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NEERANCHAL WATERSHED

MANAGEMENT PROJECT

PROJECT IMPLEMENTATION PLAN

REPLACE withCOVER PAGE

FINAL DRAFT

Version 6Dec2013

Version 4.0 14 October 2015

Project Implementation Plan

Neeranchal National Watershed Project

PIP Version 4.0 / October 2015

Acronyms

Acronyms

AAP : Annual Action Plan

ATMA : Agricultural Technology Management Agency

CBO : Community-Based Organisation

CB : Capacity Building

CBSA : Capacity Building Support Agency

CCA : Climate Change Adaptation

CGIAR : Consultative Group on International Agricultural Research

CPR : Common Property Resources

CPSMS : Central Plan Scheme Monitoring System

CSS : Centrally Sponsored Scheme

CRIDA : Central Research Institute for Dryland Agriculture

C&AG : Comptroller and Auditor General of India

DDP : Desert Development Programme

DLT : Drainage Line Treatment

DoLR : Department of Land Resources

DPAP : Drought Prone Areas Programme

DPR : Detailed Project Report

DRDA : District Rural Development Agency

DSS : Decision Support System

EAP : Externally Aided Project

EAS : Externally Aided Scheme

ECR : Expenditure Control Register

EDP : Entrepreneurship Development Programme

EPA : Entry Point Activity

ESMF : Environmental and Social Management Framework

FAO : Food and Agriculture Organisation

FMR : Financial Management Report

GDP : Gross Domestic Product

GIS : Geographic Information System

GoI : Government of India

GRM : Grievance Redress Mechanism

Ha : Hectare

HYV : High Yielding Varieties

IBRD : International Bank for Reconstruction and Development

ICB : International Competitive Bidding


Acronyms

IDA : International Development Association

ICRISAT : International Crops Research Institute for the Semi-Arid Tropics

ICT : Information and Communication Technology

IEC : Information, Education and Communication

IFD : Integrated Finance Division

IISC : Indian Institute of Science

IP : Implementing Partner

ISRO : Indian Space Research Organisation

IT : Information Technology

IUFR : Interim Unaudited Financial Report

IWDP : Integrated Wasteland Development Programme

IWMP : Integrated Watershed Management Programme

KVK : Krishi Vigyan Kendra

LMF : Large and Medium Farmers

LR : Land Resources

MoA : Ministry of Agriculture

MoEF : Ministry of Environment and Forests

MoRD : Ministry of Rural Development

MGNREGA : Mahatma Gandhi National Rural Employment Guarantee Act

MWS : Micro-watershed

ME& L : Monitoring, Evaluation and Learning

NCB : National Competitive Bidding

NIC : National Informatics Centre

NIH : National Institute of Hydrology

NGO : Non- Government Organisation

NIDC : National Information and Data Centre

NIRD : National Institute ofRural Development

NISSC : National Innovation Steering Committee

NPIU : Neeranchal Project Implementation Unit

NRAA : National Rainfed Area Authority

NREGS : National Rural Employment Guarantee Scheme

NRLM : National Rural Livelihoods Mission

NRSC : National Remote Sensing Centre

NWDB : National Wastel and Development Board

NWDPRA : National Watershed Development Programme for Rain-fed Areas

PAD : Project Appraisal Document

PAO : Pay and Accounts Officer

PCR : Project Completion Report

PEC : Project Empowered Committee

PIA : Project Implementing Agency


Acronyms

PIP : Project Implementation Plan

PMKSY : Pradhan Mantr Krishi SinchayeeYojana

PRA : Participatory Rural Appraisal

PRI : Panchayati Raj Institutions

RD : Rural Development

RF : Results Framework

RKVY : Rashtriya Krishi Vikas Yojana

RRS : Rapid Reconnaissance Survey

RS : Remote Sensing

RTGS : Real Time Gross Settlement

SAR : Synthetic Aperture Radar

SC : Scheduled Caste

SAU : State Agricultural University

SESA : Strategic Environmental & Social Assessment

SSS : Single Source Selection

S&WC : Soil and Water Conservation

SIRD : State Institute of Rural Development

SLNA : State Level Nodal Agency

TL : Team Leader

ToR : Terms of Reference

UNCED : United Nations Conference on Environment and Development

WCDC : Watershed Cell cum Data Centre

WDF : Watershed Development Fund

WDP : Watershed Development Programme

WDT : Watershed Development Team

WHS : Water Harvesting Structure

WS : Watershed

WSD : Watershed Development

WSM : Watershed Management

Table of Contents

Table of Contents

Chapter 1 - Project Overview ............................................ 1

1.1 Context ......................................................................................................................... 1 1.2 Project Development Objective ................................................................................... 7 1.3 Overview of the Project Components .......................................................................... 9 Component 1: Central Institutional and Capacity Building ....................................... 11 Component 2: National Innovation Support.............................................................. 11 Component 3 : Implementation Support in Project States ...................................... 13 Component 4: Project Management and Coordination ............................................ 14 1.4 Project Financing Summary ....................................................................................... 15 1.5 Project Locations ........................................................................................................ 16 1.6 Results Framework ..................................................................................................... 17 1.7 Watershed Management Approach and Working Definitions .................................. 22

Chapter 2 – Institutional Arrangements .......................... 24

2.1 Neeranchal Institutional Arrangements .................................................................... 24

2.2 Existing WC-PMKSY Institutional arrangements ........................................................ 27

2.3 Implementing Partners .............................................................................................. 28

2.4 State and District Level Institutions ........................................................................... 32

Chapter 3 - Component 1 ................................................. 34

3.1 Overview of Component 1 ......................................................................................... 35

3.2 Sub-component 1.1: Capacity Building and Institutional Development at National Level ........................................................................................................................... 36

3.3 Sub-component 1.2: Neeranchal Information and Data Centre (NIDC) .................... 39

3.4 Sub-component 1.3: Communications ...................................................................... 40

3.5 Sub-component 1.4: Monitoring, Evaluation & Learning .......................................... 42

3.6 Sub-component 1.5: Catchment and River basin Planning ....................................... 46


4.1 Overview of Component 2: National Innovation Support ......................................... 48

4.2 Sub-component 2.1: Agricultural Performance, Rural Livelihoods and Climate Change Risk Reduction ............................................................................................... 49

4.3 Sub-Component 2.2: Decision Support Systems and Data bases for Hydrology and Watershed Management ........................................................................................... 53

Table of Contents



5.2 Sub-component 3.1 - Support for Improved Program Integration in Rain-fed Areas 65

5.3 Sub-component 3.2: Institutional Strengthening ...................................................... 69

5.4 Sub-component 3.3: Adoption of R&D and Technology Transfer ............................ 72

5.5 Sub-component 3.4: State-level Management and Coordination............................. 73

5.6 Subcomponent 3.5: State specific innovations and pilots ........................................ 75

5.7 Sub-component 3.6: Urban Watershed Management .............................................. 75

Chapter 6 – Component 4 ................................................ 77


6.2 Financing Plan for Different Components and Sub-components .............................. 79

6.3 Year wise financing plan............................................................................................. 80

6.4 State-wise allocation for each year ............................................................................ 82

Chapter 7 – Compliance Procedures ............................... 83

7.1 Financial Management ............................................................................................... 84

7.2 Procurement Procedures ........................................................................................... 90

7.3 Strategic Environmental and Social Assessment and Framework ............................. 95

7.4 Governance, Accountability and Grievance Redress Mechanism ............................. 98

7.5 HumanResourceManagement ................................................................................. 102

7.6 Sustainability ............................................................................................................ 102

Annexes

Annexes

Annex 0 Synergies envisaged between

Neeranchal & PMKSY

Annex I Results Framework

Annex II GANTT Activity Charts

Annex III Implementation partners and agencies

Annex IV Maps

Tables

List of Tables

Table 1.1: Expected Outreach of Neeranchal ............................................................................. 9

Table 1.2: Neeranchal Project Components and Sub-components ............................................ 9

Table 1.3: Project Financing Summary…………………………………………………………………………………15

Table 1.4: Project States and Districts …………………………………………………………………………………16

Table 1.5: PDO Level Results and Performance Indicators ...................................................... .18

Table 1.6: Component level (Intermediate) Results and Performance Indicators .................. .20

Table 1.7: Watershed nomenclature, sizes and indicative implications ................................... 23

Table 2.1: Implementation arrangements for IWMP (Common Guidelines, 2011) .................. 27

Table 2.2: Implementing Partners and Competencies and Mode of Contracting .................... 29

Table 3.1: Key Activities in Component 1 .................................................................................. 35

Table 3.2: Stakeholders in communication ............................................................................... 41

Table 3.3: Media Matrix in Neeranchal ..................................................................................... 42

Table 3.4: Major tasks to be performed by M&E Agency ......................................................... 45

Table 4.1: Key Activities in Component 2 .................................................................................. 48

Table 4.2: DSS-H Design Details ................................................................................................ 55

Table 5.1: Key Activities in Component 3 & Linkage with WC-PMKSY& Other Components ... 62

Table 5.2: Phasing of Component 3 activities ........................................................................... 64

Table 5.3: Data sets needed for Watershed Planning ............................................................... 66

Table 5.4: Details of Interventions related to Sub-component 3.3 .......................................... 73

Table 6.1: Component-wise Financing of the Neeranchal National Watershed Project .......... 79

Table 6.2: Annual allocation of funds over project timeline ..................................................... 81

Table 6.3: Annual Funds allocation for Component 3 ............................................................... 82

Table 7.1: Basis for Release of Funds from Different Funding Sources .................................... 86

Table 7.2: Project Financial Reporting System .......................................................................... 89

Table 7.3: Financial Management Reporting Frequency .......................................................... 89

Table 7.4: Procurement Risks as suggested by WB and suggested Mitigation Measures ........ 92

Table 7.5: Procurement methods ............................................................................................. 94

Table 7.6: Bank Procurement Review Thresholds..................................................................... 94

Table 7.7: Screening and categorization of sub-project activities ............................................ 96

Table 7.8: ESMF Monitoring Approach ..................................................................................... 98

Table 7.9: Elements of Neeranchal Governance and Accountability Plan ................................ 99

Table 7.10: Categorization of Grievances and ResponsibilityLevels ....................................... 100

Figures

List of Figures

Figure 1.1: Neeranchal Project components linked to WC-PMKSY implementation.………………….10

Figure 2.1: Apex Neeranchal Institution…………………………………………………………………………………….24

Figure 2.2: Organogram of the Neeranchal PIU…………………………………………………………………………26

Figure 2.3: District Level Institutional Structures for Neeranchal/WC-PMKSYP (need based)……32

Figure 2.4: Institutional Arrangements at Sub-watershed Level…………………………………………………33

Figure 3.1: Neeranchal Capacity Building Arrangements and links with WC-PMKSY………………….37

Figure 5.1: Integration of Micro-watershed planning with other Components &WC-PMKSY…..68

Figure 7.1:Neeranchal Financial Management and Reporting System……………………………………...85

PIP Version 4.0 / October 2015 1

Chapter 1 – Project Overview

Chapter 1 - Project Overview1

1.1 Context

Rain-fed areas: Key to Increased Food Production

Rainfed agriculture accounts for approximately 68 percent of India’s cropped area, providing

livelihoods to nearly 480 million people. Of the 127 agro-climatic zones in India, 73 are rainfed

areas, characterized by constraints in water availability, higher poverty ratios, lower population

density,and difficult access to markets, employment and services. These regions are more

susceptible to drought, land degradation and environmental stress. Although the contribution of

agriculture to GDP has been reducing over the years and now stands at 16 per cent, the

proportion of people depending on agriculture for their livelihoods is very high, at approximately

70 per cent of the population. Agricultural productivity advancement in irrigated areas has

reached a plateau and more than one third of the additional requirement of food grains

(estimated at 102 million tons) has to come from rainfed lands. The effects of climate variability

are felt more acutely in rainfed areas, threatening livelihoods.

Watershed management is one of the most important options that can provide a constructive

framework to address the challenges in rainfed areas in India in the following ways:

improving the recharge of local aquifers and improving downstream water flows;

helping farmers better manage surface and groundwater resources;

increasing vegetative cover and decreasing soil erosion;

increasing agricultural productivity;

supporting farmers to adapt to climatic change; and

ensuring improved livelihoods for people.

Watershed management practices have gradually evolved from a top-down, supply driven

approach, to a more participatory model that aims to work closely with communities as partners

and integrates soil and water conservation interventions with rural livelihoods support. The

Watershed Development Component under the PMKSY, financed by Central and State

1Consultancy support provided to DoLR by Dr. Joseph Viruthiyel and Mr. Jonathan Denison under guidance of JS (WS) and assistance

from experts in the PIU.



Watershed

approach?

Thewatershed approach leads

to improved agricultural

productivity, improved

livelihoods, poverty

alleviation, and a better

biophysical and social

environment. Watershed

development is one of the

important strategies needed

for climate change adaptation

and puts in place systems to

ensure that land and water

resources are conserved and

used sustainably.

Governments in the ratio of 90:10, currently forms the cornerstone of the GoI’s support for

watershed development. The watershed component is estimated to treat around 55 million

hectares across 29 states by 2027, the end of the 14th Five

Year Plan. The WC-PMKSY is the second largest watershed

programme in the world, after China, yet current outcomes

are considerably less than what can be achieved.

Besides the WC-PMKSY, there are a number of other

centrally financed schemes that contribute to watershed

management, agriculture, and rural livelihoods and address

development needs in rain-fed areas. However, programme

integration and convergence has only been achieved on a

limited scale in selected cases and States and there are

significant opportunities for greater efficiencies in terms of

targeting and allocations, common processes and shared

resources.

Neeranchal will address the three key pillars of the World

Bank’s Country Partnership Strategy 2013-17:

helping the PMKSY and related programs to achieve

more rapid, inclusive growth in rural rainfed areas through improved agricultural

productivity and rural livelihoods;

ensuring sustainable development through improved natural resource management

(especially for water), and better resilience of farmers to climate change; and

Increasing the effectiveness of service delivery for the WC-PMKSY through convergence

with other related programs, particularly on key elements of integrated watershed

management implemented through local authorities.

The project supports the GoI’s approach of transforming and modernizing policies and institutions

supporting WC-PMKSY; helping the Programme leverage additional resources for watershed

management from other programmes; and piloting new approaches for watershed management.

It also links with priorities in the GoI’s Five Year Plans around improving agricultural productivity

in rainfed areas though a watershed management approach, combined with promotion of better

soil health.



Watershed Management in India

The Government of India has been implementing various watershed development programmes

over the last 50 years. These include the Desert Development Programme, Drought Prone Area

Programme, Integrated Watershed Development Programme, Haryali, National Watershed

Development Programme for Rainfed Areas, etc. The experiences and lessons from these

programmes were considered while formulating the Integrated Watershed Management

Programme (IWMP) in February 2009. Since then, the IWMP was the cornerstone of watershed

development programmes in India, covering 29States and delivered through the Department of

Land Resources (DoLR), Ministry of Rural Development at at the National level, and State level

Nodal Agencies (SLNA) at State level. Two comprehensive evaluations ofthe pre-IWMP watershed

programmes over the 1998-2002 period2, and the period from 2002-20053have documented

substantial and positive changes in groundwater, surface water and irrigation. Other major

positive impacts were:

improvement in water regeneration capacity,

better land use and diversification of cropping patterns,

livestock production and employment generation,

improved incomes and debt reduction.

With respect to the quality of water harvesting structures, performance across States was mixed,

with the quality being very good in some States and moderate or poor in others. Other direct

benefits were reduced workload of women, improved ground water recharge and reduction of

soil erosion, grassroots level peoples’ participation through institutional structures like Watershed

Committees, SHGs, User Groups, etc.

The Government of India has launched the “Pradhan Mantri Krishi Sinchayee Yojana”

(PMKSY) in 2015.The objective of the Scheme is to provide access to irrigation to every farm ‘Har

Khetko Pani’ and efficient use of water ‘Per Drop More Crop’. PMKSY comprises of four different

components, which are to be implemented by three different Ministries. The first component is

the erstwhile Integrated Watershed Management Programme (IWMP) which was implemented

by the Department of Land Resources (DoLR), Ministry of Rural Development (MoRD), from 2009-

10 and has now become the Watershed Development Component of PMKSY. The Minor Irrigation

component of On Farm Water Management (OFWM) of the National Mission on Sustainable

Agriculture (NMSA) of the Department of Agriculture and Cooperation (DAC) is the second

2 Centre for Rural Studies, La BahadurShastri National Academy of Administration, Impact of Effectiveness of Watershed Development

Programmes in India, (Review and Analysis based on studies conducted by various Government agencies and other organisations,

Mussoorie (2008).

3 National Institute for Rural Development, Hyderabad, Comprehensive study of Impact of Investment in Watershed Projects, 2012

√



component of PMKSY. The third and fourth components, namely, the Accelerated Irrigation

Benefit Programme (AIBP) and PMKSY (WR) will be implemented by the Ministry of Water

Resources, River Development and Ganga Rejuvenation (MoWRRD& GR).

The objective of Neeranchal is to support primarily the Watershed Component (erstwhile

IWMP)of the PMKSY through technical assistance to improve incremental conservation outcomes

for the natural resources including water, soil and forests, while enhancing agricultural yields in a

sustainable manner for farming communities in the project states. Neeranchal also supports

institutional strengthening for improved service delivery through capacity building of

implementing organisations, adoption of effective project management practices including

processes and technologies at the National, State and District levels. Project components that

pertain to Planning, Capacity Building, Monitoring &Evaluation (M&E) and Management

Information System (MIS), Information, Education and Communications (IEC) and Knowledge

Management will directly support the overall PMKSY across all its components.

Neeranchal is designed to further strengthen and provide technical assistance to the Watershed

Component of PMKSY in particular, and all the components of PMKSY in general, to enhance its

delivery capacity.

Synergies envisaged between Neeranchal and PMKSY:

The synergies envisaged between Neeranchal and PMKSY are:

Neeranchal is designed to enhance the planning, implementation and monitoring systems

of watershed projects in particular and PMKSY overall. The knowhow and capability created for

the Watershed Component will be shared with the implementing agencies under PMKSY.

Neeranchal will assist in scientific hydrological assessment and planning of watershed projects.

This initiative will support PMKSY’s objective through identification of water surplus and deficient

areas, catchment prioritization, improved identification of water harvesting potential, planning

for optimal water availability and use in rainfed areas and application of innovative tools for

community water budgeting and management. Traditional water harvesting structures would be

given special focus under Neeranchal.

Neeranchal will strengthen the Information, Education and Communication (IEC) activities

and can create awareness about the entire PMKSY programme components and integrate all

relevant data on a digital platform.



Capacity building support will be provided to all stakeholders engaged in the PMKSY

programme by Neeranchal in terms of training needs assessment, developing capacity building

strategy, preparation of training material, training of resource persons and training of trainers,

etc.

Neeranchal will focus on operationalising convergence with other schemes such as

MGNREGS, NHM, RKVY, NRLM, etc. and strengthen synergies between the domains of water

conservation and its use, livelihoods, etc.

While Detailed Project Reports (DPRs) are being prepared for erstwhile IMWP areas,

Neeranchal aims to strengthen such capabilities to bring about improvement in the quality of the

District Irrigation Plans. The DPR preparation, which Neeranchal will support through use of

hydrological and remote sensing tools and technologies, will indicate the optimal treatments and

structures for soil and water conservation in rainfed areas. These DPRs will be an integral part of

the District Irrigation Plans (DIPs) under PMKSY.

Concurrent monitoring and evaluation of projects and periodic impact assessment are

other important areas to be strengthened under Neeranchal. It is proposed to make extensive use

of remote sensing technology, GIS, and community-based monitoring through tablets or smart

phones, which can be used to support the monitoring of works, processes, and impacts/outcomes

under PMKSY.

Neeranchal aims at demonstrating integrated planning, including the treatment of

wastewater through natural methods in selected semi-urban areas, which can be used for

irrigation. This can be up-scaled under PMKSY.

Neeranchal in supporting the Production Systems Component of Watershed Projects, will

focus on water use efficiency, supporting PMKSY’s objective of per drop more crop through

technologies for efficient water use and better farm water management.

A detailed note on envisaged synergies is provided in Annexure- 0).

Key Lessons Taken into Account in Project Design

E x p e r i e n c e s , l e s s o n s l e a r n t a n d s t u d y f i n d i n g s i n d i c a t e t h a t the success of

watershed programmes cannot rely only on watershed institutions, but depend a l s o on

agricultural input delivery systems and a c c e s s t o output markets and technology transfer

mechanisms. It is therefore imperative that watershed institutions have strong linkages with

various departments, institutions and markets and research inputs. People’s participation, it was

found, is best motivated by active awareness campaigns among the community and the



linking of conservation elements of the programme (such as soil and water conservation) to

beneficial livelihoods improvement activities.

The regional analytical work and international best practices highlight key lessons which are now

incorporated into the Neeranchal project design:

Begin watershed planning with a larger scale assessment Landscape level catchment

assessment processes, at scales of 30,000 to 50,000 ha and linked to larger scale river-system

priorities are needed. This requires multi-disciplinary and multi-agency collaboration across

line departments.

Invest in participatory, evidence-based micro-watershed plans Participatory micro-

watershed planning process at village level lead to locally suitable solutions which are

informed by the above broader catchment level assessments.

Monitoring and evaluation is critical M&E systems, especially concurrent monitoring at state

and national level are needed to track progress in achieving results, incorporate community

level data collection, and better understand impacts at local and regional scales.

Research, development and innovation support is important The development and adoption

of innovative knowledge, tools and systems lead to improved watershed planning,

programme implementation, agricultural intensification, water management, and livelihoods.

Communication and documentation are often overlooked Wide awareness about the

project objectives and lessons fosters stakeholder engagement to ensure enhanced

effectiveness of the project.

Focus on capacity and institution building This emphasis is needed to strengthen capacities

at state and national level to more effectively plan, coordinate, deliver and monitor

integrated watershed programmes.

Flexibility to respond to regional variations Core activities can be specified but flexibility

based on specific regional and local needs is essential.

Focus on inclusiveness of women, the poor and vulnerable groups by strengthening their

role in local decision making processes linked to watershed management, improved

agricultural performance and livelihoods.

Apply performance-based payment systems performance-based payments contracts to

select service providers improves efficiency of project fund utilisation.

Ensure post project sustainability through linkages to agricultural inputs, markets,

hydrological decision support, etc.



1.2 Project Development Objective

The Project Development Objective is to support the Pradhan Mantri Krishi Sinchayee Yojana

(PMKSY) in general and specifically the Watershed Component to improve incremental

conservation outcomes and agricultural yields for communities in selected sites, and adoption of

new processes and technologies into the broader programme in participating project States.

The project will strengthen key national and state institutions that currently implement the WC -

PMKSY including the DoLR at the national level and the SLNAs and field staff for watershed

management in participating States. National level partner departments, agencies and various

state level institutions will also benefit from improved coordination of research and more

effective approaches for technology transfer to communities and farmers.

While Neeranchal will focus effort on 18selected districts in 9 project states, the experiences

gained and innovations developed will feed into the implementation of the WC-PMKSY in the

29States of the country where PMKSY is being implemented. Neeranchal focus states cover

approximately 60 percent of area under WC-PMKSY.

.

Neeranchal Project 9Focal States

18 Districts

“live laboratories”

Outputs lead to national impact PMKSY

in 29 States

Watershed Component of PMKSY

Catalyst and support to WC-PMKSY



Beneficiaries

The ultimate beneficiaries of the project are small and

marginal farmers, including women, Self-Help Groups

(SHGs) involved in watershed activities and agriculture, and

asset-less persons. In the project States, many of the

marginal farmers are from vulnerable social and economic

groups.

Communities and farmers in project sub-watersheds who

are involved would directly benefit from Neeranchal during

piloting and subsequent implementation across each of the

selected districts during Neeranchal rollout. While it is

possible to estimate these direct beneficiaries, it is noted

that these are a subset of the total number of farmers and

communities who will benefit from improved

implementation of the Watershed Component of PMKSY

which Neeranchal sets out to strengthen.

Neeranchal Outreach

The nine partner States present a great diversity of watershed development challenges and

cover approximately 60 percent of the rainfed area of the country. The selected States rely more

heavily on rainfed agriculture and pastoral activities than irrigated agriculture and it is in this

rainfed agricultural context that Neeranchal aims to achieve the most impact. Other criteria of

selection included poverty levels, willingness of State governments to participate and share costs,

etc. The extent of piloting and demonstration within each State cannot be exactly estimated at

the outset, as the areas will be decided with States during the early stages of the project. The

degree to which they will benefit will vary from State to State in relation to the stage of

Programme implementation and the replication of various Neeranchal learnings.

The project will contribute to improved watershed management activities in two districts in each

participating State. Each of the watersheds will be of about 5,000 ha. The project would initially

focus on 90 sub-watersheds with intensive support for piloting and demonstration. After this

initial phase of intensive support, the project would scale up successful innovations into WC-

PMKSY in an additional 360 sub-watersheds in the nine focal States, within the selected districts,

taking the total number of watersheds to 450.

A majority of farmers and communities involved in the overall Watershed Programme in

participating States are eventually expected to benefit directly or indirectly. Similarly, depending



on their relevance and nature, successful innovations, especially, tools, systems, etc. could

potentially influence PMKSY as a whole in all 29 States. This will strengthen processes for future

implementation of WC-PMKSY.

Table 1.1: Expected Outreach of Neeranchal

Expected outreach Piloting Phase Scaling up Phase Total

Enhanced Watershed activities 18 districts (2

districts*9 states)

18 districts 18 districts

Sub-watersheds (about 5000 ha.) 90 360 450

Total Area directly impacted (ha.) 0.45 million 1.8 million 2.25 million

Number of Farmer households 0.14million 0.40 million 0.54 million

Population benefitted 0.56 million 1.69 million 2.25 million

Indirect Impact (ha.) 19.9 million 41.9 million 62 million

1.3 Overview of the Project Components

The project has four components with a total estimated cost of US$ 357 million over six years. The

project would be co-financed by the GoI and the World Bank in equal ratio. Neeranchal financing

will be concentrated on specific technical support activities, goods and related costs and will not

finance physical works except in the pilots of urban watersheds and state-specific innovations if

required. The GoI share of project investments would be through planned WC-PMKSY

investments. The project components and subcomponents are shown in Table 1.2.

Table 1.2: Neeranchal Project Components and Sub-components

Com- Compo

nent

Component name

Sub- Component

Sub-component Name

1

Central Institutional and Capacity Building for PMKSY

1.1 Capacity Building and Institutional Development at National level

1.2 National Information and Data Centre

1.3 Communications

1.4 Monitoring and Evaluation

1.5 Catchment and River basin Planning support

2 National Innovation Support

2.1 Agricultural Performance, Rural Livelihoods and Climate Change

Innovations

2.2 Decision Support Systems and Data bases for Hydrology and

Watershed Management

3 WC- 3.1 Support for Improved Program Integration in Rainfed Areas



PMKSYImplementation Support in Participating States

3.2 Institutional Strengthening

3.3 Adoption of R&D and Technology Transfer

3.4 State level Management and Coordination

3.5 State Specific Innovations and Pilots

3.6 Urban Watershed Management

4

Project Management and Coordination

4.1 Project Management and Coordination

The components are closely interlinked, with the Components 1, 2 and 4receiving a smaller

portion of the financing, but are critical to support the implementation process and develop the

content for the bulk of investment of Neeranchal, which is Component 3. Each of the components

is described over the pages and detailed descriptions are presented in other chapters of the PIP.

Figure 1.1: Neeranchal Project components linked to WC-PMKSY implementation.

Component 3

Implementation and piloting in

9 States Component 2

Research & Innovation

Component 1 CapacityBuilding & Inst. Support

Component 4 Project Management

WC-PMKSYProgramme

Neeranchal Project




Building

human

capital

Need assessments

Training programmes

Data collection

Knowledge collation

Strategic

communication

Emphasis on M&E

capacity

Planning

Component 1: Central Institutional and Capacity

Building (INR 68.0Crore/US$ 11.4 million)

Component 1will strengthen key national and State watershed

institutions to improve planning, coordination, implementation

and monitoring of WC-PMKSY, develop strategies and report

progress. The work will include assessment of training needs,

leading to implementation of resultant strategies. Knowledge and

data will be systematically collected, analysed and disseminated to

project personnel and participants, through a comprehensive

communication strategy that will also be developed under this

component. Capacity development for effective monitoring and

evaluation will be a priority area, along with improvement of

planning procedures and systems. The component, led by DoLR,

would focus on core systems underlining WC-PMKSY, and coverage

would not be confined only to partner States but include all States.

Component 2: National Innovation Support (INR

181.2Crore/US$ 30.2 Million)

The initiatives under Component 2 will promote a coordinated set of applied research activities to

pilot and provide practical knowledge and tools to support integrated and science-based

watershed management. It will support the generation of innovative knowledge, tools, and

approaches to underpin improvements to WC-PMKSY, related to watershed planning and

implementation and agricultural intensification, based on identified needs of the States.

Sub-component 2.1 (Agricultural Performance, Rural Livelihoods, and Climate Change

Innovations) would consolidate existing knowledge and innovations resulting in improved

agricultural performance, better resiliency against climate change and improved livelihoods for

the more vulnerable community members.

Sub-component 2.2 (Decision Support Systems and Data Bases for Hydrology and Watershed

Management) would develop and pilot decision-support systems (DSS) to support DoLR and

project States to implement WC-PMKSY in a more comprehensive and scientific manner,

particularly around hydrology. Planning and implementation will take place at landscape,



Driving

innovation

and uptake

The priority will be to

identify and pilot

innovations and applied

research for rollout in

participating States under

Component 3.

Focus areas for Comp. 2

are:

hydrology

watershed strategies

agriculture

rural livelihoods

climate change

expanded sub-watershed and micro-watershed levels. The subcomponent will also provide

technical backstopping to States for data base development.

The major outputs of Component 2 are the following:

Identification, testing and review of community-based

agriculture systems for watersheds and their integration into

agriculture schemes and extension at national level and smaller

field teams working with SLNAs

Models and toolkits for more science-based, integrated

watershed management practices are developed

Hydrological decision support and monitoring systems are

developed and guidance provided to SLNAs for design of data

base systems, GIS and mapping through NIH

Studies and designing of climate change adaptation and risk

reduction systems also field demonstration of the models in

close collaboration with SLNAs.

Key implementation partners would include, among others, the following:

9 Partner States

National Institute of Hydrology (NIH)

National Remote Sensing Centre (NRSC),

Consultancy Support, as needed, from specialist national and international agencies,

procured by DoLR directly or through partners.

While the scale of tools and models development is national, they will be piloted, tested and

demonstrated in the project areas of the nine participating States. These will be further scaled

up as appropriate and relevant through the WC-PMKSY in non-Neeranchal areas of the

participating and non-participating States.



M&E across components

Monitoring and evaluation arises in

three of the components.

In Component 1capacity for

evaluation and monitoring will be

developed.

In Component 3, Neeranchal activities

will both strengthen the existing WC-

PMKSYME &L mechanisms, and

embed specific processes needed for

Neeranchal data collection.

Neeranchal MIS design and overall

management takes place under

Component 4.

Component 3:Implementation Support in

ProjectStates(INR 1821.8Crores/US$ 303.6

Million)

Component 3has the largest Neeranchal allocation and is focused

on strengthening WC-PKSY in the nine participating States. The

objective of this component is to demonstrate improved impacts

from watershed programs, with a focus on rainfed agricultural areas

and to support implementation at scale. The salient features of this

component are:

a) It will provide intensive, science-based support for

current WC-PMKSY operations

b) A key focus will be on integration with other

relevant sectors and schemes at Central, State,

District and local levels.

c) The activities under this component will be largely

linked to planned and sanctioned WC-PMKSY field

operations and structures in the selected project

districts.

d) Innovations, planning approaches, tools and the

systems for improved agriculture and livelihood

systems developed in Component2 will to a

significant extent guide the field operations in

Component 3.

e) Successful demonstration of new approaches and

measured results will help in wider scaling up

across the 9 participating States through WC-PMKSY.



There are four core sub-components common to all participating States and two State/location

specific sub-components. The four core sub-components are:

i) Program integration in rain-fed areas through data base building, improved landscape and

micro-watershed planning using Decision Support Systems (DSS) and community-based

monitoring;

ii) Institutional strengthening through capacity building, strengthened monitoring and

evaluation, linking State practitioners with communities of practice being set up under

Component 1.2 and through better coordination and convergence of watershed

programmes.

iii) Adoption and transfer of technology and innovations developed under Component 2

across four thematic areas, namely, improving agricultural performance, using decision

support systems for hydrology and watershed management, climate change and risk

reduction and value addition, value chains, extension systems and livelihoods

improvement; and

iv) Incremental support for project management and coordination.

Two additional sub-components are State/location specific, namely, State specific innovations

and pilots and urban watershed management.

Component4:Project Management and

Coordination(INR71.2crores/ US$ 11.8 Million)

This component will ensure effective, efficient and responsive project management to

successfully implement the overall Neeranchal project. Activities will include:

minor upgrading of the Neeranchal PIU office;

incremental, specialized staff costs in the national PIU in DoLR, including project coordinators

and technical specialists;

incremental operating costs for travel (as per World Bank norms), meetings, financial

management, internal/external audit and procurement; equipment; and project

management consultancies.



1.4 Project Financing Summary

The total project cost is INR 2142.2 crore (US$ 357 million). The project is financed through a

Specific Investment Loan (SIL) at a 50/50 cost-sharing ratio where half of the total cost is financed

by the International Development Association (IDA) and the other half by the Government of

India. The breakdown across the components is shown below.

Table 1.3Project Financing Summary

Components

(INR Crore) (USD Million) % of Total Base Cost Gov’t Bank Total Gov’t Bank Total

1. Central Institution and Capacity Building 34.0 34.0 68.0 5.7 5.7 11.4 3.2

2. National Innovation

Support 90.6 90.6 181.2 15.1 15.1 30.2 8.5

3. Support to WC-PMKSY in Participating States 910.9 910.9 1821.8 151.8 151.8 303.6 85.0

4. Project Management and Coordination 35.6 35.6 71.2 5.9 5.9 11.8 3.3

Total Project Cost 1,071.1 1,071.1 2,142.2 178.5 178.5 357.0 100.0

3%9%

85%

3% Funding by Component

Central Institution and Capacity Building

National Innovation Support

Support to IWMP in Participating States




1.5 Project Locations

The State level activities will largely focus on rainfed areas in Andhra Pradesh, Chhattisgarh,

Gujarat, Odisha, Jharkhand, Madhya Pradesh, Maharashtra, Rajasthan and Telengana.

Table 1.4: Project States and Districts

Sl. No. State Sanctioned* Area

under IWMP (lakh ha.)

District 1 District 2

1 Odisha 12.8 Mayurbhanj Kandhamal

2 Andhra Pradesh 27.9 Anantapur Chittoor

3 Jharkhand 6.2 Ranchi Dhanbad

4 Chhattisgarh 9.2 Jashpur Kanker

5 Madhya Pradesh 20.5 Jabalpur Devas

6 Maharashtra 40.7 Ahmednagar Amravati

7 Gujarat 24.5 Kutch Surendranagar

8 Rajasthan 42.7 Jodhpur Udaipur

9 Telengana Mahbubnagar Nalgonda

*cumulative till 2013-14

In each of the participating States, the project is to be piloted in two districts each, the total

number of districts coming to 18. The details of the districts are in Table 1.3.

Maps are included in Annex IV.



1.6 Results Framework

The project is expected to initiate institutional reform in the WC-PMKSY to support improved

financial, administrative and technical performance and its convergence with other related

programmes for integrated development in selected watersheds. The project development

objective will be measured through four key results framework (RF) indicators below,

complemented by a range of intermediary outcome indicators described in the RF (Annex 1). The

RF indicators represent a small sub-set of indicators within a more comprehensive and

strengthened WC-PMKSY within a wider performance and impact measurement system.

a) Improved conservation outcomes in project micro-watersheds, reflected by incremental

increases in biomass and reduction in soil loss.

b) Increased productivity of arable lands in project micro-watersheds, measured by the

change in incremental yields for selected agricultural commodities.

c) New approaches developed under the project that reflect adoption of landscape level

assessments, more integrated micro-planning, and comprehensive M&E are integrated

into national watershed management programs beyond project sites.

d) Direct beneficiaries from project activities including training, technical support, etc.,

disaggregated by gender

The expected impacts arise from the incremental technical support provided by Neeranchal

to improve WC-PMKSY in selected sub-watersheds in 9 focal States. In these sites, WC-PMKSY

will continue to finance basic watershed planning, soil and water conservation works, and

basic livelihood improvement. The project will improve the results and impacts of the WC-

PMKSY in these sites through its interventions and innovations, which basically involve

piloting testing and demonstrating science-based watershed planning approaches and market

linkages.

The method for assessing performance is to compare the performance in three different

types of sites:

a) sites where the project is directly supporting WC-PMKSY

b) control A sites where WC-PMKSY is only operating (no direct project support), and

c) control B sites without WC-PMKSY (and no direct project support).

The baseline survey will establish the baseline values of the various performance indicators.

The PDO level and Intermediate Performance Indicators are given in Tables 1.5 and

1.6respectively in the pages that follow:



Table 1.5: PDO Level Results and Performance Indicators

PDO level Indicator EOP Target Indicator definition

1 Improved

conservation

outcomes in project

micro-watersheds,

reflected by

incremental increases

in biomass and

reduction in soil loss4.

Average incremental changes in overall watershed biomass (NDVI values) in project areas

1.01% Biomass to be assessed based on land cover/NDVI values from satellite imageries, backed-up by ground-truth surveys

Average incremental reduction in soil loss (t/ha/year) in medium rainfall areas (700 -1,000 mm/yr).

5.0% In-situ erosion and soil loss monitored using fixed erosion pins or pipes in treated areas. Downstream monitoring in river systems within project catchments using suspended sediment loads (where feasible)

2 Increased

productivity of

arable lands in

project micro-

watersheds,

measured by the

change in

incremental yields

for selected

agricultural

commodities.

Increased average % gain (over baselin790.8e) of productivity of arable lands in project MWSs above baseline

Cereals

Pulses

Oilseeds and

Vegetables

Milk

25%

20%

25%

20%

25%

Weighted average yield of three major crops (based on area) for cereals, pulses, and vegetables.

For milk, average milk yield per lactation period. Selected crops will be State-specific.

3 New approaches

developed under the

project are

integrated into

national watershed

management

programs beyond

project sites

Number of new approaches,

developed under the project, that

are integrated into National

watershed guidelines and

adopted in implementation

3 Nos. Assessment of the extent to

which watershed

programmes adopt

landscape level

assessments, more

integrated micro-planning,

and comprehensive M&E

4 Beneficiaries from

project activities

Cumulative direct project

beneficiaries in project areas

2,400,000 persons

Cumulative number of women

beneficiaries in project areas

30%



The results will have the following outcomes:

Strengthened capacities and new approaches and tools in DoLR, State and District watershed

agencies, local authorities, and village-level stakeholders to plan, implement and monitor

watershed programmes

Stronger science-base for holistic watershed management at a larger scale by integrating

hydrology, DSS and climate variability into PMKSY planning and implementation;

Improved systems for generating and transferring innovations and decision support

information to address the needs of women, small and marginal farmers and the asset-less in

project watersheds;

More targeted research and development to provide new tools and systems, and a stronger

scientific basis for watershed management;

Strengthened coordination and improved effectiveness of large public investments,

especially between WC-PMKSY,MGNREGS and other related schemes;

Strengthened quality oversight arrangements to ensure sustainability of physical

investments;

Strengthened human resource and institutional capacities at DoLR at the centre, within

State watershed agencies, communities and local authorities;

Strengthened extension services for technology transfer to farmers;

Climate resilient agriculture and communities; and

Improved ME&L systems.



Table 1.6: Component level (Intermediate) Results and Performance Indicators

Indicator Unit EOP Target

Indicator definition

Component 1 CentralInstitutional and Capacity Building

Functioning M&E cells in State Level Nodal Agencies in participating project States

Number of States

9 M&E Cells are permanently staffed and trained; all equipment acquired; MIS operational; linked with and data flowing to DoLR and used for operational support in WC-PMKSY.

Web-based knowledge sharing system established at central level for integrated WSD and fully functional, measured by number of visitors

Number of visitors

20,000 Integrated knowledge sharing system is working and disseminating information to stakeholders, measured by web hits per year

Component 2: National Innovation Support: Establish a coordinated research approach to provide practical knowledge and tools to support integrated watershed management

Basic hydrological monitoring systems installed and functional at community level in maximum of 400 sub-watersheds

Number of sub-watersheds covered

200 Basic hydrological monitoring systems functional and used by communities and SNLAs for planning and water management (functional means the system is generating data at specified intervals and used by communities for crop planning & management)

Collaborative research or extension sub-projects under implementation or completed

Number of sub-projects

200 No. sub-projects under implementation or completed through Neeranchal Innovation Fund.



Indicator Unit EOP Target

Indicator definition

Component 3: State-level WCPMKSY support

Digitized database fully operational in project States

Number of States 9 Digitized database in place as per design and fully operational : all nodes are linked and database accessed on real time basis for planning

New science based approaches and tools adopted into project areas for watershed planning

a) Hydrological assessment used by States as part of watershed planning

200project sites

New tools and models used by States to support watershed planning at landscape and micro- watershed scales in project supported areas

b) DSS models used to support for IWMP planning

Computer-based DSS models used to support identifying IWMP sites in State IWMP proposals to DoLR

c) Changes in average groundwater levels in project sites in meters below ground level depth: - Pre-monsoon -

1.06

d) Sub-watersheds in project areas with operational water user associations created or strengthened

200 groups

% of farmers /including women adopting improved soil moisture conservation and production technologies in project areas

60% Total farmers (men and women) in micro-watersheds that adopt new resource conservation and productivity-enhancing technologies that are disseminated by the project.

Component 4: Project Implementation Support: Ensure effective, efficient and responsive project management

Effective project management

Percentage of concurrent monitoring recommendations acted upon each year during implementation to improve the delivery of the project.

IWMP disbursement ratio in participating project States increases over baseline

60%



Size and scale

basin→ river system

watershed→ key planning unit

sub-watershed → cluster of villages

micro-watershed → village level

1.7 Watershed Management Approach and

Working Definitions

The watershed management approach

The basic objective of watershed management is to develop the watershed and natural resources

potential and meet local challenges of land and water use. This must be done in a way that

considers the interdependent nature of the various resources and the people who live there.

Watershed-based interventions aim to ultimately improve standards of living of everyone

particularly the rural communities, by increasing their earning capacity, and addressing their

varied domestic and agricultural water needs and drought proofing. In doing so, the watershed

intervention must equally strive to strengthen the environmental resource and consider

implications both upstream and downstream of the focus area of the particular project.

Watershed: 10,000-50,000ha

Sub-watershed:1,000-5,000ha

Micro-watershed: up to 500ha

Village



The actual sizes of the catchments vary according to local geographic factors and density of

settlements within the watershed. The smallest level is a village-based intervention site. Typical

scales and relationships with stakeholders are outlined in Table 1.7.

Table 1.7: Watershed Nomenclature, Sizes and Implications

Watershed Unit

Indicative Size Ha

Influence of Land Use on Hydrology

Primary Stakeholders

Typical Management Focus/Instruments

Basin 500,000+

Weak to Very Weak

State, multi-State, or federal w/principal regional &State stakeholders

Basin planning; stakeholder management policy, legal framework & incentives

Sub-basin 100,000 ~ 500,000

Moderate to Weak

Local, regional or State w/principal regional stakeholders

Basin planning; stakeholder management; policy, legal framework & incentives

Watershed (Landscape Level)

10,000~100,000

Strong to Moderate

Local or multiple local governments w/principal local and regional stakeholders

Watershed-based zoning; land use & water resources planning; stakeholder management; policy, norms, regulations & incentives

Sub-watershed

1,000~10,000

Very Strong to Strong

Local government w/ principal local stakeholders

Stream classification; land use planning/zoning; land, water resources & stakeholder management.

Micro-watershed

Around 500 ~1000

Very Strong Property owners (local) Participatory planning; BMPs; site design

Note: The word ‘Catchment’ is used in a generic sense in this PIP and is not linked to scale (size)

Watershed development programmes recognise that watersheds (and sub-levels) are a practical

unit for development and typically address the following elements:

Efficient use of land and water according to land capabilities for production,

Adequate water supply for domestic, agricultural and industrial needs,

Abatement of organic, inorganic and soil pollution,

Efficient use of natural resources for improving agriculture and allied occupation so as to

improve socio-economic conditions of the local residents.


Chapter 2 – Institutional Arrangements

Chapter 2–Institutional Arrangements

Integration of Neeranchal with the WC-PMKSY

Neeranchal is specifically intended to strengthen and support the WC-PMKSY by adding value

through activities that are not currently envisaged within the existing financing structure. To

integrate lessons and experiences, the project will work through the existing institutional

structures at National, State, District and field levels, as elaborated in the detailed institutional

and component descriptions.

The activities planned under Component 1 are systemic in nature and aim to improve the

efficiency of the delivery mechanisms for the PMKSY. The innovations planned through

Component 2 and scaled up in Component 3 will bring value additions within the given framework

to achieve improved outcomes. Ultimately this will ensure the sustainability of Neeranchal project

activities beyond the project period by strengthening and improving the existing institutional

mechanism for watershed management.

2.1 Neeranchal Institutional Arrangements

Project Implementation Structure

At the apex level is the Project Empowered

Committee, a committee comprising senior

representatives of key Ministries, Departments

and Agencies involved in the project.

Operational management of the Project led by

the National Project Implementation Unit

(NPIU), headed by the Project Director, is the

executive arm of the Project Empowered

Committee. The NPIU directly implements three

of the project components (Components 1,2 and

4) and coordinates the implementation of

Component 3activities in the participating

project States.

Department of Land Resources

Neeranchal Project

SLNA/WC-PMKSY

Neeranchal Empowered Committee

Neeranchal

Project Implementation Unit

Existing institutions Neeranchal institutions

Figure 2.1: Apex Neeranchal Institutions



Project Empowered Committee(PEC)

The governance of the Neeranchal project at central level is led by the Project Empowered

Committee (PEC), which is the policy guidance and oversight body of the project. The PEC is

distinct from the National Steering Committee of the WC-PMKSY but will have close links with it.

The composition of the Project Empowered Committee will be established by the DoLR, as

required by norms for projects of this kind.

Project Implementation Unit (PIU)

The Neeranchal Project Implementation Unit (PIU) will be housed in the DoLR and report to the

Project Empowered Committee. There will be three distinct functional units or cells. These will be:

Research and Technical Cell (including coordination, ME&L and MIS),

Project Administration Cell,

Accounts and Financial Management Cell

In addition, the Neeranchal National Information and Data Centre (NIDC) will act as an

information repository for the PMKSY.

The PIU will also be supported by a number of implementing partners for various components.

For routine administrative functions, a Project Management Consultant (PMC) will support the

Neeranchal PIU. The PIU organizational structure is shown in Figure 2.2.

Research and Technical Cell

This cell will coordinate and manage the activities under Components 1 and 2 and ensure their

scaling up via component 3 with the SLNAs. The focus will be on innovations and knowledge

enhancement pertaining to hydrology, decision support systems, watershed approaches,

livelihoods, climate risk reduction, etc.

This cell is also responsible for the sub-components on capacity building and communication

under Component 1. The cell will have experts in communication and capacity building. The

implementing partners for strategic communications and capacity building will work under the

direction and guidance of this cell.

The Monitoring, Evaluation and Learning Team will also function under this cell to handle all

activities related to monitoring, evaluation, learning and documentation of lessons and success

stories. This function will be supported by a third party monitoring agency at central level and the

monitoring and evaluation system in project States.



Figure 2.2 Organogram of Neeranchal PIU

Project Administration and Financial Management Cells

These cells will be responsible for all systems related to administration, procurement and financial

management. The financial management cell will ensure flow of financial resources at the right

time to the project locations and track the end use of the financial resources.

Neeranchal Information and Data Centre (NIDC)

The Neeranchal Information and Data Centre (NIDC) is to be based in the PIU at national level.

NIDC would contain information on watershed development in India, drawing the outputs of all

Project Empowered Committee (DoLR)

Project Director

Additional Project

Director

Neeranchal Information & Data

Centre

Research & Technical Cell Project Administration Cell

Agriculture and Convergence Expert

Monitoring & Evaluation Expert

Livelihood/IGA expert

Knowledge Management Expert

Communication Expert

Livestock Expert

Capacity and Institution Building

Expert

Environment Expert

Administrative Officer

Hydrologist

Social Expert

Finance Management

Spcialist

MIS Expert GIS Expert

Procurement Expert

Administration Support

Accounts & Audit

Accounts & Finance Management Cell



the project components and functional divisions. There will be close communication between the

NIDC and the Research and Technical Cell and the SLNAs.

2.2 Existing WC-PMKSY Institutional

Arrangements

Given that the Neeranchal Project is specifically designed as a technical assistance project to

strengthen and improve the effectiveness of the WC-PMKSY, it is necessary to understand how

WC-PMKSY is established institutionally. The WC-PMKSY structures are in place in all Neeranchal

focal States. Although there are variations in the institutional detail and actual functioning, the

basic structure remains the same.

Basic WC-PMKSY Implementation Structure

The project activities will be implemented through the existing WC-PMKSY structure at various

levels with specific additions from Neeranchal. The basic structure includes the Project

Empowered Committee providing high level national oversight and policy guidance, National

Watershed Team at DoLR, State level nodal agencies (SLNA) at State levels, District Watershed

cum Data Cell, Project implementing agencies (PIA), including Watershed Development Teams

(WDT) at project level, and finally watershed committees at village level. Table 2.1 explains the

roles and functions at different levels. DoLR ensures that the participating states, the SLNAs and

other project partners throughout the period of implementation of the project to maintain

monitoring and evaluation protocols and record keeping procedures to enable supervision and

assessment of the implementation.

Table 2.1: Implementation Arrangements for WC-PMKSY (Common Guidelines, 2011)

Agency Functions Composition

National Level:

Project

Empowered

Committee

DoLR

National Rain fed

Area Authority

(NRAA)

providing high level national oversight and

policy guidance

Area allocation & clearance of proposals; fund

release to States;

Support IEC, MIS, M&E;

Constraints redressed; national and

international conferences, study tours,

research studies conducted; convergence of

schemes facilitated;

Establishment and maintenance of National

Level Data Centre and National Portal

Support strategic plan preparation for WS

based projects at State and district levels (agro-

climatic and socio-economic condition specific)

Assist in State specific technical manuals;

provide technical knowledge and expertise to

Headed by Secretary

(DoLR);

JS (WS Management)

for day to day

functioning;

7-10 professionals.



SLNAs in preparing DPRs; action research

partnerships.

State Level:

State level Nodal

Agency (SLNA)

Perspective and strategic plans for WS

development for the State on the basis of plans

prepared at block and district levels;

Establish a state project implementation unit

Sanction watershed projects on the basis of

approved State perspective and strategic plan

and project proposals

State Level Data Cell, connected to CLDC ( with

full time Project Manager and 3-6 full time

staff);

Process and operational guidelines; capacity

building through approved institutions;

approve PIAs; M&E and learning systems; MIS;

ensure convergence with other programmes.

Carry out day-to-day management activities

like overall budgeting, disbursement, auditing,

procurement, financial management,

monitoring, reporting and evaluation.

Prepare and submit an annual work plan for

the state.

Chairperson: Chief

Secretary/Principal

Secretary;

Full time CEO;

Representatives from

DoLR, NABARD, line

departments of State

Governments, Ground

Water Board,

prominent VOs and

academicians

Supported by a Multi-

disciplinary team of 4-7

professionals.

Agency Functions Composition

District/ Project

Level:

Watershed Cell

cum Data Centre

(WCDC)

Project

Implementing

Agencies (PIAs)

and Watershed

Development

Teams (WDT)

under them

Guide watershed committee in formulation of

watershed action plan

Assist Gram Sabha to constitute WC and

watershed communities into User/self-help

/labourgroups;

Mobilize women for WS development,

Participatory baseline surveys,

Training and capacity building,

Prepare project reports,

Systems of CPR management;

Engineering surveys, drawings and cost

estimates for civil works, monitoring, and

physical verification, maintain project accounts

etc.

Coordinator; at least 4

full time staff (from

relevant disciplines like

agriculture, soil

conservation etc.)

Micro-watershed

level

Watershed

Committee (WC);

UGs, SHGs,

Labour Groups

Baseline survey

Identification of sites and activities, groups,

preparation of DPR,

Voluntary contributions, resource use

agreements, enforce regulations

Implementation of watershed activities

10 village

representatives from

CBOs

Secretary: paid

functionary

Source: Common Guidelines for Watershed Management Projects, 2008 (revised 2011)



2.3 Implementing Partners

The Neeranchal PIU will be supported by a number of Implementing Partners (IPs) with a wide

variety of expertise and experience. Different procurement methods will be used for the various

partners shown in Table 2.2.

Table 2.2: Identified Implementing Partners

Suitable national and international organisations, reputed Consulting Agencies and NGOs, will be

selected by DoLR following various selection procedures as per World Bank and Government of

India norms.

Project Management Consultant

The routine administrative functions of the National Project Implementation Unit will be handled

through a strategic collaboration between the professional Project Management Consultant and

DoLR. This arrangement will provide comprehensive support to Neeranchal in the areas of human

resource management, procurement, office administration, event management and other

support functions. The responsibilities are summarised in Annex III-1.

Partner for Coordination Support to Component 2

A key partner would be selected by DoLR to provide critical coordination support in the

innovation and research elements of Component 2, involving all other Component 2 partners.

This agency will establish a coordination unit in New Delhi for this purpose. The task description is

provided is in Annex III-2

Partners in implementation

Project Management Consultant


Agency for Remote Sensing and GIS Services

Agency for Forward Linkages and Promotion of Livelihoods

Agency for Monitoring, Evaluation and Learning

Agency for Capacity Building

Agency for Information, Education and Communication

Agency for Enhancing Agricultural Productivity and Technical innovations

in Watershed Management

Agency for Climate Change Risk Reduction



The work will be executed in close coordination with SLNAs and district and micro-watershed level

institutions, supported by the other identified partners. The agency will provide hand holding

support in capacity building of SLNAs and district teams and work out coordination and

convergence between these agencies and the implementing partners, through interaction,

reporting and networking.

Agency for Enhancing Agricultural Productivity and

Technical Innovations in Watershed Management

The deliverables and activities envisioned for this agency pertain primarily to achieving the

innovation and applied research outcomes under Component 2 – National Innovation Support

and their adaption and up-scaling via Component 3. The focus areas, activities and expected

outcomes to be delivered by the IP are listed in Annex III-3.

Agency for Climate Change Risk Reduction

This agency will focus on climate-change projections and modeling and related adaptation

strategies. The organisation is expected to work closely with other partners and the State Level

Nodal Agencies, facilitated through the coordinating agency/partner for Component 2. At State-

level, findings and recommendations would be shared with the respective SLNA . The tasks and

expected outcomes from the climate change partnership are given in Annex III-4.


The tasks for this partnership are to develop systems and tools and pilot them for

the focus areas described in Annex 3.5. NIH will carry out the project in accordance

with the Project Implementation Plan. The NIH will have to field a dedicated team

of specialists in the areas of Watershed Hydrology and Project Management (TL),

Water Resources Management, Hydrological modeling, Soil and Water Conservation Engineering,

Hydrogeology, Soil Physics, Specialist in modeling tools like SWAT, GIS and Remote sensing,

Scenario development, data management and administration. This core team will be supported

by short term consultants in environment, engineering, capacity building etc. The IP will also

provide adequate number of staff for field work and surveys (Annex III-5). NIH will provide the

opportunity to inspect the Project activities and any relevant records and documents to the DoLR.



Capacity Building Support Agency at National Level

The tasks to be performed by the CBSA include training needs assessments, development of

Capacity Building strategy, development of training calendar, modules and material appropriate

for different groups and requirements, monitoring of capacity building activities etc. as shown in

Annex III-6.

Agency for Remote Sensing and GIS services

Objective of this partnership is to provide support to Neeranchal for the planning, managing and

monitoring of the project through State-of-the-art Remote Sensing and geo-spatial technology.

The scope of work is detailed in Annex III -7.

Agency for Forward Linkages and Promotion of Livelihoods

The objective is to identify opportunities, in

collaboration with participant communities, for

increasing their income and stabilizing livelihood

strategies. Innovative technology, value-chain

assessment and marketing interventions would be

key to this. The agency will establish linkages with

other marketing reform projects, such as WB

supported agricultural competitiveness projects,

IFAD supported agricultural convergence project and others. The tasks include livelihood

promotion activities, providing guidance to SLNA and State-level IGA agencies through training

and workshops and further guidance for pre and post EDP follow-up, facilitating financial &

marketing linkages, developing capacity building plan of SHGs opting for entrepreneurship

development and management through entrepreneurship awareness and entrepreneurship

development programmes, etc. Details are provided in Annex III-8.

Independent Monitoring, Evaluation and Learning Agency

The tasks of the independent M&E Agency include designing an overall M&E framework, carrying

out Impact Assessment s(including baseline, mid-term and final impact assessments at national as

well as State levels),thematic evaluations, input and output monitoring, process monitoring, etc.

(Annex III-9).



2.4 State and District Level Institutions

State level implementation

Implementation at State, District and Watershed levels will be through the existing WC-PMKSY

structures. The key institution is the State Level Nodal Agency. In addition to the existing human

resources available under WC-PMKSY, Neeranchal will support additional expertise as required.

Reporting for Neeranchal would be integrated into the WC-PMKSY reporting system and would

include specific Neeranchal needs. The Neeranchal report would be prepared as a separate Annex

for easy abstraction.

District Level Implementation

The responsibility for Neeranchal implementation at District level will also be with the existing

WC-PMKSY Watershed Cell cum Data Centre (WCDC). It is headed by the District Collector/CEO-

ZP/PD, DRDA and consists of the Project Manager. Staffing depends on the needs and the size of

the project area.

Figure 2.3: District Level Institutional Structures for Neeranchal/WC-PMKSY (need based)

WCDC

PIAs

Watershed

Committee

WDT Watershed

Committee



Watershed level team structure

At watershed levels, Project Implementation Agencies (both government and NGO) implement

WC-PMKSY on the ground. The PIAs can have more than one Watershed Development Team.,

depending on the area to be covered. Each WDT has a composition as is shown in the chart

below.

Figure 2.4:Institutional Arrangement at Sub-watershed level

There is substantial financial provision within Neeranchal for technical support for the various

local-level activities which are supported by project implementing agencies, coordinated by the

SLNA.

Village level

At watershed levels, watershed committees are formed as per the provisions of the Common

Guidelines, with representation from various stakeholders in the village community, including

women. These Committees are responsible for planning and implementation of projects. The

same committee will be the implementing arm of Neeranchal at watershed level.


Chapter 3 – Component 1 building capacity

Chapter 3 –Component1

Central Institution and Capacity Building for

National Watershed Management

(INR 68.1 Crore/US$ 11.4Million)

Capacity Building and Institutional Development at National Level

Neeranchal Information and Data Centre

Information, Education and Communication

Monitoring, Evaluation and Learning

Catchment and River Basin Planning

Component 3


9 States

Component 2 Research & Innovation

Component 1 CapacityBuilding

&InstDevt


WC-PMKSYProgramme

Neeranchal Project




3.1 Overview of Component 1

Objective

The objective of the component is to strengthen the institutions and human resources of key

national stakeholders, particularly the DoLR, to improve effective implementation of watershed

management. The component will be led by DoLR with management support and technical

backstopping from implementing partners. The scale of operation is national in nature covering all

PMKSY States.

Table 3.1: Key Activities under Component 1

Sub-component Key Activities Implementation

support

1.1

Capacity Building and Institutional Development at National Level

Training needs assessment, Human resource review,

training material development

Analyse program management capacity of DoLR

Backstopping for State training programs in Component 3

National and international learning visits for DoLR and

participating States

CBSA

1.2 Neeranchal Information and Data Centre

Web based knowledge sharing system

Communities of practice for exchange of knowledge.

Unified digital data base, linking State level data bases

developed in Component 3.

NIDC

1.3 Information, Education and Communication

Project-wide national communications strategy to ensure

wide awareness about the project objectives and lessons,

and foster stakeholder engagement

Develop a strategy and targeted communications material

Resource

Agency

1.4 Monitoring, Evaluation and Learning

Assess M&E systems down to State and local level.

Develop a consistent strategy for strengthening the overall

M&E systems for WC-PMKSY

Equipment and systems upgrading at the central level,

linking State and national GIS more functionally.

Third party

M, E and L

Agency

1.5 Catchment and River basin Planning

Watershed maps at macro level for river basins and large

catchments

Develop models for river-basin, landscape and large

catchment planning in support for sustainable and

integrated watershed management

Resource

Agency



3.2 Sub-component 1.1: Capacity Building and

Institutional Development at National Level

Sub-component 1.1 focuses on Institutional Development and Capacity Building at national level.

The objective is to strengthen capacities across all PMKSY States. Many of the lessons expected to

be shared and up-scaled in the non-Neeranchal States would have their genesis in the 9 States

identified for the project.

The activities supported are the following:

Detailed national training needs assessment for WC-PMKSY

Institutional and human resources review

Capacity building within DoLR

Developing common training materials

Exposure visits for DoLR and participating States

National learning workshops

Capacity Building Strategy

Neeranchal capacity building strategy focuses on strengthening of capacities of different

categories of stakeholders of the PMKSY to undertake activities in a more efficient and effective

manner so as to achieve the programmes desired outcomes, and ensure that the benefits that

accrue are sustainable in the long term. Its ultimate aim is enhancing the capacities of the primary

stakeholder – the rural population - to conserve and augment their natural resources which form

the bases of their livelihoods, while enhancing economic gains through improved production

systems, forward linkages and convergence of available resources. To reach this goal, it is

necessary to ensure that individuals and organizations that would act as facilitators are

adequately capacitated to undertake responsibilities and deliver results.



The Capacity Building Approach

Focus of trainings would be on the following:

(i) Specialized technical and management skills for watershed managers and practitioners to

enable them to plan, deliver and monitor integrated watershed development activities

more effectively;

(ii) Practices and lessons arising from implementation of Components 2 and 3.

(iii) Pedagogy will include class room training, formal courses, mentoring, exposure visits

The Capacity Building Implementation Structure

The capacity building structure is given at Figure 3.1.

Figure 3.1: Neeranchal Capacity Building Arrangements and Links with WC-PMKSY

PIU

Implementing Partners through Agency a

Research results

CB Institute

(Central)

Specialized Institutions

(subject-wise)

s

WC-PMKSY

CB Institute

(State)

SLNA Specialised Institutions

(State)



The responsibilities of the capacity building set up at national level are the following:

• monitoring and coordination of the CB process,

• ensuring linkages of nodal and specialised training institutes/organisations with

implementing partners for access to research results,

• supporting the SLNAs and State nodal institutes for effective CB in respective States, and

• liaising with the M&E cell to ensure quality control and achievement of results.

Nodal Capacity Building Institute at the National Level

The services of a nodal CB institute at the national level would be roped in to facilitate the

following:

Develop training material and conduct, in association with specialised training institutes,

training on core subjects that are relevant for WC-PMKSY, on areas emerging from

Neeranchal initiatives on broader areas that are not State specific. Indicative topics are

financial systems, project management, procurement, etc.

source results from field trials, scientific planning initiatives, new production approaches etc.

via the identified agency from the IPs, and convert these into training material appropriate

for the relevant stakeholder

support the nodal agency at State level to develop quality material on State specific

innovations.

State-level CB Structure

A similar structure is envisaged at State level, including CB specialists at the SLNA, a CB support

agency, a nodal training institute and specialised agencies suited to State requirements with

similar functions as at the national level. The CBSA or State nodal institute may seek support from

the national nodal institute or specialised agencies via the SLNA to the CB cell at DoLR for specific,

needs or to seek further assistance from other State’s learning. To access results for State-level

innovations the CBSA would liaise with the identified agency via the SLNA.

The SLNA with support from the CBSA and State nodal institute would undertake capacity building

of stakeholders at district, PIA, WDT and CBO levels.

Trainers and Resource Persons

With innovative and emerging areas for CB (such as forward linkages, new planning approaches,

hydrological monitoring, community water management etc.), the role of trainers and resource

persons become very crucial. The number and quality of these stakeholders will be ensured via

Neeranchal.



Linkages

The following linkages would add value to the capacity building initiatives:

i) Encouraging learning by doing through FFS, FWS, peer learning, immersion, exposure

visits and use of digital media at the community level;

ii) Close linkage with the communication and knowledge management cells for IEC,

communities of practice.

iii) For developing material appropriate for the community and CBO members, support

of the Adult Literacy department may be sought. For wider dissemination and as a

knowledge repository, KVK personnel must be trained in innovative approaches

appropriate to specific agro-climatic regions or situations.

iv) Thematically, capacity building would be categorised into technical inputs and

managerial inputs and would be appropriately designed for all levels.

3.3 Sub-component 1.2-NeeranchalInformation

and Data Centre (NIDC)

The Neeranchal information and Data and Center (NIDC) would form an integral part of the

National PIU within the current DoLR structure. The NIDC will develop and maintain a web-based

knowledge sharing system for practitioners and professionals facilitate communities of practice at

technical level and undertake relevant policy and economic analyses.

The data center is conceived as:

Integrator of knowledge on watershed best practices and learning;

Advisory service provider for policy level decision making;

Support for management decision making during implementation;

Interface with National & International centres of excellence, stakeholders (private & public)

and implementing partners;

Hub for gathering, synthesizing, codifying and sharing best practices and learning on

watersheds to States and other stakeholders.

Establishing new and creating linkages with existing community of practice;

House e-learning platform and web based knowledge platform (e.g. Solution exchange)

The Data Center would encompass PIU technical specialists, representatives from partner

research agencies and external members, such as experts from the private sector, universities,

research institutions, etc.



3.4 Sub-component 1.3 - Communications

The Neeranchal Communication Strategy provides a framework to plan, design and implement a

strategic communication effort to strengthen the WC-PMKSY and Neeranchal. This aim of the

framework is to ensure wide awareness about the project objectives and lessons, and foster

stakeholder engagement in the continuous improvement of the project. The purpose of the

communications strategy is to improve service delivery, support sector engagement and policy

influencing.

Essentially, the Communication Strategy would be addressed towards the need for

communicating the messages of Neeranchal to policy makers, implementers and the public at

large. Communications will form the pivot for advocacy, policy dialogue and building partnerships

through understanding the issues in watershed management. It will also facilitate integration of

learning from implementation experiences and sharing them with the communities of practice

and supporting internal communications within the organization.

Key Outcomes of the Communications Strategy

Outcome 1: Strengthened communications capacity

This will include various activities to ensure that community

and beneficiary voices can be raised more confidently:

Integration of communication for development

objectives and activities into new programmes.

Piloting of new C4D (communication for development)

approaches that improve impact, ownership and

sustainability.

Advocacy and policy dialogue taken up and intensified, through circulation of advocacy

materials (publications, policy briefs and studies), generation of national communication

products, organization of special events for advocacy and policy dialogue.

Build and strengthen internal learning and sharing among local, national and regional

partners and DoLR. This entails integrating Knowledge Management and learning objectives

and activities into all programmes and capturing evidence of lessons from innovative projects

(stories, photos, videos) to enable effective communication in support of replication and

scaling up.



Enhance internal communication among DoLR/Neeranchal staff members, project

implementation units and partners to ensure effective work performance. This will be

achieved through developing internal communication vehicles/ tools, organizing learning

trips for district, State and national level staff, etc.

Outcome 2: Raising Awareness through Media

This will be achieved through building strong partnerships with national

and State media to increase their understanding of watershed issues.

Preparatory activities would include development of media databases,

networks and contacts. Also, media partnerships that focus media coverage

on watershed management issues and solutions will be established.

Stakeholders in communication

The stakeholders of the communication process and the desired outcomes of activities are shown

below:

Table 3.2: Stakeholders in communication

Stakeholders Desired action or response

Primary stakeholders

State and local management

agencies

Increase their use of watershed-based management approaches and

tools

Governments Adopt policies in support of watershed-

sensitive management

User groups/ communities Adopt new practices and demand an increased

role in management and decision-making

Secondary stakeholders

International and regional

development and NRM agencies

Support and facilitate adoption of watershed- sensitive management

policies and approaches

National and local policy

influencers

Create demand for adoption of watershed

management policies and approaches

The media Disseminate messages about links between watershed management

and livelihoods/ improved income to the public

Educational and training

institutions

Disseminate watershed based management

concepts, tools and approaches to students

and trainees

Research institutions Conduct and participate in inter-disciplinary

research on the requirements for increasing the contribution of

watershed management to local livelihoods and poverty reduction



Table 3.3: Media Matrix in Neeranchal

Branding of Neeranchal

The value proposition of Neeranchal that need to be branded are water security, improved

livelihoods and income, institutional strengthening and learning and convergence of different

programmes for optimum benefits to the rural community.

Operationalization

The Research and Technical Cell within the PIU will coordinate various activities under this

component, the main responsibility vesting in the Communications Expert. Media management

agencies will be contracted for specific campaigns.

3.5 Sub-component 1.4: Monitoring, Evaluation&

Learning

The activities within this sub-component aim to strengthen monitoring, evaluation and learning

(ME&L) systems within DoLR for tracking the national performance of WC-PMKSY and other

watershed related programs. For this, DoLR will develop an integrated M&E framework that

covers DoLR and all States. In Neeranchal, the purpose is to strengthen the existing monitoring

system of WC-PMKSY as per Common Guidelines, with the added elements of Neeranchal.

Target

audience

Communication channel Activities Communication

Phase

Community Local newspapers,

national & regional TV

Print advertisements,

PSAs

Awareness generation

Edutainment Folk theatre, songs,

radio shows

Audience

Mobilisation

Inter-personal communication Information at

Panchayat level

Audience

Mobilisation

Outdoor points of contact Wall paintings, posters,

hoardings

Social mobilization

Policy makers

(national and

local)

Information dissemination

through web

Quarterly e-newsletters

Website updates

Raise awareness

Research &Publications Research dossiers Present results

Inter-personal communication Networking and learning

events

Partnership & social

reconciliation



Meanings of ‘monitoring’ and ‘evaluation’

The purpose of monitoring is to alert management at different levels regarding the

timely flow of inputs, the implementation processes, tracking of the outputs

through the use of inputs and the realization of the intermediate outcomes (short

and medium term results). On the basis of an efficient monitoring system,

management can take required mid-course corrections measures so that the

project achieves its desired results.

Evaluation on the other hand, tracks the conversion of outputs into outcomes, both medium and

long term (with value attribution).

Concurrent Monitoring has to be an integral function of the project; discrete evaluation is best

done by a third party so that objective assessment is possible. Monitoring can be built into

Management Information System (MIS), which in addition to tracking of results will also track

fund flow (financial management) procurement and human resources etc. The technical support

of an external agency can be taken to support development of MIS and for evaluation (which

would include baseline, concurrent monitoring, follow-up studies, thematic studies, mid- term

evaluation and end of project evaluation).

Monitoring in Neeranchal

The MIS and M&E systems, while initially focusing on Neeranchal project activities, should be

extended to broader WC-PMKSY operations in the nine project States, with eventual scaling up to

all States. The steps involved in monitoring will be the following:

i) Establishing the monitoring and evaluation cell within National PIU (DoLR)

ii) Development of a comprehensive framework for monitoring and evaluation, based on

assessment of information needs at various levels, development of indicators for measuring

progress in achieving results (guided by the Project’s Results Framework),

iii) Determining data sources, data collection and reporting frequency, data collection formats,

data entry protocols and arranging for the equipment and personnel, reporting structure etc

iv) Developing the MIS

v) Developing methodologies for baseline, concurrent monitoring (both process and input-

output), mid- term and end of project evaluation, thematic and follow up studies, etc.

vi) Developing dissemination mechanism (internal and external) for lessons learnt in

coordination with the Capacity Building and Communications teams.

For designing M&E framework, conducting concurrent monitoring and impact evaluation, the

support of a third party monitoring and evaluation agency will be taken. Implementation of the



progress and process monitoring, MIS and dissemination would be the responsibility of DoLR

ME&L Team.

Process Monitoring

The major processes that are to be monitored for the WC-PMKSY programme are the following:

Entry point activity (EPA), sensitization and awareness of community

CBO formation and functioning, their capacity building and Transparency

Action plan preparation (Net plan & Complete action plan)

Action plan implementation (Activity implementation)

Flow of funds and procurement procedures

Income Generating Activities (Livestock / Skill based & Micro enterprises activities, forward

linkages, value addition and marketing etc.)

Functioning of Institutions- NGO’s, CBO’s & Government dept. or any other agencies

Demonstrations

Withdrawal/exit strategy

Convergence (with other projects/departments/institutions)

Post project O&M strategy and sustainability

This subcomponent supports the cost of hiring a third party ME&L agency at the central level to

track outputs and results of Neeranchal interventions using the project results framework as the

basis for developing and implementing a Monitoring and Evaluation Strategy. Monitoring and

evaluation may use such tools as remote sensing imageries. It will focus on project specific

concerns as opposed to the overall M&E strengthening of the DoLR and WC-PMKSY.

The third party M&E Agency will have the responsibility to undertake the following activities:

1) Developing M&E framework and strategy (including MIS for generating information

needed for day to day decision making by project management).

2) Process monitoring and six monthly intervals including documentation of best practices

and challenging cases (learning from failures).

3) Baseline survey to determine benchmarks at the beginning of the project cycle

assessments at mid-term and end of project stages.

The main tasks of the third party M&E agency are summarized in Annex.



Table 3.4: Major tasks to be performed by M&E Agency

Task Periodicity Requirements Outputs Design M&E framework, based on Neeranchal project’s Results Framework.

Within 3 months Data needs analysis, methodology (to define and measure outcome and output indicators of RF), M&E organization design, reporting formats design with periodicity

M&E Strategy Report; help DoLR to implement the strategy throughout project period; M&E manual

Impact Evaluation

Baseline study Within 6 months Statistically robust sample ((WC-PMKSY with Neeranchal without Neeranchal& without WC-PMKSY)), capable of yielding panel data for mid-term and end of project evaluations, use of control samples, analysis to include qualitative and quantitative variables

Detailed report along with raw data and filled in questionnaires

Mid-term Evaluation

End of third year With and without and before and after comparisons using panel data derived by resurveying baseline sample, attribution of changes as direct impact of project as distinct from impacts of external factors

Report analyzing the achievement of project development objectives and suggesting remedial measures/redesign for better performance

End of Project Evaluation

At completion -do- -do-

Process Monitoring Quarterly Will focus on project processes at different levels of implementation; will include critical path analysis

Report on the efficiency and effectiveness of project processes for result achievement.

Capacity Building with respect to ME&L at national/regional levels.

As per M,E&L strategy Develop common understanding, skills and internalization of ME&L processes

Launch workshop at central and State levels Periodic training events

Thematic studies, case studies, documentation of best practices

As per M&E strategy and need based priorities identified management and IPs during process of implementation (costing on case by case basis

Would address specific needs at different stages of implementation

Actionable reports

Develop and operationalize dissemination and learning mechanism of M&E information.

Each output will be documented in a manner that can be disseminated

Internal learning within organization and sharing with communities of practice and wider public

Usable dissemination material

Assessment of Efficiency and effectiveness of IPs

Once in a year or as per phasing of IP contracts

Interaction with IPs, SPIU, NPIU, documents study

Assessment reports



3.6 Sub-component 1.5: Catchment and River

Basin Planning

Though WC-PMKSY has been designed on the basis of the ridge to valley approach, emphasis up

till now has been on micro-watershed and sub-watershed based interventions. In order to further

focus on ridge to valley approach on a wider and larger scale, this sub-component would evolve

planning tools for treatment of larger catchments.

The aim of this subcomponent is to undertake reviews and stakeholder consultations to develop

enhanced models for river basin, landscape and sub-watershed planning in support of sustainable

integrated watershed management. This will primarily focus on wider scaling up of Neeranchal

approaches as they are developed. The guidance review will build on studies undertaken during

the Project design period, drawing on a range of good practices and evaluations of WC-PMKSY.

The main piloting of the landscape and sub-watershed planning will take place in component 3.1,

with additional support of decision support tools and hydrological information systems developed

under component 2.2. For this subcomponent the project will support studies, workshops, and

guidance and dissemination materials.


Chapter 4 – Component 2 National innovation support

Chapter 4 - Component 2

National Innovation Support

(INR 192.0 Crores/US$ 30.2 million)

Institutional Applied Research and Development

DSS and Data bases

Component 3


9 States


Component 1 CapacityBuilding

&InstDevt. Component 4 Project Management

WC-PppppPMKSYPMKSYProgramme

Neeranchal Project

Integrated Watershed Management Program



4.1 Overview of Component 2: National

Innovation Support

Objective

The objective is to support the application of innovative, science based knowledge, tools, and

approaches to underpin improvements to WC-PMKSY, related to watershed planning and

implementation, and agricultural intensification, climate change, rural livelihoods and hydrology,

based on identified needs of the States, communities and farmers.

Table 4.1: Key Activities in Component 2

Sub-component Key Activities

Institutional

Applied Research

and Development

Identify appropriate rain-fed farming systems and extension practices

Establish a bottom-up approach for community focussed innovations

Assess and develop community-led livelihoods and growth models

Map value-chains and develop approaches to increase market linkages

Identify and develop models, technologies and toolkits for integrated

watershed management

Assess systems for supporting farmers to manage climate change

variability

Deliver high quality applied research and technology transfer for farmers

Ensure inclusion of marginalised groups incl. women and self-help farmers

DSS and

Databases

Establish decision support systems to support DOLR and States to

implement WC-PMKSY in a more comprehensive manner with focus on

hydrology and watershed management.

Establish IT ad GIS enabled land resource inventory and data bases in

participating States.

This critical component of the Neeranchal project will drive development of innovative tools

and practices to support WC-PMKSY beneficiaries on the ground. The major chunk of the

work under this component will take place in the first three years of the project. The activities

to be supported are the following:

coordinated generation of knowledge, tools, and new approaches to support

improvements to WC-PMKSY

piloting at field level to develop a clear body of evidence for innovations

support participating States through Component 3 to adopt successful innovations at

scale.



Mode of delivery

Component activities would be delivered through a consortium of national and international

agencies. Coordination would be through the NPIU. The implementation of various sub-

components will be facilitated through implementing partners such as National Institute of

Hydrology, and other critical partners to be selected by DoLR following World Bank and

Government of India norms. A reputed agency to be selected will play the key coordination role

and will provide technical guidance, documentation and overall coordination with the

implementing partners for sub activities. The summary of responsibilities for these various

functions is provided in Chapter 2 and details of their tasks are included in Annex III.

4.2 Sub-component 2.1–Agricultural Performance,

Rural Livelihoods and Climate Change Risk

Reduction

This subcomponent addresses the need for national level R&D, innovation and technology

transfer in the field of watershed management. The objective is to deliver high quality knowledge

and innovations and transfer them to support farmers in achieving better agricultural

performance and build better resilience against climate change, and help more vulnerable

members of the community improve their livelihoods. Inclusiveness will be ensured through

involving marginalized groups, resource poor farmers, women and self-help groups of women.

This work would be undertaken by critical support partners, in close cooperation with SLNAs and

other relevant State agencies.

Improving Agricultural Performance (Activity 1a)

An agency of international repute will identify appropriate rainfed farming systems practice and

extension support mechanisms suitable to small farmers. These mechanisms will generate

scalable community-focused innovations as a bottom up approach for agricultural (including

horticulture, forestry, livestock, fishery) productivity and yield enhancement, integrating gender

and sustainability concerns.

With the help of SLNAs, the agency will identify, assess, pilot and demonstrate technology and

models of enhanced integrated watershed planning and implementation with a focus on their

appropriateness for specific regions, terrains, etc.



Research for

livelihoods

support on:

growth models

capacity to market

pilot innovative tools

map value chains

identify opportunities

support agric systems

finance studies

partner for literacy

GSM based info systems

agricultural services

The various activities that will take place under this cluster are:

Soil health management through micro-nutrient testing and mapping and technical support

to States for scaling up;

Identify options to expand use of high quality seeds and planting stock by farmers

Identify techniques to improve animal health management and disease control, feed and

fodder availability and quality, better management of common property areas for livestock;

compile best practices such as service provision through para- veterinary personnel.

Identify technologies and systems to improve fish yields from aquaculture in tanks, small

dams and farm ponds

Identify and demonstrate conservation agriculture

techniques in selected areas to illustrate and quantify the

value of these approaches

Identify new approaches and techniques of Integrated

farming system interventions (covering crops, horticulture,

livestock and fisheries);

Identify options for organizing farm women and improving

their training and capacities

Develop models for agricultural water budgeting and water

use efficiency for irrigation in coordination with NIH

Establish linkages with ICAR institutions and State

Agricultural Universities for location specific seeds,

cultivars , methods and practices

Source and demonstrate innovative practices in horticulture, livestock, forestry and fisheries

and establish linkages with relevant research and promotional agencies.

Develop strategies (including methodology and technology) for difficult areas and implement

them in relevant situations. Examples of difficult areas are saline areas, high rainfall and

erosion-affected areas, mining-affected areas, deserts, coastal ingression, etc.

Forward Linkages and Promotion of Livelihoods (Activity 1b)

A service provider will be engaged for comprehensive advisory support to Neeranchal in the area

of livelihood support systems, improving the agriculture value chain, and other income generating

activities for vulnerable groups and women. The Common Guidelines for WC-PMKSY specify that

9% of the financial outlay be earmarked for IGA and 10% for production systems.



The strategy would be to assure a basic minimum income to participating beneficiary households.

This activity is national in scope and has a close linkage to Component 3 as the new approaches

and technologies identified under this component would be scaled up in participating States

through the latter. The sub-component will:

generate community-led inclusive growth models as part of watershed development

identify producer groups, commodity interest groups and other forms of farmer organizations

that are instrumental in building farmer capacity to engage with the market place (both at

input and output level) and devise innovative approaches to strengthen their linkages to

private sector (both retail and large institutional buyers)

identify and pilot innovative tools to ensure better equity between producers and buyers,

and benefits flowing to the farmers/groups

map and analyze value chains of key agricultural and non-agricultural product groups in each

identified watershed or State, to identify product segments that are working and those that

are failing

identify gaps in the value chain and innovations to improve value chain outcomes, especially

new opportunities for crop diversification that have a higher

potential impact on incomes and also on water conservation

(e.g. water-efficient horticulture)

improve upon existing agriculture systems by identifying key

private sector players at the national level (for inputs,

technology, and markets) who could link with farmers at the

State level

provide technical inputs and guidelines for State-led training and

hand-holding to build sustainable capacities among farmers for

entering into new value chains

partner with large, private financial institutions to create a dedicated financial literacy

program to help farmers understand the value of technology, assess risks and rewards and

evaluate financial impact of decisions on their personal balance sheet, and improve farmer

access to credit

develop and pilot user-friendly ICT technology to help farmers access information to make

better annual operating plans for crops and understand the financial impact of these plans

coordinate with the private sector to review current insurance products for farmers and

develop new approaches for delivering these services to farmers



Agricultural Risk reduction systems

improved weather forecasts

crop advisory notices

ITC and GSM technology

carbon mapping

Climate change and risk reduction systems (Activity 1c)

The objective is to develop a knowledge base on short and long term climate vulnerabilities,

based on scientific evidence and ground-level realities, and to suggest potential options to reduce

the intensity of shocks and enhance the adaptive capacities of the rural poor. A reputed scientific

organization would lead this element and more detail is provided in Annex III.

The effects of climate change are likely to become more pronounced in the immediate future. The

worst affected would be the rural poor whose livelihoods are integrally linked to the behavior of

the weather. Existing science based climate change projections and need to be understood and

aligned to specific contexts and requirements of people in the project area, particularly with

respect to their specific vulnerabilities in terms of exposure and adaptive capacities to climate

stresses and potential solutions developed and demonstrated. Both the short and long term

climate dimension has to be evaluated for the planning of physical works as well as in the context

of farm-based livelihoods.

Description: This activity group will support

(i) Assessment of existing systems in India and piloting of

appropriate technologies at micro-watershed level to

provide improved weather forecasts to farmers,

together with crop advisories and contingency plans,

and delivery of this information on a regular basis

together with feedback loops for timely corrections

through innovative solutions.

(ii) Studies on climate proofing technologies and the role

of watershed management in disaster risk reduction

(for example landslides), and sharing this knowledge.

(iii) pilot the application of remote sensing and modeling for carbon mapping and monitoring in

selected watersheds.

(iv) Develop strategies and methodologies for Green Audit and Metrices.



Hydrological Decision Support System

improved information access

integrated planning

better quicker decisions

solutions for different scales

Details of the tasks to be performed by the IP are provided in Chapter 2. A schematic presentation

of the tasks is given below.

4.3Sub-Component 2.2: Decision Support Systems

and Databases for Hydrology and Watershed

Management

The overall objective is to support DoLR and States to

develop and pilot decision-support systems (DSS-H) to

facilitate improved returns from watershed management

through assessment of investment options, site selection

and prioritization. Prioritization relates to soil and water

conservation measures including landuse practices at sub-

watershed level that can then be downscaled to guide

micro-watershed level planning.

Activity1: Decision Support Systems (DSS-H)

The lead partner for this sub-component is the National Institute of Hydrology (NIH). The NIH

would develop new technologies and models for hydrological assessment and monitoring. It will

support participating states to integrate the systems into WC-PMKSY operations together with

Component 2 partners.

The starting point would be a ‘needs analysis’ to define the nature of the water resource issues to

be addressed, through workshops with stakeholders in all participating States to identify the

nature and priority of water resource issues and outputs for each of the DSS components. Specific

functional requirements of DSS-H for each State will be identified at this stage. Within each State

Assess climate variability and risks -

Assess vulnerability

Develop short term Adaptation/coping stragies

Develop long term adatation/coping strategies

Develop strategies to incorporate ecosystem services

Carbon stock enhancement activities

Monitor cca, carbon stock and ecosystem services

Pilot climate resilient village ecosystems



there will be number of different user profiles of the people who will be using DSS-H as part of

their WC-PMKSY activities.

The mathematical models are designed for use by highly skilled and trained engineers/scientists,

and the models produce a large amount of output data that need filtering, analysis and

interpretation. The DSS-H will translate complex and large data sets into simple outputs designed

for decision making. These simple outputs may often be in the form of standardised reports

containing graphs, tables and text. The reporting platform may be standard MS-Office products

(e.g. as MS-Word, Excel) or HTML for web-publishing. Reports may be created for many different

purposes. Some reports may be designed for field engineers/scientists and contain raw or

processed model outputs while other reports may be designed for decision makers. A report for

decision makers may, for instance, contain the result of a cost-benefit analysis in the form of a

ranking of multiple model scenarios.

A simplified conceptual form of the principal components and workflows in the DSS-H is

illustrated in Figure 4.1. The main purpose of the DSS-H is to manage large datasets and

information and transform them into simple and meaningful outputs. The following sections

provide a description of some of the tools that will be available to support the transformation of

complex data sets into simple DSS outputs.

The start-up will include a synthesis of available software and tools and checking their

applicability through testing in the field, and developing a repository of suitable models and

partner capabilities for modification and application support.

DSS-H Components

The DSS-H shall address the following five components:

1. Water availability and demand planning;

2. Selection of suitable sites and structures for water harvesting and water conservation;

3. Improved hydrological information to support integrated watershed planning;

4. Assessment of investment requirements based on water availability; and

5. Handholding support for hydrological inputs to DPR& DIPs.

DSS-H Capability

The DSS to be developed in this Project will have a number of functionalities (capabilities), which

can be grouped as follows:

1. Data Management of spatial and time-series data, including facilities for import, presentation,

and analysis of the data,

2. Scenario Management to define and execute model simulations and enable further analysis

and processing of results,



3. Analyses in the form of e.g. benefit-cost analysis or multi-criteria optimization,

4. Reporting of selected results and analyses.

Some of the relevant model/ tools that could be used in the development of DSS are SWAT,

WEAP, E-WATER, ArcView GIS and Global Mapper.

Hydrological evaluation of existing water conservation/harvesting

structures

A variety of water conservation/harvesting structures are available in the watersheds where the

erstwhile IWMP was operational. With the capabilities of hydrological models proposed to be

used in the Neeranchal Project, hydrological evaluation shall be carried out for these structures.

This will provide a basis for improvement in the performance and sustainability of these

structures.

Handholding support for hydrological inputs to DPR and DIPs

The development of DSS-H shall make available an opportunity for providing technical support in

form of hydrological inputs to the DPRs being prepared for various schemes in the project areas.

Once the DSS-H is ready, it will be used for the next two years to provide handholding support to

the local State departments for preparation of the DPRs and DIPs. The activity details for

developing DSS-H are given in Table 4.2.

Table 4.2 DSS-H Design Details

Sl. No. Activity Details

1 Hydrological

assessment

Water demand management: Spatial & temporal water

availability, Water balance, Water demand gap for

different uses, Water management plan, Scenario

development

2 Watershed

management

Institutional networking and capacity building

Suitable sites & designs for water harvesting and

conservation structures

Impact assessment (environmental, social and economic)

Preparation of ‘watershed score card’, based on

biophysical and socio-economic indicators

Convergence with other operational schemes

3 Capacity building

an outreach

Training of stakeholders

Interactive workshops

Documentation and dissemination activities



Operational steps for Hydrological Modelling

(i) To start with, select one basin in each partner State.

(ii) At lower sub-basin levels, select an appropriate scale for pilots within State, large enough to

make hydrological sense and small enough to be manageable and cost-effective. The

criteria for of appropriate scale would be identified in the model assessment process (e.g.

contiguity, agro-ecological regions, hydrological unit and disaggregated data availability

(disaggregated, from all possible sources). Models such as SWAT, RECAP, etc, would need

to be calibrated and validated to different agro-ecological regions within the project States

and then used as inputs to support landscape level watershed assessment as well as smaller

scale, bottom up watershed planning and implementation.

(iii) Analyze key issues such as water demand management (estimation of spatial & temporal

water availability, estimation of water balance and the water demand gap), undertake

scenario and optimization exercises, and prepare contingency plans at different watershed

scales; water budgeting tools at community level; community ground water management,

preparation of thematic maps identifying suitable locations for water harvesting and

conservation structures, preparation of ‘watershed scorecard’ for each watershed, etc.

(iv) Use broader watershed models such as Invest, RIOS, etc.

Scales of hydrological modeling

Modeling development and piloting would focus on hydrology and broader watershed

management applications at following three levels:

River basin level: At this level different WS programs under implementation would be

assessed to guide broad investment/budget allocation decision across States; one basin each

in the project States would be selected for macro assessment, giving a total of 8 river basins.

Sub-basin level: guide selection of soil and water conservation structures, storage, ground

water recharge systems etc. One sub-basin covering 2 districts in each State will be selected

giving a total 9 sub-basins.

(Clustered) micro-watershed level: the activities at this level would include intensive

participatory planning with communities and plan implementation. 10 watersheds of about

5000 ha size in each State would be selected giving a total of 90 micro-watersheds in the pilot

phase.



Development of Generic DSS-H

The bulk of the software development activities are related to developing the Generic DSS-H. To a

large extent, the Generic DSS-H will build on the existing software components (models) brought

together in a flexible DSS framework.

The first step in the development of the generis DSS is Concept Design. A preliminary Concept

Design will be developed by the NIH Team and will be discussed with the stakeholders at the

Interaction Workshops in different States. The Generic DSS-H shall be ready within 14 months

after start of the project. Once a generic DSS-H package has been developed, it is to be applied

(customized) to identified basins/sub-basins/micro-watersheds in each participating State.

Demonstration of DSS-H

At an initial stage (DSS Model conceptualisation), a non-functional demo DSS will be prepared.

The purpose of the demo DSS will be to demonstrate the structure and layout of the graphical

user interface. It will consist of a number of user dialogues, but the underlying functionality will

not be included. The demo DSS will be presented to IS/IA experts at Interaction Workshops. The

feedback received at the workshops will be used to improve the design of the DSS-H.

Subsequently, the development process will start.

Iterative Development Process

The development process will be organised around the four principal components of the DSS-H

(data manager, scenario manager, analysis manager, and report manager). The development

process will be iterative. Workshops will be organised during the development process in order to

get feedback from the experts. Once the development is complete, the Generic DSS-H will be

installed and deployed at the State’s pilot watershed nodal centre.

Customisation of DSS-H

During DSS customisation phase, the Generic DSS-H will be matched with the needs of each of the

States. The Generic DSS-H will be installed at each State nodal centre, and interfaces will be

established with the existing data sources. Subsequently, the Generic DSS-H will be configured for

each State. This involves that mathematical models will be incorporated, scenarios will be

incorporated in the Scenario Manager and specific analysis and scenario evaluations will be

incorporated in the Analysis Manager. Tailored outputs will be established using the Report

Manager. Finally the DSS will be tested and refined during the next phases (DSS

Testing/Refinement DSS Application and Demonstration).



Pilot Watersheds

The selection of pilot watersheds and the application of the generic DSS-H software to the pilot

watersheds are regarded as essential steps in this Project. These activities, which will be

undertaken in conjunction with the States, will provide a firm foundation and understanding of

the software and its capabilities and facilitate its application to States during the customisation

phase of the Project. It is proposed to discuss the selection of the pilot watersheds with the DoLR

and respective partner states and identify watersheds for pilot testing purposes.

Capacity Building, Dissemination and Outreach Activities

Training will be a key element of dissemination and it should be seen as a tool that can maximize

the impact of DSS-H dissemination efforts. The trainings planned under the project focus on the

physical processes involved in the DSS-H development together with application-specific case

studies. Organization of these training courses is expected to provide the expected impact among

the user communities and stakeholders through dissemination and exploitation of project results.

Workshops and awareness activities will also be conducted and documentation prepared to

ensure that the stakeholders’ views are adequately addressed and the developed concepts and

technologies are adopted by the target group.

On-the-job training to the identified NIH Team members on needs assessment, DSS model

selection, database development, generic DSS development, customization of DSS, testing and

refinement, application and demonstration, evaluation and fine tuning, dissemination etc.

Training programs for imparting the training to the participants, to be identified by the

project IAs during the various stages of scheduled tasks to be carried out for DSS-H.

Established and reputed agencies would assist NIH and provide required infrastructure facility

for the organization of the training programs on the DSS-H for the participants of

implementing States.

Training of State engineers/scientists on the DSS-H software providing sample inputs and

sample outputs for illustrative examples.



Benefits

improved sub-watershed

assessments at landscape scale

more highly integrated micro-

watershed master planning,

more robust monitoring and

evaluation, calibration

application of decision-support

systems, and relevant applied

research and development.

Expected results of DSS systems and tools

DSS systems and tools would improve watershed program performance through:

Development and piloting of decision-support systems (DSS) and tools will support DoLR and

States to more comprehensively plan and finance integrated watershed programmes.

Improve programme performance areas like site selection at a sub-basin and micro-scale,

setting investment priorities and identifying interventions based on site conditions and

economic returns, estimating market and non-market benefits from watershed management,

biodiversity conservation, guiding upstream interventions to support urban watershed

management, linking improved planning processes with contour mapping, and project and

program impact assessment.

Activity 2: Development of Information Technology & GIS Enabled

Land Resource Inventory and Data Bases

Information Technology (IT) and GIS enabled land

resource inventory and data bases will also be

established. The work would involve the following:

development of an overall framework for the State

digital libraries, data needs definitions and sharing

protocols.

provision of high level technical support to

participating States as they develop their own

databases.

Developing the framework for a national watershed

database in DoLR, linked to State level data bases,

housed under the NIDC. The NRSC will procure and

guide the development of remote sensing data and

analysis.

The databases would include comprehensive historical and current datasets such as

classification of land, run-off and erosion, soil properties (soil nutrients, fertility, crop suitability),

land cover and land use, and geographic distribution of crop types and varieties geo-hydrology

(geology, surface water, ground water), meteorology (precipitation, temperature, soil moisture,

radiation, evapotranspiration), water usage (current and projected), water harvesting structures,

carrying capacity, zoonotic and vector born animal diseases.


Chapter 5 – Component 3 implementation support to States

Chapter 5 - Component 3

WC-PMKSY Implementation Support

in Nine Participating States

(INR 1821.8 Crores/US$303.6Million)

Support for Improved Programme Integration in Rainfed Areas

State-level Institutional Strengthening

Adoption of R&D and Technology Transfer


State-specific Innovations and Pilots

Urban Watershed Management




Objective

The objective of Component 3 is to provide intensive, science-based support to improve WC-

PMKSY operational effectiveness, convergence/integration with other government programmes,

leading to measurable impacts on the ground in selected sites in participating States. Many field

activities in Component 3 would be guided by innovations developed in Component 2 around new

planning approaches and tools, and appropriate agriculture and livelihoods systems development.

These will allow for successful demonstration of new approaches to support wider scaling up

through PMKSY.

Linkages across components

Component 3 will demonstrate at scale the knowledge and tools developed under Neeranchal

Components 1 and 2 in each of the 9 participating States. Lessons generated and documented will

lead to up-scaling to the whole District and subsequently into PMKSY more broadly.

Components 1and 2are closely aligned to WC-PMKSY requirements at national level and focus on

developing planning approaches and tools to address different challenges of watershed

management. The implementing partners include reputed research and consultancy institutions,

both national and international. They will bring knowledge, experiences and global best practices

to the models, which they will test and pilot in the identified districts of partner States, in

association with SLNAs, State agricultural universities, research bodies and NGOs as appropriate.

Once demonstrated and validated, the partner States will implement these models in selected

project sites to add value to WC-PMKSY operations. Thus the benefits of this inter- linkage of

different components would be beneficial in the following manner:

Help States to develop a wide knowledge base, methodologies

Facilitate identification of best practices, technologies and tools

Strengthen training and extension processes, which are integral to WC-PMKSY.



Table 5.1: Key Activities in Component 3and Linkage with WC-PMKSY and Other Components

Sub-

component Key Activities Linkages

Support for Improved Programme Integration in Rainfed Areas

Strengthen or establish new GIS capability & databases.

Develop digital libraries using designs and parameters established in Component 2to support watershed management at State level.

Implement landscape level catchment assessment (10,000-50,000ha) using Decision Support System and tools from Component 2.

Strengthen micro-watershed planning (with intensive community participation) and link large to small scale watershed assessments to support better DPR preparation.

Community-led field level monitoring integrated with M&E system

established in Component1. to b

e im

ple

men

ted

th

rou

gh t

he

exis

tin

g W

C_P

MK

SY s

tru

ctu

re

State-level Institutional Strengthening

Prepare modules and facilitate training of SLNAs on integrated watershed management, natural resource management, rural livelihoods etc.

Assess training needs at field level and augment WC-PMKSY technical and institutional initiatives across all Neeranchal key elements.

Arrange exposure visits by community members within and across States.

Provision of additional technical expertise

Co

mp

on

ent

1 -

Cen

tral

Cap

acit

y B

uild

ing,

M&

E st

ren

gth

en

ing,

par

tner

s

Adoption of R&D and Technology Transfer

Promote field adoption of R&D and innovative technologies developed

in Component 2 for different stakeholders through appropriate

methods and tools.

Fund production of sustainable agriculture toolkits, videos, posters

etc.

Hand holding support for up-scaling

Dissemination of learning materials in local languages.

Co

mp

on

ent

2 –

Nat

ion

al in

no

vati

on

su

pp

ort


Support State watershed agencies to strengthen capability to

implement Neeranchal activities.

Directly support operating costs and equipment for implementation.

Provide training and equipment for in-house M&E.

Improved systems of procurement, financial management etc. Co

mp

on

ent

4-

Cen

tral

Pro

ject

M

anag

eme

nt,

WC

-PM

KSY

State Specific Innovation and Pilots

Support States to undertake major innovations outside of selected

pilot geographic areas in unique biophysical or socio-economic

contexts

Support identification of appropriate partners to handle these

activities.

Co

mp

on

ent

3

Urban Watershed Management

Finance small stand-alone demonstrations of urban-watershed

management in two sites per State.

Co

mp

on

ent

3



Performance

and State

funding

Good performance …

→ more funding!

→ upscale!

WC-PMKSY and Neeranchal Activities and Funding

Actual watershed physical works or rural livelihoods in the selected areas would be financed by

WC-PMKSY. They will be implemented based on new integrated micro-watershed master plans.

Sub component 3.1 to 3.4 are common to all participating States while 3.5 and 3.6 are State-

specific, depending on the situation and potential in each State. Urban watershed management

subcomponent will be executed at two sites to demonstrate a sustainable water supply option in

each of the participating States.

State Allocations

The scale of Component 3 operations in any State will depend on

the following factors:

A component allocation for the first year of the project is

made to each participating State, and for two districts in

addition, to the SLNA.

Subsequent allocations will be made based on disbursement

performance. States performing well with project

implementation and disbursements can have increased allocations over time as part of a

scaling up of activities. Similarly States having lower performance may have reduced

allocations in subsequent years. Performance evaluation criteria will be developed for the

purpose.

Activities with WC-PMKSY Funding

•Participatory Watershed Management

•Soil and Water Conservation "net" plans, additional funds through convergence

•Livelihoods through SHGs

•Monitoring and evaluation of WC-PMKSY performance

Activities with Neeranchal Funding

•incremental improvements to watershedplanning, adoption of R&D andinnovations, development of digitallibraries/databases

•institutional strengthening and capacity buildingfor convergence

•hydrological assessment

•monitoring of Neeranchal interventions

•small trials and innovations outside Neeranchalareas.



Timeline

The year-wise phasing of activities and links with WC-PMKSY are shown in the table below. Year I

is a period of intensive planning and institutional strengthening support. In years 2&3 there is an

intense focus on Research and Development pertaining to thematic areas under component 2 and

building convergence of WC-PMKSY with MGNREGS and other programmes. In years 4 and 5,

scaling up of activities to cover a larger number of watersheds is foreseen. In Year 6 the project’s

exit strategy takes concrete shape and responsibilities are handed over to the strengthened

institutions under PMKSY at all levels.

Table 5.2: Phasing of Component 3 activities

Year 1

Institutional strengthening, planning for adopting key research and

development (R&D) and other innovations, database development.

Engagement, through WC-PMKSY, with participating communities

through group formation, social mobilization and training in its Year 1.

Neeranchal project would simultaneously support activities around

sub-basin, sub-watershed, and micro-watershed planning to broaden

the focus of WC-PMKSY micro-watershed net planning processes by

strengthening GIS database input, including hydrology.

Year 2

Link with WC-PMKSY and field activities of other government

programmes through improved planning and training. Effectiveness

of WC-PMKSY would be enhanced by better integration with other

line department programmes (agriculture, horticulture, forestry,

NREGA).

Year 3

Post-harvest support, adopting R&D and innovations at field level,

follow-on capacity building in participating WC-PMKSY areas.

Project-supported initiatives would focus on incremental activities to

improve agricultural intensification across a range of products,

market development, value addition etc., drawing on R&D results

from Component 3 through strengthened extension and technology

transfer.

Year

4&

5

Scaling up of Phase I sites. A similar phasing approach would be used

with Phase II sites and new selected WC- PMKSY operations.

Year 6

Consolidation and withdrawal phase from project sites. The project

would gradually phase out activities and consolidate monitoring and

evaluation efforts



5.2 Sub-component 3.1 - Support for Improved

Programme Integration in Rainfed Areas

The purpose of this subcomponent is to improve the planning and implementation of WC-PMKSY

in participating States by bringing together and applying new scientific tools and methods for

rainfed areas, developed and validated in Components 1 and 2. This sub-component will:

Strengthen GIS capability where required, and develop and maintain databases in support of

watershed planning;

Support landscape-level catchment assessment and planning for WC-PMKSY using new DSS

approaches, and assist in implementing improved integrated micro-watershed planning,

fostering convergence with other schemes related to rainfed agriculture and livelihoods;

Support community-based monitoring of local watershed hydrology and other indicators for

farmers and other stakeholders to better contribute directly to watershed management.

The work will largely be guided by the planning tools developed under sub-component 2.3 and

the integrated rainfed agriculture and water management extension approaches developed in

sub-component 2.2. Sub-component financing would cover equipment (both hardware and

software), consultants and local institutional technical support, travel, training of personnel and

acquisition of required satellite imagery at an appropriate scale.

Strengthening GIS Capability and developing databases in support

of watershed planning

Where required, participating States will be supported to strengthen GIS capability which will be

helpful in developing databases in support of watershed planning. Availability of comprehensive

historical and current datasets as well as thematic maps can be of immense use in watershed

planning. An indicative list of the datasets that can be developed or accessed is given in Table 5.3.



Table 5.3: Data sets needed for watershed planning

Data type Description

Soil Site and soil characteristics at cadastral and higher levels

Geology and topography, hydro-geo morphology

Type of rocks, dip and strike, lineaments, faults and folds, altitude, contour lines, drainage and road networks and other permanent physical and cultural features, landforms, weathering

Landuse and landcover, agriculture and allied

Types, cropping pattern, run-off and erosion, soil properties (soil nutrients, fertility, crop suitability), land cover and land use, animal husbandry

Wasteland Type and extent at watershed/village level

Water Water bodies and drainage network, depth of water table, water quality

Forest & wildlife Forest cover, flora and fauna

Infrastructure Communication, drinking water, educational facility, electricity, financial institutions, markets,medicalfacilities&publichealth,transport,veterinaryservices,recreation&tourism.

Climate Pressure, temperature, humidity, rainfall

Demography Population, literacy & levels of education, occupation

Socioeconomic Industry, developmental activity

Administrative boundary Village, Panchayat, District layers

Thematic outputs Classification of land, land capability, land suitability, soil fertility maps.

Integrated Catchment Assessment and Planning for WC-PMKSY

using DSS approaches and assistance in implementing integrated

micro-watershed planning

Participating States will be assisted in adopting new watershed planning approaches and

processes, following emerging global best practices and using readily available data and models

for larger scale watershed assessment. The land use inventory and digital library components

would provide the base for sub watershed assessments. The landscape assessment will:

Focus on broader hydrological issues and

potential, which will yield information

n e e d e d tohelpsetprioritiesandstrategiesfor

designingmaster-plansatmicro-

watershedlevelintheWC-PMKSY.

Consider selected watersheds at landscape

scale, moving from upper reaches to lower

catchments where water can be stored in

various structures.



Catchment

Assessments

at Landscape

level

This refers to a larger scale between

10,000 ha to 50,000 ha to guide

selection of integrated watershed

investments including soil and water

conservation and storage structures and

recharge systems for groundwater.

Draws on data sets from various

sources, methodologies, guidelines,

and hydrology DSS developed under

Component 2

The landscape assessment results

will guide the lower-level micro-

watershed development.

Supports integration of various

programmes into watershed

development programmes.

Use water availability maps to highlight are as most

sensitive to waterstress, and thematic base maps at

1:12,500 scale

Review of land resources and landuse, agriculture and

climate variability and risks

Draw on available information used for regional

development and district plans

Prioritize research to be addressed by State and

National level research institutions to evolve best

package of practices, including for water management

Encourage stakeholder participation, including line

departments and others at district and sub-district

level

Use models and tools especially for hydrology

Review reports and other media products capturing

analysis and decisions in user friendly formats for

dissemination and training.

Based on feedback from the larger-scale watershed

assessments (subcomponent 3.1 – Activity 2) incremental

support to the State WC-PMKSY implementing agency will

be available to develop improved participatory micro-

watershed plans (up to 500ha in area).

This will:

Facilitate consolidation of Detailed Project Reports (DPRs)

Facilitate participatory micro-watershed planning process with new tools and scientific

knowledge base that would promote effective integration of watershed management with

other development programmes under different sectors.

Demonstrate and create awareness of the new planning tools and knowledge base.

Improve resource conservation and production practice so as to ensure equity, inclusiveness

and sustainability.



Figure 5.1: Integration of Watershed Planning with other Components and WC-PMKSY

Project-supported incremental planning activities would be integrated with the ongoing WC-

PMKSY participatory planning process as follows.

WC-PMKSY micro-watershed plans incorporate key recommendations from

the larger scale watershed assessments, especially around hydrology, through

a GIS platform. This will support better decisions with respect to surface water

usage and groundwater recharge in micro-watersheds.

WC-PMKSY draws on the emerging State-level digital data library and other

sources for thematic maps and information to help define options for

improved integration and coordination of watershed, irrigation and water

storage, agriculture, horticulture, forestry, and livestock programs, and

identifying general priorities for post-harvest, marketing, and income

generating activities within the micro-watershed plan;

WC-PMKSY uses simple tools for watershed planning, groundwater

assessment, water budgeting and educative games developed in Component 2

to bolster local understanding of watershed management and hydrology and

links with land-use decisions in micro-watershed plans. This would help

stakeholders make more informed micro-watershed planning decisions that

include hydrological objectives and outcomes;

Watershed Planning

Improved Capacities

Resource from digital data library

Tools for WS planning

Convergence with other Schemes

Technology Adoption

DSS (Comp. 2)

Livelihoods Planning(Comp.2)

Improved DPR & DIP



More effective convergence with other line department programmes, particularly with spatial

targeting of physical soil and water conservation works within a science-based micro-

watershed plan; and

Community based Monitoring

The final activity in Sub-component 3.1 is community based monitoring which would be an

important tool to facilitate the implementation of more integrated micro-watershed plans and

tracking of performance. This monitoring will be additional to normal WC-PMKSY monitoring

activities. Community level monitoring would be closely linked to the national M&E system in

DoLR under Component 1.

Community involvement in field level monitoring and documentation of programme

implementation strengthens participation and provides better evaluation outcomes. For this,

there is a need to build capacity of local implementers and community members in gathering and

sharing specific monitoring data on physical works, stream flow, groundwater levels etc. Key

stakeholders would include Gram Panchayats (GP), Watershed Committees and farmers.

Successful experiences from other Bank and non-Bank financed projects elsewhere in India would

guide this activity and the participatory monitoring initiative would also be an important point for

converging WC-PMKSY and other schemes with regards to social accountability and assessing

service delivery performance. Technical backstopping will be critical for community led

monitoring.

5.3 Sub-component3.2: Institutional

Strengthening

This sub-component is designed to build institutional capacities of SLNAs and WC-PMKSY

implementation support structures down to the WC level, including partner agencies.

The capacity building approach and institutional arrangements are described in Sub-component

1.1 (Chapter 3 of the PIP), and this section sets out further implementation steps at State, District

and field levels.

Steps for institutional strengthening

1. Carry out needs assessments at State, District, PIA and field levels as basis for formulation of

training programmes on new planning processes, applying innovative tools and new data

bases for integrated watershed management, and a wide range of other technical subjects

related to watershed management.



2. Formulate training programs for State WC-PMKSY staff on new planning processes and a

wide range of other technical subjects related to watershed management.

3. Prepare training modules

4. Train technical and management staff of SLNA and line departments in watershed planning

and management approaches.

5. Conduct training effectiveness studies to understand how it has strengthened the extension

programs in terms of improving the flow of information to people at village level and actual

quality of works undertaken.

6. Study tours for technical and management staff would be supported within India5 to share

appropriate experiences and learn from best practices in key thematic areas.

7. Link State watershed management officials to emerging communities of practice that would

be established by the project across States along thematic areas of interest.

Institutional strengthening/Capacity Building at State Level

At State level there would be a capacity building structure similar to the one at the national level,

including a CB cell/ CB specialist at the SLNA, a CB support agency and a nodal training institute

(see sub-component 1.1 in Chapter 3). Specialised agencies suited to State requirements will

perform similar functions as at the national level. The CBSA or State nodal institute may seek

support from the national nodal institute or specialised agencies. To access results for State level

innovations the CBSA would liaise with the identified coordinating agency. The SLNA with support

from the CBSA and State nodal institute would undertake Capacity building of stakeholders at

district, PIA, WDT and CBO levels. State-level project website and other project information

material will also be developed under this sub-component.

Institutional strengthening /Capacity Building at District level

In all the Neeranchal partner States, there is a dedicated

watershed implementation mechanism for WC-PMKSY at

District level, the Watershed Cell cum Data Centre (WCDC).

The latter have a Project Manager, supported by a Technical

expert and two support staff. Participating States will

undertake suitable capacity building activities for the WCDC.

5 International study tours/exposure visits would be coordinated by DoLR and financed through Component

1 of the project.



Institutional Strengthening/Capacity Building at PIA level

At the PIA level, more than 80% are Government agencies and approximately 20% are NGOs. 6

Most of the PIAs are understaffed or have high turnover and often responsible for many other

functions of the parent departments; the staff within the WDTs are relatively new and

inexperienced. Absence of proper and well defined systems and procedures is a major constraint.

Community based institutions like GPs, Watershed Committees, User Groups and SHGs depend on

the WDTs and PIAs for their functioning and where PIAs are weak these CBOs tend to suffer.

Therefore, there will be intense efforts for capacity building at this level in Neeranchal.

Field Level Institutional Capacity building

At the Community level, this activity is intended to

augment the technical and institutional training being

delivered through WC-PMKSY and focus on more intensive

training needs to execute component activities in parallel

with WC-PMKSY operations.The target group includes

communities, farmer groups, village level extension agents,

Gram Panchayat members, CBO members and individual

farmers.

Steps:

1 Carry out training needs assessment, development of training programs, modules and

materials

2 Exposure visits by community members to other villages across project areas and to other

sites in the State and in other States.

3 Procure required equipment, technical services, and travel

4 Undertake capacity building

Key topics to be covered at the field level will include the following:

integrated participatory planning and DPR preparation,

basic hydrology, benefits of program integration and convergence,

integrated land planning and management to improve crop planning,

Water budgeting and management, farming intensity and yields, environmental

management, Soil and soil moisture management, etc.

6In Orissa and Gujarat, Government PIAs predominate with the exception of 3 NGO PIAs.



Water distribution frameworks, irrigation innovations

Formation and functioning of CBOs, credit linkages, value addition, backward and forward

linkages

Awareness campaigns: Mass awareness about the project purpose and lessons to ensure

that stakeholders engage in the continuous improvement of the project. This would include

delivering specific information events and workshops, but largely build on the project’s M&E

and learning system and products, as well as a wide range of knowledge products arising

from the research and development component.

5.4 Sub-component 3.3: Adoption of R&D and

Technology Transfer

The objective is to facilitate implementation of appropriate new knowledge,

tools and expertise to improve environmentally resilient economic and social

outcomes from watershed management. The sub-component activities aim to

ensure that the national R&D innovations developed in Component 2 are

introduced to farmers for adoption at scale.

These innovations cut across the central themes of Improving Agriculture

Performance; Decision-Support Systems for Hydrology and Watershed Management; Climate

Change and Risk Reduction; and Support for Value Addition and Forward Linkages. The activities

are supported by major national and international partners.

Mode of delivery

Technology and knowledge transfer would be facilitated through a range of

CBOs and supported by resource organizations:

Farmer contact centres,

Farmer Field Schools/field days of technology demonstrations through

ATMA/agricultural competitiveness projects,

Farmer common service centres / producers’ associations/ farmer companies (promoted

under agricultural competitiveness projects, SFAC etc.,

SHG Federations (especially of women)/ village forest committees.

A summary of the kinds of interventions that might be included are shown in the table 5.4



Table 5.4: Details of Interventions related to Sub-component 3.3

Intervention Examples/explanation

1 Introducing simple and low cost planning and training tools at micro-watershed levels

Land and water suitability maps for farmers for evaluating technically feasible and profitable options for specific crops and farming systems

2 Soil health cards Prepared through soil testing and mapping

3 Providing information Improved seed and planting stock varieties to better suit local site conditions and markets.

On best practices in livestock management

4 Simple field management tools for IWMP personnel

Decision tools for site selection and prioritization (taking into account biophysical, hydrological, socio-economic, and environmental criteria).

5 Simple tools for field staff and communities

For better decisions regarding water use, especially ground water;

6 Agro-climatic advisory risk tools and systems for farmers

Weather Forecasts, Agriculture Drought Reference Index, Pesticide Application Advisory, Crop Planting Advisory, and Pest and Diseases Information;

7 Improved market information to farmers (In Maharashtra and Rajasthan, farmers may be helped to benefit from two bank supported market improvement interventions)

market demand, supply, and price data bases and dissemination systems to support farmers and women led SHGs with decisions related to crop planning, post-harvest improvements, value-addition, marketing, and managing food supply and food price volatility

8 Participatory web-based information system for use by farmers and extension agents

Farmers will be trained to design and maintain the system

9 On-farm field trials and demonstrations of technologies such as conservation farming, post-harvest improvements etc.

This will help farmers adopt new knowledge and innovations for integrated land use management in rain fed areas (Convergence: ATMA; agricultural competitiveness project)

5.5 Sub-component 3.4: State-level Management

and Coordination

The purpose of this sub-component is to provide incremental

support to State to implement Component 3 activities

effectively and efficiently.

Specialised staff

SLNAs will be supported to put in place appropriate incremental human resources, deliver

necessary management and coordination activities, including financial management and

procurement, and to support project-specific M&E to ensure effective implementation of

activities, and achievement of expected outputs and outcomes from the project.



The SLNAs may mobilize incremental specialist staff, taking into account already available through

WC-PMKSY funding and the need for supporting various Neeranchal specific activities related to

technology adoption and other areas. The indicative list of thematic areas in which incremental

specialized technical staff can be mobilized is given below:

1. Agriculture,

2. Hydrology/Water Resources/Irrigation

3. GIS/MIS,

4. Monitoring and Evaluation

5. Environment and social safeguards,

6. Capacity Building Training,

7. Documentation,

8. Procurement

9. Financial management,

10. Legal services, etc.

11. Livelihoods/forward linkages

Animal Husbandry

12. Other need based competencies

Operating costs

The following cost items may be supported by the Neeranchal Project:

Incremental operating costs including field travel, communications and equipment such as

rental cars, computers, office furniture, etc. which are necessary for overall project

implementation.

Financial management: Costs of external audits, financial management software, and other

relevant financial management activities and costs for staff training in Bank procurement and

financial management.

M&E Strengthening through M&E/MIS systems development for WC-PMKSY, training,

procurement of needed equipment etc. under the technical guidance of PIU. This work would

complement State-level third party and community-based M&E activities under WC-PMKSY.



5.6 Subcomponent 3.5: State specific

innovations and pilots

This sub-component is intended to finance State and location specific

innovations and pilots that may not be possible under regular WC-PMKSY

allocation or guidelines. The State will send specific proposals on a limited set

of major innovations to the PIU in DoLR, which will be vetted by it and

sanctioned.

The innovations and pilots may operate largely outside selected project areas

and core activities already covered under sub-components 1.1 to 1.4. The innovations should be

specific to unique biophysical or socio-economic characteristics/ issues tied to sustainable land

management. Some examples of such innovations are:

Watershed management pilots in wetlands, deserts, mining, and wasteland and difficult areas

Focused pilots for improved water storage, energy efficient pumping sets, water distribution,

and monitoring

Testing new technology in balancing groundwater and surface water use

Innovation in livestock production and reducing grazing pressure in watersheds

Testing new service delivery systems in agriculture extension and agribusiness

Reviving traditional water supply systems

Carbon financing in watersheds

5.7 Sub-component 3.6: Urban Watershed

Management

Urban water supply may depend on the upper catchments

which largely lie in rural areas. Deforestation and other land

degradation processes affect the water sources in these

upper catchments and adversely affect the availability and

storages that are in semi-urban or urban areas. The water

demand for urban areas is increasing due to growth of

population and development of industrial and

infrastructural hubs.



There is limited experience to draw on in India with urban watershed management. If the upper

catchments are treated through appropriate soil and water conservation measures, many of the

urban water requirements can be addressed locally, minimizing the need for transmission over

long distances or over extraction of ground water. It is within this context that this sub-

component has been designed.

In this sub-component, upper catchments supplying water to a downstream urban / peri-urban

areas are treated and some in situ conservation measures within the urban area are taken up. The

initiative could also cover issues of waste water and pollution that further degrade rural

watersheds that receive these waters. Small, stand-alone demonstrations of urban watershed

management in up to two sites per participating State can be taken up under this activity. The

selected catchments would be those supplying the majority of water downstream to a small

urban area.

The following items will be financed under this sub component:

Technical support from consultants, State institutions and other agencies for large scale

participatory catchment assessment and planning processes,

Landscape scale mapping and application of cutting edge models, other tools and processes.

Technical support for developing and implementing field level plans with stakeholders in

upper catchments and urban area.

Planned soil and water conservation works, equipment, etc.


Chapter 6 – Component 4 project management & coordination

Chapter 6 – Component 4

Project Management and

Coordination

(INR 70Crores/US$ 11.8 million)

Neeranchal PIU establishment and operationalization

Project Specific Management Information System (MIS)

Component 3

Implementation And piloting in

9 States.


Component 1 CapacityBuilding&Inst. support


WC-PMKSYP Programme

Neeranchal Project

Integrated Watershed Management Program




The objective of this component is to ensure effective, efficient and responsive project

management for successful implementation, including development and operationalization of

Management Information systems and Project Management Consultancy. The component is

largely internal to the Neeranchal management structure and mainly involves funding of staff, the

procurement of office facilities and equipment, and support for Neeranchal operational costs.

(a) Neeranchal PIU Operations

This sub-component finances space and facilities for staff and for activities related to coordination

and project management, as also the cost of the Project Management Consultancy.

The details of institutional set up and staffing for Central PIU are provided in Chapter 2. This

would include incremental, specialized staff costs in the national Project Implementation Unit

(PIU) in DoLR. Staffing provides for experts, indicative list of which include Procurement Specialist,

M&E Specialist, MIS specialist Capacity Building Specialist, Hydrologist, GIS Specialist, MIS

specialist, Social Scientist, Economist, Finance Expert, Agriculture innovations/Conservation

Agriculture Specialist, Knowledge Management etc. They will be supported by required number

of support staff. The personnel will continue to function as per the project requirement.

Support for operating costs required for Neeranchal operations will include:

Incremental administration costs for travel, meetings,

Creating and managing an integrated project website;

Financial management and internal/external audit, and procurement;

Equipment to support overall project implementation;

Procurement management and HR management services.

(b) Project Specific Management Information System (MIS)

There is a provision to finance the establishment of a comprehensive MIS for the project. A

competent agency will be hired through competitive bidding to develop and operationalize the

MIS. The contract will have a specific clause mandating the developer for the post installation

maintenance of the system for correction of bugs that may develop during operationalization and

periodic upgrading to meet developing requirements. The MIS will closely follow and provide for

the information and reporting requirements identified by the M&E consultancy. It will have

modules for:



a) desk monitoring of physical and financial progress at monthly, quarterly, half yearly and

annual intervals

b) modules for tracking of financial management, procurement, environmental and social

safeguards etc.

c) M&E module

d) Human resource management module

e) Grievance redress module.

The MIS will have inbuilt facility for web-based data entry and validation at local, State and

national levels as well as generation of level specific reports. The MIS module will feed into the

web portal of Neeranchal.

6.2 Financing Plan for Different Components and

Sub-components

The component-wise financing of the components and subcomponents in given in Table 6.1

Table 6.1: Component-wise financing of the Neeranchal National Watershed Project

Component/Sub component (INR

Crore) (US$

Million)

Govt Bank Total Govt Bank Total

A. Central Institution and Capacity Building

A.1 Capacity Building at National Level (DOLR) 14.5 14.5 29.0 2.4 2.4 4.8

A.2 Neeranchal Data and Knowledge Centre 8.1 8.1 16.2 1.4 1.4 2.8

A.3 Communications 3.1 3.1 6.2 0.5 0.5 1.0

A.4 Monitoring and Evaluation 8.3 8.3 16.6 1.4 1.4 2.8

Subtotal 34.0 34.0 68.0 5.7 5.7 11.4

B. National Innovation Support B.1 Institutional Applied R&D 58.6 58.6 117.2 9.8 9.8 19.6

B.2 DSS and databases 32.0 32.0 64.0 5.3 5.3 10.6

Subtotal 90.6 90.6 181.2 15.1 15.1 30.2

C. Support to WC-PMKSY in 9 Participating States 1. C.1 Improved Program Integration in Rainfed areas 204.2 204.2 408.4 34.0 34.0 68.0

2. C.2 Institutional Strengthening 132.5 132.5 265.0 22.1 22.1 44.2

3. C.3 Adoption of R&D and Technology Transfer 169.3 169.3 338.6 28.2 28.2 56.4

4. C.4 Project Coordination and Management (States) 100.0 100.0 200.0 16.7 16.7 33.4

5. C.5 State Specific Innovations and Pilots 85.3 85.3 170.6 14.2 14.2 28.4

6. C.6 Urban Watersheds 219.6 219.6 439.2 36.6 36.6 73.2

Subtotal 910.9 910.9 1,821.8 151.8 151.8 303.6

D. Project Management and Coordination 35.6 35.6 71.2 5.9 5.9 11.8

TOTAL 1,071.1 1,071.1 2,142.2 178.5 178.5 357.0



6.3 Year wise financing plan

The allocation of funds for the different project years is shown in table 6.2 over the page and

graphically in the charts below.

2016 2017 2018 2019 2020 2021 2016 2017 2018 2019 2020 2021

131.9

434.0510.2

468.6 432.9

164.6

-

100.0

200.0

300.0

400.0

500.0

600.0

TOTAL Annual Project Costs (INR equivalent)

Total (6yrs) = INR 2142.3 Crore

22.0

72.3

85.078.1

72.2

27.4

-

20.0

40.0

60.0

80.0

100.0

TOTAL Annual Project Costs (USD equivalent)

Total (6yrs) = USD 357 million



Table 6.2: Annual allocation of funds over project timeline

Project Components Totals Including Contingencies (INR Crore)

Totals Including Contingencies (US$ Million)

2016 2017 2018 2019 2020 2021 Total 2016 2017 2018 2019 2020 2021 Total

A. Central Institution and Capacity Building

A.1 Capacity Building at National Level (DOLR) 3.3 6.7 6.6 5.6 5.6 1.2 29.0 0.6 1.1 1.1 0.9 0.9 0.2 4.8

A.2 Neeranchal Data and Knowledge Centre 1.9 2.9 4.5 2.8 2.1 2.1 16.3 0.3 0.5 0.8 0.5 0.3 0.3 2.7

A.3 Communications 1.5 2.6 1.1 1.1 - - 6.2 0.3 0.4 0.2 0.2 - - 1.0

A.4 Monitoring and Evaluation 0.6 2.7 2.8 3.1 3.5 3.9 16.6 0.1 0.5 0.5 0.5 0.6 0.7 2.8

Subtotal 7.3 14.9 15.0 12.6 11.1 7.2 68.1 1.2 2.5 2.5 2.1 1.9 1.2 11.3

B. National Innovation Support

B.1 Institutional Applied R&D 11.4 19.1 31.5 31.1 15.3 8.8 117.2 1.9 3.2 5.3 5.2 2.6 1.5 19.5

B.2 DSS and databases 2.5 17.5 16.3 12.9 11.5 3.3 64.0 0.4 2.9 2.7 2.1 1.9 0.6 10.7

Subtotal 13.9 36.6 47.8 43.9 26.8 12.2 181.2 2.3 6.1 8.0 7.3 4.5 2.0 30.2

C. Support to WC-PMKSY in 9 Participating States

1. C.1 Improved Program Integration in Rainfed areas 44.8 129.7 111.8 53.6 55.1 13.4 408.4 7.5 21.6 18.6 8.9 9.2 2.2 68.1

2. C.2 Institutional Strengthening 19.0 68.4 58.8 51.4 50.7 16.5 264.9 3.2 11.4 9.8 8.6 8.5 2.8 44.2

3. C.3 Adoption of R&D and Technology Transfer - 62.2 86.2 90.0 76.1 24.1 338.6 - 10.4 14.4 15.0 12.7 4.0 56.4

4. C.4 Project Coordination and Management (States) 35.1 32.1 32.5 31.0 34.3 35.0 200.0 5.8 5.3 5.4 5.2 5.7 5.8 33.3

5. C.5 State Specific Innovations and Pilots - 33.0 42.0 42.9 35.0 17.8 170.7 - 5.5 7.0 7.1 5.8 3.0 28.4

6. C.6 Urban Watersheds - 44.3 104.0 131.8 132.3 26.8 439.2 - 7.4 17.3 22.0 22.0 4.5 73.2

Subtotal 98.9 369.6 435.4 400.8 383.5 133.5 1,821.8 16.5 61.6 72.6 66.8 63.9 22.3 303.6

D. Project Management and Coordination 11.8 12.9 12.1 11.3 11.5 11.7 71.2 2.0 2.1 2.0 1.9 1.9 1.9 11.9

Subtotal 11.8 12.9 12.1 11.3 11.5 11.7 71.2 2.0 2.1 2.0 1.9 1.9 1.9 11.9

TOTAL PROJECT COSTS 131.9 434.0 510.2 468.6 432.9 164.6 2,142.3 22.0 72.3 85.0 78.1 72.2 27.4 357.0


Chapter 7 – Compliance Procedures

6.4 State-wise allocation for each year

The budget breakdown across the sub-components within Component 3, primarily state-level

activities are shown in INR (Crore) and USD equivalent (i.e.total project costs).

Table 6.3: Annual Funds allocation for Component 3

Component 3 Project budget (total equivalent) 2016 2017 2018 2019 2020 2021

Annual totals (INR Crore)

3.1 Improved Program Integration in Rainfed areas 44.84 129.68 111.81 53.59 55.10 13.38

3.2 Institutional Strengthening 18.99 68.41 58.85 51.45 50.73 16.50

3.3 Adoption of R&D and Technology Transfer 0.00 62.22 86.17 90.03 76.09 24.09

3.4 Project Coordination and Management (States) 35.07 32.06 32.53 31.04 34.28 34.97

3.5 State Specific Innovations and Pilots 0.00 32.97 42.03 42.87 34.98 17.84

3.6 Urban Watersheds 0.00 41.21 100.88 128.62 131.19 26.76

Component 3 - Total Project allocation (INR equiv) 131.9 434.0 510.2 468.6 432.9 164.6

Annual totals (USD millions) 2016 2017 2018 2019 2020 2021

3.1 Improved Program Integration in Rainfed areas 44.84 129.68 111.81 53.59 55.10 13.38

3.2 Institutional Strengthening 18.99 68.41 58.85 51.45 50.73 16.50

3.3 Adoption of R&D and Technology Transfer 0.00 62.22 86.17 90.03 76.09 24.09

3.4 Project Coordination and Management (States) 35.07 32.06 32.53 31.04 34.28 34.97

3.5 State Specific Innovations and Pilots 0.00 32.97 42.03 42.87 34.98 17.84

3.6 Urban Watersheds 0.00 41.21 100.88 128.62 131.19 26.76

Component 3 - Total Project allocation (USD equiv) 22.0 72.3 85.0 78.1 72.2 27.4

0.00

20.00

40.00

60.00

80.00

100.00

120.00

140.00

2016 2017 2018 2019

Component 3: Support to WC-PMKSY in 9 Participating StatesAnnual costs per sub-component (INR Crore) 3.1 Improved Program

Integration in Rainfed areas

3.2 Institutional Strengthening

3.3 Adoption of R&D and Technology Transfer

3.4 Project Coordination and Management (States)




Financial Management

Procurement Procedures

Strategic Social and Environmental Framework and Assessment

Governance, Accountability and Grievance Redress Mechanism

Human Resource Management

Sustainability



7.1 Financial Management

The objective of the financial management system of Neeranchal is designed to ensure effective

management and utilisation of programme resources for achieving the programme objective. The

financial management framework provides simple arrangements to ensure transparency and

accountability at all levels of implementation. The financial management arrangements for the

project are embedded within WC-PMKSY and build upon the strengths of the existing

arrangements.The key financial arrangements at different levels will be:

Approve the Annual budget, Annual Action Plan, Annual Report &Annual Financial

Statements of Neeranchal

Approve the appointment of Auditors

Develop, review and revise financial rules and regulations

Develop, review and amend financial management guidelines

Prepare, review and monitor the financial progress report

Review and follow-up on external and internal audit reports

Overall analysis of financial management function

Release of funds

Prepare and maintain day to day books of accounts at different levels

Booking of transactions through CPSMS.

Funds Flow

The funds for project implementation will be channelled to the project implementation agencies as per the flow envisaged inFigure7.1. The project’s financial management system will remain within the existing financial management

systems of DoLR which operates through the Centralized Pay and Accounts Office (PAO). The

authorization to honor all project related payments will be derived from the appropriate budget.

Each SLNA will open a separate bank account specifically for project funds. Once the annual work

plan (AWP) of each State is finalized and approved, DoLR will transfer GoI’s contribution of the

project funds to the SLNA’s bank accounts. Similarly counterpart State contribution will be



transferred to the same bank account. In a financial year, funds will be released in two installments

as per WC-PMKSY norms.

Reimburse50% Submits IUFR through CAA&A for 100% Expenditure If required Figure 7.1 Neeranchal Financial Management and Reporting system

Staffing & Capacity Building for Financial Management

At PIU, a dedicated financial management team headed by Financial Management Expert, suitably

qualified and with relevant experience will be responsible for the finance function. This team will

work along with the IFD, DoLR, to ensure timely processing of files and payments at DoLR level.

They are also to ensure timely submission of Interim Unaudited Financial Report (IUFR) and audit

reports to World Bank, Government of India and other stakeholders. At State level also, a

dedicated financial management team will be in place.

World Bank

Neeranchal 90%

butinsuffici

ently

disseminate

d

Various line

departments

and externally

funded

projects have a

variety of

resource

materials.

These should

be accessed

and may be

made available

to

communities

through

institutionalize

d village

information

systems.

SLNA

GoI, DoLR Budget

State Budget

10%

WCDC

PIA/WC



Basis of Release of Funds

The basis for release of funds to the different levels of the project and the nature of accounts at

these levels of the project are described in Table 7.1.

Table 7.1: Basis for Release of Funds from Different Funding Sources

Fund flow level Basis of release Nature & operation of accounts

World Bank to GoI

WB credit will be disbursed on the basis of Interim Unaudited Financial Reports (IUFRs) submitted on a quarterly basis. Quantum of funds to be transferred into designated account is determined on the basis of forecast of expenditures for next two quarters, adjusted for unspent balances in Designated Account.

Designated account in US$ maintained and operated by CAA&A.

GoI to DoLR (PIU) Funds are to be released out of the DoLR budget after approval from Integrated Finance Division (IFD).

Through pay and accounts division

DoLR to SLNA SLNA prepares annual budgets for Neeranchal and submits it

to DoLR for approval; NPIU transfers funds to SLNAs on the

basis of Action Plan;

The SLNA budget estimates included in the State

government budget line;

SLNA will submit quarterly IUFRs in agreed format to NPIU

within 30 days of the close of each quarter.

SLNA will maintain detailed books of accounts and follow a

simple and accurate accounting system.

Project specific Bank Account of the SLNA for Neeranchal.

SLNA to WCDC SLNA will release the funds to WCDC based on the Action Plan or DPR submitted by the WCDC. Each WCDC will have a project specific bank account at the same bank as SLNA.

Project specific Bank Account of the WCDC

WCDC to PIA WCDC will release the funds to different PIA based on the DPR submitted and approved by SLNA), if required.

Bank Account of the PIA

Note: 1) All fund transfers will be through RTGS system. 2) Options to maintain single bank account at State level with at par cheque withdrawal facilities at district level against pre-determined limits will be explored during project implementation. This will help avoid the unnecessary parking of funds at district level and allow efficient cash management.

Planning & Budgeting

DoLR contribution will be budgeted in its demand for grants, as a separate budget line for

Neeranchal. The contribution of DoLR will be 90% and State contribution shall be 10% as WC-

PMKSY.



Accounting Policies and Procedures

Complete accounts in respect of the monetary transactions of the SLNA shall be maintained on cash

basis following double entry book keeping principle. All release of funds from Neeranchal PIU to

SLNA against approved annual Work Plan and budget will be treated as grant. Further, during the

initial period of the project the funds from SLNA to WCDC will be released as “Advance to WCDC”.

The consolidation of project financial Statements will be done at SLNA on monthly basis and

submitted to DoLR on a quarterly basis. A consolidated statement will be submitted by DoLR to the

WB subsequently for claiming reimbursement.

Financial guidelines have been prepared detailing the accounting and financial reporting

requirements (including the form and contents of the FMRs) for the PIU,SLNA and subordinate

offices. The guidelines elaborate the accounting and financial management processes such as funds

flow, budgeting and audit arrangements. The financial and accounting policies contained in these

guidelines shall supplement the State level systems. Financial guidelines of Neeranchal will contain

the delegation of financial powers, authorities and payment responsibilities.

Project expenditure at national level will be as per standard government systems of Pay and

Accounts Office and as per general financial rules of GoI. However, one Expenditure Control

Register (ECR) will be maintained at PIU to keep track of expenditure and reconcile with the

transactions recorded in the monthly Statement of PAO.

Internal Control

The Project Director and other designated officials at different levels will issue office orders and

guidelines from time to time. These guidelines will elaborate the approval processes for specific

project activities. The project will review these arrangements periodically and make suitable

amendments as needed for smooth project implementation.

Statutory Audit Arrangements

The SLNA will appoint an independent firm of chartered accountants empanelled by C&AG as per

agreed selection criteria and acceptable to the World Bank to conduct statutory annual audit of the

project. The audit would cover all project operations. The ToR for the auditors, as agreed with the

World Bank will be annexed with the financial management guidelines of the Project.

The audit report will consist of financial Statements and audit opinion confirming whether the

project financial Statements have been prepared in accordance with consistently applied

Accounting Standards. These will give a true and fair view of the operations of the project during

the year and that the withdrawals from the World Bank Grant made on the basis of IUFRs together



with the FMR procedures, and internal controls involved in their preparation, can be relied on to

support the related withdrawals.

Additionally, the auditor will be required to provide a management letter to project management-

highlighting findings during the audit. The audit will be conducted as per national accounting

standards. The audit report with the management letter will be submitted to World Bank within six

months of the close of each financial year. ToR for the audit will be prepared in agreement with

World Bank and will be agreed upon with the audit firm/s. The form of annual financial Statements

to be certified will also be covered in the ToR.

The coverage of the audit is all accounting centres of the State SLNA. Apart from the above, the

auditors appointed by the SLNA may take up 10% sample audit of the PIAs engaged by SLNAs and

village level transactions and give an opinion on Project Financial management protocol

compliance. The project institutions are also open for Audit of C&AG. The participating states and

other partner agencies will have their financial statements audited as per the provisions [sec 409 B]

of general conditions.

Internal Audit

The project accounts will also be subjected to half-yearly internal audit. A firm of chartered

accountants will be engaged by the SLNA to conduct a half yearly audit of the State, District and

PIAs and submit letters to the Management. The ToR of the internal audit consultancy will be

drafted and included in the Financial Management guidelines. The key functions of internal audit

are:

Ascertain whether the systems of internal checks and controls operating are effective

Ascertain reliability of accounting financial reports

Ascertain the extent to which the systems in place prevent misuse of project assets

Ascertain whether the financial rules and procedures in the guidelines are followed.

Reporting and Monitoring

Each SLNA will submit consolidated quarterly IUFRs, comprising financial reports of all WCDCs,

Watershed Development Team (WDT)/PIA, and Watershed Committees (where applicable) to the

National PIU. The National PIU will consolidate the IUFRs received from the participating States and

NIH along with DoLR expenditures (as reconciled with PAO records) and submit a quarterly

consolidated IUFR to the World Bank within 45 days from the end of each quarter. The form and

content of the IUFRs (both for national and State levels) have been designed. NIH will submit a

separate IUFR.



Table 7.2Project Financial Reporting system

Accounting Centre Level Nos. Consolidation Units Submission Frequency

PIU National 1 Yes 9SLNA World Bank Quarterly

NIH National 1 No NA PIU Quarterly

SLNA State 9 Yes 2 WCDC each PIU Quarterly

WCDC District 18 Yes PIA SLNA Monthly

PIA Project Yes WC WCDC Monthly

Watershed Committees GP No NA WCDC Monthly

The monthly reporting formats from each of the accounting centres will provide summarized

monthly financial information on fund flows, balances in cash/bank, status of advances and

expenditures classified by project components/activities, procurement methods etc. These reports

will be compiled by the SLNA on the monthly basis to provide meaningful FMRs. The detailed

formats for the reports at all levels will be provided in the Financial Management guidelines. The

summary details of various reports to be generated at the different levels are given below.

Table 7.3: Financial Management Reporting Frequency

No Name of Statement Originating From

Submitted to Frequency

1 Interim unaudited Financial Report SLNA World Bank Quarterly

2 Annual Audited Financial Statements SLNA World Bank Annual

3 Statements of Expenditures with Bank Reconciliation Statements

WCDC SLNA Monthly

4 Statements of Expenditures PIA WCDC Monthly

6 Monthly Financial Report Village Level WCDC through PIA Monthly

Computerized Accounting System

The account at SLNA and WCDC level will be maintained in the up to date accounting software may

be in Tally at State and District levels.

Central Plan Scheme Monitoring System (CPSMS): The scheme is being implemented through a

web based application developed and deployed by the O/o Controller General of Accounts which

leverages its well established accounting and financial reporting application and the interfaces

developed with the banking system. All Ministries/Departments are required to register the details

of agencies/individual beneficiaries receiving grants from Government of India on the CPSMS

application along with their bank account details. Hence CPSMS will be rolled out in the

participating States during the project implementation period.



7.2 Procurement Procedures

The project design provides the basis for assessment of the adequacy of procurement. The

project’s procurement manual provides detailed guidelines on transparent procurement

procedures, methods, reporting requirements and guidelines. Procurement under the project will

be carried out in accordance with World Bank's "Guidelines: Procurement of Goods, Works and

Non-Consulting Services under IBRD Loans and IDA Credits &Grants by World Bank Borrowers"

dated January 2011 (Procurement Guidelines); and "Guidelines: Selection and Employment of

Consultants under IBRD Loans and IDA Credits &Grants by World Bank Borrowers" dated January

2011 (Consultant Guidelines) and the provisions stipulated in the Financing Agreement.

DoLR will be nodal agency and handle procurement under all components except Component 3.

Procurement under Component 3 will be done by the eight project States. NIH, as an implementing

partner, will undertake procurement related to Component 2.

Procurement of Goods

As a technical assistance project, procurement of sophisticated R&D equipment and proprietary

software is envisioned. In addition, some IT equipment (computers, printers, network

infrastructure, and servers), office equipment and furniture, may be procured.

Procurement of Works

No major operational works are envisaged under this project. However, some small soil and water

conservation works linked to demonstrations and pilots, not exceeding NCB threshold, may be

procured. No International Competitive Bidding (ICB) works are envisaged under the project. The

National Competitive Bidding (NCB) Standard Bidding documents of the Bank as agreed with GoI

task force (and as amended from time to time) would be used for procurement of all NCB civil

works.

Selection of Consultants: Some major consultancies are likely to be procured by DoLR at the central

level and by some of the States at SLNA level.

Procurement Cell in DoLR: DoLR will be the nodal agency. Participating SLNA will be implementing

Component 3 of the project. A procurement cell is proposed to be created at DoLR supported by a

qualified and competent procurement consulting firm and in-house procurement officials. This will

be done within the first 6 months of effectiveness. For procurement to be undertaken by other

agencies, DoLR will provide the necessary guidance, support and oversight.



DoLR has appointed a procurement consultant who is presently handling procurement for

Neeranchal. Similarly, the participating SLNAs already have selected, or are in the process of

selecting procurement officials who would be conversant with procedures in Bank funded projects

or will be trained to make him/her conversant with Bank procedures. The pre-requisite for staff to

handle project procurement would be in place by March 31, 2016.

Procurement Staff and training: The procurement officials shall attend procurement training,

following Bank Procurement Guidelines. Regular hand-holding and training of concerned staff will

be in place.

Procurement of staff in SLNAs: SLNAs may either recruit suitable procurement staff or nominate

and train one of their existing officers as procurement specialist for handling procurement as per

Bank procedures.

Procurement Manual: The Project’s Procurement Manual covers all procurement aspects. The

manual contains the responsibility matrix. This will ensure that action is taken and completed in a

timely manner. All procurement for goods, works and consultancy services shall be carried in

accordance with procurement manual.

Procurement Plan: Based on the agreed cost tables, a draft procurement plan has been prepared

for project implementation for the first 18 months of the project, which enlists all procurement

activities of Neeranchal. Procurement Plans will be entered in Bank’s Procurement Plan online

website (SEPA) by Neeranchal PIU and SLNAs. The initial 18 months procurement plan shall be

published and updated on the DoLR website and on the Bank's external website.

E-procurement: The project will consider using the e-procurement system, subject to the Bank’s

review and recommendations. The system shall be assessed by the Bank and DoLR will implement

the recommended and actions and use e-procurements for all contracts financed by the project.

Monitoring and supervision of Procurement: DoLR will act as the nodal agency and as a single

point of contact for the Bank for the purpose of appropriately /monitoring the agreed procurement

arrangements under the project (including procurement handling by other implementing agencies).

DoLR will be coordinating with all participating States for preparing consolidated summary report

containing important information on the progress of procurement. Remedial action will be

recommended as necessary.

Procurement Risk Assessment (as per PAD ): As per the procurement assessment carried out by

World Bank Team, the overall procurement risk is assessed as high and a few mitigation measures

have been suggested by the Bank (Table7.4).



Table 7.4.Procurement Risks as suggested by WB and suggested Mitigation Measures

Risk Factor Initial

Risk

Mitigation Measure Completion

Date

Residual

Risk

Procurement capacity High Appointing procurement consultant at DoLR and skilled procurement staff at SLNA/other implementing agencies for handling procurement of services

Monitoring thru Procurement plan and quarterly report

Training of staff

Continuous Substantial

Compliance with agreed procurement arrangements

High Use of Procurement manual and agreed Bidding documents

Monitoring by DoLR for the procurement handled by all implementing agencies

Prior and post reviews by the Bank

Continuous High

Inefficiencies and delays in Procurement

High Proactive engagement and Monitoring by DoLR for the procurement handled by all implementing agencies

Monitoring through procurement plan and quarterly reports

Disclosure of procurement related information

Appropriate handling of complaints

Continuous Substantial

Overall Risk High Substantial

Mitigations Measures

i) Single Source Selection: For certain specialized assignments, DoLR has envisaged hiring

certain agencies on single source selection basis. The sole source justification sent by DoLR

shall be reviewed by the Bank on case to case basis. These shall be included upon Bank

clearance;

ii) Bidding Document: On the basis of the Model Bidding Documents agreed between the GoI

and the Bank and updated from time to time, a Bidding Document will be prepared by DoLR

and submitted for review by Bank for use in all procurement under Neeranchal. The major

and most critical documents (RFP/NCB) shall be prepared by DoLR and reviewed and agreed

with Bank before negotiations;

iii) Disclosure: The following documents shall be disclosed on the DoLR website: procurement

plan and updates; procurement manual; invitation for bids for goods and works for all ICB

and NCB contracts; request for expression of interest for selection/hiring of consulting

services; contract awards of goods, works and all consultancy services; list of contracts

following Direct Contracting (DC) or Single Source Selection (SSS) and; action taken report on

the complaints received on a quarterly basis;



iv) Complaint Handling Mechanism: To deal with any procurement complaints that may be

received by DoLR, a complaint handling mechanism for the project shall be developed to the

satisfaction of the Bank, drawing on a study completed during preparation assessing current

systems in the department for WC-PMKSY and recommending revisions;

v) Procurement MIS: Developing an online procurement information system which will track

and provide required information in regard to all procurement activities and contracts shall

be done within the first year of the project;

vi) Procurement post review: Contracts not prior reviewed may be post reviewed. In addition

internal audit shall include procurement review to ensure that systemic issues, if any are

quickly addressed.

Methods of Procurement

Table 7-5 highlights the various procurement methods to be used for this project. These, along with

agreed thresholds are reproduced in the procurement plan. The thresholds indicated in the

following table are for the initial 18 months period and are based on the procurement performance

of the project. These thresholds shall remain unchanged unless modified and agreed with the

Borrower based on the project performance as and when required.

The following provisions will be applicable:

Any discount received from the bidders after bid submission deadline will not be

considered either during the bid evaluation or the contract award; and

Bids received from foreign bidders will not be rejected under NCB.



Table 7.5: Procurement methods

Category Method of Procurement Threshold (USD Equivalent)

Goods and

Non-

consultant

services

International Competitive Bidding (ICB) >3,000,000

Limited International Bidding (LIB) Wherever agreed by Bank as per para 3.2 of

guideline

National Competitive Bidding (NCB) Up to 3,000,000 (subject to additional

provisions agreed upon from time to time

between the Recipient and the Association

and referred to in the Procurement Plan)

Shopping Up to 100,000 as per para 3.5 of Guideline

Direct Contracting (DC) As per para 3.7 of Guideline

Framework Agreement As per para 3.6 of Guideline and procedures

acceptable to Association

Works

ICB >40,000,000

National Competitive Bidding (NCB) Up to 40,000,000 (with NCB conditions)

Shopping Up to 100,000

Direct Contracting (DC) As per para 3.7 of Guidelines

Community Participation in Procurement As per para 3.19 of Procurement Guideline

Force Account As per para 3.9 of Guidelines

Consultants’

Services

Consultant Qualification Selection (CQS)/

Least Cost Selection (LCS)

Up to 300,000

Individuals As per Section V of Guidelines

Quality and Cost Based Selection

(QCBS)/Quality Based Selection (QBS)/

Fixed Budget Selection (FBS)

for all other cases

Shortlist of national consultants only Up to 800,000

Review by the Bank The Bank will undertake prior review following contracts (Table 7.6).

Table 7.6: Bank Procurement Review Thresholds

Procurement Prior review Threshold Post review threshold

Works All contracts more than USD5 million equivalent All contracts below USD5 million

Goods All contracts above USD0.5 million equivalent All contracts less than USD0.5 million equivalent

Services (Other than consultancy

All contracts more than USD0.5 million equivalent All contracts less than USD0.5 million equivalent

Consultancy Services

> USD200,000 equivalent for firms; and > USD100,000 equivalent for individuals

< USD200,000 equivalent for firms; and < USD100,000 equivalent for individuals



In addition, the justifications for all contracts to be issued on Limited International Bidding (LIB),

single-source or direct contracting basis will be subject to prior review. Above thresholds are for the

initial 18 months period and are based on the procurement performance of the project, these

thresholds will be modified. The prior review thresholds will also be indicated in the procurement

plan. The procurement plan will be subsequently updated annually (or earlier/later, if required) and

will reflect the change in prior review thresholds, if any.

7.3 Strategic Environmental and Social

Assessment and Framework

A Strategic Environmental and Social Assessment (SESA) was undertaken by DoLR to identify any

potential adverse impacts and suggest possible mitigation measures to reverse or contain them.

The first phase of the SESA identified potential adverse impacts and appropriate mitigation

measures based on IWMP implementation experience in sample watershed in four districts spread

across four sample States7.

The project is primarily providing technical assistance for institutional development, generation and

adoption of new and innovative technology for watershed planning, and training and capacity

building of stakeholders. There would be financing of limited, small scale field investments, such as

piloting innovative approaches for water and soil conservation. The value addition of Neeranchal

comes through enhanced social inclusion, improved M&E systems, and community mobilization,

besides improved environmental sustainability gains of the WC-PMKSY. Therefore, the proposed

investments pose no significant and/or irreversible adverse environmental and social impacts but,

on the contrary, provide opportunities to improve the social and environmental outcomes of the

WC-PMKSY. No lands will be acquired under the project. Nonetheless, the technical assistance

under Neeranchal may result in some localized adverse impacts if the interventions are not

implemented carefully. Potential environmental challenges include issues related to water quality

and quantity, groundwater levels, soil fertility, water holding capacity of soils and erosion rates,

vegetation/forest cover, land holdings and livestock population, fodder and fuel-wood availability

etc. The key potential social issues identified are low levels of participation and inclusion of poor

and vulnerable communities, lack of equity in benefit sharing, inadequate decentralizing of service

delivery and poor human and institutional development.

In the above background, the project is rated as Category B and triggers the Environmental

Assessment (OP/BP 4.01), Natural Habitats (OP/BP 4.04), Pest Management (OP/BP 4.09), Forestry

7Odisha (Kandhmal),Telangana(Mehboobnagar), Maharashtra (Ahmednagar), Madhya Pradesh (Dewas)



(OP/BP 4.36) and Indigenous Peoples (OP/BP 4.10). No safeguard policies on Projects in

International Waterways and Projects in Disputed Areas are triggered by the project.

Environmental and Social Management Framework (ESMF)

Based on the environmental, social and institutional issues/risks/challenges identified, the SESA has

developed an exhaustive Environmental and Social Management Framework (ESMF) that includes

the following:

World Bank Safeguards Policies triggered and applicable Government of India Policies

Screening and Categorization of Sub-Project activities (see Table 7.7)

Potential Impacts and their Mitigation

Safeguards Implementation Arrangements

Specialized Safeguard Strategies

Safeguards Monitoring Plan

Table 7.7:Screening and categorization of sub-project activities

Sub-Project

Category

Screening Criteria Remarks

Category A Sub-projects involving significant construction activity (for example new buildings, village and access roads, dams over 10 m high etc.)

Sub-projects requiring land acquisition

Would require location specific EMP(to be developed once activity is identified)

Sub-projects involving land acquisition would not be supported under Neeranchal

No such activity is likely to be financed under the project that conforms to category A, however in future if any such proposal is approved, an EMP-site specific EMP would be prepared, which would be cleared and monitored by PMU, DoLR

Category B Sub-projects involving minor construction activity (E.G. water diversion structures, small check dams, creation of water impoundment of up to 5 Ha, minor repairs to existing office buildings and soil stabilization works etc.)

All agriculture related activities (pest management, IPNM, Integrated farming etc.)

All plantation sub-projects on forestlands and non-forestlands, involvement of CPR etc.

The provided mitigation measures would be applied during the activity

Available Environmental and Social Guidelines (ESG) from the Mid-Himalayan Watershed Project, Technical Guidance from Sujala 1 and 2 would be applicable and should be followed while undertaking category B sub-project activities

Sub-projects would be monitored throughout the implementation and reported using the given monitoring indicators



Sub-Project

Category

Screening Criteria Remarks

Creation of new community institutions (village level committees, SHGs), etc.

Category C All sub-projects involving training & capacity building, awareness workshops, purchase of minor agriculture, IT equipment etc.

No safeguards related monitoring is required

Safeguards implementation arrangements: Given that there is presently low capacity at the national, State, district and watershed level within

the WC-PMKSY structure on issues related to environmental and social safeguards, an

Environmental and Social Cell (ESC) is proposed with dedicated environmental and social specialist

who would be involved in building capacities, providing guidance, monitoring and evaluation,

documentation and communication. However, as and when required, they would contract

additional human resources (individual and/or institutional) for additional technical support,

monitoring and evaluation, special focused studies on safeguards and training. The ESC would

initially be located within the DoLR.

Budget for implementing ESMF: Neeranchal would fully finance the cost of hiring personnel at the ESC, imparting training and

capacity building on safeguards, including development of specific modules. The Monitoring and

Reporting on safeguards would be fully financed by the project as part of the broader development

of a comprehensive M&E system in participating States and linked to DoLR.

Specialized safeguard strategies: In order to cover the key shortfalls and gaps identified during SESA and to address potential risks,

three specialized safeguards strategies have been developed that would be implemented during

the project implementation. These are:

a) Pest Management Plan and Integrated Pest Management Strategy

b) Indigenous Peoples Development Framework and Plan

c) Capacity Building Strategy

Safeguards monitoring plan:

Whereas the Common Guidelines for Watershed Development Projects (2008) emphasizes

participatory Monitoring, Evaluation and Learning (MEL), there are gaps in the system as well as

varying requirements for monitoring at different levels and for different social and environmental



setting. The impact centered SESA proposes monitoring indicators to track the improvement (or

reverse) of key watershed outcomes (Table 7.8). The indicators cover soil erosion and quality,

groundwater status, natural resource management, and pest management on environment side

and on the social side these would monitor participation, gender and inclusion of marginalized

groups. It also includes indicators to follow up on the implementation of the ESMF. These are in

addition to the indicators that the project would be monitoring as part of its overall program.

Table 7.8: ESMF Monitoring Approach

Parameter Indicators for monitoring Who will

monitor

Frequency of

monitoring

ESMF implementation

ESC fully staffed

Field visits undertaken for monitoring ESMF implementation

Technical indicators measured and reported in the annual project progress reports

ESC, DoLR, SLNA, WCDC

Annual

7.4 Governance, Accountability and Grievance

Redress Mechanism

Governance

Transparency and accountability in decision making and efficient implementation of decisions,

frequent communication with the stakeholders and feedback mechanism are the cornerstones of

good governance. The project will adhere to good practices, constitutional provisions and rule of

law for good governance in order to minimize deviation in processes and utilization of project funds.

The following will facilitate effective governance.



Table 7.9: Elements of Neeranchal Governance and Accountability Plan (GAP)

Sl. No Objective Actions

1 Promotion of consensus based decision making

Systems of bottom up planning through Watershed development

2 Decision making based on information on hydrology, weather and other parameters with respect to sub-watershed level works and their monitoring

Regular planning and monitoring processes promote consensus based decision making through series of interactions between WDCs, PIA and SLNA. This leads to participation of stakeholders and brings about transparency in operations.

3 Efficient Operational systems

Transparent systems of procurement of goods and services Quality monitoring and quality assurance

4 Learning and communication of implementation processes and results

Documentation of new processes like remote sensing, participatory hydrological monitoring, sub-watershed specific monitoring, use of GPS systems for field monitoring, crop diversification, social regulations, achieving comprehensive watershed development through convergence etc. documentation of innovations, process of implementation of newer tools and approaches

5 Enforcement of provisions of RTI Act

Display of information on Neeranchal website under the RTI compliance mechanism of DoLR as per Section 4 (b) under RTI. The names, designation and other particulars of the officials responsible for RTI are presented on the website.

5 Introduction of pro-active disclosure mechanisms

Disclosure of information in public domain on policy and legal environment, project information and progress update, human resources and safeguards (ESMF and SESA) and public announcements

6 Community level disclosure and accountability mechanisms

Social audit at community level

Grievance Redress Mechanism (GRM)

The implementation of the various subcomponents of the project involves interaction among

stakeholders. The multidisciplinary project Neeranchal involves a number of issue specific actions

during implementation. The implementing agencies will aim at actions as per the project design and

there will be possibility of some party getting aggrieved. The Grievance Redress Mechanism will

provide an opportunity and access to lodge a complaint and seek redress. The process of Grievance

Redress will be transparent and time bound. The envisaged categorization of complaints, along

with responsibility and accountability levels to attend to them are presented in Table 7.10below:



Table 7.10: Categorization of Grievance and Responsibility Level

Domain Category Level

Project

Management

Procurement of services including Project Management Consultant

PIU (DoLR), SLNA

Procurement of goods PIU (DoLR), SLNA

Charter of

services

Delays in

Fixation of annual tentative allocation under IWMP

IWMP appraisal of project proposals received from State Level Nodal Agencies (SLNAs)

Release of funds

PIU (DoLR), SLNA

Field

Implementation

Selection of watersheds SLNA

Selection of sites SLNA, WCDC, PIA, Watershed Committees,

Quality of works

Work Completion Certificates Measurement and bills Payment

SLNA, WCDC, Watershed Committee, PIA

Personnel Transfer & posting

Sexual harassment

SLNA, WCDC

Vigilance Corruption State/ SLNA ; PIU, DoLR

The Redress Process

i) Lodging of complaints: Complaints can be lodged by the affected party through postal

correspondence, e-mail or fax or through the online grievance redress system in the

Neeranchal web portal.

ii) Registration of Complaints: All the complaints will be entered in the e- Grievance Redress

system and will be redressed as per the project defined GRM.

iii) Communication to the complainant: The Grievance Redress Officer will take note of the

complaints on the system, give interim reply to the complainant, take action on the

complaint/s, and, provide final reply to the complainant.

iv) Contents of communication at different stages are detailed below.

At the time of giving acknowledgement, the complainant will be provided a grievance number,

expected time of redress (as per the norms and rules of implementation laid by project and DoLR

If grievance is not addressed within expected time, the complainant will be informed of the

reasons for delay and updated expected time of redress.

At the time of final redress the complainant would be provided with the details on action taken on

the complaint and avenues for pursuing the matter further if the complainant is not satisfied with

the action.



Follow-up Actions on complaints

(i) Administrative Action – Appropriate action will be taken in view of the legality of nature of

the complaint and the result of the enquiry will be communicated to the complainant,

(ii) Disciplinary Action – Appropriate Disciplinary action (light / severe) will be taken against the

defaulting officer / staff in accordance with the Conduct Rules. The same will be

communicated to the PIU for taking further appropriate action at their level,

(iii) Action on Serious fraud – Appropriate action will be taken through departmental enquiry and

investigation.

Timeline

This timeline will be subject to the level of complaint registration point and competent authority for

redress. Any complaint will be acknowledged within 10 working days of its receipt. Within 30

working days of receipt detailed reply and proposed line of action of any, will be communicated to

the complainant. Within 2 months of receipt of the complaint, proposed action (if any) will be

completed and will be communicated to complainant.

Appeals and Appellate Authority:

The appellate authority will be a designated senior officer in the Central PIU. In case complainant is

not satisfied with action taken by the Grievance Redress Officer, he / she may file an appeal before

the appellate authority, who will dispose of the appeal within 30 working days. The appellate

authority may take the any one of the following action/s, as deemed fit:

(i) Enquire into the original complaint and the action taken by the Grievance Redress Officer, (ii) Appoint appropriate person to enquire as above, (iii) Remand back the complaint to the Grievance Redress Officer for review

The other facilitating mechanisms for grievance redress are orientation and sensitization of

stakeholders regarding the redress system, grievance monitoring and reporting, and analysis and

prevention of factors giving rise to grievances. Director of Public Grievance in the Department of

Land Resources, i.e., Joint Secretary (WM) will conduct monthly review of the Grievance Redress

System with the PIU of Neeranchal.



7.5 Human Resource Management

A comprehensive Human Resources (HR) Manual will be developed that elaborates the HR

strategy of the project. It includes process of recruitment, compensation packages, incentives and

reward, staff contract policy, training and capacity building, grievance redress system, disciplinary

control system etc. The project will have recruitment plan of staff and all recruitment will be done

by a committee constituted by the competent authority in a timely manner. All positions will have

clear job description.

The HR Manual would be a dynamic document subject to review and redesign with changing

needs. The Manual proposes relevant policy frameworks aimed to attract and retain good human

resources and provide them opportunities to learn, improve professional skills and develop an

experience which will be valued across the development sector. The Performance Appraisal

System will provide for performance-based incentive for the staff to boost their morale.

7.6 Sustainability

There is commitment at the highest executive level for the project and there is consent of all the

participating State in the Project. The PIU has already been established with the necessary human

and administrative support.

The major factor facilitating sustainability of project interventions is that the project is a strategic

intervention to provide technical and capacity building support to the massive national

programme of WC-PMKSY. It addresses the critical gaps in WC-PMKSY, strengthening the latter to

continue to deliver services in rain-fed areas of the country. The innovations and interventions of

the project would be up-scaled nationwide. This will have positive effects on the watershed

management sector, generating many good lessons globally.

PIP Version 4.0 / October 2015 Pg-i

Annex 0 – SYNERGIES ENVISAGED BETWEENNEERANCHAL & PMKSY

ANNEX 0:

SYNERGIES ENVISAGED BETWEEN

NEERANCHAL & PMKSY

INTRODUCTION

The Government of India has launched the “Pradhan MantriKrishiSinchayeeYojana” (PMKSY) in

2015.The objective of the scheme is to provide access to irrigation to every farm ‘HarKhetkoPani’

and efficient use of water ‘Per Drop More Crop’. PMKSY comprises of four different components,

which are to be implemented by three different Ministries. The first component is the erstwhile

Integrated Watershed Management Programme (IWMP) which was implemented by the

Department of Land Resources (DoLR), Ministry of Rural Development (MoRD), from 2009-10 and

has now become the Watershed Development Component of PMKSY. The Minor Irrigation

component of On Farm Water Management (OFWM) of the National Mission on Sustainable

Agriculture (NMSA) of the Department of Agriculture and Cooperation (DAC) is the second

component of PMKSY. The third and fourth components, namely, the Accelerated Irrigation

Benefit Programme (AIBP) and PMKSY (WR) will be implemented by the Ministry of Water

Resources, River Development and Ganga Rejuvenation (MoWRRD & GR).

The objective of Neeranchal is to support primarily the Watershed Development Component

(erstwhile IWMP)of the PMKSY through technical assistance to improve incremental conservation

outcomes for the natural resources including water, soil, forests, while enhancing agricultural

yields in a sustainable manner for farming communities in the project States. Neeranchal also

supports institutional strengthening for improved service delivery through capacity building of

implementing organisations, adoption of effective project management practices including

processes and technologies at the National, State and District levels. Project components that

pertain to Planning, Capacity Building, Monitoring &Evaluation (M&E) and Management

Information System (MIS), Information, Education and Communications (IEC) and knowledge

management will directly support the overall PMKSY across all of its components.

Neeranchal is designed to further strengthen and provide technical assistance to the Watershed

Component of PMKSY, in particular and all the components of PMKSY, in general, to enhance its

delivery capacity.

PIP Version 4.0 / October 2015 Pg-ii


BACKGROUND - PMKSY – Watershed Development Component (erstwhile IWMP)

The erstwhile IWMP was implemented since 2009-10 by the DoLR, for supporting watershed

development in 28 States as per the Common Guidelines for Watershed Development Projects -

2008 (Revised edition 2011). From 2015-16 onwards, the erstwhile IWMP will be implemented as

the Watershed Component of PMKSY.

DoLR had set a target to cover 50million ha under the erstwhile IWMP during 11th & 12th Five

Year Plan periods. Against this target till 2014-15, 8214 watershed projects covering an area

of39.07 million ha costing Rs 50739.58crore have been approved by DoLR.

For achieving the major objectives of the Watershed Component of the PMKSY and for ensuring

access to irrigation to every farm (HarKhetKoPani) and efficient use of water (Per Drop More

Crop), Neeranchal is primarily designed to address the following concerns:

(i) bring about institutional changes in watershed and rainfed agricultural management

practices in India,

(ii) build systems that ensure watershed programmes and rainfed irrigation

management practices are better focussed, and more coordinated, and have

quantifiable results,

(iii) devise strategies for the sustainability of improved watershed management practices

in programme areas, even after the withdrawal of project support,

(iv) through the watershed plus approach, support improved equity, livelihoods, and

incomes through forward linkages, on a platform of inclusiveness and local

participation.

The project will be implemented in nine States viz Andhra Pradesh, Chhattisgarh, Gujarat,

Jharkhand, Madhya Pradesh, Maharashtra, Odisha, Rajasthan and Telangana. These States were

selected based on the extent of rainfed agricultural area. These States cover approximately 60

percent of the total rainfed area of the country. Neeranchal supports Capacity Building, Planning,

Innovation, Communication, Knowledge Management and M&E which will benefit the

components of PMKSY across all States. Some components of the project will be demonstrated in

selected sites of the partner States to be scaled up across the State in a phased manner.

As a Technical Assistance (TA) project, Neeranchal aims to strengthen the existing structures and

systems without creating parallel ones. This would ensure effective integration of learnings and

their upscaling within project States and at the Centre. The focus of Neeranchal is on value

addition through targeted capacity building, development and testing of new models, software

and skills and piloting of new approaches and innovations through demonstrations at scale,

PIP Version 4.0 / October 2015 Pg-iii


creating awareness and knowledge networks including access to best practices, and addressing

existing gaps in the system. It shall ensure institutional and systemic strengthening for effective

and efficient programme delivery. Thus in essence, Neeranchal is designed to add value to all

aspects of the Watershed Component of PMKSY and cater to the specific requirements of the nine

project States. Further, the learnings from Neeranchal can be utilized across all the components

of PMKSY particularly in planning, capacity building, IEC activities and M&E. It aims to move

beyond the conservative framework of a demonstration project to provide benefits at scale.

Specific software, models and systemic innovations such as for integrated planning, capacity

building, IEC, M&E, financial management, etc. developed within Neeranchal could be applied to

all States under PMKSY.

Neeranchal Specifically Supports the WC-PMKYS in the following area:

Neeranchal aims to address various issues related to project design and implementation in

general and with specific reference to watershed development. As a World Bank supported

project, the Neeranchal design has an in-built flexibility to address generic concerns of any

developmental initiative. PMKSY being a very important development initiative, Neeranchal can

support it meaningfully and adapt to changing needs. Neeranchal also addresses various issues

raised by the NDC Report.

Improved Planning at Macro and Micro levels:

At present, identification, prioritisation and rainfed irrigation plans do not fully consider the

scientific landscape-level catchment perspective, which can focus on hydrological assessments

and ensure better water use efficiency outcomes over an extended area in the longer term. In this

context, even at a lesser scale, in the preparation of the Detailed Project Report (DPR), tools such

as net planning are to be extensively used. Neeranchal would demonstrate and develop capacities

for the use of planning software and tools at appropriate scales for such focused and integrated

planning.

Targeted Capacity Building, Training and Delivery Mechanism: Right skills and capacities are the

foundations for successful project implementation and management. This is more critical and

challenging in the context of a project that is primarily community focused and community driven

and involves a multi-sectoral approach at different scales. Neeranchal would support an

assessment of training needs and institutional and human resources review. Capacity building has

to be attempted both vertically and horizontally. The sheer magnitude of PMKSY in terms of area

PIP Version 4.0 / October 2015 Pg-iv


and target groups makes this a daunting task. Hence, there is a need to address this task as top

priority on an entirely different footing. Neeranchal proposes to develop a capacity building

strategy to address this challenge through adoption of state-of-the-art technology like Satellite

based Communication Technology (SATCOM) to reach otherwise less accessible areas and

stakeholders. It will assist in developing customized modules and training materials, networking

arrangements between institutions, transfer of knowledge from innovations attempted under the

project, and focus on quality assured delivery mechanisms. It provides learning opportunities

through national and international exposure visits for different levels of stakeholders, particularly

the grassroots level.

Greater Awareness: Neeranchal through a well-designed strategy for communication and IEC will

include multi-media, social network, community of practices, knowledge exchange portals etc.

This will generate in-depth understanding and quick recall, enabling higher engagement of both

communities and decision makers. It will assist project States to customize communication

packages as per their specific needs. Overall, Neeranchal, will strengthen the Information,

Education and Communication in PMKSY.

Monitoring and Evaluation (M&E) and Management Information System (MIS): M&E is an

important tool for ensuring proper implementation and management of a project. Effective

monitoring of programmes is essential, particularly in the context of substantial allocation of

funds. The project would develop/strengthen systems for concurrent input-output, process

monitoring and periodic impact assessment. Concurrent monitoring which is the cornerstone of

realizing project objectives in terms of realisation of expected outcomes and impacts, needs to be

strengthenedfor the effective implementation of PMKSY. Neeranchal proposes to identify and

operationalise best practices of concurrent monitoring to ensure greater transparency and

improved efficiency in the system. Near real time monitoring would provide corrective options

during the life of the project itself. A workable model drawing the good points of various M&E

systems across various projects will be developed based on digital platform utilizing the latest

technologies available in IT field. This model will be subsequently up scaled in all States.

Supplementing M&E, the existingMIS would be strengthened and interfaced with the M&E

system. This will thus be a tool for financial and physical monitoring of the PMKSY in real time.

Process monitoring will help in ensuring better quality checks as well as ensuring systems

strengthening. Periodic impact assessments including mid-term evaluations will support the

findings from concurrent monitoring to facilitate mid-course correction if required. A post-project

evaluation will address learning regarding long-term sustainability and incremental benefits, while

PIP Version 4.0 / October 2015 Pg-v


feeding into future planning frameworks. The envisaged M&E under Neeranchal encompasses

these aspects and is more comprehensive and can be easily up scaled to cover PMKSY

components.

Region Specific Technology Packages: The challenges arising due to varied topo-geographical

conditions such as ravines, salinity, alkalinity, coastal ingression, high erosion, mining affected

lands, etc. require specific and innovative technologies, management models and perhaps

different fund allocations. Often these areas remain either ignored or inadequately treated and

continue to get further degraded in quality and extent. Neeranchal would attempt to access,

demonstrate and pilot appropriate technologies to support PMKSY to address these challenges, as

well as document the learning for wider application.

Improved Agricultural Productivity: The backbone of sustainability is the continued accrual of

tangible and economic benefits. The focus of various programmes over the years has been on soil

and water conservation, where the spadework for productivity enhancements is undertaken and

can lead to modest improvements in agricultural yields. However, significantly higher yields and

broader economic development at the community level can be achieved through an integrated

approach involving agriculture, horticulture, and allied disciplines including soil fertility

management, hydrology, water resources management and efficiency (per drop more crop),

quality planting material, implements, value chains and market linkages, etc. The current

approach results in less than optimal returns from the resources and efforts invested. Neeranchal

will partner with leading national and international organizations in agriculture and allied fields to

take advantage of the resource base created to customize and demonstrate national and

international best practices in agriculture and allied fields, to fully address local needs.

Improved Hydrological and Watershed Outcomes: Neeranchal proposes the integration of

hydrological aspects at various levels in a comprehensive manner to improve planning, site

selection and design of appropriate water harvesting structures and techniques, optimal levels of

allocation and water use, rejuvenation of traditional water harvesting structures and their

reintegration with the hydrological system, etc. It is proposed to develop a Decision Support

System for Hydrology (DSS-H) and water resources assessment under the project in collaboration

with the National Institute of Hydrology (NIH) for the assessment of the present and future

demand by various stakeholders. It would also undertake initiatives such as community water

monitoring and management, introduction of simple water-budgeting techniques and improved

water use efficiency based on hydrological information.

PIP Version 4.0 / October 2015 Pg-vi


Livelihoods and Assured Incomes for Landholders and Asset-less: Neeranchal facilitates the

engagement of specialized agencies for exploring new avenues for livelihoods for the vulnerable

communities within watersheds. It provides a bigger platform for exploring value additions,

market and financial linkages for both farm-based and non-farm livelihoods. Given that soil and

water conservation benefits landed farmers, a livelihood approach also improves benefit flows to

landless and other vulnerable groups in the community. The project provides for hand-holding

support to develop assured and sustainable income options and avenues. For women’s self-help

groups, entrepreneurship development opportunities based on locally available resources that

are sustainable and economically viable will be a priority

Easier Access to Data and Information: A National Information and Data Centre is envisaged

under Neeranchal. It would act as a repository, or “geo-portal” of programme-related information

from both national and international experiences. A system of knowledge and information sharing

would be institutionalized along with networking and information flow arrangements. At the State

level, digital data centres would act as repositories of information including baselines, digitized

maps, etc. that would support planning and monitoring efforts. This initiative would benefit the

PMKSY, especially given its requirements for data and information from diverse sources. All the

above would be digitally integrated.

Post-project sustainability including convergence and linkages: Post project sustainability of local

institutions and assets has been a challenge for most large-scale watershed projects in the past.

Establishment of linkages and convergence with other ongoing programmes would provide a basis

for better sustainability through access to inputs on a continuing basis. Convergence will be

strengthened with agriculture, forests, Mahatma Gandhi National Rural Employment Guarantee

Scheme (MGNREGS), Horticulture, Fisheries, National Rural Livelihood Mission (NRLM), Minor

Irrigation, National Bank for Agriculture and Rural Development (NABARD) and other schemes and

departments. This would also lead to better utilization of resources, avoid duplication, bring in

expertise available locally, and taking advantage of the resource base created, resulting in a

mutually beneficial situation for all.

Institutional Strengthening: Neeranchal supports institutional interventions in developing DSS,

capacity building, etc. Specialised technical institutions are brought in as technical partners to

develop appropriate planning, modeling and piloting of innovations in a demonstrative mode. The

learning and models developed will be up scaled to appropriate components of PMKSY as well. In

addition, Neeranchal also supports institutional strengthening of SLNAs with technical manpower.

PIP Version 4.0 / October 2015 Pg-vii


Climate-risk reduction: Integration of climate concerns is an imperative for any programme

focusing on agriculture and natural resources such as soil, water and forests. Climate

vulnerabilities are specific to regions and ecosystems, as are their solutions. Neeranchal will

support the scientific assessment of climate vulnerabilities in project areas and recommend

customized adaptation packages to address these so that productivity gains otherwise achieved

are not negated. The initiative will explore the potential of climate-proofing investments with

information of climate change built into project planning for PMKSY. It will also assess the

potential for carbon sequestration interventions. A reputed National Institute with its experience

in climate-change modeling would be identified to assist in this specialized area. Efforts will also

be made to bring in knowledge from the Indian Institute of Tropical Meteorology (IITM) and the

National Initiative for Climate Resilient Agriculture (NICRA), etc.

State-specific Innovations and Pilots: States often struggle with specific challenge areas and

situations. Neeranchal provides space to each State to identify two of these as priority and will

assist in finding solutions and providing handholding support with respect to the challenges

identified. Gujarat, for example, indicated coastal ingress to be a major challenge, while

Maharashtra identified salinity and Jharkhand and Chattisgarh pointed at land degradation due to

mining. Neeranchal will assist the States in addressing their specific concerns and to integrate it

under the overall PMKSY umbrella.

Urban Watersheds: This is a novel concept and is being experimented in the country for the first

time under Neeranchal. This component is incorporated under Neeranchal, keeping in mind the

critical need for water in small urban townships and peri-urban areas as well as the challenge of

untreated wastewater moving downstream and entering the food chain through agriculture. This

unique and meaningful experiment being attempted under the project would look into the

improved provisioning of water to these urban areas based on source augmentation through

watershed works in the surrounding rural catchments, in situ water conservation, and assess the

quality of wastewater released, that would potentially pollute productive rural areas within its

command area. The component attempts to experiment with the strategy in small urban

agglomerations, which would have greater scope to demonstrate models that could potentially be

upscaled for the country as a whole.

Access to International Best Practices and State of the Art Technology: As an externally aided

project, there are better opportunities to bring in learning and best practices from international

experiences that could be adapted to suit the Indian context. The project being assisted by the

World Bank is expected to benefit from various best practices and tested models from across the

PIP Version 4.0 / October 2015 Pg-viii


globe. Thus, strong international knowledge flow is expected under Neeranchal. At the same time,

it is expected that knowledge sharing programs through Neeranchal could also transfer existing

ideas and best practices from India to other regions, particularly Africa.

*****

PIP Version 4.0 / October 2015Pg-ix

Annex I – RESULTS FRAMEWORK

ANNEX I:

RESULTS FRAMEWORK

PIP Version 4.0 / October 2015Pg-x


INDIA: NEERANCHAL NATIONAL WATERSHED PROJECT .

Project Development Objectives .

PDO Statement

The Project Development Objective (PDO) is to support the watershed development component of PMKSY through technical assistance to improve incremental

conservation outcomes and agricultural yields for communities in selected sites, and adoption of more effective processes and technologies in participating

states.

These results are at Project Level .

Project Development Objective Indicators

Cumulative Target Values Data Source/ Responsibility for

Indicator Name Core Unit of

Measure Baseline YR1 YR2 YR3 YR4 YR5 YR6

End

Target

Frequency Methodology Data Collection

PDO Indicator One: Conservation outcomes in Selected micro-watersheds (MWS)

PDO 1-a. Average

incremental

reduction in soil

loss (t/ha/year)

selected sites to be

treated in medium

rainfall areas 700 -

1,000 mm/yr.

Percentage

Sub-Type

Breakdown

3.3 0.0 25.0

50.0 5.0

Baseline,

mid-term

and EOP

In-situ

erosion

monitoring +

downstream

silt

monitoring

State M&E agencies,

supported by

communities and

technical partners

PDO 1-b. Average

incremental

changes in overall

watershed biomass

(NDVI values) in

selected sites

Percentage

Sub-Type

Breakdown

To be

derived

in Year

1

1.01 Baseline

and EOP

Remote

sensing +

ground

surveys

DoLR and states,

supported by technical

partner

PIP Version 4.0 / October 2015Pg-xi


PDO Indicator

Two: Increased

average % gain in

incremental

productivity of

arable lands in

selected MWSs

above baseline

Baseline

Mid-term

and EOP

Data from

ongoing

M&E for

watershed

management

outcomesin

project

states;

additional

data

acquisition as

required;

M&E agency

DoLR and states,

supported by technical

partner

2-a. Milk (l /

lactation)

Percentage

Sub-Type

Breakdown

4.1 0 20 25 5.1

2-b. Vegetables

(t/ha)

Percentage

Sub-Type

Breakdown

15.3 0 15 30 19.9

2-c. Oilseeds (t/ha) Percentage

Sub-Type

Breakdown

561.0 0 15 25 701.3

2-d. Pulses (t/ha) Percentage

Sub-Type

Breakdown

659.0 0 15 15 790.8

2-e. Cereals (t/ha) Percentage

Sub-Type

Breakdown

1202.0 0 15 25 1502.5

PDO Indicator

Three: Direct

project

beneficiaries

Number 0 481000 2400000 2400000

Mid-term

and EOP

MIS and

M&E system

DoLR and M&E

agency

3-a. Female

beneficiaries Percentage

Sub-Type 0 6 30 30

PIP Version 4.0 / October 2015Pg-xii


Supplemental .

Intermediate Results Indicators

Cumulative Target Values Data Source/ Responsibility for

Indicator Name Core Unit of

Measure Baseline YR1 YR2 YR3 YR4 YR5 YR6

End

Target Frequency

Methodology Data Collection

Component 1: Strengthen the

institutions and

human resources

of key

stakeholders to

improve effective

implementation of

watershed

management

1-a. Web based

knowledge sharing

system established

at central level for

integrated WSD

and fully

functional,

measured by

number of visitors

(no. of visitors)

Number

Sub-Type

Breakdown

0 0 0 5000 10000 15000 20000 20000 Yearly Project

reports

DoLR/State IAs,

M&E agency

1-b. Functioning

M&E cells in State

Level Nodal

Agencies in

Number

Sub-Type

Breakdown

0 0 2 4 6 9 9 9 Annual

Project

reports/

Implementati

on support

DoLR,

M&E agency

PIP Version 4.0 / October 2015Pg-xiii


Component 2:

Establish a

coordinated

approach to

provide practical

knowledge and

tools to support

watershed

management of

PMKSY

2-a. Basic

hydrological

monitoring

systems installed

and functional at

community level

in maximum of

400 selected sub-

watersheds (no. of

SWSs covered)

Number

Sub-Type

Breakdown

0 0 0 50 100 150 200 200 Yearly Project

reports

DoLR/State

level/Communities

2-b. State level

assessments on

climate change and

watershed

management

completed

No of state

reports 0 0 3 5 7 9 9 9 Yearly

Project and

specialist

agency

DoLR/State level

M&E agency and

specialist agency

participating

project states (no.

of states)

missions

PIP Version 4.0 / October 2015Pg-xiv


Component 3:

Demonstrate

successful

implementation of

rainfed agriculture

and watershed

development

programs, with a

science-based

approach

3-a. Changes in

average

groundwater levels

(pre-monsoon)in

project sites below

ground level depth

in selected sites

(no. of meters

below ground

level)

Number

Sub-Type

Breakdown

3.0

1.1 EOP

Project

reports/

implementati

on support

missions,

community

monitoring

DoLR, M&E agency

3-b. Operational

water user

associations

created or

strengthened (no.

of groups)

Number

Sub-Type

Breakdown

0 0 20 40 80

160 200 200 Mid-term

and EOP

Project

reports/

implementati

on support

missions,

community

monitoring

DoLR, M&E agency

3-c. Hydrological

assessment used

by states as part of

watershed

Number

Sub-Type

Breakdown

0 0 20 40 80

160

200 200 Mid-term,

EOP

Project

reports/

implementati

on support

DoLR, M&E agency

PIP Version 4.0 / October 2015Pg-xv


planning (no. of

sites)

missions

3-d. Digitized

database fully

operational in

project states (no.

of states)

Number

Sub-Type

Breakdown

0 0 1 3 5 7 8 9 Yearly MIS DoLR/State

Level/M&E agency

3-e. Farmers

adopting improved

soil moisture

conservation and

production

technologies in

selected sites

Percentage 0 0 10 20 40

60

60 60 Mid-term

and EOP

MIS/Impact

Surveys DoLR/M&E agency

3-f.Changes in

cropped area

/cropping

pattern/irrigation

methods

Percentage

of total

cropped

area

0 0 0 20 30

40

50 60 yearly Impact

Surveys DoLR/M&E agency

3-g. Improved

water use

efficiency

practiced by the

farming

community

Percentage

of total

number of

farmers

0 0 20(

%) 25(%) 30(%) 40(%) 50(%) 60(%) Yearly

Project/M&E

reports, MIS,

performance

scorecards

DoLR/State level

M&E agency

3-h

Implementation of

Urban watersheds

No. of

watersheds

initiated

0 0 2 4 8 14 16 18 Project/M&E

reports, MIS

DoLR/State level

M&E agency

PIP Version 4.0 / October 2015Pg-xvi


Component 4:

Ensure effective,

efficient and

responsive project

management

4-a. PMKSY

watershed

managementdisbur

sement ratio in

participating

project states

increases over

baseline

Percentage

Sub-Type

Breakdown

43 43 48 50 54 57 60 60 Yearly MIS DoLR and M&E

agency

4-b. Effective

project

management (% of

concurrent

monitoring

recommendations

each year, acted

upon during

implementation)

Percentage

Sub-Type

Breakdown

0 0 30 60 70 80 90 90 Yearly

Project/M&E

reports, MIS,

performance

scorecards

DoLR/State level

M&E agency

PIP Version 4.0 / October 2015Pg-xvii

Annex II – GANTT ACTIVITY CHARTS

ANNEX II:

GANTT ACTIVITY CHARTS

PIP Version 4.0 / October 2015Pg-xviii


India

<100 Lakh / annum Neeranchal Watershed Development Project

100-499 Lakh / annum

500+ Lakh / annum Detailed Costs

Unit Cost

Quantities (INR Base Cost (INR Lakh)

Unit 2016 2017 2018 2019 2020 2021 Total Lakh) 2016 2017 2018 2019 2020 2021 Total

I. Investment Costs

A. Support for Improved Program Integration in Rainfed Areas

1. Strengthening GIS and Digital Library

a. Strengthening of GIS Cell (staff support) ls 100.00 100.00 100.00 100.00 100.00 100.00 600.00

b. Establishment of Digital Library (incl. mapping) ls 20.00 440.00 440.00 - - - 900.00

c. Capacity Building on GIS Technology ls - 16.00 - - - - 16.00

Subtotal 120.00 556.00 540.00 100.00 100.00 100.00 1,516.00

2. Support for watershed planning for IWMP

a. Basic hydrology, geohydrology and water budgeting /a ls 60.00 300.00 300.00 200.00 200.00 - 1,060.00

b. Landscape level watershed assessment and planning /b ls 20.00 220.00 100.00 100.00 100.00 - 540.00

c. Microwatershed level assessment and planning

Preparation of DPRs ls 50.00 200.00 200.00 50.00 50.00 - 550.00

Development of Software for DPRs ls 5.00 15.00 15.00 - - - 35.00

Preparation of field manuals and guidelines (incl. formats)

for watershed planning personmonths - 15 - - 10 - 25 0.500 - 7.50 - - 5.00 - 12.50

Capacity Building for DPR preparation ls - 5.00 5.00 5.00 5.00 - 20.00

Handholding by support organizations ls - 10.00 10.00 10.00 10.00 10.00 50.00

Subtotal 55.00 237.50 230.00 65.00 70.00 10.00 667.50

Subtotal 135.00 757.50 630.00 365.00 370.00 10.00 2,267.50

3. Facilitation Support for community based Monitoring /c ls 120.00 120.00 120.00 120.00 120.00 - 600.00

Subtotal 375.00 1,433.50 1,290.00 585.00 590.00 110.00 4,383.50

B. Institutional Strengthening

1. At State and District level

a. Strengthening of SLNA

Purchase of office equipment ls 50.00 80.00 - - - - 130.00

Training Needs Assessment and module development

& delivery (state/district level) ls 10.00 50.00 50.00 50.00 30.00 - 190.00

Exposure visits (within country) /d ls 25.00 50.00 50.00 50.00 50.00 - 225.00

State level workshop ls 20.00 40.00 40.00 40.00 40.00 40.00 220.00

Subtotal 105.00 220.00 140.00 140.00 120.00 40.00 765.00

b. Upgradation of Training Centres/offices /e ls 50.00 150.00 100.00 - - - 300.00

c. Support for Technical universities /f ls - 25.00 25.00 25.00 25.00 - 100.00

d. Support for convergence activities with

other line departments ls 10.00 10.00 10.00 10.00 10.00 - 50.00

e. Support of State level Capacity Building Institute ls 50.00 100.00 100.00 100.00 100.00 100.00 550.00

Subtotal 215.00 505.00 375.00 275.00 255.00 140.00 1,765.00

2. At Field Level

Field level training ls - 250.00 250.00 250.00 250.00 - 1,000.00

Support activities for women SHGs /g ls - 25.00 25.00 25.00 25.00 25.00 125.00

Exposure visits ls 20.00 50.00 50.00 50.00 50.00 20.00 240.00

Subtotal 20.00 325.00 325.00 325.00 325.00 45.00 1,365.00

Subtotal 235.00 830.00 700.00 600.00 580.00 185.00 3,130.00

C. Adoption of R&D and Technology Transfer /h

1. Applying DSS/tools for Integrated Watershed Planning ls - 200.00 300.00 200.00 200.00 - 900.00

2. Improving Rainfed Agriculture Performance /i ls - 80.00 250.00 400.00 270.00 100.00 1,100.00

3. Climate Change and Risk Reduction /j ls - 175.00 175.00 150.00 100.00 50.00 650.00

4. Support for Value Addition and Supply Chain ls - 250.00 250.00 250.00 250.00 100.00 1,100.00

5. Adoption as per state specific needs ls - 50.00 50.00 50.00 50.00 20.00 220.00

Subtotal - 755.00 1,025.00 1,050.00 870.00 270.00 3,970.00

D. Information, Education and Communication (IEC)

1. Operationalizing communication strategy at state level /k ls - 20.00 20.00 20.00 20.00 20.00 100.00

2. Outreach Program

At State level ls 80.00 20.00 10.00 10.00 10.00 10.00 140.00

At Project and field level ls 100.00 100.00 10.00 10.00 10.00 10.00 240.00

Subtotal 180.00 120.00 20.00 20.00 20.00 20.00 380.00

Subtotal 180.00 140.00 40.00 40.00 40.00 40.00 480.00

E. Project Coordination and Management

1. Project Management

a. Financial Management and Procurement

External and Internal Audits /l ls 12.00 12.00 12.00 12.00 12.00 12.00 72.00

Procurement consultancy ls 10.00 10.00 10.00 10.00 10.00 10.00 60.00

Training on FM and procurement ls 5.00 5.00 5.00 - - - 15.00

Subtotal 27.00 27.00 27.00 22.00 22.00 22.00 147.00

b. Staff Costs

Project Management Staff personyears 5 5 5 5 5 5 30 6.000 30.00 30.00 30.00 30.00 30.00 30.00 180.00

technical staff /m personyears 10 10 10 10 10 10 60 18.000 180.00 180.00 180.00 180.00 180.00 180.00 1,080.00

Subtotal 210.00 210.00 210.00 210.00 210.00 210.00 1,260.00

c. Hiring of Vehicles ls 72.00 72.00 72.00 72.00 72.00 72.00 432.00

Subtotal 309.00 309.00 309.00 304.00 304.00 304.00 1,839.00


a. Web based monitoring

hardware ls 65.00 40.00 2.00 2.00 2.00 2.00 113.00

consultancy ls 5.00 5.00 1.00 1.00 1.00 1.00 14.00

Subtotal 70.00 45.00 3.00 3.00 3.00 3.00 127.00

b. Addl. support to third party M&E agency ls 25.00 25.00 45.00 45.00 45.00 45.00 230.00

c. Baseline, concurrent and impact assessment and monitoring ls 30.00 10.00 30.00 10.00 40.00 40.00 160.00

Subtotal 125.00 80.00 78.00 58.00 88.00 88.00 517.00

Subtotal 434.00 389.00 387.00 362.00 392.00 392.00 2,356.00

F. State specific innovations and pilots ls - 100.00 300.00 350.00 450.00 300.00 1,500.00

G. Urban Watersheds ls - 340.12 783.01 972.68 956.80 189.67 3,242.28

Total 1,224.00 3,987.62 4,525.01 3,959.68 3,878.80 1,486.67 19,061.78

_________________________________

\a Low intensity hydrological monitoring in all project areas

\b This would include Facilitation support, stakeholder workshops, technical support, dissemination products, institutional charges etc.

\c This could include, training, technical support, ICT equipment, monitoring kits, water level recorders etc.

\d exposure visits for science based planning and best practices

\e Training centres and office renovation and refurbishment cost

\f Establishment of technical innovations for agriculture and livestock extension activities

\g To facilitate improved incomes

\h includes consultancies, equipment, training, demonstrations etc.

\i Demonstrations for identified activities

\j would include automated weather stations etc.

\k @ Rs. 2 crores per participating state

\l This would include FM services as well

\m The technical staff would cover for eg. M&E, MIS, GIS, procurement, FM, Livelihoods, hydrology, agric/horti/animal husbandry, CB/IB, IEC etc

Table 3.2. Support to State Level Activities - Chhattisgarh

PIP Version 4.0 / October 2015Pg-xix


India




Unit Cost



I. Investment Costs






Subtotal 120.00 556.00 540.00 100.00 100.00 100.00 1,516.00











Subtotal 55.00 237.50 230.00 65.00 70.00 10.00 667.50

Subtotal 135.00 757.50 630.00 365.00 370.00 10.00 2,267.50


Subtotal 375.00 1,433.50 1,290.00 585.00 590.00 110.00 4,383.50









Subtotal 105.00 220.00 140.00 140.00 120.00 40.00 765.00






Subtotal 215.00 505.00 375.00 275.00 255.00 140.00 1,765.00

2. At Field Level




Subtotal 20.00 325.00 325.00 325.00 325.00 45.00 1,365.00

Subtotal 235.00 830.00 700.00 600.00 580.00 185.00 3,130.00







Subtotal - 755.00 1,025.00 1,050.00 870.00 270.00 3,970.00



2. Outreach Program

At State level ls 80.00 20.00 10.00 10.00 10.00 10.00 140.00


Subtotal 180.00 120.00 20.00 20.00 20.00 20.00 380.00

Subtotal 180.00 140.00 40.00 40.00 40.00 40.00 480.00







Subtotal 27.00 27.00 27.00 22.00 22.00 22.00 147.00

b. Staff Costs



Subtotal 210.00 210.00 210.00 210.00 210.00 210.00 1,260.00


Subtotal 309.00 309.00 309.00 304.00 304.00 304.00 1,839.00



hardware ls 65.00 40.00 2.00 2.00 2.00 2.00 113.00

consultancy ls 5.00 5.00 1.00 1.00 1.00 1.00 14.00

Subtotal 70.00 45.00 3.00 3.00 3.00 3.00 127.00



Subtotal 125.00 80.00 78.00 58.00 88.00 88.00 517.00

Subtotal 434.00 389.00 387.00 362.00 392.00 392.00 2,356.00



Total 1,224.00 3,987.62 4,525.01 3,959.68 3,878.80 1,486.67 19,061.78

_________________________________














Table 3.3. Support to State Level Activities - Maharashtra

PIP Version 4.0 / October 2015Pg-xx


India


100-499 Lakh / annum j


Unit Cost



I. Investment Costs






Subtotal 120.00 556.00 540.00 100.00 100.00 100.00 1,516.00











Subtotal 55.00 237.50 230.00 65.00 70.00 10.00 667.50

Subtotal 135.00 757.50 630.00 365.00 370.00 10.00 2,267.50


Subtotal 375.00 1,433.50 1,290.00 585.00 590.00 110.00 4,383.50









Subtotal 105.00 220.00 140.00 140.00 120.00 40.00 765.00






Subtotal 215.00 505.00 375.00 275.00 255.00 140.00 1,765.00

2. At Field Level




Subtotal 20.00 325.00 325.00 325.00 325.00 45.00 1,365.00

Subtotal 235.00 830.00 700.00 600.00 580.00 185.00 3,130.00







Subtotal - 755.00 1,025.00 1,050.00 870.00 270.00 3,970.00



2. Outreach Program

At State level ls 80.00 20.00 10.00 10.00 10.00 10.00 140.00


Subtotal 180.00 120.00 20.00 20.00 20.00 20.00 380.00

Subtotal 180.00 140.00 40.00 40.00 40.00 40.00 480.00







Subtotal 27.00 27.00 27.00 22.00 22.00 22.00 147.00

b. Staff Costs



Subtotal 210.00 210.00 210.00 210.00 210.00 210.00 1,260.00


Subtotal 309.00 309.00 309.00 304.00 304.00 304.00 1,839.00



hardware ls 65.00 40.00 2.00 2.00 2.00 2.00 113.00

consultancy ls 5.00 5.00 1.00 1.00 1.00 1.00 14.00

Subtotal 70.00 45.00 3.00 3.00 3.00 3.00 127.00



Subtotal 125.00 80.00 78.00 58.00 88.00 88.00 517.00

Subtotal 434.00 389.00 387.00 362.00 392.00 392.00 2,356.00


G. Urban Watersheds ls - 500.00 1,200.00 1,500.00 1,500.00 300.00 5,000.00

Total 1,224.00 4,447.50 5,142.00 4,637.00 4,372.00 1,497.00 21,319.50

_________________________________














Table 3.4. Support to State Level Activities - Gujarat

PIP Version 4.0 / October 2015Pg-xxi


India




Unit Cost



I. Investment Costs






Subtotal 120.00 556.00 540.00 100.00 100.00 100.00 1,516.00











Subtotal 55.00 237.50 230.00 65.00 70.00 10.00 667.50

Subtotal 135.00 757.50 630.00 365.00 370.00 10.00 2,267.50


Subtotal 375.00 1,433.50 1,290.00 585.00 590.00 110.00 4,383.50









Subtotal 105.00 220.00 140.00 140.00 120.00 40.00 765.00






Subtotal 215.00 505.00 375.00 275.00 255.00 140.00 1,765.00

2. At Field Level




Subtotal 20.00 325.00 325.00 325.00 325.00 45.00 1,365.00

Subtotal 235.00 830.00 700.00 600.00 580.00 185.00 3,130.00







Subtotal - 755.00 1,025.00 1,050.00 870.00 270.00 3,970.00



2. Outreach Program

At State level ls 80.00 20.00 10.00 10.00 10.00 10.00 140.00


Subtotal 180.00 120.00 20.00 20.00 20.00 20.00 380.00

Subtotal 180.00 140.00 40.00 40.00 40.00 40.00 480.00







Subtotal 27.00 27.00 27.00 22.00 22.00 22.00 147.00

b. Staff Costs



Subtotal 210.00 210.00 210.00 210.00 210.00 210.00 1,260.00


Subtotal 309.00 309.00 309.00 304.00 304.00 304.00 1,839.00



hardware ls 65.00 40.00 2.00 2.00 2.00 2.00 113.00

consultancy ls 5.00 5.00 1.00 1.00 1.00 1.00 14.00

Subtotal 70.00 45.00 3.00 3.00 3.00 3.00 127.00



Subtotal 125.00 80.00 78.00 58.00 88.00 88.00 517.00

Subtotal 434.00 389.00 387.00 362.00 392.00 392.00 2,356.00



Total 1,224.00 3,987.62 4,525.01 3,959.68 3,878.80 1,486.67 19,061.78

_________________________________














Table 3.5. Support to State Level Activities - Andhra Pradesh

PIP Version 4.0 / October 2015Pg-xxii


India




Unit Cost



I. Investment Costs






Subtotal 120.00 556.00 540.00 100.00 100.00 100.00 1,516.00











Subtotal 55.00 237.50 230.00 65.00 70.00 10.00 667.50

Subtotal 135.00 757.50 630.00 365.00 370.00 10.00 2,267.50


Subtotal 375.00 1,433.50 1,290.00 585.00 590.00 110.00 4,383.50









Subtotal 105.00 220.00 140.00 140.00 120.00 40.00 765.00






Subtotal 215.00 505.00 375.00 275.00 255.00 140.00 1,765.00

2. At Field Level




Subtotal 20.00 325.00 325.00 325.00 325.00 45.00 1,365.00

Subtotal 235.00 830.00 700.00 600.00 580.00 185.00 3,130.00







Subtotal - 755.00 1,025.00 1,050.00 870.00 270.00 3,970.00



2. Outreach Program

At State level ls 80.00 20.00 10.00 10.00 10.00 10.00 140.00


Subtotal 180.00 120.00 20.00 20.00 20.00 20.00 380.00

Subtotal 180.00 140.00 40.00 40.00 40.00 40.00 480.00







Subtotal 27.00 27.00 27.00 22.00 22.00 22.00 147.00

b. Staff Costs



Subtotal 210.00 210.00 210.00 210.00 210.00 210.00 1,260.00


Subtotal 309.00 309.00 309.00 304.00 304.00 304.00 1,839.00



hardware ls 65.00 40.00 2.00 2.00 2.00 2.00 113.00

consultancy ls 5.00 5.00 1.00 1.00 1.00 1.00 14.00

Subtotal 70.00 45.00 3.00 3.00 3.00 3.00 127.00



Subtotal 125.00 80.00 78.00 58.00 88.00 88.00 517.00

Subtotal 434.00 389.00 387.00 362.00 392.00 392.00 2,356.00



Total 1,224.00 3,987.62 4,525.01 3,959.68 3,878.80 1,486.67 19,061.78

_________________________________














Table 3.6. Support to State Level Activities - Rajasthan

PIP Version 4.0 / October 2015Pg-xxiii


India




Unit Cost



I. Investment Costs






Subtotal 120.00 556.00 540.00 100.00 100.00 100.00 1,516.00











Subtotal 55.00 237.50 230.00 65.00 70.00 10.00 667.50

Subtotal 135.00 757.50 630.00 365.00 370.00 10.00 2,267.50


Subtotal 375.00 1,433.50 1,290.00 585.00 590.00 110.00 4,383.50









Subtotal 105.00 220.00 140.00 140.00 120.00 40.00 765.00






Subtotal 215.00 505.00 375.00 275.00 255.00 140.00 1,765.00

2. At Field Level




Subtotal 20.00 325.00 325.00 325.00 325.00 45.00 1,365.00

Subtotal 235.00 830.00 700.00 600.00 580.00 185.00 3,130.00







Subtotal - 755.00 1,025.00 1,050.00 870.00 270.00 3,970.00



2. Outreach Program

At State level ls 80.00 20.00 10.00 10.00 10.00 10.00 140.00


Subtotal 180.00 120.00 20.00 20.00 20.00 20.00 380.00

Subtotal 180.00 140.00 40.00 40.00 40.00 40.00 480.00







Subtotal 27.00 27.00 27.00 22.00 22.00 22.00 147.00

b. Staff Costs



Subtotal 210.00 210.00 210.00 210.00 210.00 210.00 1,260.00


Subtotal 309.00 309.00 309.00 304.00 304.00 304.00 1,839.00



hardware ls 65.00 40.00 2.00 2.00 2.00 2.00 113.00

consultancy ls 5.00 5.00 1.00 1.00 1.00 1.00 14.00

Subtotal 70.00 45.00 3.00 3.00 3.00 3.00 127.00



Subtotal 125.00 80.00 78.00 58.00 88.00 88.00 517.00

Subtotal 434.00 389.00 387.00 362.00 392.00 392.00 2,356.00



Total 1,224.00 3,987.62 4,525.01 3,959.68 3,878.80 1,486.67 19,061.78

_________________________________














Table 3.7. Support to State Level Activities - Odisha

PIP Version 4.0 / October 2015Pg-xxiv


India




Unit Cost



I. Investment Costs






Subtotal 120.00 556.00 540.00 100.00 100.00 100.00 1,516.00











Subtotal 55.00 237.50 230.00 65.00 70.00 10.00 667.50

Subtotal 135.00 757.50 630.00 365.00 370.00 10.00 2,267.50


Subtotal 375.00 1,433.50 1,290.00 585.00 590.00 110.00 4,383.50









Subtotal 105.00 220.00 140.00 140.00 120.00 40.00 765.00






Subtotal 215.00 505.00 375.00 275.00 255.00 140.00 1,765.00

2. At Field Level




Subtotal 20.00 325.00 325.00 325.00 325.00 45.00 1,365.00

Subtotal 235.00 830.00 700.00 600.00 580.00 185.00 3,130.00







Subtotal - 755.00 1,025.00 1,050.00 870.00 270.00 3,970.00



2. Outreach Program

At State level ls 80.00 20.00 10.00 10.00 10.00 10.00 140.00


Subtotal 180.00 120.00 20.00 20.00 20.00 20.00 380.00

Subtotal 180.00 140.00 40.00 40.00 40.00 40.00 480.00







Subtotal 27.00 27.00 27.00 22.00 22.00 22.00 147.00

b. Staff Costs



Subtotal 210.00 210.00 210.00 210.00 210.00 210.00 1,260.00


Subtotal 309.00 309.00 309.00 304.00 304.00 304.00 1,839.00



hardware ls 65.00 40.00 2.00 2.00 2.00 2.00 113.00

consultancy ls 5.00 5.00 1.00 1.00 1.00 1.00 14.00

Subtotal 70.00 45.00 3.00 3.00 3.00 3.00 127.00



Subtotal 125.00 80.00 78.00 58.00 88.00 88.00 517.00

Subtotal 434.00 389.00 387.00 362.00 392.00 392.00 2,356.00



Total 1,224.00 3,987.62 4,525.01 3,959.68 3,878.80 1,486.67 19,061.78

_________________________________














Table 3.8. Support to State Level Activities - Telangana

PIP Version 4.0 / October 2015Pg-xxv


India




Unit Cost



I. Investment Costs






Subtotal 120.00 556.00 540.00 100.00 100.00 100.00 1,516.00











Subtotal 55.00 237.50 230.00 65.00 70.00 10.00 667.50

Subtotal 135.00 757.50 630.00 365.00 370.00 10.00 2,267.50


Subtotal 375.00 1,433.50 1,290.00 585.00 590.00 110.00 4,383.50









Subtotal 105.00 220.00 140.00 140.00 120.00 40.00 765.00






Subtotal 215.00 505.00 375.00 275.00 255.00 140.00 1,765.00

2. At Field Level




Subtotal 20.00 325.00 325.00 325.00 325.00 45.00 1,365.00

Subtotal 235.00 830.00 700.00 600.00 580.00 185.00 3,130.00







Subtotal - 755.00 1,025.00 1,050.00 870.00 270.00 3,970.00



2. Outreach Program

At State level ls 80.00 20.00 10.00 10.00 10.00 10.00 140.00


Subtotal 180.00 120.00 20.00 20.00 20.00 20.00 380.00

Subtotal 180.00 140.00 40.00 40.00 40.00 40.00 480.00







Subtotal 27.00 27.00 27.00 22.00 22.00 22.00 147.00

b. Staff Costs



Subtotal 210.00 210.00 210.00 210.00 210.00 210.00 1,260.00


Subtotal 309.00 309.00 309.00 304.00 304.00 304.00 1,839.00



hardware ls 65.00 40.00 2.00 2.00 2.00 2.00 113.00

consultancy ls 5.00 5.00 1.00 1.00 1.00 1.00 14.00

Subtotal 70.00 45.00 3.00 3.00 3.00 3.00 127.00



Subtotal 125.00 80.00 78.00 58.00 88.00 88.00 517.00

Subtotal 434.00 389.00 387.00 362.00 392.00 392.00 2,356.00



Total 1,224.00 3,987.62 4,525.01 3,959.68 3,878.80 1,486.67 19,061.78

_________________________________














Table 3.9. Support to State Level Activities - Jharkhand

PIP Version 4.0 / October 2015Pg-xxvi


India




Unit Cost



I. Investment Costs






Subtotal 120.00 556.00 540.00 100.00 100.00 100.00 1,516.00











Subtotal 55.00 237.50 230.00 65.00 70.00 10.00 667.50

Subtotal 135.00 757.50 630.00 365.00 370.00 10.00 2,267.50


Subtotal 375.00 1,433.50 1,290.00 585.00 590.00 110.00 4,383.50









Subtotal 105.00 220.00 140.00 140.00 120.00 40.00 765.00






Subtotal 215.00 505.00 375.00 275.00 255.00 140.00 1,765.00

2. At Field Level




Subtotal 20.00 325.00 325.00 325.00 325.00 45.00 1,365.00

Subtotal 235.00 830.00 700.00 600.00 580.00 185.00 3,130.00







Subtotal - 755.00 1,025.00 1,050.00 870.00 270.00 3,970.00



2. Outreach Program

At State level ls 80.00 20.00 10.00 10.00 10.00 10.00 140.00


Subtotal 180.00 120.00 20.00 20.00 20.00 20.00 380.00

Subtotal 180.00 140.00 40.00 40.00 40.00 40.00 480.00







Subtotal 27.00 27.00 27.00 22.00 22.00 22.00 147.00

b. Staff Costs



Subtotal 210.00 210.00 210.00 210.00 210.00 210.00 1,260.00


Subtotal 309.00 309.00 309.00 304.00 304.00 304.00 1,839.00



hardware ls 65.00 40.00 2.00 2.00 2.00 2.00 113.00

consultancy ls 5.00 5.00 1.00 1.00 1.00 1.00 14.00

Subtotal 70.00 45.00 3.00 3.00 3.00 3.00 127.00



Subtotal 125.00 80.00 78.00 58.00 88.00 88.00 517.00

Subtotal 434.00 389.00 387.00 362.00 392.00 392.00 2,356.00



Total 1,224.00 3,987.62 4,525.01 3,959.68 3,878.80 1,486.67 19,061.78

_________________________________














Table 3.2 Support to State Level Activities - Madhya Pradesh

PIP Version 4.0 / October 2015Pg-xxvii

Annex III – IMPLEMENTATION PARTNERS AND AGENCIES

ANNEX III:

IMPLEMENTATION PARTNERS AND AGENCIES

PIP Version 4.0 / October 2015Pg-xxviii


Annex III. 1: Services to be provided by Project Management Consultant

Area Type of services/deliverables Timeline (as per

approved AAPs)

Human Resources

Management

HR Policy, job profiles, remuneration structure HR Manual

(including organization development plan),

Personnel orientation, training and capacity building

Personnel Contracting, personnel records, Personnel

payment; appraisal system implementation contractual

personnel will be on pay roll of SP)

within 4 months

Within 6 months

Monthly/Annual/

quarterly reports

Office Administration Office establishment and maintenance

Office equipment procurement and maintenance (Desktop

Computers, Laptops, Printers, Fax machines, Scanners,

Binding-machine, Projectors & Protector Screens,

Telephones & EPBX System, Audio-Video Conference

System, Cameras, etc. )

Office facility management (janitorial services; file-

management; security; property or building management;

engineering services; space planning and accounting; mail

and message services; records management; computing

and telecommunication system; safety; and other support

duties including necessary legal compliance)

Local/national/international travel management with

lodging (Travel desk and vehicle hiring).

Within 4 months

Quarterly

inventory reports

As per need

Event management,

and publicity

organizing workshops, seminars and training programmes (in-

house and outstation)

Advertisements, media publicity, publications

As per training calendar (training reports to be prepared) as per need

Procurement Purchase of office equipment & stationery,

equipment maintenance contracts, project equipment and

machinery (all documentation and procedures to be SP

responsibility)

as per procurement plan;

Financial

management

Financial management protocols and manuals, including back

end support, maintenance of record of expenditures;

consolidated progress reports

Developing accounting package, integrating it into MIS and

preparing monthly, quarterly and annual financial progress

reports; Arranging internal and external auditing

Within 3 months

Within 3 months

Annual

PIP Version 4.0 / October 2015Pg-xxix


Project Support Cell (PSC): The IP will constitute a dedicated PSC,comprising professionals on a

full time basis as specified in the contract.

Fund management

i) Funds will be transferred toa separate account opened by IP for all expenditures to be

incurred for Neeranchal. This fund should not be used by the IP for any other purpose than

the mutually agreed activities as per contract terms. Also, the funds should not be invested

in any form of short or medium term deposit scheme.

ii) Funds will be drawn and utilized as per quarterly action plans prepared on the basis of

approved Annual Action Plan and exercising all financial due diligence expected under

Neeranchal implementation framework, described in the Financial guidelines.

iii) After approval of Annual Action Plan of first year, funds required for initial two-quarters as

per the Annual Action Plan (Budget estimate) will be released to the IP after signing the

agreement.

iv) Thereafter, the funds will be released on quarterly basis, as per the budget estimates

according to the Approved AAP and requirement of funds for subsequent two quarters.

Subsequent releases will be based on internal audit and approvals of the Statement of

Expenditure submitted on a quarterly basis, with Progress Reports.

v) Money accruing as interest credited in the programme account will be credited to the same

account and shall be used only for activities in the Approved Annual Action Plan.

vi) Funds remaining unspent with IP at the end of partnership should be refunded to

Neeranchal.

Accounts and Audit of Expenditure:

The IP will maintain all relevant records including bill and receipts, etc, copies of which will be

forwarded to Neeranchal on Monthly / Quarterly basis as agreed. The Books of Accounts and the

supporting documentation for the expenditure under the Partnership will be subject to third party

internal / external audits by CAG, Chartered Accountant Firms engaged by Neeranchal, for the

purpose. In addition, the physical and financial records will be subject to review by Neeranchal

and representatives of the World Bank as may be required.

Reporting Mechanism:

As per the reporting requirement under the partnership, the IP will submit the following reports

which will be reviewed and approved by Neeranchal:

Annual Action Plans along with budgets

Monthly/Quarterly Progress Reports against the agreed quarterly outputs in AAP.

Monthly/Quarterly Financial Reports, including Statement of expenditures.

Other reports agreed with the partners for critical activities in the Annual Action Plan.

PIP Version 4.0 / October 2015Pg-xxx


Annex III.2: Tasks, scope of work and outputs of Research Coordination PartnerinNeeranchal

Tasks Scope of activities Expected Outcomes

Overall

coordination of

research

subcomponent

2.1, including its

integrated

delivery,

monitoring and

general

oversight,

knowledge

sharing and

documentation

(as knowledge

partner)

Coordinate research and share results between

partners responsible for various thematic areas

- to be customized to specific requirements

and made available to the States for wider

application

Partners for the thematic

areas of Component 2

effectively demonstrate

the value of innovative

models/ methodologies.

Coordination with States to address their

requirements of handholding support from

partners.

Capacities of DoLR at the

national level and the

SLNAs at State level are

strengthened to

undertake these

innovations on a wider

scale.

General oversight and quality assurance,

evaluate results of research and modeling for

sustainability; ensure that results emerging

from research are aligned to specific

stakeholder requirements at various levels

Analyse various studies, research reports and

actual demonstrations undertaken within this

Component and suggest additional research

areas.

Successful innovative practices are

documented and widely

disseminated and a system of

knowledge exchange on an

ongoing basis is in place

Generate disaggregated data by gender and

socio –economic considerations in alignment

with the broader ME&L system.

Coordinate Knowledge Management for

thematic areas by contributing to a web-based

knowledge platform and furnish data from

applied research to State and national level

data centres.

Identify relevant international CB and

dissemination opportunities for thematic areas

and support DoLR to access the same.

Regular dialogue and coordination with the

Neeranchal PIU.

As innovation

partner, take up

Community

focused

innovations for

agricultural

(including

horticulture,

forestry,

livestock, fishery)

productivity and

Demonstrate simple comprehensive and

customized models for easy adaption by

communities

Adoption of farming

practices suited to local

requirements by communities

result in higher yields and better

management of farming systems.

Assist in up scaling pro-poor packages of

practices pertaining to the thematic area.

Pro poor farming system

approaches are integrated into

State watershed interventions and

benefits tracked through regular

ME&L.

With support from Component 2 Sub-district level institutions

PIP Version 4.0 / October 2015Pg-xxxi


yield

enhancement

integrating

gender concerns

and sustainability

concerns.

partners,adapt lessons emerging to community

needs for water, agriculture and climate-

related concerns.

function as effective

resource/knowledge centres for

the community.

Apply potential international experiences/best

practices/ innovations to community needs

after customization (related to horticulture,

forestry, livestock and fisheries).

Institutional linkages with relevant

schemes/ departments are

established at appropriate levels to

ensure synergies and post project

sustainability.

Farmer to farmer extension pilots

widely applied and extension

services reoriented for women

farmers.

Programmatic linkages and

convergence/synergies

achieved.

Through the Farmer Field Schools (FFS) and

Farmer Water Schools (FWS),

promotegeneration of community knowledge

through learning by doing.

Strengthen community level organisations such

as ATMAs, Farmer Interest Groups, Producer

Associations, KVKs to function as knowledge

hubs for local needs

Undertake demonstrations for women focused

farming systems/livelihood interventions.

Establish linkages at State or other functional

levels with MGNREGS, agriculture and allied

departments to demonstrate the potential for

synergies and long-term sustainability.

Document practices and develop capacity

building material for wider dissemination of

successful practices.

Establish synergies with the value-chain,

forward linkages initiative of the project in

terms of appropriate products and yields for

such initiatives.

PIP Version 4.0 / October 2015Pg-xxxii


Annex III.3: Tasks and Outcomes of partnership with Agency for Agricultural

Performance Enhancement

Focus Area Tasks Expected Outcome

Development of

models and tool

kits for

Improved

Watershed

Management

Approaches

Identify/develop/implement strategies and

technology for difficult areas (e.g. saline

areas, deserts, coastal ingression, high

rainfall and erosion areas, mining affected

areas) .

Methodologies/ models for

addressing challenges of

difficult areas, including per

ha. costs reflected in DoLR

WC-PMKSY budgets

Demonstrate effective use of technology

(e.g. digital elevation models, remote

sensing, etc.) for watershed management

planning and build capacities at State level

for their wider application; also identify

local/indigenous technology and validate

their contribution to watershed outcomes

Piloted technology (including

Indigenous technologies)

find wider application within

IWMP implementation and

are an integral part of the

DPRs prepared for

comparable regions.

Demonstrate and handhold the process of

incorporation of technological inputs for DPR

preparation

Guidelines for preparation of

DPRs indicate the relevant

technological inputs

required.

Demonstrate technology and information

requirements to plan and implement

climate-proofed water harvesting structures

Climate information is

integrated into the location

specific planning and design

of water harvesting

structures and reflected in

the DPRs.

Develop and disseminate CB material

pertaining to the thematic area

Capacities and professional

competencies of watershed

functionaries improved

Coordinate with other partners in hydrology,

climate change etc.

Coordinated action at various

levels, particularly with, .IPs

Document and disseminate lessons from the

above.

Experiences shared for wider

application

Contribute on a regular basis to the

Knowledge Management initiative for the

and specifically Component 2.

Knowledge contributed to NIDC

for public dissemination

Regular dialogue and coordination with the

relevant DoLR- PIU and SLNA subject matter

specialists

Experiences shared for wider

application.

Sub-component

2.2 Agricultural

Performance

(including

horticulture,

forestry,

livestock,

Soil Health mapping exercise for all project

districts

Soil health maps prepared at

District leveland made available

at watershed level.

Develop models for agricultural water

budgeting in coordination with NIH and FAO

Water balance models piloted

result in improved productivity

and conservation outcomes.

Establish linkages with research SLNAs and communities able to

PIP Version 4.0 / October 2015Pg-xxxiii


fisheries)

organisations such as ICAR Institutions, SAUs

to source methods, seeds, cultivars and

practices for diverse agro-climatic regions

relevant to the project States.

source/develop improved and

certified varieties of seeds and

other farm inputs without any

assistance

Undertake demonstrations of organic

agriculture at scale, supported by

appropriate value chains and market linkages

Organic agriculture provides

higher incomes;

Certification process

initiated.

Source and demonstrate innovative practices

in horticulture, livestock, forestry and

fisheries, establish linkages with relevant

research institutions.

Productivity increased by

20% over baseline

Adoption rate of

technologies increased by

20% over baseline

Demonstrate and assist in up-scaling

innovative agricultural package of practices

and trials undertaken elsewhere

Innovative Package of

Practices (POP) up-scaled

Customize and demonstrate international

best practices and assist in wider application

international technologies

customized and adopted.

Pilot climate-resilient agriculture models in

coordination with relevant partner agencies Climate resilient models

adopted

Develop CB material and undertake CB of

stakeholders for all successful interventions,

piloted.

Capacities and technical

competencies of watershed

functionaries improved

Document experiences and lessons on the

completion of each initiative. Experiences shared for wider

application

PIP Version 4.0 / October 2015Pg-xxxiv


Annex III.4 Tasks and outcomes of agency for Climate Change Adaptation Initiatives

Focus Area Activities Outcome

1 Watershed climate

assessment and

projections

Assessment of the current climate

variability and risks exposure at

watershed level

Current and future

risks from climate

variability

documented and

shared

Make Projections of future climate change

at the watershed level.

2 Climate impact

assessment

Assess the impact of climate change on

crop production, water resource

availability and forest biomass and

biodiversity.

Climate change

impacts on

production systems,

water resources and

people documented

and shared.

Develop vulnerability profiles of cropping

systems and watershed communities for

current climate viability and future

climate change.

3 Develop adaptation

strategies and

practices for coping

with current climate

risks and variability )

Develop adaptation options for crops,

farming systems and livelihoods.

Adaptation options

and strategies

developed

Develop and create access to weather-

based crop selection and agronomic

practices advisory.

Weather based

agronomic advice

accessed by farmers

4 ‘Additional’ adaptation

strategies and

practices for building

long-term resilience to

climate change

Assessment of the adaptation deficit of

current coping and watershed

management strategies and practices with

projected climate change impacts

Additional

adaptation options

available

Identification of ‘additional’ coping

strategies and practices, to enhance the

resilience to long-term climate change

and to reduce vulnerability

5 Ecosystem Services

and Green Outcomes

Identify, measure and assess the status of

ecosystem services in the watersheds.

Systems for

Sustained flow of

ecosystem services

designed and

demonstrated in

watersheds.

Design watershed interventions to ensure

sustained flow of ecosystem services,

climate change mitigation, adaptation,

biodiversity conservation and other

services.

Carbon stock

enhancement

Develop watershed

carbon stock baseline,

estimate the carbon

sequestration

potential of proposed

watershed

interventions

(conventional) and

Develop baseline and system for

estimation of carbon in the watersheds.

Carbon stock in the

watersheds

enhanced by x% over

baseline Assess the carbon sequestration potential

of conventional watershed interventions.

Designing ‘additional’ watershed

interventions to enhance carbon

sequestration benefits synergistically with

watershed benefits.

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incorporate

‘additional’ activities

for carbon

enhancement

6 Green Metrics and

Green audit

Develop a baseline scenario of climate

change vulnerability, adaptive capacity,

carbon stocks in different land categories

and ecosystem services.

Updated knowledge

of climate

vulnerability and

carbon stocks result

in improved cc

adaptation planning

and improved

ecosystem services

in watersheds.

Develop a methodology for green auditing

Undertake periodic monitoring of changes

in vulnerability profiles, adaptive capacity

and carbon stocks.

7 Pilot climate resilient

village eco-systems

Assess current climate vulnerability and

rank vulnerable livelihoods, communities,

cropping systems, etc., at the village

ecosystem level

Climate resilient

ecosystem

development

initiated

Develop practices for reducing

vulnerability and building resilience to

climate change for the vulnerable

communities.

Climate resilience

initiated

8 Capacity building for

future adaptation

planning

To be executed under Comp.3.3 , CB

Budget

Capacity building

needs identified and

syllabi designed.

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Annex III.5 : Tasks and scope of Partnership with National Institute of Hydrology

Task Focus Area Scope

1

Develop and pilot Decision

Support System-Hydrology

(DSS-H) to support DoLR and

States to implement WC-

PMKSY at landscape,

expanded sub-watershed and

micro-watershed levels

Assess present and future water demand for different

uses (agriculture, domestic/drinking and industrial) at

sub basin and watershed levels

Identification of water bodies, runoff and stream

characteristics

Build models to develop potential water resources

map for surface water and groundwater at watershed

level.

2

Improved hydrological

information to support

landscape level assessment

and more integrated

watershed planning

Hydro-geological survey for water quality, aquifer

characteristics and groundwater abstraction and

recharge to delineate areas and their status for

locating potential groundwater locations.

Estimate water availability from surface and

subsurface sources

Estimate gap in water demand (at both spatial and

temporal scale.

3

Systems to help all the

stakeholders including

farmers and local authorities

to make better water

management decisions as

part of watershed planning

Planning for addressing the gap through

optimization of water management interventions

keeping in view the gap in demand, water availability,

augmentation of supply using appropriate technology-

based solutions

reduction in demand.

4

Tools to support DoLR and

States to assess investment

requirements, site selection

and priority setting; and

Generate scenarios of future water availability (with

suggested interventions) vs. demand, and estimation

of potential gap in water demand including

possible(livelihood) opportunities

Planning for addressing this potential gap in water

demand for each developed scenario

Hydrological evaluation of existing water

conservation/harvesting structures

Handholding support for hydrological inputs to DPR

Capacity building of the local stakeholders and

institutions through trainings at different levels.

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Annex III.6 Task description of Capacity Building Support Agency

The tasks to be performed by the CBSA are the following:

needs assessments and identify gaps,

• further develop the CB strategy based on needs of various stakeholders

• provide guidance to States on development of the training calendar, modules and

material,

• recommend training aids and equipment,

• develop indicators for monitoring of the CB process and its impacts and

• recommend quality assurance mechanisms for both materials and processes

• assist in the identification of nodal and specialised training institutes at the national level

and may need to assist the States for the same if requested.

Annex III.7: Job description of Agency for Remote sensing and

GIS support for planning and monitoring

Scope of work Outputs

Creation of high resolution satellite data

base for watersheds before and after

treatment.

Creation of thematic databases for

watersheds from available data.

Development of Mobile based application

for monitoring the field level activities in

the watersheds.

Hydrological modelling at Watershed

Scale using distributed/semi-distributed

approach for runoff estimation

Soil Erosion modelling using process based

approach

Identifying suitable sites for water

harvesting structures

Identifying and suggesting proper

watershed management practices.

Bhuvan services of NRSC /ISRO for

monitoring of watersheds.

Capacity building on Bhuvan services for

DoLR sponsored users to make use of

available data base for watershed

activities.

Support concurrent and continuous

monitoring of activities in watersheds

using mobile services and current season

satellite data.

Procurement of high resolution satellite data for the

watersheds before watershed treatment.

Uploading of the watershed satellite data in Bhuvan.

In hydrological modelling, computing runoff volume,

identifying runoff potential zones, identifying

suitable sites/zones for water harvesting structures,

soil erosion estimation, suggesting suitable measures

and practices for watershed management as

discussed below, GIS based customization will be

done where ever it is required.

Capacity building for users for utilization of Bhuvan

services.

Enabling users to access satellite data on Bhuvan to

prepare DPR, resource inventory, action plans

preparation etc.

Field data collection in watersheds through mobile

application and building data base using Bhuvan

services.

Procurement of satellite data of watersheds after

treatment twice a year and uploading on to Bhuvan

for monitoring implemented soil and water

conservation plans in the watershed.

Appropriate quality control measures will be adopted

at every stage of the project.

Continuous monitoring of watersheds using high

resolution satellite data for 5 years using Bhuvan

services.

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Annex III.8: Task description of ME&L Agency

The tasks of the independent ME&L Agency are the following:

Design an overall M&E framework for the entire Neeranchal project and carry out Impact

Assessment (including baseline, mid-term and final impact assessments at national as well as

State levels),

Design, develop & deploy an MIS system for ME&L at the DoLR.

Regular process monitoring, process check feedbacks along with discrete pathway analysis.

Conduct thematic studies and record best practices during the currency of the project.

Provide support to synthesize the M&E inputs from the State agencies.

Support dissemination and learning mechanism in all the project areas and develop an “M&E

Manual” for the project.

Support the project at the DoLR and State levels to build the capacity of the project personnel

as well as the community to make them capable to carry out the M&E independently.

Meta evaluation of activities carried out by the M&E agencies appointed by the States.

Annex III.9 Task description of Agency for Livelihoods and forward

linkages

generate community-led inclusive growth models as part of watershed development.

identify producer groups, commodity interest groups and other forms of farmer organizations

that are instrumental in building farmer capacity to engage with the market place (both at

input and output level) and devise innovative approaches to strengthen their linkages to

private sector (both retail and large institutional buyers).

identify pilot innovative tools to ensure better equity between producers and buyers, and

benefits flowing to the farmers/groups.

map and analyze value chains of key agricultural and non-agricultural product groups in each

identified watershed or State, to identify product segments that are working and those that

are failing.

identify gaps in the value chain and innovations to improve value chain outcomes, especially

new opportunities for crop diversification that have a higher potential impact on incomes and

also on water conservation (e.g. water-efficient horticulture).

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improve upon existing agriculture systems by identifying key private sector players at the

national level (for inputs, technology, and markets) who could link with farmers at the State

level.

provide technical inputs and guidelines for State-led training and hand-holding to build

sustainable capacities among farmers for entering into new value chains.

partner with large, private financial institutions to create a dedicated financial literacy

program to help farmers understand the value of technology, assess risks and rewards and

evaluate financial impact of decisions on their personal balance sheet, and improve farmer

access to credit.

develop and pilot user-friendly ICT technology to help farmers access information to make

better annual operating plans for crops and understand the financial impact of these plans.

coordinate with the private sector to review current insurance products for farmers and

develop new approaches for delivering these services to farmers.

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Annex IV – MAPS

ANNEX IV:

MAPS

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Annex IV – MAPS