annual progress report - the hydrology project : funded by world bank...

Government of India & Government of The Netherlands

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

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

Semi - Annual Progress ReportOctober 2002 – March 2003

March 2003

IN032501

SAPR October 2002 – March 2003 TOC

Table of Contents

Page

Abbreviations i

1 Project profile ............................................................................................................. 11.1 Core data ..................................................................................................................... 11.2 Background .................................................................................................................. 21.3 The Technical Assistance ............................................................................................ 31.4 Achievements............................................................................................................... 71.5 Institutionalisation of a sustainable HIS ..................................................................... 13

2 Status of HP and TA activities ................................................................................ 182.1 General ...................................................................................................................... 182.2 Assessing the needs of users .................................................................................... 212.3 Review and establishment of observation networks .................................................. 212.4 Management of historical data ................................................................................... 242.5 Data collection and sample analysis .......................................................................... 242.6 Data processing, analysis and reporting .................................................................... 252.7 Data exchange ........................................................................................................... 262.8 Data storage and dissemination................................................................................. 272.9 Institutional and human resource development ......................................................... 272.10 HIS management........................................................................................................ 31

3 Technical Assistance Activities.............................................................................. 323.1 Utility of HIS and data needs...................................................................................... 353.2 Observation network .................................................................................................. 373.3 Data collection............................................................................................................ 383.4 Data processing, analysis and reporting, and inter-agency data validation ............... 393.5 Inter-agency data exchange and validation ............................................................... 443.6 Data storage and dissemination................................................................................. 453.7 Institution and human resources development .......................................................... 463.8 Summary of TA activities to the end of the project..................................................... 53

4 Inputs ........................................................................................................................ 554.1 Staffing ....................................................................................................................... 554.2 Staff and financial resources for TA extension till March 2004 .................................. 57

Annexes

I Salient features of HIS and TA input 70

II Logical framework for HIS 79

III TA outputs and deliverables 86

SAPR October 2002 – March 2003 i

AbbreviationsAAS Atomic Absorption SpectrophotometerADCP Acoustic Doppler Current ProfilerAEE Assistant Executive EngineerAMC Annual Maintenance ContractAPB Annual Programme and BudgetAQC Analytical Quality ControlARG Autographic Rain GaugeAWLR Autographic Water Level RecorderBoCW Bank Operated Cable WayBOD Biological Oxygen DemandCAD Command Area DevelopmentCBIP Central Board of Irrigation and PowerCDO Central Design OfficeCE Chief EngineerCGWB Central Ground Water BoardCPCB Central Pollution Control BoardCPWD Central Public Works DepartmentCRO Chief Research OfficerCSMRS Central Soil and Material Research StationCTI Central Training InstituteCWC Central Water CommissionCWPRS Central Water and Power Research StationDAS Data Analysis Software (for AQC)DB Data BaseDBM Data Base ManagementDCA Development Credit AgreementDDPC Divisional Data Processing CentreDES Data Entry SoftwareDGPS Differential Global Positioning SystemDMC Data Management ConsultantDO Disolved OxygenDOICAD Department of Irrigation and Command Area DevelopmentDoT Directorate of TelecommunicationsDPA Data Processing AssistantDPC Data Processing CentreDRS Data Retrieval SystemDSC Data Storage CentreDWLR Digital Water Level RecorderEE Executive EngineerFCS Full Climatic StationGC Gas ChromatographGD Gauge Discharge StationGDS Gauge Discharge Silt StationGDSQ Gauge Discharge Silt Quality StationGEMS Groundwater and Environmental Management SystemGERI Gujarat Engineering Research InstituteGIS Geographical Information SystemGoI Government of IndiaGoN Government of The NetherlandsGPS Global Positioning System

SAPR October 2002 – March 2003 ii

GSDA Groundwater Surveys & Development AgencyGW GroundwaterGWD Groundwater Department/DirectorateGWDES Groundwater Data Entry SystemGWIS Groundwater Information SystemHD Help DeskHDUG Hydrological Data User GroupHIDAP Hydrology Institution Development Action PlanHIN Hydrological Information NeedsHIS Hydrological Information SystemHIS-CC HIS Co-ordination Committee (national level)HIS-CS HIS Co-ordination Secretariat (MoWR)HLTG High Level Technical GroupHMC Hydrological Monitoring/HIS Management ConsultantHoT Hands on TrainingHP Hydrology ProjectHRD Human Resource DevelopmentHYMOS Hydrological Modelling System SoftwareIBS Integrated Bathymetric System for reservoir sedimentation surveyICB International Competitive BiddingID Institutional DevelopmentIDA International Development AgencyIHE Intern. Institute for Infrastructural, Hydraulic & Environmental EngineeringIIT Indian Institute of TechnologyIMD India Meteorological DepartmentIT Information TechnologyITRC Industrial Toxicology Research CentreIWRM Integrated Water Resources ManagementLAN Local Area NetworkMIS Management Information SystemMoE&F Ministry of Environment & ForestryMoWR Ministry of Water ResourcesMQC Monitoring Quality ControlMTR Mid-Term Review (World Bank/RNE)NCB National Competitive BiddingNCC National Co-ordination CommitteeNDC National Data Centre (GW & SW)NDPC National Data Processing CentreNDSC National Data Storage CentreNEDA Netherlands Development AssistanceNEERI National Environmental Engineering Research InstituteNHTC National Hydrology Training CommitteeNIC National Informatics CentreNIH National Institute of HydrologyNLSC National Level Steering CommitteeNRCD National River Conservation DirectorateNWA National Water Academy (CWC)OD Organisational DevelopmentO&M Operation and MaintenanceOTT Overseas Training and Study ToursPCS Project Co-ordination SecretariatPHED Public Health Engineering DepartmentQA Quality Assurance

SAPR October 2002 – March 2003 iii

QC Quality ControlR&D Research and DevelopmentRDPC Regional Data Processing CentreRDSC Regional Data Storage CentreRGNGWTRI Rajiv Gandhi National Groundwater Training & Research Institute (RGI)RIBASIM River Basin Simulation softwareRNE Royal Netherlands EmbassyRO Research OfficerRSS Reservoir Sedimentation Survey (ref. IBS)SAP Standard Analytical ProceduresSAPR Semi Annual Progress ReportSAR Staff Appraisal ReportSCC State Coordination CommitteeSDC State Data CentreSDDPC Sub-Divisional Data Processing CentreSDPC State Data Processing CentreSDSC State Data Storage CentreSE Superintending EngineerSGWD State Ground Water DepartmentSGWSI State Ground Water Survey and InvestigationSLCC State Level Co-ordination CommitteeSMC State Management ConsultantSPC State Procurement CommitteeSPCB State Pollution Control BoardSRG Standard Rain GaugeSRO Senior Research OfficerSSWD State Surface Water DepartmentSTC State Training Co-ordinatorSTIS Staff Training and Information SystemSW Surface WaterSWD Surface Water DepartmentSWDES Surface Water Data Entry Systemtbn to be nominatedTA Technical AssistanceTBR Tipping Bucket RaingaugeTIS Training Information SystemToT Training of TrainersUV-VIS Ultraviolet Visual SpectrophotometerWALAMTARI Water and Land Management Training and Research InstituteWALMI Water and Land Management InstituteWB World BankWISDOM Water Information System and Data On-line ManagementWM Water ManagementWQ I Water Quality Laboratory Level IWQ II Water Quality Laboratory Level IIWQ II+ Water Quality Laboratory Level II+WQAA Water Quality Assessment Authority (national level)WQDES Water Quality Data Entry SystemWQMS Water Quality Monitoring SystemWQRC Water Quality Review Committee (state level)WRA Water Resources AssessmentWRD Water Resources DevelopmentWRIC Water Resources Investigation Circle

SAPR October 2002 – March 2003 Page 1

1 Project profile

1.1 Core data

Hydrology Project (World Bank)

Credit IDA Credit No. 2774-IN

Project Name Hydrology Project

Implementationperiod

September 1995 to March 2003

Location Central agencies: Central Water Commission (CWC), CentralGround Water Board (CGWB), National Institute of Hydrology (NIH),Central Water and Power Research Station (CWPRS), IndiaMeteorological Department (IMD).

States: Water Resources and Groundwater Departments in AndhraPradesh, Chhattisgarh, Gujarat, Kerala, Karnataka, MadhyaPradesh, Maharashtra, Orissa and Tamil Nadu.

Contract partners The World Bank (IDA), Government of India and nine participatingStates

Contract signing 22 September 1995

Credit validityterm

20 December 1995 - 31 December 2003

Finance Total project cost: IRs 6,000 million (US$ 122 million)Special Drawing Rights: 75.1 million(after reduction with SDR 15 million = US$ 19.6 million)


Technical Assistance for the Hydrology Project (Government of The Netherlands)

Activity number IN-032501

Project Name Technical Assistance for the Hydrology Project (HP)

Project Phase Operationalisation and Consolidation

Location India, South Asia; main office at New Delhi

(Sub) sector Water, Ministry of Water Resources

Term of validity 1 May 1996 – 31 March 2003 (extension till 31 March 2004 proposed)

Contractor DHV Water BV in association with WL|DELFT HYDRAULICS, HALCROW,TAHAL, CES, ORG, JPS & MDP

Date of signing July 1996 (Contract for extension signed in March 2002)

Counterpart Project Co-ordination Secretariat (PCS), Ministry of Water Resources(MoWR)

Finance (in Euro) Initial Budget Revised BudgetConsultancy staff:Reimbursable costs:Overseas study tours/training:

7,900,767 4,319,988 544,532

9,304,375 4,928,365 616,434

Total budget 12,765,287 14,849,174

Type of finance Untied grant

Date of reporting March 31, 2003

Review period October 2002 – March 2003

Planning period April – September 2003

1.2 Background

In 1995, the Government of India and participating states entered into a Development CreditAgreement with the World Bank to implement the Hydrology Project, under a joint financingarrangement whereby the Government of the Netherlands provided related TechnicalAssistance in the form of a grant.

The overall development objective to which the project aims to contribute is to support majoraspects of the National Water Policy through improvement of the institutional and technicalcapacity to measure, process, and disseminate quantity and quality data on surface water,groundwater, and related climatic data.

The specific objective of the project in this context is to assist the relevant agencies inestablishing an integrated Hydrological Information System (HIS), by improvingorganizational arrangements, institutional and technical capabilities and physical facilities formeasurement, validation, compilation, analysis, transfer, and dissemination of hydrological,hydro-meteorological, and water quality data and for basic water resources evaluations.


To this end, the project provides funds and expertise for upgrading and development ofappropriate data collection networks, procurement and installation of data processingequipment, formulation and introduction of data communication practices, and relatedinstitutional strengthening such as office buildings, furniture, vehicles, staff training, etc.

A brief overview of the project is presented in Annex I, and a logical Framework for the HISis given in Annex II. TA outputs and deliverables, many of which will soon be made availableon the HIS-website, are listed in Annex III.

Implementation of the project has been complex due to the fact that there are manyparticipating implementing organizations, with their individual strengths and weaknesses.Originally this included eight states, but with the carving of the new state of Chhattisgarh outof Madhya Pradesh the total number has become nine. With each agency having its own,generally separate, surface and groundwater organizations, and the central agencies havingtheir own representative structure at state and regional level, the project is now beingimplemented by 24 separate organizational entities.

As conceived, there were four distinct phases in the project: i) inception, ii) development,iii) implementation and operationalisation, and iv) consolidation. The original intent was thatdevelopment and implementation would take about three years, followed by three years forachieving sustainable operation of the procedures and structures. However, mainly due tologistical and institutional weaknesses, development and implementation were seriouslydelayed.

At present, the HIS system (i.e. functioning from data collection to data storage anddissemination) is still not fully in operation. On the groundwater side this is largely due todelays in contracting and developing the dedicated data processing software, whereas thereis also delay in development of the general data storage centre software for both surfaceand groundwater data. Moreover, there have been delays in procurement of equipment,construction of civil works at many remote locations throughout the participating states, andrecruitment of certain categories of staff. Notwithstanding the fact that it was unable to meetall expectations, the project has succeeded in developing and establishing a functional HIS.The utility of HIS is increasingly more widely understood. Due to the support from pro-activeadministrators and decision-makers, HIS information is now a critical parameter fordeveloping new WR projects.

1.3 The Technical Assistance

The objective of the Technical Assistance (TA) has been a derivative of the project’sobjectives: “to provide broad technical and institutional support to the participating agencies,and to assist the project authorities to implement the Hydrology Project in accordance withtechnical criteria, standards, and procedures agreed by the World Bank and theGovernment”. Specifically, the TA was to deliver a number of relevant technical outputs, andotherwise advise and assist the agencies in their activities.

Development of the Hydrological Information SystemUnder the project, actual development and implementation of the HIS has been theresponsibility of the implementing organizations of the participating states and centralagencies. To this end, they employed the proceeds of the World Bank credit. It has beenthe function of the TA to support the organizations in carrying out this responsibility, throughdesign of the system, formulation of technical specifications for software, hardware and civilworks, formulation of organizational arrangements and job descriptions, providing a


methodology for monitoring progress towards target achievement, and in general supportingthe implementing organizations in managing their activities under the project.

As designed by the Consultant, the HIS is conceptualized as a “distributed system”,comprising interrelated autonomous components in the different agencies. It represents aparadigm shift from the pre-existing data collection practices, introducing a scientific basisfor aquifer / basin-wide data collection, major improvements in data validation, a change infocus from collection and storage to analysis, and availability of the data to outside users.

Data is being collected either directly in the field at surface and groundwater observationsites or, from water samples taken at these sites, through analysis in different types oflaboratories. This data is then entered into databanks at the subdivision / subdistrict level(and for WQ data in the laboratories), where it undergoes primary validation to eliminate themost obvious anomalies. The data is then sent to the division / district level offices forsecondary validation, and finally to the state data processing center for final validation andultimate storage in the state data storage center.

To assist in the implementation of the system, the Consultant has worked with the individualorganizations at the local level as well as at the inter-agency level, to ensure appropriatearrangements between the components (within and between the agencies) for system-widecommunication to facilitate data validation, integration of databases, and broadening ofscope.

Activities of the Technical Assistance

Project implementation required a significant administrative / logistical effort, for which manyof the agencies were poorly prepared, involving inter alia the creation of dedicated HIS units,procurement of equipment, construction of civil works, establishment of new positions, andtraining. Because of the many different locations at which the system was to be implementedand the varying levels of readiness, the participating organizations carried out theseactivities at their own pace. Hence, the project adopted a phased implementation: aninception phase to lay the necessary groundwork; a development phase for standardizationof procedures, specifications for system design, and training development; animplementation phase to put all the new procedures and structures into place; and aconsolidation phase to arrive at sustainable operation of the system.

This necessitated a strong framework for planning and monitoring of the agencies’ activities.The Consultant provided this in the form of the HIDAP, which categorized everything to bedone in a logical grouping and sequencing of activities. In each of the HIDAP categories, theConsultant provided the necessary support. The relevant TA activities are summarizedbelow (following the HIDAP categories):

• Assessing the needs of the users – the Consultant provided inter alia a questionnaire fordata need assessment, terms of reference and model agendas for Hydrological DataUser Groups

• Review and establishment of the observation network – the Consultant provided interalia all manuals for the design, operation, and maintenance of the hydro-meteorologicaland surface water and groundwater quantity and quality networks. This included thereview and integration of the observation networks, and guidance for the establishmentof a network of water quality laboratories.

• Management of historical data – the TA developed an approach for systematic inventoryof data availability and planned data entry and processing.


• Data collection – the TA developed the relevant manuals and training documents, andconducted regular field inspections to investigate actual data collection practices. Thisincluded the development of standard analytical procedures for WQ data.

• Data processing, analysis, and reporting – the Consultant assisted the agencies in thedesign of their data processing centers, developed a comprehensive set of HISoperation manuals, and formulated specifications for all hardware and software to beused in the data centers. The TA provided the SW data processing software and fullytuned it to the needs of the HIS. The TA continuously supported the outside Consultantengaged for the GW software, who did not have the necessary domain experience. Onsubstantive processing, the TA initiated research studies in the Sabarmati and Godavaribasins.

• Data exchange and reporting – the TA provided specifications for relevant equipmentand incorporated data exchange procedures in the processing phases in the HISoperation manuals and embedded them in the SW and GW protocols.

• Data storage and dissemination – the Consultant assisted the agencies in the design oftheir data storage centers, formulated hard and software specifications, and producedthe relevant design and operation manuals. The TA also gave extensive support to theoutside Consultant engaged to develop the DSC software.

• Institutional and human resources development – the Consultant provided assistance inplanning of HP activities through HIDAP, and monitoring and evaluation of progressthrough the MIS. The Consultant also arranged long-term relationships with establishedtraining institutes to include training on the HP approaches in their respective programs(ranging from field-level data collection to data processing, storage, and analysis),arranged overseas training for key HIS personnel, assisted in setting up HDUGs,conducted workshops on cultural assessment and change management, and undertookpromotional activities to disseminate the utility of the HIS to different target groups withinand outside the participating organizations.

Each agency implemented its part of the project in line with the design, specifications, etc.outlined by the Consultant in generic activities. However, where local conditions andcircumstances presented specific problems, the Consultant also assisted the agencies infinding or identifying specific solutions. The first line of assistance in this regard wasprovided through the office of the State Management Consultant (SMC). Especially in theearly years of the project, the SMCs were able to help the agencies keep their activities ontrack, implement their activities in line with general specifications, rules for procurement, etc.,and generally liaise with the central TA office in New Delhi for additional support if need be.Later on in the project, generally after the physical elements of the HIS had been put inplace, the SMCs were replaced by HIS Management Consultants (HMC), who focused moreon the substantive operationalization of the system.

Approach

From the start, HIS development has not been approached as development of a meretechnical instrument, but as a change in how the agencies deal with hydrological information,in general representing a shift from very instrumental data gathering (for individualdevelopment projects) to a more systemic approach (to improve the general overview andunderstanding of the state of water resources in the hydrological cycle). While emphasizingthis systemic character, it was at the same time necessary to ensure that the distributedelements of the system would meet all individual requirements of the participatingorganizations. This necessitated intimate involvement of the organizations from the verybeginning of the project, in order to create a sense of ownership. In turn, this precluded theuse of a blue print approach. Instead, a process approach was employed allowing the


different agencies to specify their individual needs and priorities, as well as accommodatingtheir different capabilities and capacities for change.

These two apparently conflicting principles – striving towards system integration andstandardization while leaving room for individual differences and abilities – made itnecessary to develop and adhere to a rigid logical framework of activities. To this end, theConsultant assisted the agencies in identifying their objectives and related outputs of theiractivities in the project, together with an identification of possible obstacles and threats to thesuccessful completion of these activities. The Consultant then identified relevant advisoryactivities in relation to these findings, i.e. in support of the agencies’ own development workor in trying to address the obstacles and threats (e.g. through addressing these at higherlevels to which the individual organizations have only limited access).

An important question throughout the project has been the relative involvement of the TAwith the different agencies. In the beginning, when all agencies had to find their way in theproject, all required and received equal assistance on the same aspects of development. Asthe agencies diverged in their progress, the nature of the individual assistance began tovary, but all agencies nonetheless still received equal attention. However, as time went by, itbecame clear that a number of agencies could not create the basic conditions for HISoperationalization. Therefore, towards the end of the project it was decided that the TA’sattention should focus more on agencies that showed real potential for full-fledgedoperationalization of the HIS. The expectation was that concentrating TA support onagencies that were most likely to be successful offered the best probability that the successwould be sustained and thus become an example for the other agencies to follow on theirown, possibly with additional government support post-HP.

A key principle of the approach has been that the Consultant should limit himself toassistance, while leaving detailed implementation to the agencies. Accordingly, in thebeginning of the project, TA consultants traveled extensively to assist the agencies indetailed implementation of network identification, data need identification, etc. Mid-project,the Consultant focused much more on general organization and structuring of the system(formulating staffing requirements, job descriptions, training approaches, etc.), whereastowards the end of the project the attention was on operationalization. The change inemphasis was reflected in the change in how the TA provided support at the local level: inthe first few years the TA maintained a “State Management Consultant” (SMC) in each of thestates, whose job was to assist in matters of procurement, monitoring general direction ofthe project, etc. Once the physical aspects of the HIS fell into place, the SMCs were phasedout and replaced by HIS Management Consultants (HMCs) and Data ManagementConsultants (DMCs). The function and operations of the HMCs was significantly differentfrom those of the SMCs, in that they were much more substance oriented and, moreover, didnot devote their entire attention to only one state but generally managed the developmentactivities in a few states. The DMCs, mostly operating from the central TA office in NewDelhi, focused on the technical aspects of HIS implementation.

Hydrology Institution Development Action Plans

The systematic identification of activities for the agencies took place in the formulation of theHIDAP. This planning instrument was identified in the Appraisal Report as crucial tosuccessful project implementation, and was intended to underpin annual review of progressand subsequent action. The Consultant developed the HIDAP instrument along the lines oflogical framework analysis, taking care to present only concepts to the agencies and leavingthe ultimate detail up to them. Since the first HIDAPs were developed individually in and bythe different agencies, this resulted in varying quality and content. The Consultant thenassisted in focusing HIDAP development on the best elements revealed in this process, by


developing a Model HIDAP. Application of the model did justice to the standardizationelement in the project, while leaving room for the agencies to identify relevant activities inwidely diverging circumstances and to do so in a systematic manner. Moreover, as itpresented the key elements of the entire project in a logical inter-related framework, theModel HIDAP as applied in the individual agencies became a powerful tool for introduction ofnew participants in the organizations.

Taking the step towards the intended systematic progress review, the Consultant identifiedthe key information to be extracted from the HIDAP for annual progress monitoring at allrelevant levels in the organizations. This was done with the help of the SW and GWagencies in Andhra Pradesh, which actively participated in identifying what informationneeded to be reported to different levels of management and what form such report shouldtake. This became the basis for the Status Reports, which were subsequently developed byall agencies for the Mid-term Review Mission. Finally, further distillation of only the mostimportant information resulted in HIS Balanced Scorecards, which showed progress on threedimensions of performance: internal perspective, user perspective, and sector perspective.

The Status Reports also gave shape to the agency-level MIS subsequently introduced in theagencies. However, whereas in HIDAP all activities were always related to outputobjectives, it appeared that in many agencies the focus of progress reporting through theMIS remained on the use of inputs rather the production of outputs. It is on the latter aspectthat the MIS was to link to the HIS, but even today there seems to be limited attention formonitoring the data collection and processing activities either in quantitative or qualitativeterms.

Further development of the HIDAP as a planning and monitoring instrument stopped afterthe Mid-term Review Mission. Hence, with most progress reporting conducted through theMIS, the HIDAP ceased to be annually updated, although at project end one or two agenciesexpressed a desire to rekindle the HIDAP planning process.

1.4 Achievements

General - Earlier water resources development projects were formulated to serve largelyirrigation requirements or irrigation combined with hydroelectric power generation. As theprojects were few, inter-project considerations were absent. Each project was investigatedand planned independently. Generally, long-range development for integrated use of waterresources was not planned. As a result, hydrological data collection with respect to surfacewater remained limited to the specific project sites. In contrast, groundwater data have inmost places always been collected on a system-wide basis, i.e. reflecting depletion andrecharge of entire (interrelated) aquifers.

Demographic and development pressure has resulted in ever more WR projects beingidentified, and this has resulted in the recognition of the need for comprehensive strategicplanning for integrated use of water resources. The National Water Policy enunciates theensuing need to establish suitable mechanisms for co-ordinating river basin development. Akey requirement for coordination was identified as collection and free exchange ofhydrological data by the different agencies concerned.

By and large, the objectives of the project have been met. The major achievement is theestablishment of standardized systems, networks, and procedures. The technical systemhas become an operational reality in most participating states. Networks have beenrationalized, data is being shared, and data validation is gradually gaining ground. A water


quality monitoring network has been introduced in the SW and GW domains. Hydrologicalinformation is now being collected systematically and processed in a standardized manner, itis stored in a manner that allows analysis, and it is available to many different users.Institutionally, the implementing agencies have significantly improved their capacity andcapabilities for data collection and processing, although the sophistication of processingcapability is greater for SW than for GW. Sophisticated data collection equipment has beenintroduced. Standardized practices for technical procedures have been laid down inmanuals that are available in all the agencies. While the development of the HDUGs hasbeen delayed, there is nevertheless still scope for development of a strong role for datausers in the operation of the HIS. Most importantly, a real enthusiasm has developed in theagencies for the benefits associated with the HIS.

The improvements brought about under the HP could not have been possible withoutsignificantly increased staffing levels. In this connection, the TA has produced staffingschedules and job descriptions. However, in many cases staffing levels remain lower thanproposed by the TA. Two factors contributed to this: a recruitment ban that necessitated thefilling of new HIS positions through redeployment of existing staff from elsewhere, and –especially in SW organizations – a lack of enthusiasm among staff to take up HIS posts.Especially the water quality and data management positions remain difficult to fill in moststates, as there are few staff with requisite experience that can be redeployed to thepositions in question. Ultimately the best approach seems to be to train otherwise well-educated personnel of other disciplines for such redeployment.

With respect to the creation of favorable institutional conditions for sustainable operation ofthe HIS, most states have managed to formally establish an HIS organization, formulate aproper WQ mandate, make available an adequate HIS budget, and establish an HIShelpdesk. The HIS protocols have been adopted into the regular government procedures inalmost all states, as has been the execution of the analytical quality control program.However, not all states have established training cells in the HIS organizations.

The achievement is sketchier with respect to effective communication with users. All stateshave established HDUGs and adopted the relevant terms of reference, and almost all haveproduced system maps. However, with the exception of a model Hydrological InformationNeed (HIN) document for Maharashtra, as yet no HIN documents have been prepared todocument the underpinning of the networks’ layout, nor have thematic yearbooks beenproduced or user satisfaction surveys conducted. The latter is due to the fact that, unlike theHIN documents, yearbooks and satisfaction surveys require the (full) functioning of the HIS,and that has been seriously delayed by late production of the software for groundwater dataprocessing and for the data storage centers. In fact, the agencies themselves are onlygradually developing a perspective on the utilities of HIS data as operation of the system isbecoming more routine.

It appears that HIS manuals are not available at all observation sites and that thepossibilities afforded by the HIS to collect management information on data collection andprocessing are not being utilized sufficiently. On the other hand, there is genuine enthusiasmamong data processing staff for the possibilities of data analysis afforded by the HIS, for SWwith the fully adapted version of HYMOS and for GW and WQ even at the limited level thatwas possible with the data entry systems produced by the TA while the data processingsoftware was not yet available.


Standardized systems, network and procedures – The concept of advanced levels ofdata processing and analysis was not entirely new to most of the institutions involved in theHP. However, in the ‘pre-project’ system there were wide variations in data collection,analysis, and storage practices within and between states and agencies. Requisite hardwareand software was lacking.

The HP monitoring network is distinctly different from the ‘pre-project’ system of datacollection mechanisms, both in terms of quality and spatial distribution. The noteworthy gainsin the area of data collection for monitoring have been:

a) optimization of the monitoring network within the agency and integration ofmonitoring networks between different agencies operating in the same domain;upgrading of domain-specific monitoring networks;

b) introduction and operationalization of high frequency, error free data collectionmechanisms;

c) establishment of a water quality monitoring network within the GW and SW domains;and

d) introduction of standardized measurement methodologies and techniques.

The data collection network, comprising field stations and laboratories, has been vastlyimproved under HP. Almost all organizations report near 100% target completion in thisrespect.

The HIS is a so-called distributed system, comprising 390 data entry and processing centersat various levels and 31 data storage centers at the apex levels at each of the states andcentral agencies, including the regional offices of the latter. A key accomplishment has beenthe establishment of active, logical and up-to-date links between these different locations fordata collection and processing. The multiple sets of data now make possible a series of well-defined validation exercises within and between these centers, including systematic inter-agency data exchange.

The HIS design, field operation and reference manuals, comprising for Surface Water andfor Groundwater ten volumes each, cover all operational, maintenance and managementaspects of the HIS. This voluminous documentation of ‘what and how’ of the HIS in asequential and ‘easy to refer to’ format has been designed to enable the institutions tooperate and manage the HIS on an ‘error free’ and sustainable basis. These manuals, alongwith other documents, are being made available on the internet through a HIS resourcesdatabase.

Pre-HP, limited data processing capacity had resulted in a large quantity of unprocessedhistorical data in the form of paper records. This had caused an unmanageable and unduetime lag between data collection and analysis. Moreover, the potential for analytical use ofthe data was hampered by the fact that the data had not been validated. Under HP, thesehistorical data have been converted into computer compatible formats, in the process ofwhich the data also have been validated. These vastly improved data are now easilyaccessible in the Data Processing Centers (and soon in the Data Storage Centres) where ithas now become a reliable source for trend analysis and historical interpretation of currentdata.


There was only sporadic data dissemination in the system existing before HP. The HISestablished under the Project, introduced the concept and practice of systematic and‘demand linked’ data dissemination. In all states and agencies, Hydrological Data UserGroups exist to provide feedback to the agencies regarding the desirability and quality ofdata, and procedures have been established for interested parties to become authorizedusers of the system. In this capacity, they have access to the data through the data storagecenters.

Staffing - Operationalization of the HIS has necessitated a significant increase in thenumber of staff. Although a large number of observation sites existed prior to HP, they werelargely inoperative due to scanty staff numbers. Little data were being collected forprocessing, as a result even the data that were collected showed many gaps and could notbe validated. This lack of effective operation of the system contributed to reassignment ofstaff originally working in hydrology to other duties, as a result of which Pre – HP systemperformance further declined.

The improvements undertaken in HP could not have been possible without significantadditional staff numbers at all levels. The Project produced an extensive set of jobdescriptions and proposed manning schedules for all elements of the system, be theymonitoring sites (field stations and laboratories), data processing facilities (points for first-level data entry and validation and higher-level data collation) or data storage centers.

The government agreed that, as a rule, these posts would be staffed through redeployment.There has been the agreement-in-principle by the government that specialist staff forpositions requiring qualifications not available among staff within the organization could berecruited from the outside. However, this has become an issue of some contention, as thisappeared to violate the government-wide ban on recruitment. This pertained especially tothe professional level water quality and information technology positions. A solution wasfound in re-training staff in order to bring them to the approximate qualifications requiredunder the HIS job descriptions, or to employ specialist staff from outside the government oncontractual basis. However, many of these positions remain unfilled or filled with under-qualified staff.

Positioning of specialist staff, especially for WQ and IT, has been difficult since the agenciesdo not have such staff for redeployment to HIS and there exists a ban on recruitment.Solutions that have been attempted were deputation of staff from specialist organizations toHIS units, contracting staff, outsourcing of works and training of existing staff. Deputation isdifficult since the staff involved may not wish to remain separate from their parentorganization. Outsourcing has been successful in Maharashtra (WQ analysis) and TamilNadu (IT), where non-government staff have been hired through a local company to conductthe necessary activities in the facilities established under HP. Contracting free-lancepersonnel has proved to be successful in Karnataka (IT & WQ), at least for the time being.However, this may not be sustainable in the longer term due to excessive budgetary burden.Hence, the only solution seems to be training existing staff belonging to other disciplines. Forexample, the agencies have many staff with a chemistry background, and many engineershave an understanding of IT. In this respect it appears that the additional abilities actuallyrequired may not be as sophisticated as previously imagined and, hence, the training needmay not be insurmountable.

One type of specialist function conspicuously absent in the agencies is that ofinstrumentation specialist. This is an obvious handicap, considering the many instanceswhere equipment has failed to perform (aside from the lack of technical attention during the


procurement process itself). Ideally, each agency should have an instrumentation specialistwho could investigate instances of non-performance and arrange improvements with thesuppliers accordingly. An alternative presently being discussed is to place this responsibilitywith the CWPRS. Although this would be better than nothing, the CWPRS is a centralizedorganization lacking regional representation in the states. Hence, all issues involvingequipment performance would have to be dealt with by staff based in Pune. Thus theCWPRS only could deal with general procurement issues, more or less in the way theConsultant has been able to provide support, but local non-performance of equipment wouldremain essentially non-addressed.

Human resources development – One outstanding and most visible achievement of theHP has been the extensive skill building of HIS staff across all levels. Over 9,000 people atthe top, middle and field level have been trained in HIS concepts, methods, tools, techniquesand applications.

For long-term sustainability of human resources development, the TA had introduced theconcept of training of trainers (TOT), through which a core group of 300 in-house trainershas become available within the implementing agencies themselves (110 for hydrometry, 60for WQ, 15 for each SWDES and HYMOS, 70 for GW and 30 for GWDES). The TA teamhas established contacts between the implementing HIS agencies and central traininginstitutes (CTIs). CTIs are generally apex organizations in the relevant domain, e.g. IMD,NIH and NWA, which has agreed to provide the necessary training in the long term (post-HP). One of the most important gains of the HP is the development and documentation bythe TA team of standardized training curriculum and reference material for current use andfuture reference in this on-going process.

Many national level institutes (NWA, NIH, RGI) participated in the delivery of various trainingcourses. These institutes gained a good grasp of HIS-specific training requirements andbecame proficient in the delivery of domain-specific course contents. Experience indicatesthat these institutes can successfully become the ‘knowledge banks’ for future trainingdeliveries. However, absence of a centralised training institute for water quality wasrecognized as a major constraint. This was partly addressed by drawing upon the expertiseof operational agencies (CPCB) as well as research institutes (ITRC, EPTRI, NEERI). Thereis a need to identify a national level organization to fill this apparent gap. Since CPCB hasthe required expertise and national level stature, recognizing and positioning it as an apexbody for training in water quality will be a step in the right direction. This issue is included inthe agenda of the next meeting of the Water Quality Assessment Authority.

The TA has not been involved in voluminous training of field-level staff. However, the TA didtrain HIS operator staff (data entry, validation, etc.) and water quality staff.

Institutional strengthening – Institutional strengthening is defined in the project asestablishing the capability and capacity of the pertinent organizations to maintain andoperate the HIS. Also, it asks of these organizations to interact with the data users on theirneeds. This aspect has been pursued in HP through investment in the establishment ofsystem sites, the provision of equipment, and related positioning and training of staff.

A large number of HIS Operationalization workshops has been conducted at regional anddivisional level, to address managerial issues and shape attitudes of the field and middlelevel staff related to Monitoring Quality Control. The workshops have focused on creatingawareness and commitment towards the HIS, with the promise of becoming part of theannual post-HP training calendar to ensure continuous commitment.


The ultimate test of HIS performance is whether data are flowing from the sites to the dataentry centers, from there through the different collation points to the data storage centers,and ultimately disseminated to and appreciated by the users. The TA has been extensivelyengaged in gauging the impact of establishing the HIS in the relevant organizations, and therequisite changes in individual and organizational behavior to ensure demand-oriented HISoperation.

The HIS protocols have been accepted and translated into uniform institutional practicesacross states and agencies. Hydrology Data User Groups have been established withappropriate terms of reference and sample agendas to ensure meaningful contact betweenthe HIS agencies and the prospective clientele.

With respect to data processing, an important first indicator is whether offices have beenconstructed / upgraded for the data centers, and whether equipment such as computers andother relevant office equipment has been procured and installed. Most agencies have beenable to achieve close to 100% performance in this category. In most places whereperformance is less, this is due to later decisions to reduce the level of construction andprocurement.

A number of tangible and intangible achievements were made in the area of institutionaldevelopment, while working around and under existing constraints and limitations. The gainsso far achieved include:

• establishing a national level WQ Assessment Authority,• establishing and activating unified (GW, SW & WQ) Data Storage Centers• introduction of O&M procedures, and• systematic inter-agency data exchange and validation practices.

These achievements are some of the intermediate outputs of the HP, contributing to:

• improved dissemination of the HIS data to a wide variety of users,• optimizing investments in the water sector,• improved water resource planning and management at the regional, state and

national level,• ensuring more equitable distribution of water resources, and• enabling the administrators and decision makers to respond to extreme situations

(drought, flood) in a more responsible and efficient manner.

The TA has devoted considerable time in convincing the organizations to establish a numberof institutional conditions favouring successful and sustainable operation of the HIS,including managing the relations with data users. With respect to the system itself, theseconditions involved the permanent establishment of a Hydrology Unit with a clear mandatefor data monitoring, processing, dissemination (including for water quality), provision of aseparate annual budget head for O&M, and the establishment of a helpdesk. To furtherenhance sustainability of the system, there would also need to be a training cell, togetherwith a separate annual training budget. For operation of the system, enabling conditionsinvolve the adoption and implementation of O&M protocols (general) and the implementationof an analytical quality control programme (water quality).

A number of these conditions have been met during the project. However, several otherconditions cannot yet be observed as it is too early for meaningful feedback from usersbecause the data processing software has been seriously delayed.


Innovative R&D projects – A large number of innovative R&D projects were initiated in boththe surface and groundwater domains. These include projects specific to groundwater suchas fresh water-salt water interface in the multi-aquifer system of Krishna delta and solutetransport modeling studies for Kuttanad, Kerala. Similar examples of projects in the surfacewater domain are integrated river basin planning and management in Sabarmati andGodavari basins, and hydrological investigations and modeling for water qualitysedimentation in the upper Bhopal lake and several others in both domains.

1.5 Institutionalisation of a sustainable HIS

The need for setting up of a comprehensive HIS in India surfaced because the ‘pre-project’system of collecting, compiling, analyzing and disseminating hydrological information wasfound to be inadequate, both in terms of reliability and spatial coverage. In addition, acomplex inter-twining of technical, procedural, managerial and institutional factors resulted indifficulties and bottlenecks inter-agency cooperation.

Efficient management of the HIS calls for a series of changes in the institutional setting,technology, systems, policies, procedures and human processes. The technologicalchanges that HP has initiated in the implementing organizations include: setting up ofmodern physical infrastructure; introduction of technologically superior and sophisticateddata collection equipment; computerized data processing tools and techniques; etc. Bringingabout changes in the management systems, policies and procedures is more timeconsuming and difficult, because they are determined by the higher level administrativehierarchy and the implications spread beyond the immediate HIS organization.

During the past seven years of the project implementation, the TA consultants havespecifically focused on strengthening a variety of institutional mechanisms with the intentionof removing apparent institutional weaknesses and at the same time enhancing theirinherent strengths. The objective of these efforts was to enable the central and state levelagencies to address the troublesome institutional and managerial issues effecting theestablishment of a sustainable HIS, so that they can make a more effective use of financial,physical and human resources.

Each of the implementing agencies has its own unique historical legacy determining itsdominant cultural ethos, norms, values, administrative systems and work practices. Theintertwining of several matters such as relatively poor remuneration, lack of general careerincentives, stunted individual growth, limited decision making latitude, inadequate userorientation etc. are revealing examples of apparent institutional handicaps of theimplementing agencies.

Recognizing the historical institutional constraints and the lack of enthusiasm of the agenciesin adopting a management approach radically different from the one they were traditionallyconditioned to, the TA Consultants chose to introduce changes in the following three distinctinternal domains of the agencies:

• Structure and systems• Policy and procedures and• People and processes


They are briefly summarized below:• Structure and systems. This is one of the most difficult areas for inducing changes,

because structure and system aspects in a government setting generally come under thepurview of the larger parent organization and the gestation period between initiation andimplementation of systemic and structural changes tends to stretch very long. Despitethis limitation, successes were achieved, inter alia (i) integrating the system of waterquality aspects into the traditional domain of quantity measurement, (ii) application ofdomain-specific standardized systems of data collection, processing and validation, (iii)establishment of a uniform HIS organization structure in most states, (iv) formation oftraining cells headed by a training coordinator, (v) system for preparing staffing andtraining plans, (vi) unified (GW & SW) organization structure in Tamil Nadu, and (vii)achieving unity of command under one Chief Engineer (Hydrology) in Maharashtra (SW).

• Policy and procedures. The formulation and implementation of routine policies andprocedures are by and large determined by the implementing agencies. Only policieshaving larger inter-departmental implications are referred to the parent organizations.Therefore, introduction of a wide variety of simple procedural changes was feasible.Formal release of several HIS specific administrative orders is one of the models of thisinitiative, inter alia (i) constituting national/state level Water Quality AssessmentAuthority, (ii) procedure for budgeting O&M, (iii) introduction of O&M procedures, (iv)adoption of procedures regarding uniform water quality sampling, (v) expanding themembership base to include local NGOs in the state HDUGs and formation of task-specific specialist groups, (vi) introduction of a protocol for the data flow through the HIS,for inter-agency data validation, data exchange and data dissemination, and (vii)outsourcing of water quality analysis activities to private agencies in Maharashtra (SW).

• People and processes are mostly intangible, nevertheless extremely important domains.The TA has contributed significantly in this area. Adoption of the model HIDAP,successful institutional transition from a rigid and compartmentalized outlook towards amore integrated water resource management perspective, initiation of divisional levelHIS operationalization workshops and active participation of field level staff in theseworkshops, adoption of widespread computerized work practices, open mindedapproach to commence inter-agency data exchange, agency-wide emphasis on a qualityoriented and error free HIS, are all clear manifestations of a series of changes broughtabout by the TA.

Towards effective functioning of the HIS – It is important to recognize that thedevelopment and introduction of the HIS alone is unlikely to bring about major changes inthe performance of the participating organizations beyond the use and utility of the systemitself. There are five critical determinants for successful implementation and consolidation ofthe HIS:

a) Development of a dependable and dynamic HISb) Institutional strength and competency of staff in the implementing agenciesc) Cultural profile and value-system of the implementing agencies and peopled) Users’ response impacting demand patterne) Coordination

The first two factors, strength of the ‘product’ and institutional strength will largely influencewhether the HIS can be operated in a mostly technical sense. Sustainability of the systemwill also depend on the culture of the implementing agencies, and the demand pattern of theusers. Finally, as the HIS is a so-called distributed system, in which individual agencies can


make changes suiting their own needs, there is a need for effective coordination. The inter-play of these determinants is crucial to successful implementation of the HIS project. So far,more than average attention has been given to the first two determinants. In the currentphase of consolidation, work is programmed for realising achievement in all five criticalareas. A synoptic presentation of the status covering the relevant activities is given below.

a) Development of HIS. Ample results have been achieved as a result of TA interventions,in the development of a quality HIS. However, a few activities still remain, mainly relatingto the operationalisation of dedicated software for data storage and dissemination, andfor groundwater data processing. These areas, otherwise, do mainly require attention interms of coaching of data validation, analysis, storage and dissemination activities.

b) Institutional strength and competency of staff. Considerable work has been done forbuilding institutional strength, developing operational skills and enhancing competenciesof human resources in the implementing agencies. Results have been achieved throughappropriate structuring of the HIS organizations. Systems and procedures for regulatingtechnical, managerial and operational activities have been put in place. Policies andpractices for result orientation have been established. Institutional tie-up has also beendone with external agencies for various arrangements, services and facilities. Now thatthe documentation part is substantially complete, the Consultant will concentrate onlobbying with the concerned authorities for formal adoption of the manuals, systems,guidelines, etc., through e.g. Government Orders or instruments of similar importance.This intervention is expected to significantly contribute to sustainability of the HIS.

c) Culture and value-system. The work culture and value-systems of the implementingagencies have serious implications for sustainability of the HIS. To obtain a clear view ofthis relationship, a cultural audit of the implementing agencies was undertaken in threefocus states. Missions and Values statements were developed, as well as Change-Action plans. Core Teams and Task Forces were formed to implement these actionprograms. Once the cultural dimension is clearly understood, it is proposed to holdworkshops on Change Management. The workshops will share a vision for buildinglinkages and goal-oriented performance and discuss the re-defined role of theimplementing agencies. The workshops will be structured aiming at increasing themotivation and commitment of key actors in the agencies, to ensure sustainability of theHIS.

d) Demand pattern. Involvement of existing and potential users in ‘product’ developmentand updating, increased level of utilization of HIS services and expansion of user-baseare some of the factors that would have direct impact on the sustainability of the HIS.This would require influencing the external environment. Apart from several interventionsthe implementing agencies may take, the Consultants will assist in implementing anappropriate ‘Communication Strategy’ for promoting the HIS.

Hydrological Data User Groups, with representation of various stakeholders, have beenconstituted in all the States and at the Centre to ensure that the HIS remains responsiveto (emerging) user needs. While the HDUGs at the state level have been activated, theforums at the Central level are yet to become active and brought into a systemic workingmode. This would ensure involvement of existing and potential users in productdevelopment and directing responsiveness of the HIS system.

e) Coordination. During the project, coordination has been provided through coordinationcommittees at the central and state level. These committees comprise representativesfrom the different implementing agencies. There is a clear need to continue coordinationafter the project. To date, this role is being performed by the National Level SteeringCommittee (NLSC) constituted by the Ministry of Water Resources. This committee issupported by the Project Coordination Secretariat (PCS), which has also provided a


nodal point for interaction with the Consultants on a day-to-day basis. Successfulexecution of the HIS and its sustained development and growth rests on continuousmonitoring of the HIS organization and its operational performance. Transition of theNLSC into a permanent national HIS Coordination Committee (HIS-CC), and freezinginstitutional aspects for the body to meaningfully operate, needs to be completed beforethe project end. Along with it, the PCS would need to develop into the HIS CoordinationSecretariat (HIS-CS) of the HIS-CC, and gradually take over certain roles of the TAConsultants.

1.6 Data users

The HIS has been conceived as a dynamic system, able to accommodate growing andchanging demand patterns of data users. This requires not only a demand orientation in theHIS organizations as data providers, but also the development of active external demandfrom the outside users. The HDUGs were intended to play a pivotal role in stimulating thisdemand and to become a steering element in further HIS development.

However, since at the start of HP the data providers were also the largest data users, theneed to establish HDUGs was initially not widely perceived. At the same time, outsideparties until then not using hydrological data were themselves not clear about their needs.Indeed, the understanding of these needs was not possible until a working HIS could delivera range of outputs. Having such outputs available would help in “educating” potential“customers” as to their possible data needs. Conversely, not having outputs from a fullyfunctional HIS risked disappointing – and possibly alienating – users if they discovered thatthe need they had just learned to express could not be met.

A pragmatic solution then was to first develop the HIS with the existing data providers and tofocus on HDUGs later. This was also in line with the TOR, which foresaw an increasinglyoperational HIS for the second half of the project period, during which the Consultant couldassist in dealing with the “growing pains” that plague any new system, and in the processacquaint the users with demand identification through the HDUGs. Ultimately, the HDUGswould then become able to interact with the HIS providers and identify feasible adjustmentsto the system. It was not expected that during this period there would be a need forsignificant adjustment of the network layout and monitoring practices, but the experiencegained in data need identification and formulating practicable ways to accommodate theseneeds would prepare the HDUGs for their post-project role in this respect.

The late delivery of software for data processing and data storage meant that the activitiesas originally foreseen for the second half of the project could not take place. AlthoughHDUGs have been established in all states during the project, the limited functioning of theHIS made that they have had little of substance on their agenda. Hence, they are not yetfully prepared for their important post-HP role in ensuring the dynamic development of theHIS, and do not yet develop a strong interactive role with the agencies in shaping the HIS.

As a result, the HIS remained to be the “property” of the original agencies. This has to someextent perpetuated the originally prevailing supply orientation in those agencies. The lessonfrom this chain of events may be that the establishment of the HDUGs should have beenfurther postponed until completion of the software development for GW and WQ dataprocessing and especially for DSC operation. Although this could not have been foreseenearly on, this would have meant that the initialization work on HDUGs should have begunduring the first year of the project extension, which would have made it possible to actively


involve the data users in the operationalization phase of the respective software items in theagencies from April 2003 onwards.

The delayed activation of the HDUG concept could have benefited from strongerprofessional pride and capabilities in the agencies, and this could have been supportedthrough the establishment of “quality circles”. Such circles would involve data practitioners,i.e. HIS staff of the different national and state agencies collecting, processing, and applyingdata. While establishing “quality circles” could have risked exacerbating the proprietaryimage of the HIS from the agencies’ perspective, by building appreciation for the potentialutilities of the HIS it could have created a stronger platform for HDUG activation. Forexample, with stronger professional commitment, HIN documents for all networks mighthave been available earlier on, setting the stage for future demand-supply interaction in theHDUGs. In turn, the availability of such documents might have provided more focus fordevelopment of the HIS as a technical system, thus perhaps avoiding some – though by nomeans all – of the obstacles that have delayed implementation.

1.7 Potential for future development

At the end of the HP, all agencies in all states had set up observation networks and starteddata collection and processing in a standardized manner. Groundwater data processingsoftware has finally been completed and installed, and agencies are beginning to work withit. Fortunately, they have been able to do some processing for several years already usingthe Data Entry Software developed by the TA. A real enthusiasm for the system and what itcan do is growing among the staff of the agencies. As could be expected given the differentcircumstances and conditions, some agencies have proved to be more successful thanothers in operationalizing the HIS.

Due to the delays in especially the development of the software for data processing (GW)and data storage (both SW and GW), the two years originally planned for a consolidationperiod have been lost. Hence, now that the mentioned software is finally coming available, itis of utmost importance to consolidate the infrastructure established in the peninsular statesto ensure long-term sustainability. Consolidation would involve:

• Optimization of monitoring activities, involving expansion or intensification of thenetworks, adjustment of monitoring frequencies, etc.;

• Consolidation of day-to-day operational procedures and maintenance – particularlyinternalization of the need for data validation, collection of and taking action on datarelevant for network management, etc.;

• Retraining of existing staff lacking requisite specialist background (as recruiting newproperly qualified staff is not possible);

• Taking inventory of the potential users and their data needs in the private sector, andnon-WR institutions in the public sector, to assess how their needs can be met and howthey can be involved;

• Preparation of water resources assessment reports;

• Assisting the HDUGs in assuming their interactive role with the HIS agencies to guidefuture changes to the network layout and monitoring practices to accommodate theneeds of data users as they change over time.

These activities are important for consolidating the achievements to date. They also providethe basis for further development.


One opportunity that presents itself now that the HIS has become functional in all respects isto replicate the system to states that did not participate in the HP. This horizontal expansionwould involve essentially the same activities as under the HP in peninsular India, i.e.focusing on the technical processes of data collection, data processing, and datamanagement.

However, for long-term sustainability of the HIS it will be necessary to shift from datacollection and processing towards using the data in the planning and management of waterresources. One of the limitations of the HP has been that it was being implemented bytechnical units with direct responsibility for data collection and processing, without muchinvolvement of planning and development units. This has resulted in underexposure of thebenefits of the HIS, and this has also made it difficult to generate interest among other usersoutside the department. Effective demand for hydrological information will often exist in abroader water resources and inter-sectoral development context. Therefore, a verticalextension of the HIS is highly recommended, shifting from data collection and processingtowards using the data in the planning and management of water resources.

Two possibilities are real-time use of data for operational purposes and planning andimplementing integrated water resources management (IWRM). Real-time data useincludes early flood warning, operational management of irrigation systems and reservoirs,and drought monitoring (conjunctive use, watershed management, resource assessment).Developing IWRM involves expanding the HIS into a Water Information System (WIS), i.e.linking the hydrological information collected under the “basic” HIS (data describing thenatural system) to data describing the socio-economic system and the administrative andinstitutional system. In line with the existing National Water Policy, the development ofIWRM would involve the creation of river basin organizations. Such organizations have as aprime technical function the development of a network of data banks and databases at basinlevel, which should be freely accessible to all user agencies. The existence now of a useroriented HIS is a significant contributing factor to the establishment of RBOs.

2 Status of HP and TA activities

2.1 General

The activities under the Hydrology Project, aimed at upgrading and expanding the HIS, havealways been based on the basic structure of the hydrological institution development actionplan (HIDAP), to keep the project on track in its diverse implementation environment, and tostructure the different activities in a logical sequence. The project and related TA activitiescan be broadly classified in the following categories:• Assessing the needs of users• Review and establishment of an observational network• Management of historical data• Data collection• Data processing, analysis and reporting• Data exchange and inter-agency data validation• Data storage and dissemination• Institutional and human resource development

Reporting in this chapter and in Chapter 3 is based on these categories of activities.


Phased implementation

The implementation of HP from the perspective of the Technical Assistance (TA) wentthrough the following four phases:

1. Inception Phase, in which the necessary groundwork for HP implementation,development of the organizational framework and planning of project activities took place

2. Development Phase, which comprised standardization of procedures and technicalspecifications, design of HIS, development of staff training curricula and planning

3. Implementation/operationalization Phase, in which the procedures and designedstructures were gradually being implemented, and

4. Consolidation Phase, including support activities to arrive at sustainable operation of theHIS.

All participating Central and State agencies went through the different project phases, butduration and timing varied according to achieved progress. Project management tools suchas HIDAP and Logical framework analysis were applied to sequence the activities.

HIDAP

Activities, required to upgrade HIS, were streamlined in the execution of a HydrologicalInstitution Development Action Plan (HIDAP). The HIDAP was conceived to keep the projecton track in its diverse implementation environment, structuring the different activities in alogical sequence. HIDAP aimed to establish a link between inputs available under HP(construction, equipment, training, etc.) and the ultimate objective of establishing andoperating an effective HIS on a sustainable footing. Using HIDAP, the agency would identifyspecific outputs to produce and co-ordinate their related activities with those of otheragencies. HIDAPs were developed through Initial Planning Meetings (formulation of outputobjectives, identification of restraining and driving forces), Consolidation Meeting(formulation of strategies and action plans), Interim Review Meetings (detailed planning,formulation of aspect plans) and State Conferences. HIDAP forced the agencies to criticallyreview their objectives under HP and focused on potential obstacles to overcome andopportunities to make use of. Each implementing entity made its own HIDAP based on amodel developed by the Consultant, and updated it annually. The Management InformationSystem (MIS), developed and implemented by the Consultant, monitored the progress of theactivities. The scope of the activities is outlined in the next sections.

Logical Framework for the HIS

Throughout the Project implementation phases logical framework analysis has been appliedto identify the outputs that the project must produce to meet its objectives. These outputswere the expected results of activities to be undertaken in the project. It is to be noted thatthe project activities were for the greater part carried out by the agencies, with noinvolvement of the Consultant in a line relationship. Hence, while TA activities werenecessary for achievement of the project objectives, they must be seen as complementary toactivities to be undertaken by the agencies.

For each of the outputs a number of indicators were mentioned by which the achievementcould be observed. In the logical framework, the identification of the TA activities waspreceded by an assessment of the current status with respect to the relevant output. The


proposed TA activities were directly related to this status. Next, the framework listed theinputs to be provided by the Consultant. These inputs were always of advisory nature, andwere identified in terms of the individual TA staff members’ designations. Finally, the logicalframework listed a number of assumptions on the basis of which the activities were expectedto bear fruit. Following standard logical framework analysis practice, expectations that weremost likely to become reality were not listed under assumptions. Although a number ofassumptions were crucial for the successful completion of the project, none was deemed tobe a “killer assumption” (i.e. not likely to become reality) for all agencies. However, someissues, e.g. availability of specialist staff in posts created, resulted in framing a “killerassumption” if staff could not be redeployed, trained, or recruited. Where such staffremained unavailable the TA had no option but to abandon the respective activity in suchagency. This resulted in an automatic selection of the states, in which the TA continued thefull range of its activities.

As an example, the logical framework for the Consolidation Phase of the Project ispresented in the Annex II. The analysis points to the activities as from November 2001,required for building on and completing the work that had been ongoing since 1996. Theactivities mentioned have played an important role in the pursuit of this objective.

TA during project extension

The software for data processing GW and data storage is nearing completion (March 2003),which marks the implementation of the complete HIS, though not yet its fulloperationalisation. The focus is now indeed on operationalisation and consolidation of thesystem. The APB 2002 was prepared observing two conditions:

• the TA shall focus on the best performing states wherever feasible given the limitedtime and financial resources remaining, and

• the TA shall emphasize institutional support, since the inputs would be mainly appliedwhere the technical development and implementation is nearly completed.

However, even though the focus has been on the best performing states or agencies, itwould have been unwise to stop TA activities in the others which have shown good progressin part of the HIS. The main difference was that the pro-activeness of the TA tapered off fromthe focus states to others. Pro-active input towards the full range of institutional developmentand HIS issues and aspects is being provided only to the focus states (i.e. AP, MAH & KAR).More reactive inputs are provided to medium-level support states (GUJ, TN). In the otherfour states (CHH, KER, MP, OR) assistance is now only catering to specific requests, as faras time permits.

The TA activities for 2002/03 were all conceived in the context of withdrawal of theConsultant from the day-to-day implementation concerns of the agencies. This is reflected inthe fact that, barring some remaining technical contributions, the Consultant henceforthexplicitly takes the position of “accompanying the officer” instead of “being accompanied bythe officer”. An example of this is the institution of helpdesks in the data processing centres,which are to be the first line of assistance in the respective HIS network components andbeyond which the Consultant will not provide any more assistance. In addition, a helpdeskfunction is being created at the centre, which at the moment is located in the TA Office butwhich will be transferred to the National Data Centres (NDC).

Also, the transition of the PCS into a HIS Coordination Secretariat (HIS-CS) under theCommissioner (WM) of the MoWR, would need to take place with the dual responsibility of:


• providing policy support to a central HIS Coordination Committee as a permanentforum of coordination at the central level, and

• monitoring development of the HIS components under responsibility of the state andcentral agencies.

Though Consultants have till date played a crucial role in the operationalisation of nearly allHIS components, it needs to be appreciated that the TA, in no instance, has taken over theactual implementation and operationalisation of HIS components. Nor has the TA beendirectly imparting the supporting activities such as providing formal training (with fewexceptions). Hence, the full responsibility for the operation of the HIS has rested with theconcerned agencies from the beginning of HP and as such no transfer of responsibilities isnecessary. By now all agencies have developed a sense of ownership of the HIS andappreciate the need for its future sustenance. What needs to be transferred to the HIS-CSare the coordinating, motivating and stimulating roles of the TA, while its technical supportand Help Desk functions need to be transferred to the NDCs. Simultaneously, the agencieshave to establish agency level HIS-Help Desks and should learn to find solutions toproblems without following the easy route of referring them to the Consultants.

2.2 Assessing the needs of users

To take full consideration of user needs a Hydrological Data User Group (HDUG) for eachstate and for the central agencies has been constituted. A wide array of potentialhydrological data users including the HIS implementing agencies are represented in theseHDUGs. The main aim of such HDUGs is to review on a regular basis hydrologicalinformation needs, to identify shortfalls in content and services provided, and to makesuggestions and proposals for improvements. This will then require the implementing agencyto reconsider HIS objectives and incorporate improvements where possible. Suggestionsmay also include updating of equipment.

To streamline the assessment of data needs, a questionnaire has been designed to consultthe data users. The purpose of this questionnaire is to provide the following information in astructured manner:

1. The profile of the users of hydrological data (i.e. why they need hydrological data)

2. The current and proposed use of water systems

3. Current hydrological data availability and requirements

4. Future hydrological data requirements.

Based on the response to the questionnaire the HIS organisation compiles a HydrologicalInformation Needs (HIN) document. A detailed description of the hydrological data needassessment will be provided in the Model HIN document (to be completed for Maharashtrastate in March 2003) and in the HIS Design and Field Manuals for Surface Water and forGroundwater.

2.3 Review and establishment of observation networks

After the objectives of the systems were laid down, the observation networks were planned,designed and established/upgraded/adjusted. The observation networks were thoroughlyreviewed from three specific viewpoints:


• to open new stations in the areas that were poorly represented or very sparselycovered earlier or to replace non-representative stations with dedicated sites,

• to eliminate duplication of stations across various agencies, and• to improve the frequency and accuracy of the observations through automated

equipment and standard procedures.

The equipment as per the revised objectives and design was installed at the observationstations, and old and defunct equipment was replaced with new, standard equipment.

The procedures for these activities are laid down in Volumes 3 to 6 of the HIS Design andField Manuals Surface Water and the Volumes 3, 4 and 6 of the HIS Design and FieldManuals Groundwater. These volumes cover hydro-meteorology, hydrometry, geo-hydrology, sediment transport, and water quality. Since this manual is being utilized by allagencies it provides uniformity of monitoring equipment in use by different agencies.

The procedures presented in the documents were applied to review and upgrade the hydro-meteorological, surface water, groundwater and water quality networks in the Project States.All networks have been considered. The network densities for hydrometry and hydro-meteorology were, as a first step, set to the minimum requirements according to WMOstandards, which is generally sufficient for water resources planning. These densities haveto be reassessed in future after a thorough analysis of the data needs. State and Centralagencies were brought together to eliminate duplications in their networks, to jointly reviewexisting measuring locations, and to select new ones. Good use was made of the equipmentspecifications and station design instructions to upgrade the observational networks, a majorstep towards standardization.


Surface water monitoring network

A major improvement in the hydro-meteorological network has been the reactivation of manyold rainfall stations that had become defunct due to inadequate monitoring and shortage offunds. Many new full climatic stations, comprising standard and autographic raingauges, dryand wet bulb, minimum and maximum thermometers, anemometer, sunshine recorder andpan evaporimeter have been established. At the start of HP there were about 7,200 rainfalland 640 climatic stations in the project area. The field inspections revealed that improperlocation of stations, poorly maintained or defunct equipment, and sub-standard observationpractices were common features at these existing stations. To revitalize the meteorologicalnetwork about 500 new stations have been set-up and another 1,700 stations have beenupgraded to meet the standards.

The main improvement of river gauging stations has been the introduction of digitalrecorders. The practice of employing floats has been replaced by current metermeasurements. Most reservoir locations have been provided with automatic water levelrecording. Sophisticated techniques of discharge measurements like Acoustic DopplerCurrent Profilers (ADCPs) have also been employed at a few stations where gauging isextremely difficult with conventional means. Under HP, about 265 existing stations havebeen upgraded and another 650 stations have been newly established, including a goodnumber of sites with Bank Operated Cableways.

Modern technology such as the Integrated Bathymetric System, which allows faster dataacquisition with better accuracy for reservoir sedimentation surveying, has also beenintroduced in all the participating states. This also includes CWPRS, Pune, which wouldfunction as the future nodal agency in training and maintenance of this equipment.

Groundwater monitoring network

The main objective of the groundwater component of the HP has been to establish therequired infrastructure for improving the understanding of groundwater systems, both interms of quantity and quality. The water level and water quality monitoring networks havebeen expanded and upgraded by replacing non-representative observation wells withscientifically designed piezometers. Piezometers are purpose-built, non-pumpingobservation wells that facilitate measurement of vertically averaged piezometric head of asingle layer. The piezometers have been designed to tap the selected layer. Piezometerdesign has made provision for sampling water from the tapped aquifer for water qualitymonitoring. There were about 27,000 observation wells in the project area before the project.Only 6% of these were tubewells while others were hand-dug open wells. These open dugwells were not owned by the agencies and were also not maintained adequately. Under theproject the network has been strengthened by constructing about 7,900 dedicatedpiezometers.

The design of the network has been optimized by integrating the monitoring piezometers ofthe different agencies. The improved network has been designed to get a good spatial andvertical coverage, representation of all the hydro-geological set-ups, considering the presentand projected status of groundwater development and water quality variations. As many as6,200 Digital Water Level Recorders (DWLRs) have been procured, to ensure measurementof undistorted piezometric head at the desired frequency (ranging from 10 minutes to 6hours). The high frequency and credible piezometric head data would enhance theinformation content of the data and also facilitate many new analyses. The improvedgroundwater monitoring network provides:


• long-term hydro-geologic information and groundwater quality data,• characterization of different groundwater flow regimes,• information necessary for regulating use and conservation of groundwater resources,• a baseline for control of over-pumping of groundwater• information necessary for conjunctive use planning

The design objectives of DWLR networks have only been partially achieved due to poorperformance of equipment. Various brands of DWLRs have been procured, viz. Greenspan,InSitu, M-squared, IRIS and Unidata. Unfortunately, a large number of problems wereencountered with the introduction of the DWLRs. Some 40% did not function properly, if atall. Problems typically related to rapid exhaustion of the batteries, malfunctioning of thesoftware, leakage and intermittent functioning for unknown reasons. Only one brand (InSitu)showed a low failure rate from the beginning, while Unidata equipment still had to manifestitself and M-squared equipment had just been repaired/replaced at the time of writing of thisreport.

Water quality monitoring network

Extensive networks for monitoring the quality of surface water (SW) at about 675 locationsand groundwater (GW) at about 29,000 locations have been established by categorizing thestations into “Baseline”, “Trend” and “Flux”/”Surveillance” stations based on the guidelines ofthe World Health Organization. Frequency of sampling and water quality parameters to beanalyzed for each category of stations have been defined and documented in the “Protocolfor Water Quality Monitoring”, to unify the monitoring procedure of all the participatingagencies for comparable results.

2.4 Management of historical data

State and central agencies have maintained observation networks for many years andvoluminous records exist for the most part in the form of manuscript or chart records, whichare not readily accessible for use and are of variable quality. A programme of historical dataentry has been established in each agency holding such data. It has been stressed thatpriority in the first instance was to be given to ensuring that current data are entered,validated, and stored effectively. The next priority should be for historic data of theimmediate past ten years and so on. Guidelines were developed to document the dataavailability and how to proceed with data entry, validation, completion, and analysis andreporting. Meanwhile, the majority of historical data has been entered, though validation ofthese data has still a long way to go.

2.5 Data collection and sample analysis

The observations at the network stations/wells are taken manually or automaticallydepending upon the type of instrument available at the station. Measuring frequencies aretuned to the variability of the processes observed and potential use of the data.

Observations are entered in standardized forms or are stored in data loggers. At monthlyintervals the data are transferred to the Data Processing Office for entry in the computer andprimary validation. A suitable number of trained Supervisors, Technicians, Observers,Helpers, etc. are engaged and materials are provided at the observation sites for carryingout day-to-day data collection work and also for regular maintenance.


Water quality samples are analyzed at the water quality laboratories using StandardAnalytical Procedures (compiled by the Consultant) and equipment. Laboratory results areregularly reviewed through Analytical Quality Controls within and between the agencies.

The procedures described in the manuals are in concurrence with WMO and ISO standardsas far as applicable to the conditions in Peninsular India. The techniques have beenembedded in the training courses for the staff complying with their job descriptions.Application of the procedures ensures uniformity in observing the hydro-meteorological,surface and groundwater quantity and quality variables according to the standards.

The recently established Water Quality Assessment Authority (WQAA) is in the process ofadopting the standard procedures and approach to WQ monitoring as developed under theHydrology Project for the entire country.

2.6 Data processing, analysis and reporting

Data processing is a broad term covering all activities from receiving records of observedfield data to making them available in a usable form. The field data are in a variety of formatssuch as hand-written records, charts, and digital records. Data as observed and recordedmay contain many gaps and inconsistencies. To obtain reliable data and to arrive at usefulinformation it is essential that these observed data are passed through a series ofoperations, typically:

• data entry• making necessary validation checks,• filling-in missing values in a data series,• processing of field data to estimate required variables,• compilation of data in different forms• analysis of data for commonly required statistics, etc.

The data processing activities are accomplished with the help of dedicated hydrological dataprocessing software. Appropriate control on the continuity of the data flows is to be carriedout to make sure that the number of data values produced by the system match with therequirements.

Of particular importance is assuring the quality and reliability of the data provided to usersthrough the application of a variety of validation procedures and the flagging of suspect data.The user must be informed of the quality of the data supplied and whether the values areestimated or actually observed.

Once the system is fully functional, annual reports will be prepared to bring out the salientcharacteristics of the hydrological regime of the region for each year or season. Consultantshave designed example year-books for both SW and GW, also including WQ. Specialreports are also envisaged as and when required for attracting the attention of the userstowards unusual events, major changes in the hydrological regime or to regularlydisseminate important revised long-term statistics.

Uniform data processing procedures have been introduced throughout, which are describedin detail in Volume 8 of the HIS Operation Manuals for Surface Water and Groundwater. Themanuals describe data entry, primary validation, secondary validation, final processing,analysis and data management for all observations collected in the HIS.


To execute the procedures documented in the Manuals, comprehensive and user-friendlysoftware packages have been developed and implemented, viz for:

1 Hydro-meteorology and Surface Water:• SWDES, for data entry and primary processing• HYMOS, for full data processing, analysis and reporting activities

2 Groundwater:• GWDES, for data entry and primary processing

A dedicated system (named GEMS) for groundwater data processing and analysis is in thefinal stage of development and implementation.

The TA Team developed the dedicated softwares SWDES and GWDES. The HYMOS dataprocessing system is a product of WL|Delft Hydraulics and was tuned to the requirements inIndia under the Hydrology Project. The software systems were well received and have foundlarge-scale application, following extensive training courses on software operation and thebackground of procedures at various levels. Implementation of these systems has createduniformity in data processing throughout the HIS, up to the highest standards. To ensuresustainability, an annual maintenance contract will be signed for SWDES and HYMOS.

The groundwater data processing system GEMS, developed by M/s Tata Infotech, willbecome available at a late stage in the Project (by March 2003). Hence, before the projectend a thorough introduction of the system to all relevant levels in the HIS is not possible. It isanticipated that another two years will be required for debugging of the software and ongoingsupport of the recipient agencies. A training programme forms part of the software contract.This training has to be properly embedded in the training strategy developed under HP,while a group of in-house trainers (ToTs) should be trained to sustain and support the largegroup of potential users of GEMS.

Under the Project the participating GW agencies began to procure GIS data sets at 1:50,000scale, ultimately to cover the entire project area. These GIS data sets include landuse andland cover, geology, geomorphology, soil, transport network (road & rail), drainage network,contour and spot elevation, and administrative boundaries upto block level and settlements.For this procurement States signed a Memorandum of Understanding (MOU) with authorizedgovernment agencies, including ORSAC (Orissa), KARSAC (Karnataka), MRSAC(Maharashtra), Chhattisgarh Infotech Promotion Society (CHIPS, Chhattisgarh), Kerela StateLand use Board (Kerela), and Anna University (Tamil Nadu).

Training programmes for quality checking and quality assurance (QC/QA) and evaluation ofGIS data sets were conducted by the Consultant. The delivery of GIS data sets is stillongoing and can not be completed before September 2003. The GIS data sets will be ofgreat value for the groundwater departments, a.o. for Groundwater Resource Assessmentswith the GEMS system, while part of these data sets will also be used by the SW-DPCs.

2.7 Data exchange

Data processing activities are carried out at more than one level within each agency and thismakes it essential to have adequate data transport/communication links between them. Therequirement for communication is based on a low frequency and high volume ofcommunication. There is need for exchange of information between various agencies for thepurpose of data validation, as surface and groundwater networks are operated by differentstate and central agencies. The data exchange procedures in the processing phases are


described in the HIS Manuals and embedded in the “protocols” for HIS activities for Surfacewater and Groundwater. The exchange of data between agencies has only started by late2002, and needs particular attention of the competent authorities.

2.8 Data storage and dissemination

All available data sets are maintained in well-defined computerized databases using anindustry-standard database management system. This is essential for the long-termsustainability of the data sets in proper form and their dissemination to the end users. Bothfield and processed data sets are properly stored and archived to specified standards so thatthere is no loss of information. There is flexibility for data owners to decide user eligibility fordata. Once eligibility is decided, all agencies apply standard procedures for thedissemination of data to the users from the computerized databases.

The types of data stored in the database include:

• Geographical and space oriented data, i.e. static or semi-static data on catchmentfeatures, hydraulic infrastructure, aquifer dimensions and characteristics

• Location oriented data, including static or semi-static data of the observationstations/wells and hydraulic structures

• Time oriented data, covering equidistant and non-equidistant time series for all typesof meteorological, climatic, water quantity, water quality, and sediment data, and

• Relation oriented data on two or more variables/parameters used with respect tometeorological, climatic, water quantity, water quality, and sediment data.

The HIS manuals describe the data transfer, storage and dissemination procedures appliedin the system. Dedicated database, data transfer and dissemination software (i.e. WISDOM)is being developed by M/s Rolta. This software system has been introduced in all DataStorage Centers as from January 2003, creating uniformity among the centers. The recipientagencies will require ongoing support well beyond March 2003.

2.9 Institutional and human resource development

Society will continue to require information on hydrological processes to enable betterplanning of development. In fact, the inexorable shift to a situation of water crisis draws ever-increasing attention to the need for effective and efficient development and use of waterresources in tune with demographic, economic, and environmental pressures. As statedearlier, the HIS is not a new system in the sense that it introduces a new activity – data onwater and climatic events have been recorded for over 100 years in several locations. Whatthe HP has done is to modernise and standardise the system of data collection andprocessing by making use of modern technology and insights. It is of utmost importance thatthe institutional strength required for the HIS, which has been created under the project, ismaintained and enhanced in the future.

The development of institutional and human resources was given due attention to arrive at asustainable HIS. Activities included:• Design and implementation of physical infrastructure of HIS• Identification and development of human resources• Protocols for HIS operation• Establishment of HIS supporting and coordinating bodies• Promotional activities• Cultural assessment workshops.


HIS physical infrastructure

The HIS functional infrastructure was adopted by all agencies in the December 1996Workshop on HIS. Proper maintenance strategies and required budgets have beendocumented and discussed with the concerned HIS managers to ensure sustainability.

Human resources development

Once an agreement was reached on the HIS structure, staff requirements were identifiedand job descriptions made. Staff requirements, their tasks, minimum education requirementsand occupation are dealt with in the “Job descriptions document” for all staff in the HIS.Based on this, positioning of staff could take place in pace with the implementation of thephysical infrastructure.

An extensive training program was set up and implemented under HP. It envisaged toensure necessary knowledge, skill and required attitude building and provide training to allthe personnel involved at different levels in various activities of the HIS.

A whole range of subjects, issues and activities was covered under the training programme,which included training courses covering aspects such as:

– Observation practices on hydrological and allied data,– Standard water quality sampling and analysis procedures,– Analyses of pollution related parameters,– Basic know-how for working on computers,– Surface water, groundwater and water quality data entry procedures,– Surface water, groundwater, and water quality data processing and interpretation using

dedicated software,– Geographical Information System,– Database management systems including aspects of latest information technology,– Sophisticated equipment and installations like DWLRs, ADCPs, AASs and GCs etc.,– Procurement procedures for equipment and other infrastructural facilities,– Installation and acceptance protocols for specialized equipment,– Training and communication skills for in-house trainers.

Most of these training courses have been institutionalized through the services of designatedCentral Training Institutes (CTIs). Courses were developed and refined by the in-housefaculty members of such institutions together with the Consultants. A three prongedapproach was adopted for imparting training to a very large number (about 9,000) oftrainees. The concept of “training of trainers (ToT)” was employed, by which core groups ofmotivated officers of each state and/or CTI were trained. These would then conduct furthertraining courses for the actual trainees with or without the help of faculty members from theCTIs or the Consultants. After the formal training courses the trainees were further assistedat their own working place through so-called hands-on coaching sessions.

To ensure uniformity and standardization in transfer of knowledge and delivery of trainingcourses, comprehensive training documents have been prepared, covering the coursecontents, exercises and presentation material. Scores of training courses have beenconducted regularly by the CTIs and the Consultants throughout the project period. Centraltraining institutes (NWA, NIH for SW, and CGWB for GW) with their faculty, trainers and


training managers are now able to initiate, deliver and further develop advanced HIS trainingin response to the present and newly emerging needs. These CTIs will continue to providetraining facilities after the project ends, especially to address the problem of frequenttransfers of trained staff members out of the project area.

National co-ordination is required to stimulate working contacts between training providersand beneficiaries, sharing of training experiences, develop training resources and capacity,standardise technical module contents, introduce new developments in HIS in curricula, andto channel information on training progress to the HIS-Technical Secretariat and NationalHelp Desk.

TA objectives were not defined in terms of training deliveries and achievements, but inestablishing a professional network of HIS training institutes and in-house training capacity.Notwithstanding, the Consultant also played an active role in course development, moduleproduction and course delivery. This helped maintain the momentum in training activities.The future custodian of water quality training for HIS has not yet been appointed, thoughConsultants have proposed to charge CPCB with this task.

Protocols

Protocols have been laid out for different offices for maintaining timeliness in exchange ofdata and uniformity in the procedures to be employed for monitoring, data entry, validation,processing and analysis. Workshops have been conducted for approval of the protocols toprovide due recognition and authenticity to enhance sustainability of the HIS.

HIS supporting and coordinating bodies

The following bodies have been established to coordinate and support the implementation ofHIS under the Project:

• National Level Steering Committee (NLSC), responsible for the coordination of theactivities of the implementing agencies;

• Project Coordination Secretariat (PCS), the secretariat of NLSC, for day-to-daycoordination of the project implementation;

• State Level Coordination Committees, responsible for the coordination of theimplementation at state level;

• High Level Technical Groups for Surface Water and for Groundwater, dealing withthe technical approvals for equipment, and computer hardware and software;

• National Level Training Committee, responsible for the scheduling andimplementation of training programmes, and

• Hydrological Data User Groups, established at state and central level to reviewhydrological information needs.

To ensure on-going post-project support and coordination the following supporting andcoordinating infrastructure is being established:

• National Level HIS Coordination Committee: to operate as a policy level coordinatingforum between the nine states and the central agencies;

• State Level Coordination Committee, in which the HIS operating agencies arerepresented to act as an HIS forum at state level

• HIS Coordination Secretariat, a fully equipped, centrally located secretariat, whichextends assistance to the National Level HIS Co-ordination Committee. The HIS-CS


will take-over from the TA Team the task of responding to issues of varying natureand complexity, which may partially be delegated to the NDCs and their HIS HelpDesks. It also takes over the activities of the HLTG.

• HIS Help Desks at each NDPC and SDPC to provide support to the HDUs inretrieving and interpreting data from the database.

• National Level Training Committee, in which the National Water Academy and theCentral Ground Water Board are represented to co-ordinate the scheduling andimplementation of the training programs.

• National Level WQ Assessment Authority, with legal mandates for promotingstandardization of procedures for water quality monitoring, with support from the HIS-TS.

• State Level WQ Review Committees to review the implementation of thestandardized WQ monitoring and analysis procedures.

• Continuation of the Hydrological Data User Groups to review hydrological informationneeds.

Promotional activities

HIS has been promoted at various levels:

• At decision making level: One of the key determinants of the sustainability of the HISis the continued budgetary and management support by the higher-level decision-makers. Activities covered under this aspect included building and maintaining acongenial public relation, providing media visibility to HIS activities, creatingawareness regarding the present and potential utility of HIS, publication ofnewsletters, lobbying for staffing and initiating micro-level changes in organizationsetc. In the post-project scenario, all of the above and many more similar activitiesare to be taken up or promoted by the National Level HIS Coordination Committee.

• At HIS management level, by conducting HIS operationalization workshops, WaterQuality Monitoring System operationalisation workshops, and HIS managementworkshops for enhancing ‘personal effectiveness’ (i.e. a series of regional/divisionallevel workshops addressing managerial issues and shaping attitudes for the field andmiddle level staff, also related to Monitoring Quality Control of the generated data).The workshops focused on creating awareness amongst and commitment of the staffregarding the HIS. Annual cycles of these workshops should be repeated in allagencies as part of the post-HP training calendars, to ensure continuous commitmentof the staff. Effective operationalization of the HIS calls for a quality conscious andtime efficient work ethos. This is the key to make HIS sustainable in the long run. TheTA organized a series of ‘personal effectiveness’ workshops for apex level HISmanagers and similar workshops for second-tier HIS managers.

• At HIS technical level: on various occasions, while developing the HIDAP, throughoutthe various training programs under HP, and through on-the-job training.

• Promotion of user interests and State level HDUGs. Long-term sustainability of ademand driven HIS will be achieved by promoting stable internal systems, andinducing pro-active, external pressures on the implementing organizations.

The TA used a combination of these approaches in a balanced manner. Promotion of stableinternal systems included developing uniform guidelines and standard procedures for datacollection, processing, exchange, storage, communication, etc. Pro-active, externalpressures comprised a range of activities such as activating state level hydrology data usergroups (HDUG), creation of user awareness, making an inventory of HIS data needs invarious sectors, and demonstrating the utility of the HIS data for various purposes.


Cultural assessment and change management

Most recently, the TA has conducted cultural assessment workshops in a number of betterperforming agencies. The objective of these workshops was to address operationalizationissues related to organizational culture. Prior to introduction of the HIS, hydrological datacollection, processing, and dissemination was influenced by then existing technical,administrative and cultural conditions. This included inter alia the instrumental rather thansystematic approach to hydrological data collection (in surface water), a proprietary attitudeto the data collected, a lack of commitment to data quality, absence of user orientation, a lowregard for hydrology postings, and a resultant lack of management continuity (in surfacewater). Of the well-known seven factors for organizational excellence (McKinsey’s 7-SModel), the main activities of the TA throughout the project have focused on the “hardfactors” viz. structure, strategy, and systems. The purpose of the cultural assessmentworkshops was to address the “soft factors”, viz. staff, skills, style and shared values. Theworkshops encourage the participating organizations to develop mission and valuesstatements together with objectives related to observed drawbacks to excellence (e.g.staffing, administrative requirements), and formulate action plans to deal with the issuesidentified. These have been reported in February 2003, and the implementation of actionplans is being pursued.

2.10 HIS management

The overall development objective of the HP is to “support major aspects of the NationalWater Policy through improvement of the institutional and technical capacity to measure,process and disseminate quantity and quality data on surface water, groundwater andrelated climatic data”. It would appear that a prime performance indicator to assess whetherthis objective is being achieved, is whether accurate data is flowing in the system.

The technical capabilities of the HIS software make it possible to provide managers at alllevels in the system with the necessary information to do this. This information allows anexecutive engineer in charge of e.g. SW sites in a division to know which data are collectedcompletely and which sites are lacking in data reporting. On the basis of this information,the executive engineer can then initiate investigations into the reasons why certain sites areunder performing, why certain (types of) data are incorrect, etc. This allows identification ofactions to be taken regarding maintenance, staffing, training, etc. It also makes it possible forthe data centers at e.g. divisional or state level to assess system performance and to providefeedback to the managers of different parts of the system.

Another important information for all managers is the staff position and staff ability toperform. Thus, the Staffing and Training Information System (STIS) was prepared by theconsultants, to manage the staff in HIS and keep track of the various training imparted tothem at different times. The basic objective of the software is to make available accurateinformation on the training status of each individual working in the HIS, in a minimum of timeand without going through voluminous files.

The software is useful for the managers coordinating the HIS in all the Agencies. This toolhas the ability to provide reports in specified formats without any loss of time. The type ofreports available are viz. Employee Status, Staffing Status, Training Progress, Training Plan,Balance Training, Individual Learning Path, Individual Trainee Reports and Training History.It has been designed in a manner to keep it brief and simple in use and, therefore, does notrequire any extensive training in its usage. The system can be expanded as the need arises.


3 Technical Assistance Activities

The Hydrology Project (HP) is well on its way to achieving the development objectives asconceived at the time of inception. However, only some of the agencies have initiatedmainstreaming the Hydrological Information System (HIS) implemented and operationalisedunder HP in their water sector planning and management activities; these activities still needsubstantial attention in many of the participating agencies.

The TA activities are elaborated based on the basic structure of the HIDAP, comprising ofsix different steps and the seventh as an overall involvement of institutional development inthese six domains, i.e:

1. Utility of HIS and user needs

2. Observation Network

3. Data collection

4. Data processing, analysis and reporting, and inter-agency data validation

5. Inter-agency data exchange and communication

6. Data storage and dissemination

7. Institution and human resources development

The current focus has been on consolidation of the HIS. Priority is being accorded toactivities related to:

• operationalisation of the dedicated GW software system (GEMS) and of the DataStorage software system (WISDOM),

• monitoring and accelerating the data flow in the HIS,• web-based data dissemination,• interacting with data users and determining the data needs in various sectors of society,• promoting the use of HIS data for water resources evaluation and planning, and• a range of activities related to institution and HR development, and promotion of the

HIS.

The progress on TA activities during this reporting period and as envisaged during theproposed extended period of the project, is further detailed in this chapter. These activitiesare scheduled on a time scale in Figure 3.1.

Though there is no apprehension regarding sustainability of the activities in most of theagencies, there are institutional ‘soft spots’ causing concern. These are described in thischapter along with related initiated activities.

Time planning2003 2004

Activity Description TA Focus

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

1. Utility of HIS and data needs1.1 Promote agency lead in PR All agencies

1.2 Support agencies with HIN assessments AP, Kar, TN, Guj

1.3 Assist in WRM and added value studies Guj, Kar, Mah, AP, TN

1.4 Activate HDUG ; institutionalise concepts & practicesvide task group approach

AP, Mah, Kar/ all states

2. Network2.1 Assist in specialised equipment; review network

adequacy; position CWPRS as nodal agencyAll states/CWPRS/CWC/CGWB

2.2 Promote structured field inspection practices forsustainability

All states/CWC/CGWB

3. Data collection3.1 Review monitoring practices; pursue NWA & RGI

for updating of trg modules; pursue protocols & MQCAll states and central agencies;NWA/RGI

3.2 Coaching lab mgmnt; coaching on analyticalpractices & quality control (AQC)

AP, Mah, Kar, TN, Guj, MP,CWC, CGWB; others on request

4. Data processing, analysis and reporting4.1 Coach helpdesks; operationalise WQDES_GW; train

and coach ToTs for GEMS; transfer ownershipHYMOS training; coach application of GEMS software

AP/Mah/Kar/TN/Guj & centralagencies; others on request

4.2 Training on GIS QC/QA applications; linking with usefor hydro-geological applications

All states/selected agencies

4.3 Workshops and coaching on (inter-agency) datavalidation; develop QA in data processing

AP/Mah/Kar/TN/Guj & centralagencies; others on request

4.4 Assist in first year book production All agencies

5. Data exchange and communication5.1 Pursue central agencies to lead inter-agency data

exchange and validationCWC, CGWB, IMD & allagencies

Time Planning2003 2004

Activity Description TA Focus

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

6. Data storage and dissemination6.1 Assist with introduction of WISDOM software &

training, incl. ToTsAll states/central agencies

6.2 Support operationalisation of DSCs; guide gooddissemination practices; assist agencies withoperationalisation of WISDOM; assist NDCs

All agencies

7. Institution and human resource development7.1 Activate HIS-CC and SCC & HIS-CS; activation and

coaching of help desks; strategic assistance to HIS-CS

MoWR, all states

7.2 Stimulate WQAA; institutionalise SWQRC at statelevels

All India

7.3 Institutionalise agency-run HIS and WQMSoperationalisation workshops; integrate with annualtraining calendars

All agencies

7.4 Post-HP training plans through training cells;address training sustainability

All agencies

7.5 HIS promotion & communication activities All agencies

7.6 Cultural assessment & change management;promote annual planning of HIS activities

AP, Kar, Mah, Tn, MP, Guj


3.1 Utility of HIS and data needs

Hydrological Information Needs Assessment - Assisting the central and state agencies inthe systematic documentation of HIN has commenced. The HIN Assessment programmewas initiated during the current reporting period for both Surface Water and Groundwaterdomains of Maharashtra. The Consultants have revised the earlier HIN questionnaire tofactor in the needs of typical data users. The administration of the questionnaire anddocumentation of the findings is yet to be taken up seriously by the agencies. The delay hasbeen mostly due to the fact that it has been difficult for non-traditional data users (i.e. otherthan the SW and GW agencies) to enunciate their data needs in absence of actual dataflowing from the system. In many cases they are simply unaware of the potential utility ofhydrological data for their purposes.

To initiate the HIN related activities and to set the ball rolling, in-depth discussions were heldwith selected data users on a one-to-one basis in Maharashtra, for SW and GW. Agencystaff and HP Consultants brought to the users’ notice the newly acquired capabilities of theHIS to provide data and also to promptly handle requests for data supply.

Accordingly, series of meetings were organized in Nashik, Pune and Mumbai covering awide range of data users with due regional spread, including Govt. departments, Semi-govt.organizations, municipal corporations, educational institutes, and voluntary organisations(both for SW and GW). The Consultants facilitated the discussions. The HIN report is underpreparation, reflecting the data needs and data availability, and the efforts needed to bridgethe gap between the available and required data.

Such documents need to be elaborated for other States too, to form a sound basis foraddressing a multitude of potential data users and compiling Hydrological Information Need(HIN) documents. This will also help to mainstream the HIS in terms of its data utilization forplanning and management purposes in various sectors of society. It further aims to identifyrequired improvements in the HIS and give direction to the organization of regular HISAwareness Campaigns.

HDUG - Interaction with data users has taken place through HDUG meetings, and throughnumerous informal consultations. However, only now that the HIS has become operationaland the HIS web-site (with its data availability catalogue) will shortly be launched on theweb, an opportunity exists to reactivate the discussions in the HDUGs to actively involve thedata users in the operationalization phase of the respective software items in the agencies.The Consultant will address this issue once again with the agencies. Hence, the interactionswith potential data users are to be given a major thrust as from 2003.

The agencies have started to get first-hand feedback from the members of HDUGs andcompiled suggestions pointing to new user needs. As a next step, it is now equally importantto see how the agencies respond to such new user needs. The institutionalisation of thisprocess would make the HIS sustainable in the long run as it would be responsive to actualuser needs.

However, it should be noted that the actual involvement of the “outside” users of the systemis – almost by definition – so limited in terms of scope and frequency that it is unlikely thatthe systems would really be adjusted to their needs. Rather, the involvement of these userswould be to act as a sounding board for discussions on development of the system.


The reactivation of the HDUG concept could benefit from stronger professional pride andcapabilities in the agencies, and this could be supported through the establishment of“quality circles”. Such circles would involve data practitioners, i.e. HIS staff of the differentnational and state agencies collecting, processing, and applying data. While establishing“quality circles” could risk exacerbating the proprietary image of the HIS from the agencies’perspective, by building appreciation for the potential utilities of the HIS it would create astronger platform for HDUG activation. For example, stronger professional commitment,should lead to interest in the production of HIN documents for all networks, setting the stagefor future demand-supply interaction in the HDUGs.

Forward link of HIS data with Integrated Water Resources Management (IWRM) -Initiatives to link HIS output with larger water resource planning and management issues atthe macro and regional levels are being taken up. IWRM studies had been initiated inSabarmati (early 2001) and Godavari (early 2002) river basins, using the RIBASIM software.These studies are to produce utility-oriented results. Consultant regularly visited the StateData Center at Nashik and CDO at Gandhinagar, to review:

• the schematisations of both the Studies.

• the schematisation reports which describe in detail the kind of structure, area,abstractions etc. represented by each node, and link.

• the simulation runs attempted so far and to sort out the difficulties faced by the teams inmaking the simulation runs.

• the analysis of the successful simulation runs with respect to ground realities andparameters needed to be retained in the modeling.

• the identified strategies based on the selected measures for making the simulation runsfor the base case and the selected reference cases (through implementation of thestrategies).

Consultants participated in the reviews by the RIBASIM Modelling and IWRM PlanningExperts, and have continuously monitored the progress of both the IWRM Studies. Twoworkshops have been proposed, the first one at Nashik and the other at Gandhinagar in themonth of April 2003. The first Workshop is an internal Workshop to present the findings fromthe Godavari RIBASIM Studies while the other is a State level Workshop at Gandhinagar.Finalisation and reporting of these studies will take at least another six months and requiresfurther TA support.

HIS added value studies - Implementation of the dedicated network combined with highfrequency water level monitoring and systematic organization of data in a dedicated database has already enabled better understanding of the groundwater resource availability forwatersheds and of the recharge phenomenon. The most visible value addition has been inthe form of new groundwater resource assessment reports for watersheds/districts/blocks/taluks in the states of Andhra Pradesh, Karnataka, Tamil Nadu, Maharashtraand Gujarat. High frequency water level monitoring has enabled better understanding ofrecharge for individual rainfall events and the rate of decline in the peak summer periods.This is being used as an input in designing artificial recharge structures, defining thepumping rates and frequency as well as to project the likely deepest water levels duringdroughts. The data emerging from the HIS have also been used to evaluate the performanceof different artificial recharge structures and understand the dynamics of the fresh water-saltwater interface. DWLR data are being reviewed monthly by the Chief Minister of AndhraPradesh, in his drive to combat the serious drought in this state.


Joint Survey Programme for operationalisation of level II+ laboratories of the Centraland State agencies in analysing heavy metals and pesticides - A preliminary study onwater quality in Cauvery river was conducted by the Central Laboratory of PWD at Chennai.The water quality was monitored at eight locations along the Tamil Nadu stretch of the riverin terms of 11 pesticides. The study revealed that the pesticides content in river water isexceeding the permissible limits at some locations for several pesticides, necessitating moredetailed study.

The HP-Consultants organised a two-day meeting at Chennai (23-24 December, 2002)inviting all the water quality monitoring agencies in the Cauvery basin, including the Centraland State Pollution Control Boards in the two States of Tamil Nadu and Karnataka, theobjectives being:

• to develop close interaction among the agencies,

• verification of the water quality through joint efforts of all monitoring agencies,

• to initiate a ‘learn-as-you-analyse’ programme in the operationalisation of instruments,like Atomic Absorption Spectrophotometer (AAS) and Gas Chromatograph (GC), and

• to assist the Pollution Control Boards / WQRCs / WQAA in their action programmes.

Based on the deliberations in the meeting, a proposal for a Joint Survey Programme wasformulated for financial assistance from the WQAA. The proposal has been submitted to thePCS for consideration by the WQAA.

HIS for new users (HP-Follow-on Project) – As reported earlier, the PCS and consultantshave collaborated in the conceptualisation and drafting of a follow-on project proposal, titled“HP-follow-up: A Draft Working Paper”. This collaborative effort has resulted in thecrystalization of internal thought processes within the MoWR. Meanwhile, the Govt of India,through DEA, has submitted in January 2003 a proposal for HP-II to the World Bank forconsideration.

3.2 Observation network

Monitoring performance of DWLRs – Repeating what was emphasised earlier, theparticipating GW agencies need to strengthen their technical support system. This shouldinclude appointment of competent technical staff with in-depth understanding of DWLRs andadequate provision for supporting instruments for testing and verification of DWLRs. Someagencies have constituted designated DWLR-Help-desks. Most DWLR brands function nowproperly, except for Greenspan, which still has not replaced numerous failing instruments.Continued support of the TA is desirable.

DWLR test and maintenance facility - Since the DWLR technology is foreign and relativelynew to the agencies, vendors support is demanded more frequently and the lead timerequired by the vendors to respond to the needs of the agencies is still too long. CWPRS’srole in training and maintenance of DWLRs is important and needs to be enhanced.Therefore, to ensure capacity building within the country, a centralized testing andmaintenance facility has been setup at CWPRS (Pune).

Advanced monitoring equipment: IBS and ADCP - State-of-the-art modern technology forreservoir sedimentation survey is being introduced in all the participating states, and inCWPRS, Pune. CWPRS would function as the nodal agency in training and maintenance ofthis equipment after the closure of the project. The technology allows faster data acquisition


with better accuracy. Supply of the equipment has been completed. The second round oftwo technical workshops was conducted during January and was hosted by the State ofMadhya Pradesh. Consultants also participated in several field tests, the last one in Gujaratin February 2003. Substantial follow-up is required to overcome initial problems and bringthe system to full use, on a sustainable footing. CWPRS also has to start functioning as anadequate support institution.

CWC is in the process of upgrading some existing stations under HP by providing AcousticDoppler Current Profilers (ADCP). Three ADCPs were procured in late 2001. The pilottesting and system acceptance program has been completed. Validation of themeasurements still needs a lot of attention.

Network adequacy - The processed historical and current data, using HYMOS andGEMS/GWDES software, should now be utilised for providing insight into the networkadequacy. SW, hydrometerological, GW and water quality networks, designed andimplemented during the project period, must be reviewed by the agencies to bring out thegaps or redundancies, also keeping in view user needs as laid down in HIN documents andexpressed by HDUG members. Consultant will pursue and support this exercise resulting inlisting suitable corrective measures, if any, to be undertaken by the agencies. Consultantswill pursue these reviews in selected States during the extension period, and the activity canbe taken up by the agencies subsequently.

Development of a Referral Laboratory for the Central Water Commission - In the5th meeting of the National Level Steering Committee (NLSC) for implementation of theHydrology Project, it was decided to have a Referral Laboratory for the CWC and CGWB.Subsequently, the CWC designated their laboratory (level III) in Delhi as the ReferralLaboratory. To provide catalytic support in the assessment of the requirements of a ReferralLaboratory, the HP-Consultants organised a brainstorming session with the ResearchOfficers of the CWC laboratories during December 2002, to identify the functions to beperformed by the laboratory at present and also in the near future. The findings areelaborated in a report forwarded to the PCS for consideration and necessary action.

3.3 Data collection

Monitoring Quality Control (MQC) - Data collection is ongoing in all HIS domains, which assuch requires no further input other than a review of the functioning of Monitoring QualityControl mechanisms, supervisor training and functioning, and the actual implementation atfield level of the protocols for data collection. Review and (inter-agency) validation of thedata received at the State/Regional data Centres, in terms of completeness, timeliness ofreceipt and accuracy will demonstrate the actual operationalisation and functioning of theHIS at field level.

Refresher ToT Course (Hydrometry) to enhance MQC - The main objective was toprovide a reorientation to the existing trainers (SW) on various HIS monitoring aspects asdetailed in the SW Manual. HP Agencies need to expedite conducting the follow-up coursesin-house. Such courses should be an annual feature, preferably before the monsoon, torevitalize the knowledge bank and increase the motivation levels within the Agencies.

Water Quality Monitoring System (WQMS) workshops - WQMS workshops of five-dayduration have been completed in sequence in all states. Laboratory staff of the centralagencies from the respective regions also participated. In these workshops the discussionswere issue based and problem focused and the onus of such discussions was placed on thescientists and chemists, with consultants playing only a facilitating role. Through these


discussions the status of operationalisation of the laboratories was brought into focus andrecommendations/decisions to resolve problems were formulated. A series of five-dayhands-on training sessions on operationalisation of the AAS and GC have been completedfor the chemists of the Level II+ laboratories in each of the nine States and CentralAgencies.

WQ query response - Queries from the regional laboratory of CWC at Hyderabad, CGWBat Bhopal, and all the State Groundwater laboratories were addressed and necessaryguidance was provided by the Consultant. These pertained to laboratory planning and tochoice, performance and operationalisation of instruments, Analytical Quality Control (AQC),utility of water quality data for both SW & GW and related operationalisation problems,development of a library of reference books relating to water quality chemistry, etc.

The operations at Level II/II+ laboratories merit substantial further support and hands-oncoaching, particular with respect to advanced equipment such as AAS and GC, which only in2002 have started to become operational, for pollution studies of heavy metals andpesticides. The continued TA would focus only on one Level II+ laboratory in each agency,while this Laboratory itself would have to look after the Level II laboratories under itsjurisdiction. Intra- and Inter-AQC needs to be continued and promoted with fervour.

Inter-laboratory Analytical Quality Control exercise: 4th Round- Similar to the exercisedone by CWC’s laboratory (level II+) at Hyderabad, CGWB initiated the AQC exercise bysending samples to all 33 groundwater (GW) and 18 combined SW and GW laboratoriesduring October 2002. The draft report presenting the results is under preparation. The AQCexercises clearly demonstrate the need for continued support by the TA. Though alllaboratories are functional, the accuracy of analyses, even for standard tests, leaves muchto be desired. Regular calibration of the instruments is not always done, and a distinct biascan be observed in the performance of many laboratories. Encouraged by the past results,the programme for the 5th round AQC has been initiated for June 2003, as approved by theMinistry of Water Resources.

3.4 Data processing, analysis and reporting, and inter-agencydata validation

Operationalisation of HYMOS and data processing – As reported in the past, HYMOS isintroduced at all 42 DDPCs and 15 SDPCs/RDPCs through in-depth training courses ofthree weeks duration. The core group of 15 HYMOS trainers from NIH, NWA, CWPRS,CWC, MP and MAH with support from the consultants team conducts these training courses.In addition, a group of 14 state level ToTs provide further support in terms of hands-on-coaching. A total of 175 officers have been trained in 12 courses (Basic HYMOS) coveringall of the 57 DPCs. Similar to the 28 officers (from AP, CHH, GUJ, KAR, KER, MP, MAH andCWC) who have undertaken the Advanced HYMOS courses organised by NIH in August-September 2002, the last Advanced HYMOS course was done at Roorkee in December2002. This last course has taken the total coverage to 45 officers from all theSDPCs/RDPCs.

The AMC for HYMOS still needs to be finalized by the MoWR/CWC. The use of HYMOS isstill below the desired level, mainly due to lack of effective imposition of HIS protocols. Inter-agency data validation is yet to commence. Nevertheless, in 10-15% of the data processingcenters at all levels validation is progressing well and it is expected that this percentage willimprove rapidly. This is because, at the core, validation depends on attention bymanagement and motivation of staff to perform the necessary routines. This requires clear


and established procedures and understanding of the conceptual need, together with acommitment to make the HIS perform as best as possible. With a proper procedure,established in the standard office procedures of the relevant organization, there should atleast be management attention for the necessary protocols to be followed and relatedreports to be filed. At the very least the CE and SEs would be expected to conduct thenecessary managerial oversight.

One option to be explored is to organise in each state week-long HYMOS-data validationworkshops, where key staff from state/regional/ divisional data centres (CWC and the state)would participate in extensive (inter-agency) data validation exercises.

Data Validation – Consultants had completed GWDES stock-taking workshops for all thestate groundwater agencies and CGWB in September 2002, as a preparation for theimplementation of the GEMS software. This exercise has helped in mapping the skills,confidence and proficiency of staff in the higher order activities of GWDES. States havebeen advised to constitute a core team of officers, to carry out additional training to upgradethe skills of less proficient staff, and help to resolve GWDES related queries through theGWDP help desks. As part of the stock taking workshops, the databases of all the agencieshave been examined and the deficiencies in the data have been brought out for updatingand rectification.

Yet, it is observed that data are often not validated and corrected, even when for examplemanual and DWLR water level data do not match. Inter-agency data validation is yet tocommence. Much follow-up is still required. An option to be explored is to organise in eachstate week-long GW-data validation workshops, where key staff fromstate/regional/divisional data centres (of CGWB and the state) could participate in extensive(inter-agency) data validation exercises.

However, institutional practices regarding validation will only develop as the staff becomeaware of the need for validation, i.e. to develop conceptual understanding and the will toexcel in HIS performance. In other words, HIS staff, including the managers, must develop asense of honor in this regard. This presents a good opportunity to tie this technical issue tothe organizational values being addressed in the Cultural Assessment Workshops (seesection 3.7). Hence, during the further extension of the project, the TA will not only focus onthe technical aspects of data validation but also on the “culture aspect”. To this end, thefive-day validation workshops with staff from different agencies will continue, as will thecultural assessment workshops. These activities will now be closely coordinated – the TAwill investigate whether they can be integrated.

GEMS dedicated groundwater software - The implementation of dedicated groundwatersoftware has fallen seriously behind schedule. The pilot testing of the dedicated softwarewas done during this reporting period, in which the Consultant participated extensively, whileproviding technical inputs during the Working Group meetings and HLTG meetings related toGEMS. The Consultants carried out data entry and analysis on all the different modules.Detailed reports on the performance of the software were prepared and submitted to CGWB.Incorporation of changes and modifications is likely to take considerable time. The full-scaleimplementation of the software in all the Data Processing Centres is now planned to becompleted by June 2003. However, the lack of experience with data flow management, datavalidation, and storage and dissemination practices makes it unlikely that operations will gosmoothly from the start. This is exacerbated by the fact that a new system such as GEMSinevitably will prove to suffer from a number of bugs that will need to be ironed out during thefirst year(s) of operation. Related training and on-site implementation support will be requiredto continue for at least two years.


GEMS software Training of Trainers - The implementation of dedicated groundwatersoftware training has been delayed considerably, warranting immediate concern. Thesoftware can now be termed trainable. However, there is a growing need for a core group ofGEMS trainers. Past experience of surface water data processing training shows thatextensive and continuous efforts will be required to ensure the effective usage of thegroundwater data processing software. Here, the groundwater data processing trainers willhave to play a very active role. Sustainability being a key concern, in-house trainers arerequired by all Agencies for their future needs. It has been suggested that the core GEMSsoftware trainer group should comprise six trainers from CGWB plus two per State GWagency and one each from NIC and NIH (total 26 trainers). The help desk at the NationalGW data center can coordinate the activities of this core group of trainers. These trainers areneeded for the regular follow-up with the data processing staff and would act as coaches.They shall be the necessary resource for conducting training for all new staff who areassigned the task of data processing. Since data processing is a continuous process, thetraining on this subject shall hold the same status and will be required at all times. Thistraining is a priority. It is proposed that two rounds of this ToT course can be held in Mayand June 2003. The ToT training would be conducted by CGWB and the Consultants, withsome input from the software vendor.

GIS data sets – Creation of GIS datasets has made good progress in Tamil Nadu,Karnataka, Maharashtra and Orissa. In Gujarat the Groundwater Agency has taken uponitself the task of digitizing the toposheets, while no decision has been taken for digitization ofsatellite data. Andhra Pradesh has signed an MOU with GSI for creation of the GIS datasetsfor the entire state and the work has begun during this reporting period. Consultant facilitatedthe finalization of MOU between Kerala State Ground Water Department and KeralaLanduse Board. Also technical discussions were held with Kerala Landuse Board Officers, toprevent possible errors and to facilitate faster generation of GIS data sets. No concretedecision has been taken in Madhya Pradesh, while little progress is observed inChhattisgarh. It is surprising that the already existing GIS datasets created under differentprojects in all the states have not been made fully available for the HP.

CGWB has already procured 40 digital topo-sheets (1:250,000 scale), while another 300 arestill to be received. Additional work would have to be done for converting the data from theformats supplied by the Survey of India to HP specified GIS datasets format.

It can be concluded that the procurement of GIS data sets is well on its way, but delivery ofGIS-data sets will likely continue till late 2003. QC/QA of these data sets is of utmostimportance and several govt. staff have been trained to this effect. However, agencies arevery keen to receive further training and support from Consultants in this respect. The GISdata sets are crucial for future GW Resource Assessments and IWRM studies, and are alsoof much use for SW and GW studies related to area specific problems.

HIS Manuals - Similar to the SW Manual, a GW Manual has been completed in March 2003.Many parts of this document are already available at the Groundwater Agencies in the formof subject related reports. This GW Manual, sequenced in a logical manner, has GW DataProcessing as Volume 8, which was pending for a long time, awaiting the finalisation of theGEMS software. During the reporting period the draft GW Manual has been completed in aconcerted effort, also with input of experts of TNO from the Netherlands. The SW Manualwas also updated and finalised.

Both these manuals and other related reference materials will be displayed on the HIS website in the form of a HIS Resource Data Base, called ‘HIS Library’, for the centralised recordand reference of interested users. This Resource Data Base has been completed during the


reporting period, and contains virtually all documents produced by the TA that have a lastingvalue. Since any document or part thereof can be downloaded from the internet, there is noneed for costly printing of Manuals and other documents.

Three-tier HIS Help Desks - Having demonstrated the utility and usefulness of the HIS HelpDesk at the centralized TA location, setting up similar agency-level help desks was turnedover to each of the agencies. This initiative is an essential condition to ensure sustainabilityof the HIS in the long run and forms an integral part of consultant’s withdrawal strategy.

NATIONAL SWHELP DESK

(NDPC - CWC)

DELFT YDRAULICSHELP DESK

SDDPC DDPCs RDPC

CWC REGIONALHELP DESK

(5 Nos.)

DDPCs SDPC

STATE SWHELP DESK

(9 Nos )

Figure 3.1: Scheme for HIS-SW Helpdesk Function

SDDP

Figure 3.2: Scheme for HIS-GW Helpdesk function

CGWB DATA CENTRES

DDPC RDPC SDPC

STATE GWHELP DESK

(9 Nos.)

STATE GW DATA CENTRES

UDPC RDPC

NATIONAL GWHELP DESK

(NDPC - CGWB)

TATA INFOTECHLTD. HELP DESK

NDPC


Though much of the software (SWDES, GWDES and HYMOS) is now fairly well establishedand the level of understanding among most of the HIS personnel has improved, a regularhelp desk service should be maintained to address any difficulty in the operationalisation ofHIS activities. This facility would boost the HIS activities considerably during the post HPperiod. The help desk would also address any other technical matter concerning HISimplementation, besides focusing on the software for processing the HIS data. In the Statesa group of dedicated staff have been identified to maintain these help desks. The servicesare available on all working days, throughout the year. It is intended that responses to thequeries will be available within 24-48 hrs after receipt of the query, either through email orfax. A three-tier HIS help desk has been conceptualized as per the diagrams given above.Each helpdesk would also keep the National HIS helpdesk informed of the solutions for thebenefit of other State / Regional help desks. The central pool, through email, shall alsoprovide routine guidance about known common problems available to all helpdesks.

State Data Centre staffing - Over the past year, the incidence of frequent and unplannedtransfer of staff out of the HIS has reduced considerably. To a large extent, this is due to theappreciation at the decision-making levels that the HIS demands domain-specificknowledge. Creating and institutionalising such a knowledge bank requires a substantialamount of time and effort. This is a positive change to ensure sustainability. Staffing of StateData Storage Centres with competent and trained staff is in process. The staffing of DataProcessing Centres (barring Chhattisgarh, Orissa, Kerala and some regional offices ofCWC) is complete and the staff have acquired reasonable levels of competence andconfidence in carrying out various activities of data processing.

Hardware implementation at DPCs - The hardware for all regional and state level DPCshas been delivered and installed.

Continued TA - For SW the focus in 2003 would be on HIS helpdesks, advanced HYMOSapplication and inter-agency data validation through State/Regional Data Centres. TheseData Centres in turn would have to look after the divisional and sub-divisional data centresunder their jurisdiction. An important aspect is to monitor the actual flow of data through theHIS, from field level to the State/Regional Data Centres, in terms of timeliness,completeness and accuracy of the data, which as such may give rise to new institutionalactivities. The dedicated hydrological data processing software (HYMOS) has fully beenintroduced in the SW domain, though due to the long time it took to familiarize agency staffwith the basic data processing, only little exposure could be given till date to advancedHYMOS applications. Inter-agency data validation has as yet to take off on a large scale,and needs serious attention and initiatives by CWC, as the apex SW agency in the country.

For GW the focus in 2003 will be on HIS helpdesks, the operationalization of GEMS anddata validation through State/Regional Data Centres. An important aspect is to monitor theactual flow of data through the HIS, from field level to the State/Regional Data Centres, interms of timeliness, completeness and accuracy of the data. The dedicated groundwaterdata processing software (GEMS) would only be fully implemented by June 2003, and it willstill take a long time to familiarize agency staff with the GW data processing and inter-agency data validation procedures. The focus would be on a relatively large group of in-house trainers (ToTs) and members of the GW-HIS-Helpdesks, who would in turn have tolook after the proper utilisation of the system at lower levels in the agencies. Similar to thestate of affairs in the Surface Water agencies, inter-agency data validation has as yet to takeoff on a large scale, and needs serious attention and initiatives by CGWB, the apex GWagency in the country. Putting the HIS to use in providing useful inputs for improvedestimation of the groundwater potential in the country (resource assessment) is anotherimportant activity for continued TA.


New formats have been developed for annual reports (covering also GW), aimed at bringingout the salient characteristics of the hydrological regime of a region for each year. Theproduction of these reports, important in view of data dissemination, has still to gainmomentum and merits additional input.

3.5 Inter-agency data exchange and validation

The general protocols for inter-agency data validation had been discussed during theworkshops held in February 2002. These have now been accepted and adopted by all theagencies. This should make the processed data sets acceptable to all the agencies, which isone of the primary goals of the Hydrology Project. The inter-agency data exchange andvalidation has only just begun during the reporting period.

There is a great need for exchange of information and data between various agencies for thepurpose of data validation, as HIS networks are operated by multiple agencies in the samegeographical areas. The data exchange and inter-agency data validation procedures aredescribed in the HIS Manuals and embedded in the Protocols for HIS activities. Particularlythe inter-agency data exchange and validation merits a persistent follow-up, in order toingrain these procedures and processes deeply in the concerned agencies.

The data validation is carried out in three different stages. The tertiary data validation in theState Data Processing Centres (DPCs) is the final hydrological validation of the data bycombining the data sets of different regions of the State as well as the data sets of the otheragencies involved in data collection and processing (CWC, CGWB, and IMD).

The SW & GW Agencies from Maharashtra have set the process in motion and have startedto exchange the raw data sets for validation purposes. For example, the Maharashtra SWAgency now exchanges the hydrometeorological data sets with IMD - Pune, and thehydrology quantity and quality data are exchanged with the regional office of CWC. Similarly,the GW Agency (MAH) and CGWB (Nagpur) have commenced the exchange of data. Inter-agency data exchange and validation is a new phenomenon for the agencies and, therefore,requires personal initiatives and interactions of the HoDs of the State and Central Agencies.

All state SW agencies have started sending the meteorological data to the IMD for inter-agency validation. In a few cases, IMD has also sent back its report after validating the data.To make inter-agency data validation even more meaningful, IMD has further elaborated thespecific procedures and the information that it would require.

It was decided in the HIS Protocol workshop that CWC would take the initiative and co-ordinate actions in drawing up inter-agency data validation plans for SW data. This is now inprogress.

The State Groundwater Agencies and CGWB have informally initiated inter-agency datavalidation in several states. The different agencies are using a need-based approach for thisactivity. An example is available in Karnataka, where the CGWB and the Department ofMines and Geology have been exchanging the data for better understanding of the aquiferperformance in the region. The delay in the implementation of dedicated groundwatersoftware has also in a way delayed the implementation of inter-agency data validation in theGW domain.


3.6 Data storage and dissemination

Data dissemination - Data dissemination capabilities have already improved with theintroduction of the computerised data processing systems in SW and GW agencies. Evenpending the implementation of the Data Storage System, the agencies could provisionallyutilise various facilities of SWDES/HYMOS and GWDES for supply of data to users in aneffective manner, due to availability of organised sets of historical and raw current data. Nowthat the DSC software has become available, disseminiation and interaction with other userscan take flight. However, as with all new software, the DSC software is likely to have anumber of ‘bugs’ that will have to be repaired during the first period of application, and forthis the TA will have to provide extensive support involving identification of ‘bugs’ and liaisingwith CWC and the vendor for their removal.

Data dissemination for internal government use is now being carried out using the reportingfeatures of GWDES by CGWB and in the states of Karnataka, Maharashtra, AndhraPradesh, Gujarat and Tamil Nadu on a regular basis. Data dissemination in the form ofGroundwater Resource Assessment books for smaller administrative units upto block levelhave been released for the first time using the data collected from the improved networks inAndhra Pradesh.

In Maharashtra, Orissa, Gujarat, Karnataka and Tamil Nadu the state groundwater agenciesare in the process of updating the water resource assessments for micro-watersheds /smaller administrative units using the updated HIS data. District level GW Year Books arebeing developed in the state of Andhra Pradesh and Karnataka with inputs from theConsultants, which would provide a bird’s eye view of the groundwater resource distributionin the district.

Model Year Books have been developed for SW and GW, and will be issued in April 2003 bythe TA. State-wide scale-up of the Year Book is expected to commence soon, based onthese models.

Dissemination of data through the centralised HIS-web site is expected to commence onlytowards mid 2003, once the Data Storage Centers become fully operational and store thevalidated data with appropriate catalogues. The pilot version of the HIS web-site (part of theWISDOM software) is ready. However, many agencies still have to complete the loading oftheir data in the Data Storage System, and produce their catalogue accordingly, before theweb-site can be launched on the internet.

Policy on pricing of HIS data – MoWR has finalised the policy for pricing of HIS data,which has been accepted by all participating agencies.

National Data Center - As agreed there will be two national-level Data Centers: one for SWand the other for GW. While the GW national-level Data Center will be located at the CGWBhead quarters in Faridabad, the national-level Data Center for SW has started operating atCSMRS, New Delhi, in the TA-office. The establishment and operationalization of thiscenter have been synchronized with the withdrawal of the TA. The tasks of the national levelData Centers will be along the following lines:

• HIS web-site management, including updating of the HIS catalogue

• HYMOS-Help Desk Management and AMC with Delft/Hydraulics, including SWDES


• GWIS – Helpdesk Management and AMC with M/s Tata Infotech.

• IT support for HYMOS and SWDES

• IT support for GWIS and GWDES

• Technical support to all SW & GW agencies

• Internal HIS trouble shooting

HIS Resource Database – The HIS Resource Database (the so-called ‘HIS Library’) hasbeen arranged similar to books in a library. It is complete and will soon be accessible to allon the Internet, as part of the HIS website. The Documents produced by the TA have beencirculated to all concerned at the appropriate times during the project. Having these outputscentrally available will facilitate easy access for all those who may be interested in theinformation.

Data storage hardware/software and web connectivity - All the states and agenciesexcept for Kerala, Gujarat and Maharashtra (GW), IMD and CGWB are at an advancedstage of tendering and/or installing the hardware. The tendering process in Kerala andMaharashtra (GW) has been completed and the hardware would be procured and installedby Mid 2003. The tendering process for the DSC in Gujarat commenced in October 2002,whereas IMD has made provisions for suitable hardware availability at Pune. CGWB hasdecided to upgrade some of their existing servers to support the DSC software, though theexact configuration for such an upgrade and detailed schedule to put it into action are yet toemerge. The DSC software has been implemented in January and February 2003 in all the31 locations though in some locations through provisional hardware arrangements.

Dial-up connectivity is available on normal PSTN lines at many of the Data Centers or in theadjacent rooms, with VSNL and NIC being the preferred service providers, though privateISP connectivity is also available. Most of the Data Centers are also likely to obtain ISDNconnectivity soonest.

Data storage and dissemination - All available data sets are to be stored and maintainedin well-defined computerized databases using the industry-standard data base managementsystem WISDOM, developed and implemented by ROLTA, Mumbai. The full scaleimplementation and hands-on training (for 31 Data Storage Centres) was completed inFebruary 2003. Hence, no time was available within the project period for practising datadissemination and interaction with data users through the web-site (to be maintained byCWC). Such testing will also bring to light difficulties encountered in deciding on the eligibilityof data users, the pricing of data, and most importantly the completeness of the data sets.Further TA for the support of the Data Centres is considered a high priority, particularly dueto the exposure of the HIS on the internet, which does not allow major flaws to occur, lest theconfidence of the public in the HIS may be lost.

3.7 Institution and human resources development

The HP has modernized the system of data collection and processing by making use ofmodern as well as time-tested technology and procedures. It is of utmost importance that theinstitutional strength required for the HIS, which has been created under the project, ismaintained and further enhanced. Important activities focused on maintaining a sustainableHIS are discussed in the following.


O&M procedures and budget provision - In addition to the documented requirements forstaffing and training, continued sustenance of HIS also depends on two key aspects, viz.diligent compliance with O & M procedures and adequate provision for O& M budgets. Bothof these aspects have been taken up by most of the agencies. O & M procedures werediscussed in all the divisional/regional level HIS operationalisation workshops. Necessarymodifications in the manuals (SW and GW) were made based on these discussions and theywere formally adopted. Formal government orders in this regard are expected to be releasedsoon. AMC agreements with equipment suppliers have been entered into and adequatebudgetary provisions for O&M during the up-coming fiscal year (2003-2004) are provided forin most of the states. Maintenance strategies and required budgets have been documentedand discussed with the concerned HIS Managers to ensure HIS sustainability

HIS Operationalisation workshops – These key sessions addressed management issuesand fostered awareness and commitment of staff regarding the HIS. The first round of thesedivisional level HIS Operationalisation Workshops was completed last year. The participantsappreciated these sessions and their strong recommendation was that this activity should bean annual feature and be made part of the annual training calendar. Seeing the favourableoutcome of these sessions, the Agencies took the initiative to organise the second round inthe States of Maharashtra (SW), Orissa and Gujarat (GW). Other agencies need to do thissoon. These workshops have instilled confidence and sense of ownership among the staffworking at all levels of HIS.

HIS protocols and procedures – Duly authenticated protocols have been laid out andintroduced for maintaining timeliness in the flow of data through the HIS, in the exchange ofdata, and to maintain uniformity in the procedures to be employed for monitoring data entry,validation, processing and analysis. By and large all the State Agencies have issued theseprotocols to each operating level for implementation. It is expected that these protocols willget firmly embedded in the working system of the Agencies and will help to set the pace foran effective HIS for all times to come. The actual adoption and implementation of theseprotocols should be reviewed, monitored and pursued.

It needs to be reiterated that data exchange for validation purposes needs special attention.The regional-level meetings of the CWC / CGWB with concerned State SW and GWagencies need to be convened regularly, to be able to give continuity to the process andalso sustain the HIS.

MIS reports - In line with the withdrawal strategy of the consultants, the PCS had taken overthe responsibility of co-ordinating the quarterly MIS reports. The consultants developed the“Staffing and Training Information System (STIS)” for Surface Water and Groundwater, withthe objective of staff management and training coordination (HRD). This software reports onEmployee Status, Staffing Status, Training Progress, Training Plan, Balance Training,Individual Learning Path, Individual Trainee Reports and Training History, etc. During thecurrent reporting period, all agencies were visited, the software was installed and the relatedstaff were trained to be able to operate the system.

Human resources development and training – The HIS represents a new technology foran existing process (data collection and storage) in many of the agencies, with the exceptionof water quality. In most cases, existing staff can be trained to use the new approach to datacollection, etc. However, especially with respect to the truly “new” aspects of the system(the reliance on information technology and the incorporation of the water quality issue) theparticipating agencies do not have staff on their payroll that have experience with eitherinformation technology or water quality (beyond the level of chemist). Hence, the agenciesare unable to fill the requisite posts through redeployment of existing staff, although this is


the only permissible way to bring in new staff in the HIS units under the prevailing GOIrecruitment ban. Therefore, it is necessary to look for other alternatives, the most promisingbeing the training of well-educated staff in other disciplines, and who have an interest in thenew fields, in carrying out at least mid-level functions in the system. The Consultant willassist the agencies on need-basis in identifying criteria for the selection of such staff, and inselecting portions of the training manuals to be imparted to these staff.

To ensure successful operation of the HIS it is essential that the agencies fully understandall the utilities and possibilities of the system. This way, they generate their own “need toknow” and thus will act as drivers for the processes of data collection, processing, andanalysis. However, before the system is able to function at all, it is imperative to equip theexisting data collection and DPC staff with the knowledge and skills to perform the basicoperations described in the manuals. This does not require advanced training, rather morebasic training and enforcement of the application of the appropriate work practices(implementation of the relevant protocols). This is where the system is first likely to falter,and therefore it is this where the Consultant will focus his primary attention during the periodof extension. Notwithstanding, the Consultant will also outline possibilities for developing theskills required for the more advanced applications. It is expected that these will becomeincreasingly implementable as time goes by and the staff are becoming more and moreconversant with the system.

Emerging from the HIS tasks, all training has been designed for the staff to be able toperform their new / revised jobs efficiently. An extensive training programme has been set-up and implemented under HP, covering a range of subjects, issues and activities relevant toHIS. Training courses have been institutionalised through designated Central TrainingInstitutes (CTI), and a Training Information System (TIS) is available for future use (incl.numerous training course curricula, training models, training methodology). In-house trainershave been trained through Training of Trainer (ToT) courses. Agencies are now focusing ontraining impact. Identification of individual learning paths based on the required skill sets hasbecome an important training performance indicator for assessment of lasting impact.

The national level institutes NWA, NIH, CWPRS and RGI/CGWB continue to participate inthe delivery of various training courses for SW and GW. These institutes gained a goodgrasp of HIS-specific training requirements and became proficient in the delivery of domain-specific course contents. The future custodian of WQ training has not been appointed,though it was proposed to assign this task to CPCB. The relocation of RGI from Raipur toanother suitable place remains unresolved, thereby creating a void in the centralized traininginfrastructure for the GW domain. However, the GW training continues through a ‘virtual RGI’under the aegis of CGWB’s training unit in Faridabad.

Continued efforts will be required on this front to ensure sustainable capacity in all domains,to ensure the effective usage of the HIS system. Follow-up of all these training activities andstimulating CTIs in conducting further training courses for new staff inducted into the HIS willbe beneficial for keeping the momentum going. National co-ordination is required tostimulate working contacts between training providers and beneficiaries, sharing of trainingexperiences, development of training resources and capacity, to standardize technicalmodule contents, and to introduce new developments in HIS in training curricula.

Activating the ‘Training cells’ in all the agencies is a priority. Consultants, through the PCS,have circulated the Terms of Reference for a functional Training Cell. There is a large scopefor further expansion and strengthening of the activities of the Training Cell in each Agency.Training co-ordinators have been assisted by the consultant to formulate the Agency’s futuretraining plan and calendar. The key issues involved in the sustainability of HIS training have


been listed as indicators in a format and each agency is addressing these individually to beable to have a workable, time-oriented sustainability action plan. The self-propelled initiativesof in-house trainers are visible in some agencies, despite inadequate financial andadministrative support. Consultants continue pursuing the agencies to incorporate training asa separate cost head in the organizations’ budget.

During November and December Consultants visited all agencies again, to finalise andfreeze the training targets under HP, and review the training plans for 2003. The agencyplans and targets were finalised accordingly in a meeting of NHTC in December 2002.

Personal effectiveness training and cultural context of HIS sustainability – Effectiveoperationalisation of the HIS calls for a quality-conscious and time-efficient work ethos. Thisis at variance with the existing institutional practices. Given the policy and regulationconstraints, people who work in the HIS need to be motivated by intrinsic factors rather thanready made management recipes. This is the key to making the HIS sustainable in the longrun. With this in view, the TA has organized a series of Personal Effectiveness Workshopsfor apex-level and second-tier HIS managers. Faculty from NWA and CWPRS staff havejointly decided to impart the “Personal Effectiveness Training” in the future. Two rounds ofsuch training for CWC managers were conducted independently at NWA in the months ofOctober and November 2002. This core team of 9 trainers is available to train the State andCentral HIS Managers in this management style. The States shall communicate theirrequirements to NWA, which shall send the faculty to the States, where the logisticalarrangements will be handled by the Agencies themselves.

Organizational culture - A quality conscious and time efficient work ethos is the key tomaking HIS sustainable in the long run. As a sequel to deliberations at the workshops on‘HIS Sustainability and Organization Culture’, conducted at the Surface Water andGroundwater organizations in the states of Andhra Pradesh, Karnaka and Maharashtra, thestate agencies constituted certain Task Forces to address in detail the identified issues. TheTask Forces were guided and supported in their efforts to accomplish the set objective.Following completion of the designated tasks, the Task Forces met with the Core Group intheir respective agencies and discussed their recommendations in a plenary session withthe senior management. This exercise culminated in an ‘Action Plan’ adopted by eachagency for initiating and managing the change process.

The agencies were also facilitated in developing their ‘Values’ and ‘Mission’ statements, forwider circulation to their employees and other stakeholders. These statements would assistthe agency organizations in developing an appropriate culture in their organizations,supporting ‘HIS Sustainability’. Further efforts would constitute supporting the agencyorganizations in developing an appropriate strategy and action plan for bringing aboutinternalization of values by the employees, and developing a ‘sense of mission’ across theorganization.

Change in the organisational culture is a key factor in creating a sustainable and active HIS.Since this TA activity has proved to be very beneficial, it deserves and requires to becontinued, to cover at least 5 to 6 states in this regard.

In the present circumstances, planning is of course taking place, but on an annual basis andwith a view to securing a desired budget. There is no planning tool to identify objectivesover the medium term. HIDAP tried to change this by starting at the level of larger goals andworking down to output objectives. This was viewed as perhaps too academic at the time,and the agencies did not update their HIDAPs. The cultural assessment workshops have


recently introduced yet again the concept of formulating overarching goals and deriving fromthose the specific short-term goals to provide a day-to-day focus of activity. This time thereseems to be enthusiastic support for the approach, and the Consultant will continue theworkshops. In line with the focus on data validation and the proposed data validationworkshops, the cultural assessment workshops will attempt to address the planning of themore practical aspects of HIS implementation.

HIS promotion - Now that the HIS has finally matured and has become operational, both itsinternal and external promotion becomes important, through websites on the internet,awareness campaigns, newsletters, media visibility, etc. The period saw a consolidation ofthe strategy for a greater awareness of water issues in general and HIS in particular. This iscritical to the sustainability of the HIS. The rationale for this strategy was that an ‘increasedawareness of water issues would facilitate HIS achieving its full potential.’

In this context, the external and internal communications strategies for state agencies had tobe reviewed, based on the feedback received. To reiterate, the external communicationsstrategy aimed at creating a higher degree of visibility for the State agencies and building anintrinsic ‘HIS brand’. This would enable the agencies to create and sustain a user-oriented,demand-driven environment. The internal communications strategy had also been reviewedand revised. It was aimed at facilitating sustainability of the HIS and contributing towards acohesive organisational set-up. It would also enhance staff motivation and morale, andfacilitate effective functioning of the organisation. A range of activities both for internal andexternal communications had been suggested.

Jal Utsav, a Celebration of Water, was organised and took place successfully in the lastweek of March 2003. To recapitulate, Jal Utsav aimed at ‘highlighting the seriousness of thewater problem in India – both in terms of quantity and quality.’ The underlying message wasto ‘underscore the important role HIS can play in the effective and efficient management ofthe available water resources.’ The Ministry of Water Resources decided to hold this eventunder its aegis. Several high-level meetings have been held in the Ministry of WaterResources. A Working Group under the Chairmanship of the Commissioner, WaterManagement, was set up to monitor the progress.

A multi-dimensional event focusing on creative interpretation of water was organised. Theactivities finalised and carried out were:

• A display of various art forms through the idiom of water – paintings, cartoons,photographs, poetry and sculpture.

• A quiz on water for school children.

• A theatre presentation scripted and produced by school children in collaboration withAmsterdam based Theatre Embassy.

• A fusion of fabric inspired by the theme of water.

• A seminar focusing on Water issues coinciding with the formal launch of the HISwebsite.

The week also saw a group of Dutch artists highlighting their concern for water issues at theIndia Habitat Centre, New Delhi. To ensure that the event would not be Delhi-centric,agencies in HP States were also requested to organise similar events.


The painting, photography, sculpture and cartoon exhibition was held in collaboration withDelhi Tourism at Dilli Haat from 24-30 March 2003. Delhi Jal Board and a leading NGOactively participated at this event and provided useful information to the people visiting DilliHaat during Jal Utsav, in the area of rainwater harvesting and groundwater recharge. Inaddition, UNICEF has advised its Field Offices in India to take up similar activities under thebanner of Jal Utsav. The two videos on HIS, one aimed at the general public and another forgovernment departments and water resource practitioners, were used as external andinternal tools for promoting and prominently positioning HIS.

A presentation on the Hydrology Project was made in February 2003 to the Confederation ofIndian Industry’s (CII) Annual Infrastructure Conference AQUA INDIA 2003, sensitising theindustry to the role of HIS. The CII also published an interview with the Team Leader on therole of HIS in the quarterly publication ‘Green Business Opportunities’, brought out by itsEnvironment Management Division. Two articles on the project are under printing; one in theWorld Bank’s Water & Sanitation Program’s newsletter and another in a newsletter of anNGO named Deepalya. The Team Leader was also asked by the World Bank to judgearticles on the water sector by journalists in South Asia. The winner travelled to the 3rd WorldWater Forum at Kyoto in March 2003, on an all expense paid trip.

A wide range of activities currently covered under this aspect includes building andmaintaining congenial public relations, providing media visibility to the HIS activities, creatingawareness regarding the present and potential utility of HIS, publication of newsletters,lobbying for staffing and initiating micro-level changes in organizations. In the post-projectscenario, all of the above and many more similar activities need to be taken up or promotedby the national-level HIS Coordination Committee. In addition, the major activities post-March 2003 should be to follow-up with the State agencies to ensure implementation ofinternal and external communications strategies.

HIS supporting and coordinating bodies - Supporting and coordinating infrastructure hasbeen established to ensure sustainability of the HIS after the completion of HP, inter alia a)National and State level HIS Coordination Committees, b) HIS Helpdesks at various levels,c) continuation of the PCS as HIS Coordination Secretariat, d) a National level TrainingCommittee, e) a National level WQ Assessment Authority (with legal mandates), and f) statelevel WQ Review Committees. HDUGs are also expected to continue to review hydrologicalinformation needs. Many of these institutional arrangements are still in an infant stage andmerit further support and follow-up, particularly since the time period in which the HIS hasbeen in full operation has been extremely short.

HIS Co-ordination Committee and Coordination Secretariat (HISCC and HIS-CS) – Asreported earlier the MoWR has in principle agreed with the continued existence of the PCS(HIS-CS) as an establishment to co-ordinate the national level HIS activities. Adequatebudget provisions under non-plan expenditure have already been earmarked for thispurpose in the up-coming tenth five-year plan (2002-2007).

The PCS adopted the ‘Vision Paper’ on the national level HIS Co-ordination Committee(HISCC) and the mandate of the Coordination Secretariat (CS) prepared earlier by theconsultants, after some fine-tuning. To fulfill the envisaged responsibilities, the PCS has alsoinitiated steps to mobilize expert staff on deputation in the GW and WQ domains, to belocated in the PCS office. This is also in line with the withdrawal strategy of the consultants.However, progress in this area is still slow.


State level HIS Co-ordination Committees - The roles and responsibilities of the statelevel HIS Co-ordination Committees are yet to be formally defined, although the existingstate level co-ordination committees (SLCCs) in most states are playing an active role inproject implementation. The expansion of the mandate of these Committees to include post-project HIS co-ordination, is expected to be gradual and will be formalized only after thenational level HIS Co-ordination Committee becomes fully active.

Water Quality Assessment Authority (WQAA) - The WQAA under the Ministry ofEnvironment and Forests has become fully operational with a clear mandate of protectingthe quality of national water resources. Second tier structures, viz. State-level Water QualityReview Committees (WQRC) incorporating need based state specific variations, have beenset up in 18 out of a total of 35 states and union territories (including 9 HP states). An ExpertGroup on Water Quality Monitoring Systems has been constituted under the Ministry ofEnvironment of Forests with the mandate to: a) review the method of designing monitoringnetworks, b) review water sampling procedures and standardize analytical procedures,c) review the procedure for selecting parameters for water quality, d) suggest measures forquality assurance and quality control for laboratories, and e) recommend a unified system ofcomputerised recording of data to facilitate data analysis and interpretation for disseminationof information. The report of the Expert Group is under consideration of the WQAA. Theauthority is now considering extension of the Expert Group to review ‘Water Quality Criteria’for sustainability of the various ‘designated best uses of water’.

The WQAA is considering development of a Central Training Institute for ‘Water QualityAssessment and Management’ at the Central Pollution Control Board. This shall ensureeffective coordination among the monitoring agencies, such as the Pollution Control Boards,for implementing action programmes to maintain or restore the wholesomeness of waterbodies. Also considered is the study of certain areas of priority concern for improvement inthe quality of water resources. The WQAA is also deliberating on the issue of capacitybuilding in water quality monitoring and assessment in the States not covered under HP.These initiatives clearly demonstrate the seriousness with which institutional initiatives arebeing taken up by the implementing agencies.

Mainstreaming of HIS activities - To achieve far reaching consequences in the use of theHIS data amongst the multiplicity of water users and stakeholders, attempts are being madeby some of the HP State Agencies to mainstream the activities of the HP in the developmentof water resources. In this direction the Government of Maharashtra decided to constitute anauthority to regulate the use of water, the Maharashtra Water Resources Planning andRegulatory Authority. This authority will be the apex body for planning river basindevelopment, dealing with water resources in an integrated fashion. The State Data Centressituated at Nashik (SW) and Pune (GW) would be the nodal agencies, which would supportthe Authority in taking decisions towards the fair and equitable distribution of water in theState. Similarly, in the State of Karnataka, water resources planning and developmentauthorities shall obtain authenticated data from the State Data Centre (SW) situated atBangalore. In the State of Tamil Nadu, awareness amongst the various stakeholders ofwater (SW and GW) on its judicious use and quality aspects has been created throughinteractive awareness programmes. The state of Andhra Pradesh launched a massiveawareness campaign on water during March 2003, compelled by the prevailing droughtconditions in the State. Other participating states have been advised to integrate the HISdata in the mainstream of activities in the development of water resources. The possibleavenues are identified as implementation of Integrated Water Resources Management(examples being Sabermati basin in Gujarat and Godavari Basin in Maharashtra), early floodwarning systems (Tapi & Mahi basin in Gujarat), etc.


3.8 Summary of TA activities to the end of the project

The Project Evaluation Mission that visited the project from 24 February to 14 March, 2003has made a number of recommendations for further improvement. To the extent that thesecan be implemented in the remaining period of the project, or at least can be started, theseare incorporated in the activities mentioned in this chapter. A summary of TA activities to theend of the project, as discussed above and in the framework of the HIDAP that hasgoverned project implementation from the beginning, is as follows.

a. Utility of HIS and data needs

Following the success in Maharashtra, the Consultant will facilitate an HIN assessmentprogram for SW and GW in other states, to mainstream HIS with planning and managementin various sectors and to identify improvements required to the HIS.

HDUG meetings can be given a major thrust now that data processing and DSC software iscoming on line. Specific attention is required for how the agencies respond to the needsexpressed by users during such meetings. The Consultant will investigate whether and howreactivation of the HDUGs can benefit from the establishment of “quality circles” involvingdata practitioners from all agencies.

Forward linking of HIS data with IWRM has been started through studies in Sabarmati andGodavari basins. The consultant has reviewed the internalisation of the related activities inthe agencies. Workshops are planned to discuss the findings, and the TA will assist with thefinalisation of the pilot studies.

b. Observation network

The Consultant will continue to support the strengthening of GW agencies’ technical supportsystems now that a substantial member of DWLRs are functioning.

This Consultant will follow up with CWPRS on the subject of it becoming the technicalsupport institution for IBS equipment.

ADCPs have been installed to upgrade a number of CWC sites. Pilot testing has beencompleted. Validation of the measurements needs critical attention, and the Consultant willcontinue to press this issue.

On the basis of current and historical data, the Consultant will assist the agencies to reviewnetwork adequacy, to identify gaps or redundancies and list remedial measures to beundertaken by the agencies.

c. Data collection

Operation of the level II/II+ labs needs substantial further support and hands-on coaching.The TA would focus on the level II+ labs, and these in turn would look after the level II labs.

Inter-lab AQC exercises conducted by CWC and CGWB have demonstrated the need forcontinued TA support to improve the accuracy of performance.


Monitoring Quality Control, supervisor training and the actual implementation of datacollection protocols at field level require further attention of the TA, to ensure quality of thedata produced by the HIS.

d. Data processing

The Consultant will assist the agencies in strengthening HYMOS implementation throughhands-on coaching. This will include HYMOS data validation workshops in all states.

The Consultant will assist in GW data validation workshops in all states. These workshopsmay be coordinated with the cultural assessment workshops in order to recognize theimportance of awareness and attitude on the part of DPC/DSC staff.

GEMS is seriously behind schedule; full implementation is not expected to be completeduntil June 2003. There will be at least another two years needed for related training and on-site implementation support. This will also involve ironing out ‘bugs’ that will inevitably cropup in the new software. The Consultant will assist in identifying the bugs and liaising withthe vendor.

Two rounds of ToT courses for GEMS are proposed for mid 2003, to be conducted by theCGWB and the Consultant, with some input from the vendor. However, there is a growingneed for the designation of a core group of trainers.

Procurement of GIS data sets is well under way, but delivery will likely not be completed untillate 2003. Staff have been trained in related QC/QA, but the agencies are keen to receivefurther Consultant support.

Following the successful example of the HIS Helpdesk maintained in the central TA Office,agency-level helpdesks are being set up as part of the TA withdrawal strategy. Dedicatedstaff have been identified to maintain the helpdesks and the Consultant will advise andassist.

TA activities in 2003 will focus on helpdesks, advanced HYMOS application (for SW),operationalization of GEMS (for GW), and inter-agency data validation. An important issuewill be monitoring of actual data flow through the system, in terms of timeliness,completeness, and accuracy. The TA will also address putting the HIS to use in providinguseful inputs for resource assessment. Finally, the production of annual data reports meritsTA attention to ensure creative publication of salient characteristics of the hydrologicalregime of the region.

e. Inter-agency data exchange and validation

Validation protocols have been adopted by the agencies, but the validation process has onlyjust begun. To ingrain the procedures and processes, the Consultant will conduct persistentfollow-up.

f. Data storage and dissemination

WISDOM, the industry standard database management system for HIS data, was completedearly 2003, together with hands-on training and launching of the related web-site.Operationalization of the DSCs will inevitably encounter ‘bugs’ in the new software. TheConsultant will assist the agencies in identifying these ‘bugs’ and liaising with CWC and the


vendor for their correction. The TA will further assist the agencies in the operationalisation ofthe software and in practising data dissemination through the HIS web-site.

The Consultant will provide the relevant support to the national helpdesks for SW and GW.

g. Institutional and human resources development

Almost all states have issued the HIS protocols to the relevant operating levels. TheConsultant will continue to review, monitor, and pursue (to the extent possible with themeans available) the actual adoption of the protocols.

The HIS is a new system for an existing process. Additional staff is positioned throughredeployment, but this does not yield satisfactory results for the “new” aspects: WQ and IT.Hence, existing staff in other disciplines must be trained. The Consultant will provide supporton a need-basis.

The TA will pursue the agencies to focus on the training for basic operations in the system,but will also outline possibilities for developing the skills required for more advancedapplications. As staff become more proficient, the demand for the latter is likely to grow.

The TA has presented a TOR for training cells and continues to pursue the establishment ofa separate line item for training in the HIS unit’s budget.

Cultural change is a key feature in making the agencies receptive to effective operation ofthe HIS. Building on the success in AP, Mst, and Ktk, the TA will conduct similar workshopsin at least three other states. These will also incorporate more specific planning for systemdevelopment in the medium term.

HIS promotion is an activity to generate appreciation for the HIS among a wider audienceand thereby provide incentives to agencies to perform their HIS tasks better. A promotionstrategy has been formulated comprising both internal and external communicationcomponents. After March 2003, the Consultant will follow up with the agencies to ensureimplementation of the internal and external communication strategies.

4 Inputs

4.1 Staffing

The TA team composition as per 31.03.2003 is presented in Figure 4.1. The earlier SW andGW Implementation Teams were merged into the HIS Implementation Team, which coversexpertise regarding HIS management, data processing, water quality, informationtechnology, institutional development and training. Few national and foreign resourcepersons provide short-term input on a need basis. Mr. R.L. Qazi has been appointed as Dy.Team Leader as from February 10, 2003.

The latest staff planning for the proposed project extension till March 2004 is presented inFigure 4.2. The actual and planned annual distribution of staff months for the entire TA


period till March 2004 is tabulated in Table 4.1. The planned staff inputs are directly linked tothe TA activities as presented in Chapter 3 of this report. For each team member the focusof his TA activities during the proposed extension of the project has been summarized inTable 4.2. Regular visits to the States and central agencies remain priority for the New Delhibased team. The actual staffing pattern over the reporting period is depicted in Figure 4.3.

Table 4.1 shows that the staff input for 2002 was only slightly less than for 2001, despite theneed for Consultants to withdraw their support gradually. This was due to the need tocomplete all critical HIS components not later than December 2002, while at the same timetransferring all TA responsibilities to the agencies and the PCS (HIS-CS), and preparing thedraft Final Report of the project. Much attention was also required for activities related to HISpromotion, future HIS strategies and sustainability, and for turning the HIS into a demanddriven system. These activities became only possible upon operationalisation of the HIS inmost agencies during 2001.

For the above reasons, Consultants had proposed earlier to continue the TA activities in fullforce till the end of 2002 and plan for a gradual withdrawal in 2003. Though specificallyrequested by MoWR, this was not agreed to by the April 2001 WB/RNE Review Mission.Consequently, several essential activities had to be pressed into a shorter time frame. Also,withdrawal of the TA does not simply imply that substantially less time would need to bespend. Rather, it requires that henceforth all support and coaching be primarily focused ontransfer of responsibilities and ensuring the full participation of agency staff at all levels inongoing activities, while at the same time completing crucial but still missing HIScomponents. Meanwhile, the need for continued TA support till March 2004 (one yearextension) has clearly emerged, as indicated in Chapter 3.

Staff input during 2002 focused on institutional issues, HIS operationalisation and the “flowof data through the HIS”, Monitoring Quality Control, HIS management (training), coaching ofdata processing and storage centres and WQ laboratories, the activities of HDUGs and HISpromotion, i.e. on the operationalisation of a demand driven HIS on a sustainable footing.Most of the generic TA activities are completed, except those related to theoperationalisation of Data Storage Centres and of the dedicated GW data processingsoftware, advanced HYMOS applications, data dissemination and sustainability issues.


The October 2001 WB/RNE Review Mission had suggested to close the former SMC Officesin all States by March 31, 2002, and post the concerned TA staff in the State Data Centres(SDC). Meanwhile, all TA staff posted in the states was retired by October 2002. Officefurniture and equipment has been transferred to the state governments, including the projectvehicles.

4.2 Staff and financial resources for TA extension till March 2004

At this stage a Delhi based consultancy team, consisting of 7 long-term national consultants,some short-term national and foreign experts, and a part-time foreign Team Leader isenvisaged as the minimum requirement for an extension of the TA from April 2003 till March2004. The proposed Team composition is shown in Figure 4.1. The tasks to be assigned tothe proposed experts are indicated in Table 4.2, while the proposed staff input in terms ofstaff months is shown in Table 4.1. The total required additional expert input is estimated at104 national and 11 foreign staff months.

Cost estimates are provided in Table 4.3 and 4.4. The additionally required staffing budgetfor this period is estimated at Euro 565,000, including the cost of local support staff. Basedon past experience, the additional reimbursable expenditures are estimated at Euro 245,000.Hence, the total additional cost of the proposed TA extension would amount to Euro810,000, as follows:

Budget Budget till 03/2003 Revised budget till 03/2004

Consultancy staff: 9,304,375 9,868,979

Reimbursable costs: 4,928,365 5,173,193

Overseas Study Tours/Training: 616,434 616,434 --------------- ----------------

TOTAL 14,849,174 15,658,606

It is to be noted that no budget has been provided for rent of the TA office beyond March2003 (to be borne by CWC or PCS, MoWR), while the electricity charges have been reducedto 50% of the regular charges (due to less space occupied by the TA team)

J. G. Grijsen • Team Leader

HIS Implementation Team Resources Persons

R L Qazi • Dy. TL/HRD/HIS ManagementH Chowdhary Data Processing (SW)K A S Mani Data processing (GW)P C Naik Data processing (GW)S P Chakrabarti Water qualityS Sangal Information TechnologyM M Gulati • Institution DevelopmentN Bhat • Institution DevelopmentR Varma • Communication & PRS.A. Bhanagay • HIN & HIS Management

R van Ommen • Institution DevelopmentH J M Ogink HIS Design & managementB W G Blok DataBase Mngt & equipmentBoderie/Villars Water qualityR H Siddiqi Water qualityTrivedi/Khan Water qualityL Sharma GIS applicationsE van Beek • IWRM ExpertW van der Krogt • RIBASIM Expert

Note: • focus of TA on HIS management, institutional issues and HIS applications ( partial)

No. Designation Name1 2 3 4 1 2 3 4

1 Dy. TL/HIS Management R.L. Qazi 11 3

2 Data Processing Expert H. Chowdhary 11 3

3 Data Processing Expert K. Mani 11 3

4 Data Processing Expert P.C. Naik 11 3

5 WQ Expert S.P. Chakrabarti 11 3

6 IT Expert S. Sangal 11 3

7 Sr. ID Specialist M.M. Gulati 11 3

8 Sr. ID Specialist N. Bhat 9

9 Communications & PR Exp. R. Varma 8

10 HMC S. Bhanagay 8

HIS IMPLEMENTATIONNational

mmForeign

mm2004National

mmForeign

mm2003�

�

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

ID Designation 1996-01 Previous December January February March April May June July August September October November December

mm 2002 mm 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52Project Management

1 Team Leader (F) JG 56.06 9.47 0.462 Dy. T. L. (N)/ HMC OR & CHH RKV 57.50 10.77 0.49

Resource Persons3 HIS Specialist (F) HO 35.02 2.32 0.534 ID Specialist RvO 0.92 1.87 0.635 WR Planner (F) EB 0.92 0.886 WQ Expert (F) PB 24.63 1.617 WQ Expert (F) MV 9.248 DB & Eq. Specialist (F) BB 24.78 1.44 0.56

9 Trainer HYMOS (F) MD 9.76 0.8810 WRM Trainer (F) WK 2.14 1.15 0.3311 Advisor Met ABB 33.39 2.0212 Sr. WQ Expert RHS 3.18 2.70 0.30

13 GIS Expert LSH 4.11 3.21 0.09

14 DBMS Expert RM 0.30

SW Implementation Team15 TM/HRD/HMC MP RLQ 59.36 9.91 1.016 HMC AP& TN DHR 59.20 6.3017 SW DPE HCH 52.16 10.77 0.3318 WQ Expert SPC 28.28 10.72 0.4619 IT Spec. /DMC OR & MP & CHH SSA 57.35 10.45 0.66

20 HMC GU & MH BHA 24.34 8.68 1.021 HMC KAR & KER NRV 62.08 8.1722 DMC KAR & KER PMU 74.84 8.2823 SMC CHH BBG 5.24 3.0724 DMC TN & AP ABD 6.00 9.38

GW Implementation Team25 ID Spec./TM NBH 57.20 3.78

26 HIS Advisor GW DKD 41.00 5.11 0.60

27 GW DPE MAN 54.33 9.66 0.68

28 GWDPE PCN 39.05 10.37 0.7729 WQ Expert RCT 18.91 3.88 0.2330 Sr Chemist ANK 30.60 4.93 0.1131 IT Spec./DMC MH & GU ASA 52.64 9.15 1.032 ID/HRD SJA 54.42 9.91 1.0

33 Sr. ID Specialist MMG 9.07 0.91

34 Comm. & PR RV 8.82 0.18Full time Part Time

ID Designation 1996-02 Previous March January February March April May June July August September October November December

mm 2003 mm 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52Project Management

1 Team Leader (F) JG 65.99 2.0 1.02 Dy. T. L. (N)/ HMC OR & CHH RKV 68.76 1.9

Resource Persons3 HIS Specialist (F) HO 37.99 0.74 0.594 ID Specialist RvO 3.42 0.17 0.465 WR Planner (F) EB 1.85 0.336 WQ Expert (F) MV 9.24 0.737 DB & Eq. Specialist (F) BB 26.95 0.798 Sr. Geo-hydrologist Vas 0.52 0.269 Sr. Geo-hydrologist vd L 0.52 0.26

10 Sr. WQ Expert RHS 6.18 0.32

11 GIS Expert LSH 7.41 0.96 0.51

HIS Implementation Team12 TM/HRD/HMC MP RLQ 70.27 2.0 1.013 SW DPE HCH 63.26 2.0 1.014 WQ Expert SPC 39.46 2.0 1.015 IT Spec. /DMC OR & MP & CHH SSA 68.46 2.0 1.0

16 HMC GU & MH BHA 34.02 1.54 0.60

17 HIS Advisor GW DKD 46.71 0.41 0.41

18 GW DPE MAN 64.67 1.59 0.86

19 GWDPE PCN 50.19 1.0 1.020 WQ Expert RCT 23.02 0.78 0.0921 Sr Chemist ANK 35.64 0.65 0.3222 IT Spec./DMC MH & GU ASA 62.79 2.023 ID/HRD SJA 65.33 1.72

24 Sr. ID Specialist MMG 9.98 2.0 0.86

25 Comm. & PR RV 8.93 2.0 1.0Full time Part Time

Project Management and Resource PersonsBudget Reall. Total 96/98 1999 2000 2001 2002 2003 2004 Mobil.

Designation Name mm mm mm mm mm mm mm mm mm mm date1 Team Leader J.G. Grijsen 50.0 24.0 74.0 25.0 10.1 10.3 10.7 9.9 7.0 1.0 27.05.962 HIS Specialist H.J.M. Ogink 24.0 17.0 41.0 22.4 5.2 4.3 3.1 3.0 3.0 0.0 10.06.963 ID Specialist R. van Ommen 5.5 5.5 0.9 2.5 2.1 0.0 Oct.'014 WQ expert Boderie 26.0 0.9 26.9 17.8 2.4 2.6 1.8 1.8 0.5 0.0 10.10.965 WQ expert M. Villars 10.5 10.5 2.4 3.1 1.5 2.2 1.3 0.0 21.06.966 Equipment Spec. B.W.G. Blok 24.0 4.8 28.8 14.8 3.5 2.8 3.7 2.2 1.8 0.0 04.09.967 W.R.M Trainer W. vd Krogt 4.2 4.2 0.6 1.5 1.6 0.5 0.0 Sept.'008 W.R. Planner E. van Beek 2.5 2.5 0.5 0.2 0.2 0.9 0.7 0.0 Sept.'989 GIS Expert L. Sharma 11.0 11.0 1.0 0.5 2.6 3.3 3.6 0.0 July'01

10 WQ expert R.C. Trivedi 26.1 26.1 7.1 8.0 3.9 4.1 3.0 0.0 March'9911 Sr. Chemist A.N. Khan 39.6 39.6 14.0 4.0 5.0 7.6 5.0 4.0 0.0 10.03.9712 Sr. WQ Expert R.H. Siddiqi 8.2 8.2 3.2 3.0 2.0 0.0 June '9613 t.b.n (N) 5.0 5.0 5.0 0.0

Total Foreign mm 124.0 69.4 193.4 82.9 24.3 22.3 24.1 21.9 16.9 1.0

Total Local mm 0.0 89.9 89.9 14.0 12.1 13.5 17.3 15.4 17.6 0.0

Total PM & RP mm 124.0 159.3 283.3 96.9 36.4 35.8 41.4 37.3 34.5 1.0

HIS Implementation TeamBudget Reall. Total 96/98 1999 2000 2001 2002 2003 2004 Mobil.

Designation Name mm mm mm mm mm mm mm mm mm mm date14 Dty.TL/HRD/HIS Mangmt. R.L. Qazi 37.0 44.3 81.3 23.4 11.0 10.9 11.1 10.9 11.0 3.0 22.11.9615 Data Processing Exp. H. Chowdhary 77.3 77.3 18.5 11.2 11.2 11.3 11.1 11.0 3.0 11.05.9716 Sr. WQ expert S.P. Chakrabarti 53.5 53.5 6.0 11.1 11.2 11.2 11.0 3.0 01.07.9917 Inf. Technology S. Sangal 82.5 82.5 24.1 11.1 11.1 11.1 11.1 11.0 3.0 28.10.9618 Data processing exp. K.A.S. Mani 78.7 78.7 21.2 11.0 11.0 11.1 10.4 11.0 3.0 06.01.9719 Data processing exp. P.C. Naik 64.1 64.1 5.8 10.9 11.2 11.1 11.1 11.0 3.0 22.06.9820 HIN/HIS Management S.A. Bhanagay 42.0 42.0 2.3 11.0 11.0 9.7 8.0 0.0 20.10.9921 Sr. ID Specialist M.M. Gulati 24.0 24.0 10.0 11.0 3.0 Jan.'0222 Sr. ID Specialist N. Bhat 9.0 9.0 9.0 0.0 Apr.'0323 Communications & PR R. Varma 17.0 17.0 8.9 8.1 0.0 Feb.'02

Total Foreign mm 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Total Local mm 37.0 492.4 529.4 93.0 63.5 77.5 77.9 94.4 102.1 21.0

Total HIS team mm 37.0 492.4 529.4 93.0 63.5 77.5 77.9 94.4 102.1 21.0

Staff not mobilized or no longer employed (as of 01.04.2003)Budget Reall. Total 96/98 1999 2000 2001 2002 2003 2004 Mobil.

Designation Name mm mm mm mm mm mm mm mm mm mm date24 SMC Gujarat S.C. Sharma 50.0 -24.0 26.0 24.9 1.1 0.0 0.0 01.10.9625 SMC Kerala K.S. Narayanan 50.0 -18.3 31.7 25.3 6.4 0.0 0.0 20.06.9626 LF Expert E. Kroese 1.0 1.0 1.0 0.0 0.0 22.03.9827 ID Specialist Ravi Pandit 35.0 -13.0 22.0 22.0 0.0 0.0 14.10.9628 ID Specialist R. Bhatn./Paty 32.3 32.3 24.2 8.1 0.0 0.0 14.10.9629 Sr. Hydrogeolog. A. Bein/Botbol 24.0 -8.2 15.8 15.8 0.0 0.0 12.06.9630 Equip. spec./hydrom. J. van der Pot 0.0 3.9 3.9 3.9 0.0 0.0 30.06.9631 Sr.Hydrogeologist Dhoolappa 50.0 -23.1 26.9 24.5 2.4 0.0 0.0 05.08.9632 Sr. Hydrologist D.V.L.N. Rao 50.0 -35.1 14.9 14.9 0.0 0.0 01.06.9633 Lab. eq. special. Van den Broek 3.0 -1.0 2.0 2.0 0.0 0.0 05.10.9634 Network Optim.Exp. S.C. Child 3.0 4.1 7.1 7.1 0.0 0.0 01.11.9635 WQ spec./Training C. Hoggart 4.0 0.8 4.8 3.8 1.0 0.0 0.0 03.03.9736 Data proces. exp. D.R. Archer 5.0 0.2 5.2 4.2 1.0 0.0 0.0 05.11.9637 CGDM Spec. (GW) W.J. Honijk 1.0 1.0 1.0 0.0 0.0 11.01.9738 DB Designer B. van Mourick 0.7 0.7 0.7 0.0 0.0 01.12.9639 Workshop Facilitator J.C. de Goede 1.0 0.4 1.4 1.4 0.0 0.0 09.03.9740 ID Specialist R. van Ommen 45.0 -11.3 33.7 23.6 7.1 3.0 0.0 0.0 03.06.9641 ID&HRD Advisor H.J. Wittenberg 40 40.0 24.7 9.0 6.3 0.0 0.0 01.09.9642 HIS Manag. Trainer A. Talstra 2.1 2.1 2.1 0.0 0.0 May'0143 DBM Specialist R.V. Moore 0.3 0.3 0.3 0.0 0.0 April'0244 Sr. Geo-hydrologist W.vdLinden/Vasak 1.6 1.6 1.6 0.0 16.02.0345 Trainer HYMOS M. van Dijk 10.7 10.7 5.0 1.0 2.0 1.8 0.9 0.0 0.0 Febr.'9846 Sediment Tr. Expert J.J. Peters 3.0 3.0 3.0 0.0 0.0 24.03.9747 Training Exp.(ST) E. Korsten 2.8 2.8 2.8 0.0 0.0 13.06.9648 Training Exp.(ST) P.B. Sastri 3.0 3.0 3.0 0.0 0.0 17.06.9649 SW Qual.Trainer H. Joshi 8.0 8.0 7.0 1.0 0.0 0.0 June '9750 Tr. Managem. Spec. M.K. Chatterjee 13.2 13.2 13.2 0.0 0.0 16.12.9651 IT Specialist (N) M. Bein/Mealins 12.8 12.8 12.8 0.0 0.0 01.01.9752 SMC Maharashtra V.P. Shimpi 50.0 -16.9 33.1 24.6 8.5 0.0 0.0 01.10.9653 SMC Tamil Nadu S.M. Krishnan 50.0 -13.8 36.2 28.1 8.1 0.0 0.0 25.06.9654 Netw. Design Exp. Panda (**) 6.3 6.3 5.6 0.7 0.0 0.0 13.01.9755 Facil. Bid Docs Kempanna (**) 4.0 4.0 2.7 1.3 0.0 0.0 05.06.9756 GIS/MIS Expert S. Jaggi (**) 8.7 8.7 3.8 4.9 0.0 0.0 22.06.9857 Trainer GW D. Kashyap 8.0 1.3 9.3 7.2 1.0 0.9 0.2 0.0 0.0 Aug. '9758 ID Specialist Ramakrishnan 16.9 16.9 2.5 10.8 3.6 0.0 0.0 01.10.9859 SMC Andra Pradesh C.L.N. Sastry 50.0 -10.0 40.0 24.0 10.0 6.0 0.0 0.0 01.11.9660 SMC Madhya Pradesh B.B. Ghosh 50.0 -6.9 43.1 27.5 10.1 5.5 0.0 0.0 15.07.9661 SMC Orissa G.N. Padhi 50.0 -3.8 46.2 28.8 10.1 6.3 1.0 0.0 0.0 15.06.9662 WQ Expert R.H. Siddiqi 50.0 -16.1 33.9 23.4 7.0 3.5 0.0 0.0 30.06.9663 Design Expert Sreedharan (**) 20.6 20.6 5.2 4.6 5.5 5.3 0.0 0.0 Oct. 9764 Data Processing Exp. H. Raman 11.6 11.6 2.2 9.1 0.3 0.0 0.0 20.10.9965 Procurement Spec. Venkataraman 4.6 4.6 3.6 1.0 0.0 0.0 Nov. '9766 Advisor Hydrometeor. S.D.S. Abbi 18.0 17.4 35.4 21.1 3.1 5.0 4.2 2.0 0.0 0.0 01.06.9667 HIS Man./HMC-AP&TN Dharma Rao 10.0 55.5 65.5 28.3 10.8 10.9 9.2 6.3 0.0 0.0 18.06.9668 HMC-KAR & KER N.R.V. Prasad 50.0 20.3 70.3 28.8 11.1 11.0 11.2 8.2 0.0 0.0 10.06.9669 SMC Chattisgarh B.B. Gosh 8.3 8.3 5.2 3.1 0.0 0.0 April'0170 DMC-KAR&KER P. Mukherjee 56.0 27.1 83.1 41.8 11.0 11.0 11.0 8.3 0.0 0.0 17.06.9671 Dy.TL/State Coordin. R.K. Visvanath 63.0 7.6 70.6 24.6 11.1 10.6 11.2 11.2 1.9 0.0 14.10.9672 IT/MIS s/w A. Sawhney (**) 32.4 32.4 11.0 5.4 4.4 5.5 5.1 1.0 0.0 01.01.9773 HRD/ID S. Jagota 67.1 67.1 22.5 10.7 10.4 10.8 10.9 1.8 0.0 16.12.9674 HIS Man. Advisor D.K. Dutt 6.0 42.2 48.2 22.9 5.0 7.0 6.1 5.7 1.5 0.0 01.06.9675 DMC-AP&TN A. Mumeen(**) 7.7 7.7 3.0 4.7 0.0 0.0 July'0176 ID Specialist N. Bhat 35.0 26.0 61.0 25.4 10.8 10.3 10.7 3.8 0.0 0.0 25.06.9677 PR Advisor N. Gokhale 1.8 1.8 1.8 0.0 01.01.9878 Other exp./not mob. t.b.n. (F) 40.0 -40.0 0.0

79 Other exp./not mob. t.b.n. (N) 313.0 -313.0 0.0

Total Foreign mm 165.0 -27.9 137.1 100.0 19.1 11.3 3.9 1.2 1.6 0.0

Total Local mm 1094.0 -37.3 1056.7 587.0 178.3 121.0 94.9 69.3 6.2 0.0

Total mm 1259.0 -65.2 1193.8 687.0 197.4 132.3 98.8 70.5 7.8 0.0

TOTAL FOREIGN 289.0 41.5 330.5 182.9 43.4 33.6 28.0 23.1 18.5 1.0

TOTAL NATIONAL 1131.0 545.0 1676.0 694.0 253.9 212.0 190.1 179.1 125.9 21.0

TOTAL PROJECT 1420.0 586.5 2006.5 876.9 297.3 245.6 218.1 202.2 144.4 22.0

(**) table shows mm against full rate for mm-tbn staffing barcharts and budget tables show actual time spent against reduced rate

SAPR October 2002 – March 2003

Name of Expert Designated TasksJ.G. Grijsen As the Team Leader overall in-charge of the internal and external management of

the Consultancy Team, and responsible for finance and administration and for theadequate and timely inputs of the expatriate and national experts. His responsibilityalso includes advising the Project Co-ordination Secretariat (PCS) of the Ministry ofWater Resources on various organisational matters, high level liaison with theGovernment of India and donor/funding agencies, and liaison with policy anddecision-making levels in the States. Participation in supervision missions of the WBand RNE. Regular review of milestones, progress and planning of all agencies. TheDeputy Team Leader will be in daily charge of the team management.

B. Blok Technical advice on database management systems, updating of TechnicalSpecifications of equipment; monitoring and implementation of IntegratedBathymetric System for reservoir sedimentation surveys and ADCPs; performancemonitoring and addressing emerging issues related to DWLRs with specialreference to trouble shooting and maintenance aspects.

P. Boderie &M. Villars

Advice on the WQ data analysis and interpretation through WQDES and HYMOSsoftware; review of WQ analysis and validation procedures; WQ Annual Reports.

S.P. Chakrabarti Support to all SW & GW agencies on the water quality component of HIS withspecial reference to stabilisation of the laboratories; coordination on policy andtechnical aspects in respect of the national WQAA and State WQ ReviewCommittees; facilitate accreditation of State/Central laboratories by CPCB;facilitation of HIS operationalisation workshops; special training for collection ofgeneral/legal samples and analysis; implementation and monitoring of within-laboratory/inter-laboratory AQC exercises; special training in microbiological/pollution parameters and other toxicants; training in data analysis and interpretationthrough WQDES; building awareness on WQ aspects among HDUGs and otherstakeholders.

H. Chowdhary Technical support to all SW agencies regarding processing and validation of SWdata through HYMOS at State/Regional Data Processing Centres; promote andguide inter-agency data validation between state and central agencies (CWC/IMD);support to the national SW Help-desk of (CWC); support to post-project training inHYMOS; monitoring of data flow in HIS from the upgraded data acquisition systemto data dissemination through the HIS web-site; facilitation of the preparation of thenew style Year Book; review of Hydrological Information Needs (HIN).

M.M. Gulati &R. Varma

Support and review the activities of recently activated Task Forces in Maharashtra,Andhra Pradesh and Karnataka towards: 1) HIS awareness, HDUG promotion, datadissemination and development of a communication strategy for sustainability ofHIS, 2) quality aspects of all HIS activities, 3) Human Resources Development, and4) values and work culture of the organisation, leading to the development ofmanagerial and administrative strategies, and overall organisational effectiveness;pursue development of programmes for increased awareness on water relatedissues; formation and support of Task Forces in three other states to sustain andsupport the HIS system, through organisation of cultural assessment workshopsaimed at assessing desired changes in management styles and organisationculture; continue HP newsletter and relevant PR activities.

Table 3.1 continued ….

Table 4.2: Task description of proposed Experts

Page 65


P.C. Naik &K.A.S. Mani

Technical support to all GW agencies regarding implementation of the dedicatedGW software at all State/Regional Data Processing Centres; intensive post-projecttraining and guidance of about 25 officers of State and Central agencies in the useand understanding of the GEMS software; implementation of secondary validationand processing of GW data at the Data Processing Centres; implementation of GWResource Assessments and new style GW Year books using the dedicatedsoftware; inter-agency validation of GW data between State and Central agencies(CGWB); support of the national GW Help-desk of CGWB; review of HINassessments; monitoring and review of the data flow through the HIS, and datadissemination.

H.J.M Ogink Technical advice regarding all aspects of the HIS operationalisation; review of newformat of yearbooks and special event reports; identification of new HIS datarequirements as per revised HIN documents; review and adaptation of the HISResource Data Base.

R.van Ommen Review and advice regarding a gamut of institutional support activities undertakenby the project, including organisational culture assessment and “changemanagement”; contribute to reporting and function as Resource person for back-upof national experts.

R.L. Qazi Deputy Team Leader; support development of the National Hydrology TrainingCommittee; promote HIS training at CTIs beyond the project period; facilitation toState/Central agencies in planning training targets and programmes with specialreference to staff availability in the post-project period and critical requirements;support to regular Training Cells for HIS and monitoring of training implementation;development of HISCC, HISCS etc. for sustenance of the project; pursue integrationof HIS data (mainstreaming) in basin/sub basin planning; support towardssustenance of the HIS (post project) in all states, inter-alia: post-project HIScoordination needs, activation and motivation of Help-desks at state DPCs,promoting the awareness of HIS among various stakeholders, facilitation of HISoperationalisation workshops, pursuance of actual adaptation and implementation ofHIS protocols at all levels of the agencies with special reference to inter-agencydate validation at R/SDPCs; institutional strengthening to promote a cohesiveorganisational set-up and effective work culture; development of HIN documents toidentify data needs; pursue implementation of mass awareness programmes;support in the operation and consolidation of the recently procured bathymetricsurvey equipment through pilot surveys in the reservoirs of nine states

S. Sangal IT support to all SW and GW agencies for SWDES, HYMOS, GWDES, GWIS, DataStorage software and Help-desks; IT support to the National Data Centres (SW &GW) and websites and dissemination of data through the HIS website; monitoring ofthe implementation of the GW software and DSC software at State/Centralagencies; support of post-project IT training; resolve issues regarding networkconnectivity between DSCs and hardware maintenance.

L. Sharma Support the procurement of GIS data sets by State GW agencies. Hands-on trainingto agency staff for QC/QA checks of the delivered GIS data sets.

R.H. Siddiqi &A.N. Khan &R.C. Trivedi

Support to all SW/GW level II+ laboratories (State/Central) in the analysis andreview of WQ data; strengthen the analysis capabilities in regard ofmicrobiological/pollution parameters and other toxicants; monitoring andimplementation of AQC exercises; review of HP documents related to WQ aspects;WQ data analysis through WQDES, monitoring and operationalisation of specialequipment (AAS & GC). Activities will focus on level II+ laboratories, which in turnwill look after the corresponding level II labs.

��

��

��

��

Consultancy budget K4332.17 Invoiced Planned Planned Budget

DGIS Description 1996-2002 1st Qtr. 2nd Qtr. 3rd Qtr. 4th Qtr. TOTAL 2004 1996-2004 Proposalcode (1stQtr.) 1996-2003301.1 Time Netherlands 160,701 2,120 6,135 2,268 10,522 2,335 173,558302.1 Time ST 1,773,829 130,887 70,194 81,277 55,589 337,948 22,052 2,133,828 1,272,078302.2 Time LT 2,741,790 53,990 53,990 2,795,780 3,028,981302.3 Local Consultants 2,884,499 80,674 68,784 70,877 64,253 284,587 49,032 3,218,118 2,157,873302.4 Local Support Staff 407,517 8,988 5,625 5,625 5,625 25,863 5,793 439,173 148,297303.1.6 Luggage 14,400 1,800 1,800 16,200303.2.1 DSA New Delhi 299,179 20,946 9,880 11,461 9,485 51,771 2,852 353,802 212,824303.2.1 DSA Elsewhere 55,979 2,791 1,860 3,101 620 8,372 638 64,990 110,780303.6.1 Lodging 46,289 46,289 34,714303.6.2 Furnishing House 25,269 25,269 27,227303.6.3 House Rent 345,151 1,700 1,700 346,851 264,654303.7 Living Allowance 174,374 3,084 3,084 177,458 178,820303.8.1 School Fees 49,894 49,894 105,896Total 8,978,871 306,980 156,343 178,475 137,840 779,638 82,702 9,841,211 7,542,144

Contingencies 5% 23,633 4,135 27,768 358,623Extension budget 2002-03 1,403,608

803,271 86,837 9,868,979 9,304,375

Planned 2003

��

��

��

Description Budget Invoiced Planned Planned Remaining

Amount 1996-02 1st Qtr. 2nd Qtr. 3rd Qtr. 4th Qtr. Total 1st Qtr. 2004 1996-2004 AmountA. Management Fee

Management/Administration Fee 162,246 190,879 7,158 3,579 3,579 3,579 17,895 3,579 212,353 -50,107

B. Office establishment at DelhiFixed Cost 221,899 152,861 0 0 0 0 0 0 152,861 69,038Recurring Cost 500,792 959,198 88,800 15,375 15,375 14,875 134,425 14,875 1,108,498 -607,706

C. Office Establishment at 8 statesFixed Cost 556,335 197,343 0 0 0 0 0 0 197,343 358,992Recurring Cost 422,015 168,970 100,000 0 0 0 100,000 0 268,970 153,045

D. Travel/Transportation & DSAInternational Travel 254,117 240,273 12,000 4,500 4,500 4,500 25,500 4,500 270,273 -16,156O&M of Vehicles/Hire charges 665,014 657,052 18,600 12,000 12,000 12,000 54,600 11,000 722,652 -57,638Inland Travel 956,433 1,575,208 50,000 50,000 50,000 50,000 200,000 35,000 1,810,208 -853,775

E. EquipmentComputers/Printers/Software 186,957 228,648 1,500 4,500 4,500 1,500 12,000 1,500 242,148 -55,191Other Office Equipments 103,008 78,285 500 0 0 0 500 0 78,784 24,224O&M all equipments 85,606 79,263 2,500 2,500 3,000 3,000 11,000 1,500 91,763 -6,157Total 4,114,422 4,527,980 281,058 92,454 92,954 89,454 555,920 71,954 5,155,853 -1,041,432Contingencies 205,565 13,743 3,598 17,341 188,224Extension period budget 2002-03 608,377 608,377TOTAL BUDGET 4,928,364 4,527,980 569,663 75,552 5,173,193 -244,830

Planned 2003

��

��

��Total budget Invoiced Total Remaining

Description Unit Qty Rate amount 1996-2001 UK TAIWAN 2002 Budget

1 Study Tours

1.1 International roundtrips tickets 50 1,360 68,000 56,454 14,645 6,561 21,206 -9,660

Airport taxes, visa, insurances travel docs 50 136 6,800 2,824 2,311 1,164 3,475 501

1.2 Board and Lodging, Out of Pocket expenses full board 750 141 105,750 95,550 45,594 26,863 72,457 -62,257

1.3 Local Transport (car, driver) day rate 60 565 33,900 22,441 5,210 4,138 9,348 2,111

1.4 Fees (Hosting organisations) hosting cost 40 680 27,200 17,340 9,860

Fees(facilitator in India) day rate 40 23 920 920

Fees (tour manager) day rate 60 340 20,400 40,464 18,118 10,834 28,952 -49,016

1.5 Workshop 7,100 7,100 -7,100

Subtotal (A) 262,970 235,073 85,878 56,660 142,538 -114,641

2 Post graduate training

2.1 International roundtrips tickets 40 1,131 45,240 32,035 13,205

Airport taxes, visa, insurances travel docs 40 225 9,000 407 8,593

2.2 All in DSA day rate 1,600 91 145,600 114,861 30,739

2.3 Course Fee subscription 40 1,130 45,200 70,696 -25,496

2.4 Fees (facilitator in India) day rate 20 23 460 460

Fees (management, extra coaching) day rate 20 680 13,600 9,529 4,071

Local transport & Communication 8,168 -8,168

Field visits 2,723 -2,723

Subtotal (B) 259,100 238,419 20,681

Total (A) + (B) 522,070 473,492 85,878 56,660 142,538 -93,960

3 Contingencies 22,462 22,462

Additional budget for extension 2002-03 71,902 71,902

TOTAL - OTT 616,434 473,492 85,878 56,660 142,538 404

Invoiced 2002


ANNEX I

Salient features of HIS and TA input


•

ANNEX I Salient features of HIS and TA input

Introduction

The prime objective of the HP is to develop a comprehensive, reliable, easily accessible,user friendly and sustainable HIS in the concerned agencies. A HIS comprises of physicalinfrastructure and human resources to collect, process, store and disseminate waterresources data. The overall objective of the HIS under HP is to realize part of the Govt. ofIndia’s policies and strategies in the water sector. Article 2 of the National Water Policy(1987) of India, which is pertinent to HIS,stipulates: “The prime requisite forresources planning is a well-developedinformation system. A standardisednational information system should beestablished with a network of data banksand data bases, integrating andstrengthening the existing Central andState level agencies and improving thequality of data and the processingcapabilities. There should be freeexchange of data among the variousagencies and duplication of data collectionshould be avoided”.

The primary role of the HIS is to providereliable data sets for long-term planningand design, and for framing rules formanagement of water resource systems. The system should provide the information to usersin time and in proper form. The scope of the HIS is not intended to provide data to users ona real-time basis for short-term forecasting or for operational use.

The first step is to obtain information on temporal and spatial characteristics of the objectsystem through a network of observational stations. The basic data collected for differenthydro-meteorological parameters are called observed or field data. Such observed datahave to be processed to ensure their reliability. Both field and processed data sets have tobe properly stored, i.e. processed data for dissemination and field data to permit inspectionand revalidation in response to queries from users. This role of HIS is illustrated in Figure 1.

The new HIS has the following characteristics:• it is demand driven, i.e. output is tuned to the user needs• it ensures use of standardised equipment and procedures for data collection• it employs (computerised) processed and validated databases for efficient dissemination,

and• it has proper institutional support to ensure sustainability.

The scope of various activities under HIS is briefly outlined hereunder:

Figure 1: Role of HydrologicalInformation System


Review of observational network

The objectives of the system need to be laid down and the existing observational networkreviewed and augmented. The observation networks have been thoroughly reviewed fromthree specific view points: (a) to open new stations in areas hitherto poorly represented orsparsely covered or to replace non-representative stations with dedicated sites, (b) to avoidduplication of stations across various agencies and (c) to improve frequency and accuracy ofobservations through automated equipment and standard procedures. Old and defunctequipment has been replaced with new and standard equipment.

Surface water monitoring network

A major improvement in the hydro-meteorological network has been the reactivation of manyold rainfall stations, that had become non-functional due to inadequate monitoring andshortage of funds. Many new full climatic stations have been established comprisingstandard and autographic raingauges, dry and wet bulb, minimum and maximumthermometers, anemometer, sunshine recorder and pan evaporimeter. There were about7200 rainfall and 640 climatic stations in the project area. The field inspections revealed thatimproperly located stations, ill maintained or defunct equipment and sub-standardobservation practices were common features at existing stations. To revitalise themeteorological network about 500 new stations have been setup and another 1700 stationsupgraded to meet the standards.

The main improvements of river gauging stations have been the introduction of digitalrecorders. The practice of employing floats has been replaced by current metermeasurements. Most of the reservoir monitoring stations have also been equipped withautomatic water level recorders. Sophisticated techniques for discharge measurements likethe Acoustic Doppler Current Profilers (ADCPs) have been employed at a few stations,where gauging is extremely difficult with conventional means. Under HP, about 265 existingstations have been upgraded and another 650 new gauge-discharge stations have beenestablished.

Groundwater monitoring network

The main objective of the groundwater component of HP is the establishment of the requiredinfrastructure for improving the understanding of groundwater systems, both in the termsquantity and quality. The water level and water quality monitoring networks have beenexpanded and upgraded by replacing non-representative observation wells with scientificallydesigned piezometers. There have been about 27,000 observation wells in the project areabefore the project. Only 6% of these were tubewells, while others were hand dug open wells.These open dug wells were not owned by the agencies and were also not maintainedadequately. Under the project the network has been strengthened by constructing about7,900 new piezometers. Piezometers are purpose-built observation wells which aredesigned to measure the vertically averaged piezometric head of a single layer, and cannotbe used for groundwater exploitation. The piezometers have been designed to provide forsampling of groundwater from the tapped aquifer for water quality monitoring.

The design of the network has been optimized by integrating the monitoring piezometers ofthe different agencies. The improved network has been designed to get a good spatial andvertical coverage and representation of all the hydro-geological setups, considering thepresent and projected status of groundwater development and water quality variations. As


many as 6,200 piezometers have been provided with Digital Water Level Recorders(DWLR’s), to ensure measurement of continuous piezometric head at the desired frequency(ranging from 10 minutes to 6 hours). The accurate and high frequency piezometric headdata will enhance the technical content of the data and also facilitate many new analyses.The improved groundwater monitoring network would provide:

• long-term hydrogeologic information and groundwater quality data,• characterisation of different groundwater flow regimes,• recommendations for regulations related to use and conservation of groundwater

resources,• a baseline for control of groundwater over-pumping• information necessary for conjunctive use planning

Water quality monitoring network

An extensive network for monitoring of the quality of surface water (SW) at about 675locations and groundwater (GW) at about 29,000 locations have been established. Thestations are categorized into “Baseline”, “Trend” and “Flux/Surveillance” stations based onthe guidelines of the World Health Organisation. The frequency of sampling and waterquality parameters to be analysed for each category of stations have been defined anddocumented to achieve a uniform monitoring procedure of all the participating agencies forcomparable results.

Assessing the needs of users

Hydrological Data User Groups (HDUGs) have been constituted in each state and at thecentral level to ascertain and respond to the needs of users. A wide array of potentialhydrological data users are represented in these groups, whose main aim is to reviewhydrological information needs, identify shortfalls in content and services provided, andmake suggestions for improvements. This forum has given a unique opportunity to bring theHIS closer to the users and fulfil their aspirations.

Data collection

A comprehensive list of all monitoring equipment to be employed in the HIS has beenelaborated. The equipment varies from a simple raingauge, full climatic stations, currentmeters and ADCPs to digital water level recorders, Atomic Absorption Spectrophotometer(AAS) and Gas Chromatograph (GC). Detailed specifications for all equipment have beendrawn up and are being utilised by all agencies. This step would reduce variability inobservations, at different locations and by different agencies.

Water quality analysis

A comprehensive water quality laboratory development programme has been completed byestablishing or upgrading 290 laboratories under three categories: Level I, Level II and LevelII+, with varying levels of sophistication. Level I laboratories (215) cover six parameters(colour, temperature, pH, dissolved oxygen, conductivity and turbidity) for analysis at the siteof sampling. The analysis of other parameters is done at Level II or Level II+ laboratories.There are about 50 Level II laboratories for the analysis of 20 physico-chemical andmicrobiological parameters and 20 Level II+ laboratories for the additional analysis of heavymetals and pesticides. Special instruments, like UV-visible spectrophotometer, Atomic


absorption spectrophotometer (AAS) and Gas chromatograph (GC) have been provided inthe Level II and level II+ laboratories for analysis of pollution related parameters includingtoxicants, like trace metals and pesticides.

In view of the multiplicity of the water quality monitoring agencies and the large number ofanalytical laboratories participating in the process of sampling and analysis, it is imperativeto conduct AQC exercises for reliability and reproducibility of data.

Data processing, analysis and reporting

The existing system of manual or very limited computerised data processing has beenreplaced by fully computerised data processing using dedicated and user-friendly software.The raw data are in a variety of formats such as hand-written records, charts and digitalrecords in different computer formats. Raw data as observed and recorded may containmany gaps and inconsistencies and are passed through a series of operations, typically:data entry, validation checks, in-filling of missing values, processing to estimate derivedvariables, compilation in different forms and analysis for commonly required statistics etc. Ofparticular importance is assuring the quality and reliability of the data through a variety ofvalidation procedures. Reports are prepared to bring out the salient characteristics of thehydrological regime of the region.

Both surface water and ground water agencies employ henceforth dedicated hydrologicaldata processing software. HYMOS, a hydrological data processing software, is employed forall surface water quantity and quality and hydro-meteorological data processing activities.Similarly, a comprehensive groundwater data processing software is being prepared. Bothsurface and groundwater data processing software are modular in nature and are beingimplemented with varying levels of sophistication. The first module, also called the primarymodule, is dedicated to the purpose of entry of all types of data and for carrying out thepreliminary data validation. The second module is oriented towards performing spatialconsistency checks and having different types of data correction, data compilation andanalyses procedures. The third or the highest level module will have the necessary optionsfor hydrological validation and comprehensive reporting. The dedicated groundwater dataprocessing software also includes GIS support, to visualise and analyse spatial data.

The primary modules of surface and groundwater data processing systems (including waterquality) are called Surface Water Data Entry System (SWDES) and Ground Water DataEntry System (GWDES) respectively. These software have a Microsoft Access databasestructure at the back end and the front end has been built using Visual Basic for Application(VBA). These systems are customised to provide a user-friendly environment. The computerscreens look like the manuscripts used by observers for recording the observed data.Comprehensive and easy scrutiny of data is provided by graphical visualisation. Applicationof these data processing systems throughout the project area and at all the agencies has, forthe first time, provided an unique scenario at a large scale, in which all the hydrological dataprocessors use standard and uniform tools.

Management of historical data

All the State and Central agencies have been maintaining their observational networks formany years and thus a huge volume of historical data is available. Most of this data is inmanuscript or chart forms. Some of this data is even becoming physically inaccessible dueto gradual decay of older manuscripts. Often these are of variable or “unknown” quality sincein many cases the recorded data were seldom scrutinised. A comprehensive program of


historical data entry is established in each agency holding such data, for organising thisvaluable information in the uniform databases of SWDES and GWDES. Subsequent to entryinto the computer, the data are scrutinised for obvious data entry mistakes and thereafter fordesired hydrological consistency. Most of the available groundwater related data havealready been organised and surface water data are also expected to be completed soon.Such a collection of hydrological data on a mega scale is being accomplished for the firsttime for a substantial part of the country. It is expected that this will provide the waterresources engineers and planners of the country with an excellent opportunity to easilyaccess the required historical hydrological information and use it for all water resourcesdevelopment activities.

Data storage and dissemination

All historical and currently observed data sets are proposed to be stored and maintained inwell-defined computerised databases, using industry standard relational databasemanagement systems like ORACLE. This is essential for long-term sustainability of the datasets and their efficient dissemination to the end users. Both, raw and processed data setswill be stored and archived with specified standards so that there is no loss of information.Necessary features of data administration and management like data security, protectionfrom data corruption and provision of controlled accessibility would be part of the systemdesign. An efficient and user-friendly query system aided with graphical visualisation on themaps for identifying the data required, also through Internet, is envisaged to be used formaking data request.

Overall structure of HIS

The structure of HIS at State/Regional level, as set up by various participating State andCentral agencies respectively, emphasising the distributed approach to carry out dataprocessing, data exchange and dissemination processes is illustrated in Figure 2. Being adistributed data processing and management system, each data processing centre isprovided with adequate communication links for exchange of data to and from other dataprocessing centres.

HIS operates at different levels from measurement in the field to comprehensive validationand data processing at three levels of Data Processing Centres and storage at Data StorageCentres as follows:

Observation stations/wells:

Observations on different hydro-meteorological, hydrological and hydrogeological variablesand collection of water quality samples is done at the surface water and groundwaterobservation networks. The field data are submitted to the Sub-divisional/district DataProcessing Centres within the month of observation. The water samples are collected andsent to designated water quality laboratories on a regular basis.

Water Quality Laboratories:

Samples arriving from observation stations are analysed within the prescribed time frame.The results are entered in the computer and subjected to primary validation. At regularintervals, the laboratory passes the information to the Divisional or Regional DataProcessing Centre.


Sub-divisional/district Data Processing Centres (SDDPC/dDPC):

Here, all field data are entered in the computer and preliminary validation is carried out.Computerised data are passed on to the Divisional/Regional Data Processing Centre within10 days after the month of observation.

Divisional/regional Data Processing Centres (DDPC/rDPC):

Given their larger areal coverage, data are organised in basin/sub-basin wise databases andsecondary data validation (spatial consistency checks) is carried out. Validation at DivisionalData Processing Centres is completed within 15 days of receipt of data and thereaftersurface and groundwater data are transferred to the respective State Data ProcessingCentres.

Figure 2: Structure of HIS at State/Regional levels

CWC

RDSC SDSC SDSC RDSC

NDSCNDSC NDSC

USERS

SDDPC SDDPC dDPC UDPC

FIELD OBSERVATIONS

DATA ENTRY/PRIMARY

VALIDATION

SECONDARYVALIDATION

HYDROLOGICALVALIDATION

DATA STORAGE/DISSEMINATION

NOTE: FOR ACRONYMS PLEASE REFER THE TEXT

DDPC DDPC rDPC DDPC

IMD CGWB

STATE

FIELD FIELD FIELD FIELD

RDPC SDPC SWDPC GWDPC RDPC

DATA EXCHANGE BETWEEN AGENCIES


State/Regional Data Processing Centres (SDPC/RDPC):

Their main activity is final data validation, completion, analysis and reporting. Since thesecentres cover a whole river basin or a very large part thereof, it is appropriate to ensurehydrological consistency between inter-related variables like rainfall, runoff, recharge etc.The data arriving from various Divisional Data Processing Centres are organised in basinwise databases and hydrological validation is carried out. The need for exchange of dataamong different agencies for the purpose of data validation has been realized and a formaldata exchange process is being established. The inter-agency data validation exercises arescheduled twice-a-year, in the months of February and August, for the data of monsoon andnon-monsoon periods respectively. After the data is thoroughly validated, the (authenticated)processed data are transferred to the respective Data Storage Centres.

State/National Data Storage Centres (SDSC/NDSC):

For seven out of nine States there is a common Data Storage Centre (DSC) for surface andgroundwater data. The Karnataka and Maharashtra separate DSCs are maintained by theSW and GW agencies. Central agencies have separate Data Storage Centres for each oftheir regions. Each central agency also has one National Data Storage Centre for bringingthe desired information from various state and regional data centres together, to obtain anoverall perspective of the hydrological regime at the national level. All the State andRegional Data Storage Centres store and administer the storage of field (or raw) andprocessed (or authenticated) hydrological data and ensure smooth and efficientdissemination of data to the users. For an effective dissemination of available information,Data Storage Centres also maintain a catalogue of data stored in its own database andthose stored in the databases of other agencies.

TA Input

The Technical Consultancy services for the HP focus on capacity building of the participatinginstitutions through three major inputs: technical input, human resources development andinstitutional measures.

Technical Input

Significant technical input based on state-of-the-art technology has been provided for thedevelopment and upgradation of the HIS in the project area. Assistance has been providedon three major technical aspects and support rendered thereon is as listed below:

Establishment of the groundwater (GW), surface water (SW) and water quality (WQ)monitoring networks and collection of data• Design of GW, SW and WQ monitoring networks• Integration of networks belonging to state and central agencies• Recommendation of state-of-the-art equipment for GW and SW monitoring and WQ

analysis• Detailed specifications for all recommended equipment• Establishment of a network of WQ laboratories• Guidelines for installation, operation and maintenance of observation equipment• Manuals on standards for observation and recording of GW, SW and WQ variables• Procedures for operation and maintenance of observation networks• Guidelines for frequency of observation for various parameters


Computerised validation and processing of hydrological data

• Introduction of computerised hydrological data processing in all project agencies• Specifications for dedicated hydrological data processing software• Development and implementation of GW, SW and WQ Data Entry Systems (at as many

as 190 GW and 200 SW data processing centres, and 70 WQ laboratories)• Customisation and implementation of dedicated hydrological data processing systems• Introduction of standard data validation and processing procedures and manuals• Guidelines and monitoring of digitisation of a vast amount of geographical information

(10 themes for the whole project area from 1:50,000 scale maps and remote sensingdata)

Archival and dissemination of hydrological data

• Specifications for a relational database management system for storage, archival anddissemination of hydrological data

• Development and implementation of standard database management procedures• Establishment of 31 data storage centres connected through the web• Guiding and monitoring the process of organisation of the vast amount of historical data

available with all agencies• Design of a web-based catalogue of hydrological data in HIS

Human Resources Development

An extensive training program has been planned and implemented under HP. Adequate skillbuilding and training of all personnel involved at different levels in various activities of theHIS is ensured (for about 9,000 staff). A whole range of subjects, issues and activities arecovered under a well-planned training programme that includes training courses coveringaspects such as:

• Observation practices on hydrological and related data• Standard water quality sampling and analysis procedures• Basic know-how for working on computers• Surface water, groundwater and water quality data entry procedures• Surface water, groundwater and water quality data processing and interpretations using

dedicated software• Geographical Information System• Database management systems including aspects of the latest information technology• Sophisticated equipment and installations like DWLRs, ADCPs, AASs, GCs, Integrated

Bathymetric Systems, etc.• Analyses of pollution related parameters• Procurement procedures for equipment and other infrastructural facilities• Installation and acceptance protocols for specialised equipment• Training and communication skills for in-house trainers• Study tours and overseas training

Most of these training courses have been institutionalised through the services of designatedresearch and academic institutions (also called the Central Training Institutes, “CTIs”). Theconcept called “training of trainers (ToT)” is adopted by which a core group of motivatedofficers of each agency and/or CTI are trained, in order to build a sustainable in-housetraining capacity.


Comprehensive and well-laid out training modules have been prepared covering thecontents of the courses, the exercises and the presentation material so as to ensureuniformity and standardisation in transfer of knowledge and delivery of training courses.

Institutional Measures

Substantial strengthening of the existing institutional framework is required in view of theabsence of objective planning and maintenance of the HIS in the recent past, specially bymost of the state agencies. As the HIS is re-vitalised through the Hydrology Project, it isessential to ensure that the institutional strength required for the HIS and created under theproject is maintained and enhanced in the future.

The following major steps are taken under the project to ensure the sustainability of the HISin the future;

• Infrastructural development in terms of buildings for data centres, laboratories, siteoffices, stores and residences

• Formal arrangements for exchange of data between different governmental agencies• Setting-up of state-wise Hydrological Data User Groups (HDUGs) for ensuring feedback

and participation of users for making the system responsive to their needs• Guidelines for dissemination of hydrological data to the users• Pricing policy for supply of hydrological data• Comprehensive capacity building for continuing various training programmes on HIS• Institutionalisation of annual “HIS Management” and “HIS Operationalisation” workshops

throughout all agencies• Availability of standard guidelines, documents and software for carrying out HIS activities

routinely• Ensuring provisions for continuous budgetary and manpower support for HIS activities in

various agencies• Establishing routine procedures and formats for progress monitoring, staff deployment

planning, budgeting, etc.


ANNEX II

Logical framework for HIS


Principles

The logical framework developed for the consolidation phase identifies the outputs that theproject must produce to meet its specific objectives. Thus, these outputs are the expectedresults of activities to be undertaken in the project. It is to be noted that the project activitiesare for the greater part carried out by the agencies, with no involvement of the Consultant ina line relationship. Hence, while TA activities are necessary for achievement of the projectobjectives, they must be seen as complementary to activities to be undertaken by theagencies.

For each of the outputs a number of indicators are mentioned by which the achievement canbe observed. In the logical framework, the identification of the TA activities is preceded byan assessment of the current status with respect to the relevant output. The proposed TAactivities are directly related to this status. Next, the framework lists the inputs to beprovided by the Consultant. These inputs are always of advisory nature, and are identified interms of the individual TA staff members’ designations.

Finally, the logical framework lists a number of assumptions on the basis of which theactivities are expected to bear fruit. Following standard logical framework analysis practice,expectations that are most likely to become reality are not listed under assumptions. Anexample of this would be “agencies will establish appropriate organizational entities”, asthere is no doubt that the agencies are doing this or have done it. Although a number ofassumptions are crucial for the successful completion of the project, none is deemed to be a“killer assumption” (i.e. not likely to become reality) for all agencies. However, some issues,e.g. availability of specialist staff in posts created, would result in framing a “killerassumption” if staff cannot be redeployed, trained, or recruited. Where such staff remainunavailable the TA has no option but to abandon the respective activity in such agency. Thisresults in an automatic selection of the few states, in which the TA may continue the fullrange of its activities.

The following pages present the logical framework for the consolidation phase of the project.The analysis points to the activities required for building on and completing the work that hasbeen on-going since 1996. These activities mentioned have played, and continue to play, animportant role in the pursuit of this objective.

Note: The HIS Logical Framework has been developed in November 2001, and hassince not been reviewed or modified for the purpose of this report.

Outputs = Results of Project Activities Output indicators Means of Verification Assumptions/external factors/risks1.1 Establishment of hydrology units comprising all HIS-related functions as per

approved guidelines in five Project states by eoP (partial in other States)MIS (“passive use”) Improved staff motivation

1.2 Enhanced personal effectiveness of apex and middle level managers MIS (“passive use”)1.3 Operating budgets for hydrology units allocated by eoP in all Project states MIS (“passive use”) Decision-makers appreciate HIS utility

1 Sustainable HIS units established withresponsibility for policy, system, andoperational functions; senior supervisorsusing info. from MIS

1.4 MIS autonomously functioning in key states. Review Mission Report2.1 At least 80% of trained officers remain in relevant technical/HIS posts in all Project

states by eoPMIS (“passive use”) Personnel policy balancing transfers &

retention, stressing transfer of knowledge2.2 Training Cell established in all hydrology organizations in all Project states by eoP MIS (“passive use”) Top management support for continual

updating of HIS skills

2 Retention assured of HIS knowledge andpractices in the relevant units

2.3 Delivery of HIS and WQMS operationalization workshops by internal resourcepersons in predetermined annual cycles in nine states by eoP

MIS (“passive use”) Appreciation at HIS management levels

3.1 Fully activated Central and State-level Coordination Committees (CCC/SCC)established with Technical Secretariat (TS) by eoP

Review Mission report Central and State Govts take actionPCS actively takes over TA tasks

3 Post-Project coordinationinstitutionalized in permanent bodiessupported by Technical Secretariat 3.2 National-level WQ Assessment authority and State-level WQ Review Committees

established and functional by eoPReview Mission report Central Government activates WQAA

State Governments establish WQRC4.1 Fully activated state/agency-specific HDUGs with desired membership mix as per

revised ToR in all Project states by eoPMinutes of HDUGmeetings

Real appreciation of HIS develops beyondSW/GW agencies

4.2 State/domain-specific HIN Documents approved in 3 Project states by eoP HIN Documents HIS organizations engage “outside” users4.3 Demonstrated linkage between HIS and water-related activities in various sectors, in

three states by eoPReports of Sector Reviews HIS organizations engage “outside” users

4.4 Verifiable utility of HIS data and information in four Project states by eoP Reports of Studies HIS organizations engage “outside” users

4 HDUGs active in identifying (changing)user needs and recommending relatednetwork adjustments

4.5 Ready availability and periodical updating of database on users and the nature andtype of their requests

DSC Registers of DataDissemination

5.1 Networks functional and optimally integrated (central and state); reviewed foradequacy regarding experience and present needs, in six states by eoP

MIS (“passive use”) All HIS organizations able to correctlymaintain and operate requisite equipment

5 Observation network of field sites andlaboratories established in line with userneeds, along with procedures formaintenance and updating

5.2 Regular inspection of maintenance, with inspection reports covering all sites andlabs available at relevant office, in six Project states by eoP

MIS (“passive use”) Improved appreciation for quality control (alsoto be evident in budget allocation)

6.1 Uninterrupted functioning of observation sites and labs for at least 90% of allvariables and samples in at least six Project states by eoP

MIS (“passive use”) On-going practice of inspection andmaintenance

6 Data collection taking place based onstandard observation procedures

6.2 Standardized application of lab practices in six states by eoP MIS (“passive use”) Availability of WQ staff7.1 Fully operational data processing centers in five Project states and central agencies

by eoP, with functioning HIS HelpdeskMIS (“passive use”) Timely availability of specialist staff

7.2 At least 90% of data validated on time according to agreed protocol at the relevantlevels in five Project states and central agencies by eoP

MIS (“passive use”) HIS Operation Manual adoptedData exchange taking place

7.3 At least 80% statistical accuracy achieved in actual observation for each parameterin six Project states by eoP

MIS (“passive use”) HIS Operation Manual adopted; Improved QCin data collection

7.4 Yearbooks on all types of data available in six Project states by eoP MIS (“passive use”)

7 Routine and consistent data validationand analysis taking place throughcomputerized data processing at differentlocations in the system

7.5 Ability to link present HIS data using standardized thematic GIS data sets in fiveProject states by eoP

MIS (“passive use”) Timely availability of dedicated GW softwareand GIS data sets

8 Efficient and optimal communicationlinks established in the system

8.1 At least 80% of data sent on time between different locations of data handlingaccording to agreed protocol in five Project states and central agencies by eoP

MIS (“passive use”) HIS Operation Manual adopted

9.1 Interconnected and fully operational data storage centers, with web-based meta datacatalogue and HIS data libraries

MIS (“passive use”) Software development completed on time andspecialist staff available

9.2 Archival of at least 80% of computerized validated data completed in six Projectstates and central agencies by eoP

MIS (“passive use”) DSC software available on time; availability ofdata processing staff

9 Data dissemination to users from datastorage centers, based on unambiguousregulations and using efficient practices

9.3 Guidelines for supply of data to users and administratively feasible data tariff policyapproved in all Project states by eoP

MIS (“passive use”)

Status TA Activities Inputs AssumptionsInstitution and human resources development

1.1 Most up-to-date staffing plans in place, but vacanciesin key positions remain (IT and WQ). Alternativesolutions being explored where recruitment notpossible.Most HIS procedures set out in manuals andprotocols, and approved by the agencies, but yet to besanctioned in formal GOs by competent authorities.Staff motivation often hampered by rigid institutionaland administrative policies.

• Promote debate/discussion in appropriate quarters and lobby forissuance of GOs.

• Prepare HIS Management Reference Manual.• Conduct cultural assessment of a few pilot agencies and organize

workshops on cultural change to build commitment andsustainability.

• Assist in developing communication strategy for HIS promotion.

HMCs, HRD Experts, IDSpecialists to assist PCS andnodal officers

Responsiveness at high levelmanagement to need forinstitutional and cultural change.

1.2 Workshops successfully completed for apex levelHIS managers of central and state agencies, and formid-level HIS managers in all agencies by Marchend.

• Workshops for personal skill building and attitude shaping• Institutionalize responsibility for future workshops in NWA.

HRD/ID Specialists tofacilitate/coach NWA andrespective agencies

NWA receptive

1.3 Budgets have been allocated, although not always asper norms prepared by TA.

• Support agencies on request at management level only. HMCs to assist nodal officers Nodal officers ready to activelypursue the matter

1.4 Most agencies supply info for MIS-II only whenasked.

• Coaching on utility and use of MIS, incorporating changes desiredby respective agencies in AP,Mst, and Ktk

ID specialists

2.1 Frequent and unplanned transfers of trained officersare widespread.

• Advocate policy balancing transfers with the need to retain trainedstaff, with full hand-over when transfers occur.

HRD/ID Specialists to discusswith decision makers

2.2 Training Coordinators active in all agencies.Personalized training plans exist, and training andtime schedules have been updated.

• Assist TCs to prepare agency specific post-HP training plans byJuly 2002.

• Coach functioning of training cells and coordinators.• Facilitate overseas training for WR Planners and DSC managers

(mid 2002).• Draft MOUs for future involvement of apex training organizations

in skill development.

HRD/ID Specialists to assistTraining Coordinators ofrespective agencies

Allocation to the agencies ofbudgets for post-HP continuation oftraining activities

2.3 Limited appreciation of need for monitoring qualitycontrol (MQC) as part of operationalizing the HIS.One cycle of HIS and WQMS operationalizationworkshops completed in most agencies by Decemberend.

• Complete expert input in developing workshop material byDecember 2001 (for WQ Feb 2002). Focus on transferringresponsibility for replication of workshops to agencies, throughattending agency-run workshops as adviser during 2002 andincluding workshops in annual training calendar.

HMC, DP Experts, WQ Experts,HRD/ID Specialists to assistHIS Managers at divisional andregional levels

3.1 Not yet established. NLSC/NLCC and PCS,respectively, now perform this function.Debate on long-term development of/around HISinitiated by PCS.

• ToR for CCC and SCC.. ToR for HIS-TS and SDPC, to function asTS for SCC (ToR to include use of MIS).

• Establishment of central TS and HIS Helpdesk in TA office, and HISHelpdesks in State/Regional DPCs.

• Guide transfer of role of coordinator/motivator/stimulator.• Guidance to SDPC on state-level TS/helpdesk function• Assist PCS/HIS-TS in developing long-term HIS strategy in context

of National Water Policy.

ID Specialists to assist PCS toform HIS-TS and CommitteesID/WRM Specialists to conductstrategic planning workshop

Adequate staffing and budgetavailable for continuation of PCSas HIS-TS in MoWR underCommissioner (WM)

3.2 WQAA established in DoE&F, MoWR, gazetted May2001. SWQRCs not yet established. RequiresTechnical Secretariat at center (jointly with TS forCCC).

• ToR for SWQRC. ToR for WQ aspects in TS (center) and SDPC(States, to function as TS for SWQRC)

WQ Experts and ID Specialiststo assist WQAA through HIS-TS or PCS

Adequate staffing and budgetavailable for continuation of PCSas HIS-TS in MoWR underCommissioner (WM)

Status TA Activities Inputs AssumptionsUtility of HIS and future development

4.1 HDUG constituted, formal meetings held in AP, TN,Mst, Guj, MP, Or, Ktk. New ToR adopted in Mst,Guj, and TN only. Not yet active in Ker, CWC,CGWB. Not yet constituted in Ctg. Overallfrequency of meetings less than semi-annual

• Activate HDUG in Ker, Ctg, and central agencies• Develop relevant issues and attend meetings for (assistance on)

presentations.• Institutionalize concepts and practices with Task Group approach.

HMCs and ID Specialists tocoordinate with SDPC andNDPC managers

Sufficient interest among HDUGmembers to join task groups

4.2 HIN Questionnaire introduced in all states exceptMP, Ctg, and Ker. No HIN documents produced todate. Agencies show limited external demandorientation.

• Assist in application of questionnaire in Mst, Ktk, and AP• Production of sample HIN documents in Ktk, Mst and AP. • Training on compiling, processing, documenting State/Domain-

specific info needs (HIN).• Assist HIS-TS and SDPC in leading this process.

HMCs and ID specialists tocoordinate with nodal officersand SDPC and central DPCmanagers

Non-SW/GW organizationsenunciate specific and realisticdemands

4.3 Supply-side development of HIS has not spurred HISorganizations to develop outward-looking policies.

• Promote agency lead in PR for HIS, e.g. through websites,newsletters, national/state-level conferences, etc.

• Inventory of HIS info utility and needs in different sectors

TL, HMCs, WRM Specialist, IDSpecialists to assist nodalofficers

Non-SW/GW organizationsenunciate specific and realisticdemands

4.4 Some studies using HIS information on-going. • Assist on WRM river basin studies and other added value studies• Introduction of RIBASIM S/W in NWA curriculum

HMCs, WRM and Technicalexperts to assist staff at SDPCs

4.5 Development of database and collection of dataawaits finalizing relevant software.HIS content still primarily reflects traditional datacollection jurisdictions and practices of the agencies.

• Expand existing (paper) registers of requests and supplies of data intodatabases on existing and potential users.

• Assist HIS-TS and SDPCs in assessing need for additional datacategories and planning for their incorporation in the HIS.

HMC, DMC to assist SDSC andNDSC managers.WRM and DP Experts to assistnodal officers.

Network5.1 Integrated networks implemented in all states, but

implementation of new WQ monitoring networks isslow. Occasional faulty installation of equipment.No HIN docs. To review network adequacy.

• Support to implementation of specialized equipment (IBS, ADCP,etc.)

• Review adequacy of HIS networks in 6 states based on HINdocuments and experience to date.

Equipment expert, HISAdvisers, HMC, DP Expert toassist SDPC and NDPCManagers

Continued cooperation onnetwork integration betweencentral and state agencies.

5.2 Most agencies have no structured reports onnetwork/equipment performance available. Noregular inspections in many agencies.Application of O&M manuals/budget norms needsformal GOs.

• Introduce regular inspection of field practices and equipmentperformance (MQC) through assistance related to manuals/budgets,on special request at management level only.

Equipment expert, HMC toassist HIS Managers at variouslevels.

Government recognizes the needfor programmed O&M based onregular inspections.

Data collection6.1 Field practices lag behind improvements in

instrumentation. Quality control lacking.Manuals to be updated for experience fromoperationalization workshops.Partially inadequate staffing in all states.

• Final edition SW manual• Review hydrometric/WQ measurement practices; propose relevant

protocols for formal Government sanction.• Pursue updating of training modules by NWA and RGI.• Introduce regular refresher courses for supervisors

HMC, HIS Advisers, DP Expert,HRD Specialist to assist HISmanagers at divisional level andNWA/RGI

Managers of data collection unitsable to retain and motivate theirstaff.

6.2 Most labs fully equipped, but outmoded analyticalpractices continue as existing staff have limited skills.Almost no recruitment of WQ specialist staff.

• Coaching of lab mgt. and staff on operational protocols• Coaching of existing staff on use of sophisticated equipment• Pursue avenues for outsourcing if WQ professionals cannot be

recruited.

WQ experts and HMCs tofacilitate and assist chemists ofLevel II+ and Level II labs

Outside parties are willing andready to respond to outsourcing.

Status TA Activities Inputs AssumptionsData processing, analysis and reporting

7.1 Helpdesk function yet to be developed andintroduced.Basic HYMOS in place, dedicated GW Softwareseriously delayed.SWDES and GWDES accepted and widely used;WQDES in infant stage.Final DP Manual (SW) under preparation (GWmanual awaits GW software).

• Develop relevant procedures for helpdesks• Training of DPC staff• Establish helpdesks in HIS-TS and State and Central DPCs• Transfer basic HYMOS training and coaching to agency helpdesks.

Same for IT support.• Conduct ToT for advanced HYMOS training, followed by coaching

of subsequent training courses and applications.

HMC, IT Expert, DP Experts,and DMCs to assist SDPC andNDPC mgrs, TIL, NIH, NWA.

Nucleus of motivated and trainedstaff in place at NDPC/ SDPC.

7.2 Historical data entry well advanced, but only approx.50% of current data entered.

• Coach operationalization of WQDES.• Coordinate with TIL on hardware & software for GW.• Finalize DP manual for SW (TIL to do this for GW)• Advocate proper planning of DPC activities.

HMC, IT Expert, DP Experts,and DMCs to assist SDPC andNDPC managers

Dedicated GW softwareimplemented at the latest by mid-2002.

7.3 Primary data validation as done to date has no impacton data collection practices.

• Hands-on-training for selected SDPC staff• Lobby for institutionalization of feed back to data collection staff as

per manual.• Finalize protocols and seek approval through GOs.

HMCs, DP Experts.

7.4 Specifications for yearbooks drafted. Customizationof software underway.

• Assist production of first yearbooks in 3 states by 6/2002.• Promote result as model for other states.

HMCs & DP Experts assistnodal officers, S/NDPC mgrs.

7.5 Procurement completed in some states and underwayin others. Quality control (verification of data sets)not yet begun.

• Training on QC/QA procedures and methods for GIS data.• Training on use for geo-hydrological applications

DP and GIS Experts providetraining and coaching to GISExperts of GW Agencies

Data exchange and communication8.1 Formal procedures yet to be initiated, but informal

inter-agency exchange has begun (slow progress);growing use of internet

• Assist finalization of formal guidelines and include these as integralpart of DP manual, and lobby for relevant GO.

• Guide full-fledged inter-agency data exchange practices.

HMCs and DP Experts assistnodal officers, CWC, CGWB,IMD, PCS/TS, and HIS-CC

Data storage and dissemination9.1 Finalization data storage software awaited. Training

program yet to be developed (incl. overseas training)• Provide technical expertise for operationalization of DSCs.• Support for development of related hardware and software.• Support for introduction of data dissemination practices.

DMCs, IT Expert, DP Experts toassist supplier, CWC, NIC, andDSC managers

Implementation of software bymid- 2002

9.2 Awaits software for DSC • Coordinate with supplier on effective introduction of the software andrelated training

DMCs, IT Expert, DP Experts toassist supplier, CWC, NIC, andDSC managers

Supplier amenable to coordinationby TA

9.3 Development of DS and dissemination manual awaitsdata storage software.Pricing policy being discussed in Specialist TaskGroups in Mst, Guj, and Ktk, but not in other statesand central agencies.

• Support in development, finalization, and standardized application ofthe manual, and lobby for relevant GO.

• Assist in initiating debate in appropriate forums.• Assist finalization of policies/procedures• Lobby for relevant GO.

HMC, ID Experts, IT Expert,DP Experts, and HRDSpecialists to assist supplier,CWC, and DSC Managers ondata supply and discuss pricingpolicies with nodal officers andHIS-TS


ANNEX III

TA outputs and deliverables


ANNEX III TA outputs and deliverables

TA outputs directly address the HP agencies’ ability to achieve their output objectives, orrespond to constraints that have been identified as (potentially) limiting the agencies’effectiveness in this regard. Most outputs are generic in nature and apply to agencies in allthe States. Some outputs may be similar in title or format for surface and groundwateragencies, but differ substantially in their contents. The choice of TA outputs is based on theunderstanding that their preparation can not be done by the implementing agenciesthemselves, and in this way have a real added value. Agencies are always involved in thedevelopment of outputs (through workshops, pilot applications etc.), in order to facilitaterecognition and adoption when the final versions of the outputs are introduced. For technicaloutputs there is a limited say by the agencies as most of the technology introduced is new,and HIS procedures need to be standardized for the HIS to work as a system.

Network and equipment: surface water

1. Network design for river flow measurements for all states (July 1997)2. Surface water and hydrometeorology network status (December 1998)3. Review and inspection reports of networks and sites4. Guidelines for SW site selection and installation planning (December 1998)5. Specifications of SW equipment (updated as required)6. Model bidding document and specifications for procurement of DWLR (March 1998)7. Design of bank-operated cableways (October 1998)8. Model bidding document for bank-operated cableways (October 1999)9. Bidding document for procurement of reservoir bathymetry systems (April 2000)10. SW-HIS Manual (January 2001; March 2003)11. SW Monitoring; Procedures for Operation and Maintenance norms (February 2001)

Network and equipment: groundwater1. Reviews and inspection reports on observation network designs2. Positioning and levelling of observation wells to geographical and MSL (June 1997)3. Specifications of GW equipment (updated as required)4. Specification for DWLR equipment (February 1998)5. Model bidding documents for DWLR equipment (March 1998)6. Guidelines for implementation of piezometers (July 1998)7. Manual on DWLR operation, maintenance and data use (January 1999)8. DWLR specifications and acceptance protocol (Chennai workshop, September 1998)9. Reduced levels of monitoring network stations (December 1998)10.Report on DWLR performance (January 2001)11.Manual on Lithospecific Piezometers (September 2002)12.GW Monitoring; Procedures for Operation and Maintenance norms (May 2002)13.GW-HIS Manual (March 2003)

Network and equipment: water quality1. Guidelines for laboratory design (volume I, December 1996)

2. Surface water quality network design guidelines (June 1997)

3. Groundwater quality monitoring: objectives, network design, data acquisition (March’98)

4. Networks and mandates of water quality monitoring (January 1999)

5. Specifications of laboratory equipment (updated as required)


Data collection: surface water1. Standards for collection, storage and processing of SW data (June 1997)

2. Training modules for surface water and hydro-meteorological data collection

3. SW-HIS Manual (January 2001; March 2003)

Data collection: groundwater1. Manual on GW field measurements (January 1997)

2. Training modules for GW data collection

3. GIS – Methodology Manual (March 2001)

4. GW – HIS Manual (March 2003)

Data collection: water quality1. Guidelines for Analytical Quality Control: AQC (May 1997)

2. Findings of AQC program (February 1998, June 1999, July 1999, March 2001)

3. Guidelines on Standard Analytical Procedures (SAP) for Water Analysis (May 1999)

4. Protocol for WQ monitoring (August 1999)

5. WQ sampling and laboratory analysis training modules (50 titles available)

6. Workbook on operation of Atomic Absorption Spectrophotometer (March 2001)

7. Workbook on Analysis of Pesticides in Water Samples by Gas Chromatography (Jan.’01)

8. HIS manual (January 2001; March 2003)

9. Maintenance norms and Logbooks for WQ laboratories (February 2001)

10. Groundwater quality sampling; Field manual (September 2001)

11. Water Quality Monitoring Systems for protecting the national water resources (draftreport of Expert group; April 2002)

Data entry: surface water1. Surface Water Data Entry System software SWDES (regular updates)

2. SWDES User Manual (1st edition November 1998 and regular updates)

3. SWDES training modules (October 1999 + updates)

Data entry: groundwater1. Ground Water Data Entry System software GWDES (regular updates)

2. GWDES User Manual (November 1997+ updates)

Data entry: water quality1. SWDES software extension for WQ parameters (January 2001)

2. GWDES software extension for WQ parameters (March 2001)

Data processing: surface water1. Lay-out and staffing of data processing centres (March 1998)

2. Review of design of data processing centres (August 1999)

3. Review of standards for collection, storage and processing of SW data (June 1997)

4. Specifications for dedicated SW data processing software (December 1997)

5. Customised HYMOS-4 software (implementation from November 1999 onwards)

6. Basic HYMOS-4 training modules (38 titles) (November 1999)

7. Trained faculty for HYMOS-4 training: 15 staff from NIH and NWA (November‘99)


8. Advanced HYMOS – 4 training modules (2001)

9. HIS Manual (January 2001; March 2003)

10. Example Year Book (March 2003)

11. Protocols for HIS (SW) activities and data validation (February 2002)

Data processing: groundwater1. Lay-out and staffing of data processing centre (March 1998)

2. Review of design of data processing centres (August 1999)

3. Approach to computerisation of GW data under the HP (July 1997)

4. Standards for GW data acquisition, processing and dissemination (March 1997)

5. Specifications and tender documents for dedicated GW data processing software andhardware (January 1998)

6. Application guidelines for GW data processing, incl. resource evaluation (Nov. 1998)

7. Training modules for GW DWLR data handling (March 2000)

8. Example Year Book (March 2003)

9. Protocols for HIS (GW) activities and data validation (February 2002)

10. GW – HIS Manual (March 2003)

Data processing: water quality1. SW and GW - HIS Manuals (January 2002; March 2003)

Data storage and dissemination1. Layout and staffing of data storage centres (March 1998)

2. Review of design of data storage centres (August 1999)

3. Provisional data dictionary for the data base system (January 1998)

4. Hardware and software specifications for data storage centres (June 2000)

5. Bidding document for procurement of data storage software (October 2000)

6. SW and GW - HIS Manuals (March 2003)

Data user establishment1. Questionnaire hydrology information needs (updated in 2000)

2. Terms of reference for HDUG (January 2000)

Applied HIS studies1. Model format for R&D study proposals (March 1998)

2. Flood forecasting modeling and telemetry in the Brahmani and Baitarani river basins(November 1998)

3. HIS-WRM application study for Sabarmati basin (start in April 2000)

4. HIS-WRM application study for Godavari basin (start in January 2002)

5. HP-follow-up; a draft working paper (April 2002)

HIS management: organizational1. HIS description, mission statement & presentation package (regularly updated)

2. Agency HIDAPs (1998/1999) and Model HIDAP (June 1998)

3. Detailed organizational assessments Maharashtra SW & GW Departments (1999)

4. Detailed organizational assessments Andhra Pradesh SW & GW Departments (1999)


5. Detailed organizational assessments Tamil Nadu SW & GW Departments (1999)

6. HIS Sustainability and Organisation Culture (March 2003)

HIS management: human resource development and training1. Staff requirements and job descriptions for all HIS operations (April 1998)

2. Detailed staffing plans for all agencies (1998 onwards)

3. Training Co-ordination tasks (1997)

4. Training management workshop scenario for in-house trainers & co-ordinators (1998)

5. Training targets, implementation plans and budgets for FY 1999 - 2000 (April 1999).

6. Training targets, implementation plans and budgets for FY 2000–project end (May 2000).

7. Catalogue of postgraduate training in India (April 1999, April 2000 etc)

8. Catalogue of study tour locations in India (April 1999, April 2000 etc)

9. Directory of HP in-house trainers and faculty (September 1998, annually updated)

10. Directory of HP training institutes (September 1998, annually updated)

11. Course specifications for all project training (March 98, regularly updated)

12. Training history (regular compilation and distribution from November 1997 onwards)

13. Training of Trainers modules (4 titles, since 1997)

14. Training sustainability concepts, workshop scenario and findings (March 1999)

15. Overseas training and study tour programs and subcontracts (1998, 1999, 2002)

16. Human Resource Requirement for WQ Sample Analysis in HP-Laboratories (Jan. 2001)

17. Functional and personal competency for Apex level HIS managers (May – June 2001)

18. Functional and personal competency for second Tier HIS managers (August 2001)

19. Training plan and calendars 2001-2002 (October 2001)

20. Trainers handout for Personal Effectiveness in HIS Management (May 2002)

21. Post-HP training calendars (mid 2002)

HIS management: MIS development and reports1. MIS-1 development: SW and GW reporting formats on project progress (Sept. 1998).

2. MIS-1 development: System manual and user guide (1998).

3. MIS-1 reports: Project progress reports (quarterly).

4. MIS-1 / HIDAP reports: Progress against selected performance indicators (1999/2000).

5. MIS-1 / HIDAP reports: Abbreviated assessments (Jan. 1999, Jan. 2000).

6. MIS-2 development: User Manual for MIS/GIS software (updates)

7. MIS-2 development: SW location databases and linkage with GIS (2000)

8. MIS-2 development: Agency performance indicators and reporting formats (April 2000)

9. MIS-2 development: Milestone planning and revised physical / financial targets for 2000-2001 for all agencies (April 2000)

10. MIS-2 report : Project progress reports (quarterly from 2nd quarter 2000)

11. Revised physical targets and balance costs (quarterly from March 2001)

12. MIS Reports for project review (quarter ending June 30, 2002)


HIS management: public relations1. Quarterly Newsletter (from 1998 onwards)

2. Contributions to third party seminars and conferences (ongoing)

3. Web site and HP leaflet (2000 onwards)

4. HIS resources website (2002)

Papers (presented at Seminars/Conferences/Workshops)1. GW Quality Monitoring Objectives, Networks and Data Acquisition - A. Bein, P. Boderie,

C. Hoggart (Nagpur - September 1997).

2. Network for Riverflow Measurements - CLN Sastry (Hyderabad - July 1997).

3. Approach to computerisation of GW Data under the HP - Dr. K.A.S. Mani (Hyderabad -July 1997).

4. GW Quality Monitoring Objectives, Networks and Data Acquisition-A. Bein, P. Boderie,C. Hoggart (CGWB-Bangalore - October 1997).

5. Upgrading Groundwater Monitoring Infrastructure in the state of Maharashtra under theHydrology Project - K.A.S. Mani (Nagpur, October 1998).

6. Approach paper on Implementation of GIS Data Sets - Dr. K.A.S Mani,Dr. S. Thiruvengadachari, Map India 1999 (New Delhi - August 1999).

7. HIS as a tool for integrated water resource development planning - Dr. K.A.S Mani(Bhopal - October 1999).

8. Advancement in techniques in groundwater regime monitoring and data basemanagement planning facilitated through the Hydrology Project – Dr. K.A.S. Mani(Ahmedabad – November 1999) (Bangalore - February 2000).

9. An integrated approach to water quality management; National Conference on WaterPollution (Dr. S.P. Chakrabarti).

10. Towards better management of the urban water and wastewater: A case study – Delhi.Journal of School of Planning & Architecture, New Delhi (Dr. S.P. Chakrabarti).

11. Proceedings of Technical Papers – Workshop on Surface Water Quality Monitoring(New Delhi – March 2000).

12. Quality of life and our national water wealth - World Congress on EnvironmentManagement - Dr. S.P. Chakrabarti (New Delhi - 2-3 June).

13. Emerging information technology for sustainable water resources development in India –Mr. Hemant Chowdhary, H.J.M. Ogink and MR. S.K. Jain (New Delhi – December2000).

14. Water Quality Status in India – Present Status & Future Scenario - Dr. S.P. Chakrabarti(Bangalore – December 2000).

15. Recent advances in technology for capacity survey of reservoirs – Mr. B.W.G. Blok andMr. R.K. Visvanath (Ooty – June 6-8, 2001).

16. HIS – Building a Dependable Database for Groundwater Development – Dr. K.A.S. Maniand Mr. N.K. Bhat (Dindigul – February 20-22, 2002).

17. Workshop on Integrated Bathymetric Survey System – Mr. B.W.G. Blok and Mr. R.K.Visvanath (Chennai – June 11-13, 2002)

18. Workshop on Integrated Bathymetric Survey System – Mr. B.W.G. Blok andMr. R.K. Visvanath (Bhopal – December 17-18, 2002)

19. Hydrological Information System (HIS) developed under Hydrology Project – Mr. J.G.Grijsen, H.J.M. Ogink and Mr. Hemant Chowdhary (Seminar on Developments in theHIS, New Delhi, March 2003)