
LY
RA
REL
Y
NO
TD
ISS
EM
INA
TE
D
NO
A
CC
ES
SN
O
AC
CE
SS
Sou
rce:
UK
NA
Stu
die
s u
nd
erta
ken
by
NIU
A a
nd
CEP
T, 2
01
1/1
2
5 In
clu
des
Dra
ftsm
an, P
MC
; Ass
ista
nt
Engi
nee
r, G
VM
C; W
ork
Insp
ecto
rs, G
VM
C; S
anit
ary
Insp
ecto
r, C
MC
; ED
P M
anag
er, M
CF.
3130
As
can
be
seen
fro
m T
able
2.4
(d),
jun
ior-
leve
l tec
hn
ical
off
icer
s h
ave
less
er a
cces
s to
info
rmat
ion
, an
d o
pp
ort
un
itie
s fo
r ac
cess
ing
or
shar
ing
info
rmat
ion
. In
ter
ms
of
freq
uen
cy o
f ac
cess
an
d d
isse
min
atio
n/a
cces
s to
info
rmat
ion
wit
hin
pee
rs a
lso
, th
is g
rou
p s
eem
s to
be
the
wo
rse
off
than
all
of
the
earl
ier
gro
up
s st
ud
ied
. Th
is i
s al
so t
o d
o w
ith
th
e fa
ct t
hat
in
form
atio
n f
low
s/d
isse
min
atio
n w
ith
in U
LBs
are
wea
k as
see
n i
n
pre
vio
us
tab
les.
In te
rms
of s
ou
rce
of a
cces
s to
info
rmat
ion
, in
mo
st c
ases
, it i
s o
rgan
isat
ion
al in
dic
atin
g th
at th
is g
rou
p is
no
t ab
le to
ben
efit
fro
m
info
rmat
ion
that
thei
r sen
ior g
rou
ps
garn
er fr
om
ext
ern
al s
ou
rces
(co
nsu
ltan
ts, r
epo
rts
fro
m o
ther
cit
ies/
agen
cies
, etc
.).
If w
e co
mp
are
all f
ou
r tab
les,
so
me
com
mo
n is
sues
/co
nce
rns
can
be
iden
tifi
ed; t
hes
e ar
e p
rese
nte
d b
elo
w:
1.
The
sen
ior-
mo
st e
chel
on
s o
f th
e U
LB h
ave
hig
h le
vels
of a
cces
s to
info
rmat
ion
an
d th
is a
cces
s re
du
ces
as o
ne
goes
do
wn
the
com
man
d c
hai
n.
This
dem
on
stra
tes
that
kn
ow
led
ge a
nd
info
rmat
ion
do
es n
ot f
low
eff
ecti
vely
wit
hin
an
y U
LB.
2.
ULB
s d
o n
ot
hav
e ei
ther
info
rmal
mea
ns
or
form
al p
latf
orm
s fo
r in
form
atio
n s
har
ing
and
dis
sem
inat
ion
. As
a re
sult
, kn
ow
led
ge/i
nfo
rmat
ion
acce
ssed
by
sen
ior s
taff
usu
ally
fails
to p
erco
late
do
wn
to h
is/h
er ju
nio
r sta
ff, a
nd
eve
n p
eers
.
3.
Leve
ls o
f in
form
atio
n s
har
ing
and
dis
sem
inat
ion
are
low
at
sen
ior
dec
isio
n m
akin
g le
vel,
incr
ease
slig
htl
y at
sen
ior
and
mid
-lev
el t
ech
nic
al
off
icer
leve
l, an
d a
gain
red
uce
at j
un
ior l
evel
s.
4.
Freq
uen
cy o
f acc
ess
to in
form
atio
n/k
no
wle
dge
red
uce
s d
ow
n th
e h
iera
rch
y.
5.
Mo
st U
LB e
mp
loye
es a
cces
s kn
ow
led
ge/i
nfo
rmat
ion
th
rou
gh o
rgan
isat
ion
al s
ou
rces
. Th
eir
abili
ty/o
pp
ort
un
ity
to a
cces
s kn
ow
led
ge/
info
rmat
ion
thro
ugh
ext
ern
al s
ou
rces
is li
mit
ed a
nd
red
uce
s d
ow
n th
e h
iera
rch
y.
6.
Sen
ior-
an
d m
id-l
evel
tec
hn
ical
off
icer
s h
ave
hig
her
acc
ess
to k
no
wle
dge
/in
form
atio
n t
hro
ugh
wo
rksh
op
s, t
rain
ings
, st
ud
y to
urs
, et
c.
com
par
ed t
o s
enio
r d
ecis
ion
mak
ers
and
jun
ior
tech
nic
al o
ffic
ers.
As
a re
sult
, it
is c
riti
cal t
hat
th
is g
rou
p r
emai
ns
in U
LB w
ork
forc
e fo
r so
me
tim
e so
th
at t
he
inst
itu
tio
nal
mem
ory
can
sta
y w
ith
th
e o
rgan
isat
ion
. U
sual
ly,
off
icia
ls a
t th
is l
evel
are
on
dep
uta
tio
n f
rom
var
iou
s st
ate
dep
artm
ents
, an
d le
ave
the
ULB
as
soo
n a
s th
e co
nce
rned
pro
ject
s ge
t ove
r.
7.
Acc
ess
to in
tern
et (o
r pro
bab
ly a
bili
ty to
use
inte
rnet
pro
du
ctiv
ely)
red
uce
s d
ow
n th
e h
iera
rch
y.
8.
All
gro
up
s re
spo
nd
po
siti
vely
in
ter
ms
of
acce
ssin
g in
form
atio
n/k
no
wle
dge
th
rou
gh s
take
ho
lder
co
nsu
ltat
ion
. H
ow
ever
, th
is i
s p
rob
ably
refl
ecti
ve o
f res
po
nd
ents
' day
-to
-day
mee
tin
gs th
an a
bro
ader
ran
ge o
f sta
keh
old
ers
(pri
vate
sec
tor,
NG
Os,
aca
dem
ia, e
tc.)
as
a w
ho
le.
Bas
ed o
n a
bo
ve, i
t is
cle
ar t
hat
th
ere
is a
nee
d fo
r (i
) b
ette
r in
form
atio
n a
nd
kn
ow
led
ge f
low
wit
hin
an
ULB
eit
her
th
rou
gh in
form
al s
ou
rces
, or
thro
ugh
a fo
rmal
pla
tfo
rm; (
ii) fr
equ
ency
of a
cces
s to
kn
ow
led
ge s
ho
uld
rem
ain
sam
e w
ith
in th
e o
rgan
isat
ion
wh
ich
will
req
uir
e a
cen
tral
po
int i
n
HR
sec
tio
n m
anag
ing
a d
atab
ase
of
trai
nin
g re
ceiv
ed/k
no
wle
dge
man
agem
ent
acti
viti
es a
cces
sed
; (i
ii) i
mp
rovi
ng
acce
ss t
o t
he
inte
rnet
an
d
edu
cati
on
sta
ff o
f h
ow
to
use
inte
rnet
eff
ecti
vely
esp
ecia
lly in
ter
ms
of
acce
ss p
eer
mat
eria
l th
rou
gh s
ites
set
up
by
JNN
UR
M (
PEA
RL,
etc
.); (
iv)
pro
vid
ing
op
po
rtu
nit
ies
to s
taff
acr
oss
th
e o
rgan
isat
ion
to
acc
ess
rele
van
t kn
ow
led
ge fr
om
no
n-o
rgan
isat
ion
so
urc
es in
clu
din
g fr
om
th
e p
riva
te
sect
or o
r aca
dem
ic in
stit
uti
on
s; (i
v) in
crea
sin
g u
nd
erst
and
ing
of h
ow
rele
van
t sta
keh
old
er e
nga
gem
ent c
an b
e d
on
e an
d h
ow
that
can
be
use
d fo
r
effe
ctiv
e kn
ow
led
ge g
row
th a
t an
ind
ivid
ual
an
d d
epar
tmen
tal l
evel
.
Tab
le 4
.3 p
rese
nts
so
me
of
the
com
mo
nly
use
d in
form
atio
n,
kno
wle
dge
an
d c
apac
ity
dev
elo
pm
ent
pro
du
cts
that
ULB
off
icia
ls u
se a
nd
hav
e
acce
ss t
o.
Mo
st o
ffic
ials
dep
end
hea
vily
on
info
rmat
ion
pro
vid
ed b
y ex
tern
al c
on
sult
ants
on
sp
ecif
ic p
roje
ct e
lem
ents
, as
wel
l as
on
to
olk
its,
guid
elin
es, m
anu
als,
etc
. dev
elo
ped
as
par
t o
f JN
NU
RM
. In
cas
e o
f Pa
tna,
su
pp
ort
fro
m a
n e
xter
nal
ly a
ided
pro
ject
is a
vaila
ble
. Ho
wev
er, t
his
red
uce
s th
e in
cen
tive
s fo
r off
icia
ls to
loo
k o
ut o
r see
k fo
r new
info
rmat
ion
on
thei
r ow
n. S
ince
all
ULB
s o
pt t
o le
arn
fro
m D
PR
s, e
ngi
nee
r dra
win
gs,
etc.
, co
llati
on
an
d d
isse
min
atio
n o
f a s
et o
f 'go
od
' DP
Rs
pre
par
ed u
nd
er JN
NU
RM
may
be
of i
nte
rest
to U
LB o
ffic
ials
.
Tab
le 4
.4 p
rese
nts
the
sum
mar
y o
f in
form
atio
n a
nd
kn
ow
led
ge n
eed
s id
enti
fied
by
the
vari
ou
s ci
ties
, wh
ile T
able
4.5
pre
sen
ts th
e cr
itic
al b
arri
ers
iden
tifi
ed. T
he
fin
din
gs a
re p
rese
nte
d in
fou
r cl
ust
ers.
'Tec
hn
ical
' are
th
ose
th
at a
re d
irec
tly
rela
ted
to
nee
d fo
r im
pro
ved
acc
ess
to k
no
wle
dge
and
info
rmat
ion
on
tec
hn
ical
issu
es s
uch
as
pro
ject
cyc
le m
anag
emen
t, G
IS, p
rop
erty
tax
, slu
m u
pgr
adat
ion
, etc
. Man
ager
ial'
are
tho
se t
hat
are
rela
ted
to
eff
ecti
ve m
anag
emen
t o
f pro
ject
s an
d r
efo
rms
pro
cess
es in
clu
din
g n
eed
for
imp
rove
d k
no
wle
dge
an
d s
kills
on
pro
ject
man
agem
ent,
stra
tegi
c d
ecis
ion
mak
ing,
pro
cure
men
t, e
tc. '
Beh
avio
ura
l' ar
e th
ose
rel
ated
to
ho
w t
he
ULB
do
es b
usi
nes
s in
clu
din
g o
n t
akin
g a
coo
rdin
ated
app
roac
h t
o k
no
wle
dge
man
agem
ent,
sta
keh
old
er m
anag
emen
t, m
oti
vati
on
, in
cen
tive
s, e
tc. '
Inst
itu
tio
nal
' are
th
ose
th
at r
efle
ct n
eed
/bar
rier
aris
ing
du
e to
in
stit
uti
on
al c
hal
len
ges
such
as
lack
of
inte
r-d
epar
tmen
tal
coo
rdin
atio
n,
lack
of
visi
on
, la
ck o
f co
ord
inat
ion
bet
wee
n e
lect
ed
rep
rese
nta
tive
s an
d a
dm
inis
trat
ive
off
icia
ls, e
tc. B
elo
w e
ach
nee
d, a
set
of s
ix b
oxe
s co
rres
po
nd
ing
to t
he
six
pilo
ts a
re in
dic
ated
, wit
h h
igh
ligh
ts
mad
e co
rres
po
nd
ing
to U
LBs
wh
ere
the
nee
d/b
arri
er w
as i
den
tifi
ed.
An
y n
eed
/bar
rier
hav
ing
the
mo
st c
orr
esp
on
din
g b
oxe
s h
igh
ligh
ted
,
ther
efo
re, i
s th
e m
ost
imp
ort
ant
in t
erm
s o
f th
e o
vera
ll si
tuat
ion
. Co
llate
d o
bse
rvat
ion
s fr
om
bo
th t
hes
e ta
ble
s, a
s w
ell a
s fr
om
th
is s
ecti
on
as
a
wh
ole
, are
pre
sen
ted
in th
e fo
llow
ing
sect
ion
.
4.4
. Co
mm
on
ly U
sed
Info
rmat
ion
, Kn
ow
led
ge a
nd
Cap
acit
y D
eve
lop
me
nt
Pro
du
cts
4.5
. In
form
atio
n/K
no
wle
dge
Ne
ed
s an
d S
um
mar
y o
f Maj
or B
arri
ers
Ide
nti
fie
d
Tab
le 4
.3: C
om
mo
nly
Use
d In
form
atio
n, K
no
wle
dge
an
d C
apac
ity
Dev
elo
pm
en
t Pro
du
cts
in U
LBs
Pro
du
cts
Develo
ped
Pre
-JN
NU
RM
/ u
pd
ate
dp
ara
llel
to J
NN
UR
M
Legal a
nd r
egula
tory
Engin
eering b
ooks
,le
gal a
nd r
egula
tory
,C
PH
EE
O g
uid
elin
es
CP
HE
EO
guid
elin
es
IRC
guid
elin
es,
IS
Codes
for
Desi
gn,
Natio
nal B
uild
ing
Codes,
Engin
eering
Books
, le
gal a
nd
regula
tory
(A
cts,
Build
ing C
odes,
etc
.)
Legal a
nd r
egula
tory
Legal a
nd r
egula
tory
(Act
s, e
tc.)
CP
HE
EO
guid
elin
es,
Engin
eering B
ooks
,le
gal a
nd r
egula
tory
(Act
s, B
uild
ing C
odes,
etc
.)
Pro
du
cts
De
ve
lop
ed
as
part
of
JN
NU
RM
Tend
erin
g d
ocu
me
nts
JNN
UR
M T
oo
lkits
, m
od
el
docu
me
nts
,do
cum
en
tspre
pa
red
by
NIU
A,A
SC
I,etc
., C
ity to
urs
JNN
UR
M T
oo
lkits
,E-
Govn
, E
-Pro
cure
me
nt,
new
sle
tte
rs/jo
urn
als
of
NIU
A, A
SC
I,Y
AS
HA
DA
etc
., e
xpo
sure
vis
its to
oth
er
JNN
UR
M c
itie
s
Tende
rin
g d
ocu
me
nts
,acc
ou
ntin
g m
an
ua
l
Toolk
its, a
cco
un
ting
manu
al
JNN
UR
M T
oo
lkits
,docu
me
nts
pre
pa
red
by
CG
G,A
SC
I, N
IUA
, e
tc.,
exp
osu
re v
isits
to
oth
er
JNN
UR
M c
itie
s
Gu
ide
line
s, d
ocu
me
nts
,e
tc. p
rep
are
d b
yb
ilate
ral a
ge
ncy
(D
FID
)p
roje
ct
Do
cum
en
ts p
rep
are
d b
yM
EP
MA
No
ne
No
ne
No
ne
Pro
du
cts
D
ev
elo
pe
d
by
Oth
ers
Pro
jec
tsN
am
e o
f U
LB
Am
rits
ar, P
unja
b
Bhuba
nesw
ar,
Odis
ha
Coim
bato
re, T
N
Faridabad, H
ary
ana
Patn
a,
Bih
ar
Vis
akh
apatn
am
, A
P
Pro
du
cts
Develo
ped
as P
art
of
Pro
ject
Cycle
( b
y c
on
su
ltan
ts)
DP
Rs,
engin
eering
desi
gns
DP
Rs,
engin
eering
desi
gns
DP
Rs,
engin
eering
desi
gns
incl
udin
gfr
om
oth
er
pro
ject
s so
urc
es
from
co
nsu
ling f
irm
s
DP
Rs,
engin
eering
desi
gns
DP
Rs,
engin
eering
desi
gns,
Mast
er
Pla
n
DP
Rs,
engin
eering
desi
gns
incl
udin
g f
rom
oth
er
JNN
UR
M c
ities
No
ne
Sou
rce:
UK
NA
Stu
die
s u
nd
erta
ken
by
NIU
A a
nd
CEP
T, 2
01
1/1
2
3332
Tab
le 4
.4: I
nfo
rmat
ion
/Kn
ow
led
ge N
eed
s Id
enti
fied
in U
LBs
Tech
nic
al
Tech
nica
l exp
ertis
e on
wor
k on
la
rge
and
high
val
ue p
roje
cts
Nee
d to
incr
ease
com
pute
r lit
erac
y am
ong
staf
f
Impr
ove
skill
s on
use
of G
IS, G
PS
to
ols
for
tax
and
plan
ning
pur
pose
Tech
nica
l kno
w-h
ow o
n la
nd r
ight
s (n
otifi
catio
n, d
enot
ifica
tion
of s
lum
s,
tenu
re s
ecur
ity, e
tc.)
Mai
nten
ance
of s
ervi
ces
(city
se
rvic
es a
nd s
lum
ser
vice
s)
Con
flict
res
olut
ion/
dis
pute
re
solu
tion
arou
nd la
nd a
cqui
sitio
n
Man
ager
ial
Man
ager
ial e
xper
tise
on la
rge
proj
ects
Sin
gle
cons
iste
nt s
trat
egy
for
proj
ect m
anag
emen
t (in
clud
ing
time
and
cost
man
agem
ent)
req
uire
d.
Coo
rdin
ated
cap
acity
bui
ldin
g ap
proa
ch r
equi
red
for
the
ULB
Wor
king
with
civ
il so
ciet
y or
gani
satio
ns
Pro
cure
men
t ski
lls -
bot
h w
orks
and
se
rvic
es (
cons
ulta
nts,
etc
.);
cont
ract
s an
d bi
d m
anag
emen
t
Cre
atin
g pu
blic
aw
aren
ess
Beh
avio
ura
l
Bet
ter
coor
dina
ted
man
agem
ent o
f U
LB c
apac
ity b
uild
ing
Sta
keho
lder
inte
rest
man
agem
ent
Inst
itu
tio
nal
Incr
ease
aw
aren
ess
amon
g en
d us
ers
on th
e se
rvic
e im
prov
emen
ts
achi
eved
/ ref
orm
s un
dert
aken
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
Tech
nic
al
Fin
anci
al s
truc
turin
g of
pro
ject
s
Eng
agin
g w
ith th
e pr
ivat
e se
ctor
/ ac
cess
ing
capi
tal m
arke
t for
in
fras
truc
ture
del
iver
y
Mon
itorin
g an
d ev
alua
tion
of
proj
ects
and
ref
orm
Impl
emen
tatio
n of
pro
pert
y ta
x re
form
s, in
clud
ing
incr
ease
of t
ariff
s,
etc.
Impl
emen
tatio
n of
DE
AS
ref
orm
Man
ager
ial
Est
ablis
hmen
t of J
NN
UR
M
Rev
olvi
ng F
und
and
its o
pera
tions
Beh
avio
ura
l In
stit
uti
on
al
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
Sou
rce:
UK
NA
Stu
die
s u
nd
erta
ken
by
NIU
A a
nd
CEP
T, 2
01
1/1
2
3534
Tab
le 4
.5: C
riti
cal B
arri
ers
Ide
nti
fie
d o
n A
cce
ss to
Kn
ow
led
ge/I
nfo
rmat
ion
in U
LBs
Tech
nic
al
Lim
ited
awar
enes
s on
info
rmat
ion
and
capa
city
bui
ldin
g op
port
uniti
es
avai
labl
e at
mid
- an
d ju
nior
-leve
ls
No
mot
ivat
ion
exis
ts to
lear
n ne
w
tech
niqu
es/ t
echn
olog
ies
Lack
of d
epen
dabl
e da
ta /
data
m
anag
emen
t sys
tem
s, in
clud
ing
on
the
poor
Lang
uage
bar
riers
mak
e it
diffi
cult
to a
cces
s le
arni
ng, e
spec
ially
e-
lear
ning
Com
pute
r aw
aren
ess
alm
ost
negl
igen
t
Man
ager
ial
No
ULB
leve
l dat
abas
e ex
ists
on
trai
ning
pro
gram
s un
dert
aken
and
na
mes
of p
artic
ipan
ts
Exc
essi
ve w
orkl
oad
on q
ualit
y st
aff
Sta
te-le
vel m
onito
ring
of J
NN
UR
M
as a
who
le is
not
effe
ctiv
e
Beh
avio
ura
l
Lear
ning
from
impl
emen
ting
JNN
UR
M p
roje
cts
not
mai
nstr
eam
ed in
to d
ay-t
o-da
y U
LB
func
tions
(sm
alle
r pr
ojec
ts, e
tc.)
Lack
of m
otiv
atio
n to
impl
emen
t re
form
s be
low
dec
isio
n m
akin
g le
vel
Trai
ning
pro
gram
s un
dert
aken
but
no
ass
essm
ent d
one
on th
eir
effe
ctiv
enes
s
Inst
itu
tio
nal
Lack
of c
oord
inat
ion
betw
een
vario
us d
epar
tmen
ts a
nd a
genc
ies
Lack
of a
com
mon
vis
ion
betw
een
polit
ical
and
tech
no-a
dmin
istr
ativ
e st
akeh
olde
rs
Lack
of a
ny in
form
atio
n/ k
now
ledg
e sh
arin
g pl
atfo
rm in
ULB
Ove
rdep
ende
nce
on e
xter
nal
cons
ulta
nts
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
A
m
Bh
C
o
Fa
P
a
Vi
Sou
rce:
UK
NA
Stu
die
s u
nd
erta
ken
by
NIU
A a
nd
CEP
T, 2
01
1/1
2
3736
SECTION 3 – WAY FORWARD
5. Study Findings and Way Forward
5.1. Observations and Recommendations
The synthesis study indicates that knowledge management within ULBs is very weak. In addition, technical
knowhow and project management skills to manage large infrastructure projects and reforms action are
extremely limited. Compounding is the problem of multiplicity of institutions that provide services, and
weak inter-departmental coordination within ULBs.
Traditionally, the primary means of acquiring new knowledge has been through training. As Indian ULBs
usher towards a new era of large infrastructure project cycle management, and reforms implementation,
new means of sharing knowledge and information within organisations, as well as with peer institutions is
required. The urban sector environment in India, with advent of JNNURM-2,is well-poised to make this
happen, if the right catalyst is provided.
Many states are gearing to set-up/professionalise municipal cadres to respond to the increased skill
demands at the ULB level. Some states such as Andhra Pradesh and Madhya Pradesh have already taken
positive steps in this direction, and there is a lot to learn from these states. Learning from both these states
indicate that an organisation development (OD) approach is required that looks at both institutional
restructuring to respond to new challenges, as well as knowledge management and capacity building to
cater to needs of the next generation ULBs.
Table 5.1 below outlines key findings of this study and presents a set of recommendations that can be taken
up under the PEARL program as a whole, as well as under the Cities Alliance funded component of PEARL.
Table 5.1: Key Observations and Recommendations
Observations
Technical knowhow on a range of subjects is
very weak. These include:
· project cycle management (identification,
development, implementation) of large
infrastructure projects;
· financial structuring of projects;
· O&M of city wide and slum services;
· skills on use of GIS and GPS;
· notification and de-notification of slum
Recommendations
· P re p a re a s e r i e s o f k n o w l e d g e
dissemination activities that focus on
these areas. New ways of creating learning
within ULBs will have to be developed so
t h a t k n o w l e d g e c a n b e b e t t e r
institutionalised.
· States should look at creation of
professional municipal cadres. This will
create a potential to restructure and
1.
induct staff based on specialist skills that
are required for ULB functioning.
Improved ULB functioning is likely to
create increased own revenue generation
that could pay for a substantial part of
likely revenue costs for inducting new staff.
· For areas such as PPPs, accessing market
f i n a n c e , re s p e c t i ve s tate u r b a n
departments may consider setting up a
PPP Cell that can provide support to all
ULBs in the state.
· For ensuring effective coordination of
reforms across ULBs, dedicated reforms
Cell/Units may be set-up at the state urban
departments. This has been done in
Andhra Pradesh (MEPMA), Madhya
Pradesh (MSU), among other states.
Staffs need to be trained and motivated to use
c o m p u t e r s f o r e v e r y d a y w o r k .
Computerisation of key functions such as
revenue, payroll/pension, administration
should be undertaken first to allow all related
departments to follow suit.
Collation and dissemination of a set of 'good'
DPRs prepared under JNNURM may be of
interest to ULB officials. Peer networks such as
PEARL can be used as an effective tool for
knowledge management in ULBs.
Need for creating a central point in HR section
m a n a g i n g a d a t a b a s e o f t r a i n i n g
received/knowledge management activities
accessed, so that a coordinated approach to
knowledge management can be taken.
The role of internet in knowledge acquisition
and management in ULB needs strengthening.
areas, and tenure security;
· c o n f l i c t r e s o l u t i o n o n l a n d
acquisition/management issues;
· structuring of PPPs and accessing capital
markets;
· implementation of property tax reforms;
implementation of double entry accrual
based accounting reforms;
· p r o c u r e m e n t a n d p r o c u r e m e n t
management;
· monitoring and evaluation;
· creating public awareness;
· setting-up and operationalisation of
JNNURM Revolving Fund; and
· e-governance and other e-based tools for
improved performance management.
Computer training is essential
Peer learning plays an important role in
knowledge transfers.
Frequency of access to knowledge reduces
down the hierarchy
Poor access to internet, especially in mid- and
lower-echelons of the ULB
Observations Recommendations
2.
3.
4.
5.
3938
Most knowledge acquisition is from
organisational sources
Stakeholder engagement for knowledge
management is weak
Centralisation of decision making powers
Lack of common vision between elected
representatives and administrative machinery
Weak inter-departmental coordination within
the ULB
I n e f f e c t i v e i n t e r - d e p a r t m e n t a l
communication; information flow within ULBs
is weak
Multiplicity of institutions for service delivery
ULB staff should be encouraged to access
knowledge from non-organisation sources
including from the private sector, academic
institutions, etc.
ULB staff need to be capcitated and motivated
to engage with NGOs, consultants, academic
institutions, etc. for effective knowledge
acquisition at an individual and departmental
level.
Need to increase devolution of decision-
making powers (both functional and financial).
Need to ensure coordinated approach
between elected representatives and
administrative team
An OD exercise may be undertaken to
d e t e r m i n e h o w t o i m p ro v e i n t e r -
departmental communication within a ULB.
The OD exercise should also look at how the
ULB can be (re)structured best to achieve its
objectives, as well as take into account
potential interest of the state to create
professional municipal cadres.
Create informal inter -departmenta l
communication channels, especially when
implementing projects on a mission-mode
approach.
The OD exercise can help identify various areas
where multiplicity of functions happen, and
can suggest means of addressing these. cities
like Bhubaneswar and Visakhapatnam have
set-up dedicated JNNURM Cell and have
benefitted through defined responsibility and
greater accountability.
Observations Recommendations
6.
7.
8.
9.
10.
11.
12.
Observations Recommendations
Clear budgetary links between knowledge
acquisition and results to be achieved needs to
be brought in towards motivating ULB staff
Need to Increase awareness among end users
on service improvements achieved/reforms
undertaken
Motivation of ULB staff to acquire new
knowledge/information by linking it to
performance assessment may be introduced.
Proper training impact evaluation needs to be
undertaken after training has been provided –
this should be done at end of the training as
well as after six months of provision of
training.
Care should be taken that training is provided
in a language that is acceptable to the
concerned trainees.
ULBs will need to continue using services of
external consultants. However, ownership of
the project cycle management and reforms
implementation should remain within the ULB
Awareness on the need for undertaking formal
KNA in a ULB is important.
Lack of clear linkage between budgetary
provision for knowledge acquisition and
results achieved
Public awareness on the reforms agenda and
improved service provision is not observed
Weak motivation among ULB staff to access
new knowledge
Effectiveness of training undertaken by ULB
staff not available
Language barriers are critical barriers in
receiving training
Overdependence on external consultants
Formal knowledge needs assessment not
undertaken in ULBs
13.
14.
15.
16.
17.
18.
19.
5.2. Way Forward
Based on the above observations and recommendations, three actions under way forward are presented:
1. Adapt PEARL Network so that it is able to respond to the recommendations indicated earlier more
proactively. A PEARL team meeting can be undertaken to discuss findings of this report, and
brainstorm on how PEARL best can respond to the identified challenges.
4140
2. Pilot OD Study in at-least one of the six pilot ULBs. This study can be undertaken by a specialist
organisation contracted by NIUA under the PEARL-CA component.
3. Share report and findings with regional training institutes so that they can incorporate suitable
recommendations into their present approach of delivery capacity building activities.
ANNEX
Annex 1.1: List of People Met
Name Designation and Organization
Account Department, Municipal Corporation of Amritsar
BSUP Project Team
SWM Team
User Charges Team
FARIDABAD
Dr. D. Suresh Commissioner, Municipal Corporation, Faridabad
Mr. Anil Mehta XEN, MCF, Faridabad
Mr. D.K. Mittal Assistant General Manager, NBCC, Faridabad
Mr.R. S. Yadav Project Manager, NBCC, Faridabad
Mr. V. Kaushik Accountant, MCF, Faridabad
Mr. Anil Batra Establishment Officer, MCF, Faridabad
Mr. C. K. Katara Chief Engineer, MCF, Faridabad
AMRITSAR
Mr. Dharmapal Gupta Commissioner, Municipal Corporation, Amritsar
Mr. Prem Kumar Deputy Controller Finance and Accountant
Mr. Ashwani Bhagat Accountants
Mr. Manu Sharma Accountants
Mr. Pankaj Kapoor Accountants
Mr. Manmohan Arora Accountants
Mr. Chiranjivlal Accountants
Mr. VK Anand XEN, MCA
Mr. Avtar Singh A.E., MCA
Mr. R.S Kahlon J.E., MCA
Dr. Yogesh Arora Medical Officer
Mr. BhawaniShanker Superintendent
Mr. G.S. Bhullar Chief Sanitary Inspector
Mr. Harjeet Singh Chief Sanitary Inspector
Mr. M. Singh Manager, Anthony Waste Handling Cell Pvt. Ltd.
Mr. Anil Chandala Workshop Manager, Anthony Waste Handling Cell Pvt. Ltd.
Mr. A. Singh Workshop Manager, Anthony Waste Handling Cell Pvt. Ltd.
Mr. Jasvinder Singh Superintendent Engineer
Mr. Sunny Makkar System Manager
Mr. Ranjit Singh Draftsman
Mr. Anil Arora Superintendent
PWSSB
Mr. Arvind Mahajan Executive Engineer
Mr. Harinder Kumar Superintendent Engineers
Mr. Ramesh Sehghal
PATNA
Mr.Hashi Shekhar Sharma Principal Secretary, UD&HD, Bihar
Mr.Chandrama Singh Addl. Municipal Commissioner, PMC
Mr. Ravindra Kumar Chief Engineer, Water Supply, PMC
BHUBANESHWAR
Mr.SaurabhGarg Commissioner cum Secretary, U&HDD, Orissa
Mr. Vishal K. Dev Commissioner, BMC
Smt. SumitaSarkar Establishment Officer, BMC
Mr. Shekhar Suman IT Associate & Cluster Coordinator, SPUR: BMC
Mr. Siddharth Pujari Principal Consultancy: IT- PMU, BMC
Er. B. K. Parida Project Engineer, OWSSB
Er. SarbeswarBarik OWSSB
Mr.Abhai Krishna Sinha Chief General Manager, BUIDCo
COIMBATORE
Mr.T.K. Ponnusamy Commissioner, CMC
Mr. K. Boopathy Superintending Engineer, CMC
Mr. A. Lakshmanan Executive Engineer, CMC
Mr. M. Ravi Junior Engineer, CMC
Mr. K. Meenakumari Junior Assistant, CMC
Mr. G. Srinivassan JE, CMC
Mr. S. Baskar Coordinator, City Technical Advisory Group
VISHAKAPATNAM
Dr.Rajenda Krishna Head HRD, VMC
Mr. Ravi Executive engineer, JNNURM, VMC
Mr. D Venkataratnam Chief city planner, VMC
Mr. BD Rambabu Project coordinator UCD projects, VMC
4342
An
nex
3.1
: A
dm
inis
trat
ive
Str
uct
ure
, etc
.
An
nex
3.1
(a):
Sta
teE
xecu
tive
Str
uctu
re
Am
rits
arP
unja
bS
taff
– 1
Mun
icip
al C
omm
issi
oner
1 A
dditi
onal
Com
mis
sion
er1
Ass
ista
nt C
omm
issi
oner
1 D
ep. C
ontr
olle
r (F
&A
)1
Dep
. Con
trol
ler
(L&
A)
1 S
ecre
tary
JE
O1
Sup
erin
tend
ent
1 H
ead
Cle
rk1
Juni
or C
lerk
1 C
lerk
1 P
eon
1 S
enio
r E
ngg
(Civ
il)1
Sr.
Eng
g. (
O&
M)
2 E
xecu
tive
Eng
g2
SD
O2
Juni
or E
ngg.
2 B
uild
er
1 C
hief
Fire
Offi
cer
1 M
edic
al &
Hea
lth O
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taff-
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ular
325
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tual
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1 C
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ater
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Com
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1 D
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mil
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41
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ity E
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2 E
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r 2
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1 To
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nnin
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Ass
t Tow
n P
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cer
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upt.
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inee
r, Jn
NU
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xecu
tive
Eng
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2 A
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Eng
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NU
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1 P
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Rel
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Wat
er
wor
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5 A
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/Jun
ior
Eng
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r
4544
Sta
teD
epar
tmen
tal
isat
ion
Am
rits
arD
epar
tmen
ts in
MC
A –
39;
K
ey D
epar
tmen
ts:
Hea
lthW
ater
Sup
ply
Gen
eral
Adm
inis
trat
ion
Hor
ticul
ture
San
itatio
n/S
ewer
age
Rev
enue
/Tax
Tow
n P
lann
ing
Eng
inee
ring/
Pub
lic W
orks
Fin
ance
and
Acc
ount
s
Far
idab
adC
ells
in M
CF
– 6
; No.
of
depa
rtm
ents
– 1
5 A
dmin
istr
ativ
e S
anita
tion
and
Hea
lthE
ngin
eerin
gLe
gal
Pla
nnin
gF
ire B
rigad
e
Pat
na
Dep
artm
ents
in P
MC
- 9
Eng
inee
ring
Hea
lth &
San
itatio
n R
even
ue
Fin
ance
& A
ccou
nts
Lega
l U
rban
Pla
nnin
g W
ater
Sup
ply
Edu
catio
n E
stat
e
Bh
ub
anes
war
Dep
artm
ents
in B
MC
- 13
F
inan
ce
Hea
lth &
San
itatio
n E
ngin
eerin
g H
oldi
ng T
ax
Lice
nce
Mar
ket
Ele
ctric
al
Env
ironm
ent
Urb
an P
over
ty A
llevi
atio
n IT
-PM
U
Est
ablis
hmen
t La
nd a
nd A
sset
s R
ecov
ery
and
Enf
orce
men
t
Vis
akh
apat
nam
Dep
artm
ents
in G
VM
C-
7 H
ealth
and
San
itatio
n E
ngin
eerin
g P
arks
, Le
isur
e an
d C
emet
erie
s (P
L&C
) To
wn
Pla
nnin
g U
rban
Com
mun
ity
Dev
elop
men
t R
even
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Fin
ance
and
Acc
ount
s H
uman
res
ourc
e de
velo
pmen
t
Co
imb
ato
reD
epar
tmen
ts in
CM
C-
10
Eng
inee
ring
Pub
lic H
ealth
To
wn
Pla
nnin
g A
ccou
nts
Edu
catio
n R
even
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JnN
UR
MLe
gal
Wat
er s
uppl
y an
d dr
aina
ge
Pub
lic R
elat
ion
An
nex
3.1
(b):
Org
anis
atio
n S
tru
ctu
re o
f St
ud
ied
Cit
y C
orp
ora
tio
ns
Pat
na
Mu
nic
ipal
Co
rpo
rati
on
Re
ven
ue
O
ffic
er
Tax
Co
llect
or
Ch
ief
San
atar
y In
spe
cto
r Sa
nat
ary
Insp
ect
or
Jun
ior
Engi
ne
er
Surv
eyo
r
San
atar
y In
spe
cto
r
Tax
Co
llect
or
Re
ven
ue
O
ffic
er
Ch
ief
San
atar
y In
spe
cto
r Sa
nat
ary
Insp
ect
or
Jun
ior
Engi
ne
er
Surv
eyo
r
San
atar
y O
ffic
er
Re
ven
ue
O
ffic
er
Tax
Co
llect
or
San
atar
y In
spe
cto
r
Ch
ief
San
atar
y In
spe
cto
r
Jun
ior
Engi
ne
er
Surv
eyo
r
San
atar
y O
ffic
er
Tax
Co
llect
or
Re
ven
ue
O
ffic
er
Ch
ief
San
atar
y In
spe
cto
r
San
atar
y In
spe
cto
r
San
atar
y O
ffic
er
Jun
ior
Engi
ne
er
Surv
eyo
r
EO N
ew
C
apit
al C
ircl
e
Ass
ista
nt
Engi
ne
er
EOB
anki
po
re
Ass
ista
nt
Engi
ne
er
EOK
anka
rbag
h
Ass
ista
nt
Engi
ne
er
EOP
atn
a C
ity
Cir
cle
Ass
ista
nt
Engi
ne
er
Acc
ou
nt
Off
ice
r P
MC
Acc
ou
nt
Off
ice
r P
RD
A
De
pu
ty D
ire
cto
r C
ivil
De
pu
ty D
ire
cto
r A
rch
ite
ct
Ass
t. D
ire
cto
rs
Ass
t. D
ire
cto
rs
Dra
ftsm
an
Dra
ftsm
an
Am
in
Am
in
EED
ivis
ion
A
EED
ivis
ion
B
EED
ivis
ion
C
EED
ivis
ion
D
EED
ivis
ion
E
EED
ivis
ion
F
AE
Div
isio
n A
JE D
ivis
ion
A
AE
Div
isio
n B
JE D
ivis
ion
B
AE
Div
isio
n C
JE D
ivis
ion
C
AE
Div
isio
n D
JE D
ivis
ion
D
AE
Div
isio
n E
JE D
ivis
ion
E
AE
Div
isio
n F
JE D
ivis
ion
F
Ass
t. E
ngi
ne
er
Civ
il A
sst.
En
gin
ee
r M
ech
anic
al
Jun
ior
Engi
ne
er
Civ
il
Jun
ior
Engi
ne
er
Me
chan
ical
Ch
arge
man
H
ead
Wo
rks
Pu
mp
Mac
hin
e
He
lpe
r
Pip
e L
ine
Insp
ect
or
(Dis
trib
uti
on
)
Tap
Insp
ect
or
Met
er
Re
ade
r
He
ad C
lerk
Esta
blis
hm
en
t
Cas
hie
r
Sr. A
cco
un
t C
lerk
Acc
ou
nt
Cle
rk
Cle
rk
He
ad C
lerk
Acc
ou
nta
nt
(Acc
uo
nts
)
Vig
ilan
ce O
ffic
er
Esta
te O
ffic
er
Law
Off
ice
r
AM
C P
lan
nin
g &
De
velo
pm
en
t W
ing
AM
C
Esta
blis
hm
en
t Se
ctio
n
AM
C
San
itat
ion
C
hie
f A
cco
un
tan
t O
ffic
er
PM
CD
ire
cto
r U
rban
P
lan
nin
gC
hie
f En
gin
ee
r P
MC
Ch
ief
Engi
ne
er
Wat
er
Ce
ll
Min
icip
al C
om
mis
sio
ne
r
4746
Bh
ub
ane
swar
Mu
nic
ipal
Co
rpo
rati
on
Mayo
r
DY. M
ayo
r
CO
MM
ISS
ION
ER
CIT
Y E
NG
INE
ER
DY.C
OM
MIS
SIO
NE
RS
EC
RE
TA
RY
S.I.O
PO
.JN
NU
RM
CM
MO
E.E
.-I
E.E
-II
ES
TT.
OF
FIC
ER
EN
V. O
FF
ICE
R
DY.S
EC
RE
TA
RY
HO
SP
ITA
L
ALL D
ISP
EN
SA
RIE
SCH
OC
.F.O
CO
NS
ER
VA
NC
Y
SA
NIT
AT
ION
RE
GIS
TR
AT
ION
OF
B &
D
CH
IEF
A
UD
ITO
R
RE
CO
VE
RY
O
FF
ICE
R
AS
ST.
LA
W O
FF
ICE
R
Gre
ate
r Vis
akh
apat
nam
Mu
nic
ipal
Co
rpo
rati
on
Ad
min
istr
ati
ve W
ing
Chi
ef E
ngin
eer
AD
C
Gen
eral
Chi
ef
Med
ical
Offi
cer
Hea
lth
AM
OH
'SZ
onal
Leve
l
Dep
uty
Com
mis
sion
er(D
CR
)
AD
C
Fin
ance
Fin
anci
alA
dvis
or
AC
'S/Z
C'S
AD
CP
roje
cts
HR
D
ITD
epar
tmen
t
Jnn
urm
AP
D'S
Zon
al L
evel
Pro
ject
Dire
ctor
(UC
D)
Exa
min
or o
fA
ccou
nts
Sup
erde
ntE
ngin
eer
(wor
ks-2
)
Sup
erde
ntE
ngin
eer
(wor
ks-1
)
Sup
erde
ntE
ngin
eer
(pro
ject
-1)
Sup
erde
ntE
ngin
eer
(pro
ject
-2)
Sup
erde
ntE
ngin
eer
(ws)
EE
'S Z
onal
Lev
el
Chi
ef
City
Pla
ner
AC
P'S
Z
onal
Lev
el
Co
mm
iss
ion
er
Zon
al O
rgan
izat
ion
Str
uct
ure
CO
MM
ISS
ION
ER
Zon
al
Com
mis
sion
er
Zon
e-1
1 to
6 w
ards
Zon
al
Com
mis
sion
er
Zon
e-3
7 to
18
war
ds
Zon
al
Com
mis
sion
er
Zon
e-3
19 to
30
war
ds
Zon
al
Com
mis
sion
er
Zon
e-4
31 to
49
war
ds
Zon
al
Com
mis
sion
er
Zon
e-5
50 to
65
war
ds
Zon
al
Com
mis
sion
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Zon
e-6
66to
72
war
ds
4948
Wom
an
Medic
al
Offic
er
Com
pute
r C
um
Cle
rk
MC
HO
s
H V
s / P
HN
s
MP
HW
's
Unsk
illed
Work
er
Medic
al
Offic
er
Pharm
aci
st
FN
A / M
NA
Ass
ista
nt
Jr. A
sst.
Offic
e A
sst
.
Vete
rinary
Docto
rS
anita
ry
Insp
ect
or
Sanita
ryS
uperv
isor
Sanita
ry
Work
er
Exc
ecu
tive
Engin
eer
Ass
t. E
xec
Engin
eer
AE
/ J
E's
Tech
Ass
t.
Ski
lled A
sst.
(Gra
de I)
Jr. A
sst.
Offic
e A
sst.
Drive
r
Jr. A
sst.
Offic
e A
sst.
Engin
eer
Ass
t.
Ass
t. E
xec
Engin
eer
AE
/ J
E's
Tech
Ass
t.
Dra
ftsm
an
Offic
er
Exc
ecu
tive
Engin
eer
Ass
ista
nt
Ass
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nt
Jr. A
sst.
Offic
e A
sst.
Jr. A
sst.
Superinte
n-d
ent
Superv
isor
of
Sch
ools
Head M
ast
er
Teach
ing &
Non-T
each
ing
Sta
ff
Co
mm
iss
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er
De
pu
ty
Co
mm
iss
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er
Public
Health
D
epart
ment
City
Health
O
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er
Ass
t.
City
Health
O
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City
Engin
eer
Engin
eering
Depart
ment
Corp
ora
tion
Educa
tional O
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Tow
n P
lannin
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Depart
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Offic
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Ass
t. T
ow
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Offic
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JNN
UR
MW
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Supt. E
ngin
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(JN
NU
RM
)
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Win
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PR
O
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tion
Depart
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ssis
tant
Jr. A
sst.
Offic
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sst.
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sst.
(Gra
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Unski
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Work
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Co
imb
ato
re M
un
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orp
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Fari
dab
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un
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Jo
int
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nic
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Fire
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& G
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Su
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Secr
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Acc
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Est
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Mark
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me
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JNN
UR
M
Audit
Join
t C
om
mis
sio
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Med. H
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Chie
f Tow
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(1)
Surv
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(1)
Law
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(1)
Chie
f F
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Chie
f vig
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O
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(1)
Secr
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1)
Sta
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om
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12)
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Chie
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Join
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om
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Chie
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Offic
er
Tech
nic
al (
1)
Ass
ista
nce
(6)
Est
ablis
hm
ent O
ffic
er
(1)
Ass
t.A
dm
inis
trativ
e O
ffic
er
(2)
Exc
ecu
tive E
ngin
eer
(2)
Ass
t. E
ngin
eer
(2)
Add. A
ssis
tant. E
ngin
eer
(2)
CA
D O
pera
tor
(1)
Data
entr
y O
pera
tor
(1)
Sr. T
ax
Offic
er
(1)
Zonal &
Tax
Offic
er
(2)
Exe
cutiv
e E
ngin
eer
(4)
Med. O
ffic
er
(2)
Ass
t. E
ngin
eer
speci
al (
6)
Junio
r E
ngin
eer
(5)
Conse
rvancy
Offie
cr (
2)
Ass
t. T
PO
(3)
Sub. E
ngin
eer
(2)
ED
P M
anager
(1)
Ass
t. E
ngin
eer
(18)
Adm
in.O
ffic
er
(2)
Ass
t.M
anager
(1)
Dy.
Envi
ronm
ent O
ffic
er
(1)
Ragis
ter
Birth
& D
eath
(1)
Sanita
ry S
uperv
isor
(3)
Sanita
ry Insp
ecto
r (4
)
Co
mm
issio
ner
Sou
rce:
Pri
ma
ry S
urv
ey a
nd
MC
F, 2
01
1
5150
Ass
ista
nt C
om
issi
oner
Secr
eta
ry J
EO
Superinte
ndent
Head C
lerk
Junio
r C
lerk
Cle
rk
Peon
Sta
ff
Co
mm
issio
nerm
, A
S
Add. C
om
mis
sioner
XE
N
SD
O
Junio
r E
ng.
Build
er
S.E
.(C
ivil)
Sta
ffS
taff
S.E
. (O
& M
)
XE
N
SD
O
Junio
r E
ng.
Build
er
Am
rits
ar M
un
icip
al C
orp
ora
tio
n
An
nex
3.2
: JN
NU
RM
Ref
orm
Sco
reca
rd f
or
sele
cte
d c
itie
s (a
s o
n 3
1.1
2.2
01
2)
5352
