Apcbtmp - Implention Plan PDF

Andhra Pradesh Community
Based Tank Management Project
Project Implementation Plan
28th February 2007

_____________________________________________________________
Irrigation & CAD Department
Government of Andhra Pradesh
Foreword
The Government of Andhra Pradesh has initiated the process of providing substantive and enabling
role to farmers benefiting from irrigation projects for management, operation and maintenance of the
irrigation infrastructure by enacting the APFMIS Act, 1997. Following this, I&CAD Department has
carried out minimum rehabilitation of the M.I tanks through Water User Associations. Performance
evaluation of the WUAs highlighted the need for investment in institution building to enable WUAs to
take up irrigation system management responsibilities. This has now been initiated in the I&CAD
Department as part of the ongoing sector reforms process under the flagship of “Jalayagnam”
programme of Government of Andhra Pradesh in tune with the Mid-Term Appraisal of the X Plan and
observation of the Sub-Group on Agriculture and Irrigation of the National Development Council.
I&CAD Department is already implementing a project on “Repair, Renovation and Restoration of

water bodies directly linked to Agriculture” with assistance from Government of India in the districts
of Ananthapur and Mahaboobnagar. I&CAD Department has developed a step-by-step process
guideline towards scaling up of the above programme to benefit 2.5 lakh ha under 3000 tanks at an
estimated cost of Rs. 1000 crores with financial assistance from the World Bank and the Government
of India under the AP Community Based Tank Management Project. This restoration work is
proposed to be undertaken in three batches over a period of next five years.
The Project Implementation Plan has been prepared to act as a guiding document, describing the
activities of the project on spatial and temporal scale. In addition, a set of six Operational Manuals on
various components has also been prepared to steer the project stakeholders in effective
implementation of the project. Present volume is one of the series of these six manuals. Though
sufficient care is taken to avoid any contradiction with the existing provisions, however in cases of
any ambiguity or contradiction, the existing statutes and government orders would prevail. We
welcome any suggestions for further modifications and improvement.
Commissioner,
Irrigation & CAD Department
Government of Andhra Pradesh
i
List of Contents
Chapter / Chapter / Section Name Page No.

Section No.
1 Introduction
1.1 About the state 1
1.2 Agro-climatic features 1
1.3 Geographical distribution of tanks 2
1.4 Status of tanks 4
1.5 Reason for decline to tank irrigation 4
1.6 State strategy on tank management 5
1.7 Community involvement in tank management 6
1.8 Groundwater and tank 8
1.9 GoI pilot on renovation and rehabilitation 10
1.10 GoI National Framework for design of project 10
1.11 Related Bank projects 12
2 About the Project

2.1 Project description 13
2.2 Tank selection process 16
2.3 Project approach and strategy 16
2.4 Project financing 19
3 Project Component 1: Strengthening community

based institutions
3.1 Over all objective, design principles, benefits 20
3.2 Description of component, sub-component and 20
activities
3.3 Implementation of TIMP 24
3.4 Maintenance of Records & Book Keeping 25
3.5 Capacity Building & Training 26
3.6 Implementation arrangement 28
3.7 Monitoring 32
4 Project Component 2: Tank systems improvements

4.1 Improvement of minor irrigation tanks
4.1.1 Objectives 39
4.1.2 Activities under the component 39
4.1.3 Approach and design principles 39
4.1.4 Selection criteria for tanks 39
4.1.5 Hydrological assessment 40
4.1.6 Dam safety 41
4.1.7 Project interventions 42
4.1.8 Technical manual 42
4.1.9 Implementation arrangements 44
4.1.10 Costing of tank improvement system 47
4.1.11 Quality assurance 47
4.1.12 Quality control manual 47
4.1.13 Creation of minor irrigation database for Andhra 47
ii
Pradesh
4.1.14 Post project sustainability strategy 47
4.2 Participatory groundwater management

4.2.1 Objectives 63
4.2.2 Approach 63
4.2.3 Coverage 63
4.2.4 Activities 64
4.2.6 Monitoring 66
5 Project Component 3: Agricultural livelihoods

support services
5.1 Overall objective, design principles, benefits 67
5.2 Agriculture / horticulture 69
5.2.1 Objectives 69
5.2.2 The approach 69
5.2.4 Capacity building 75
5.3 Livestock development 95
5.3.1 Objectives 95
5.3.3 Project Interventions 97
5.3.4 Training 100
5.3.5 Implementation Arrangement 101
5.4 Fisheries Development
5.4.1 Objectives and framework 107
5.4.2 Coverage and approach 107
5.4.3 Selection criteria 108
5.5 Foreshore Plantation
5.5.1 Objectives 116
5.5.4 Implementation arrangement 118
5.6 Marketing and business development
5.6.1 Background 121
5.6.2 Problem Analysis 121
5.6.3 Agri business development process 121
5.6.5 Capacity building 130
6 Project Component 4: Project Management

6.1 Introduction 149
6.2 Objectives 149
iii
6.3 Implementation arrangements 149
6.4 Project Management Support 154
6.5 Partnering institutions 156
6.6 Support Organization selection criteria 156
6.7 Terms of Reference for Support Organization 160
6.8 Capacity building objective and strategy 165
6.9 Project Monitoring and Learning 169
6.10 Project Sustainability 172
6.11 Project Risks 173
7 Social and Environmental Management Framework

7.1 Introduction 178
7.2 Stage-specific SEMF interventions and outcomes 178
7.3 Processes for Implementation of SEMF activities 183
7.4 Guidelines for selection of appropriate social and 184
environmental management measures
7.5 Monitoring environment and social aspects 188
7.6 Guidelines for Preparation of SEMF Plans 189
8 Tank Improvement and Management Plan (TIMP)

8.1 Project cycle in a tank system 209
8.2 TIMP planning process 211
8.3 TIMP contents and details (including social and 215
environmental management plans)
8.4 TIMP approval process 215
8.5 TIMP implementation arrangements 216
9 Procurement policy, plan & strategy

9.1 Procurement policy 238
9.2 Procurement plan 238
9.3 Methods of procurement 239
9.4 Financial delegation 240
10 Financial Management
10.1 Annual Action plan preparation 245
10.2 Head of Account 245
10.3 Drawing Disbursing Officer 245
10.4 Fund Release Process 245
10.5 Audit 246
11 Monitoring and Evaluation

11.1 Background 247
11.2 Objectives 247
11.3 The Approach 247
11.4 The M&L framework 248
11.5 Component-wise details of M&L 250
11.6 Participatory monitoring and learning 253
11.7 Organizational structure / implementation 255
arrangements
iv
11.8 Capacity building 257
11.9 Reporting arrangements 257
12 Project Disclosure Strategy

12.1. The approach 278
12.2. Lessons learnt 278
12.3. Pro-active disclosure 278
12.4. Consultations 281
12. 5. Implementation of RTI Act 281
12.6. Project management systems facilitating transparency 282
and public disclosure
12.7. Grievance redressal mechanism 283
12.8. Implementation arrangements 283
13 Cost Tables
Table 01 Component 01: Institutional Development
Table 02 Component 02a: Minor Irrigation Systems
Improvement
Table 03 Component 03a: Agriculture & Horticulture
Table 04 Component 03b: Animal Husbandry
Table 05 Component 03c: Fishery
Table 06 Component 03d: Foreshore Plantation
Table 07 Component 03e: Agri-business & Marketing
Table 08 Component 04: Project Management
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1. Introduction
1.1. About the state
Andhra Pradesh is the fourth largest state in India in terms of geographical area of 27.44
million ha, i.e., 8.4 % of the country’s territory. It is the fifth largest in terms of population at
75.7 million (2001 Census). The state is bound in the north by Maharashtra and Chattisgarh
states, on the east by Bay of Bengal, on the north-east by Orissa state, on the west by
Karnataka state and on the south by Tamil Nadu state. It lies between the north latitudes of
12° 14’ and 19° 54’ and east longitudes of 76° 50’ and 84° 50’. The state is divided into 23
districts and three popular cultural regions of Coastal Andhra, Rayalaseema and Telengana.
The population of Andhra Pradesh was about 75.7 million in 2001, with a population density
of 272 per km2. The female population is about 37.4 million, which is slightly less than 50 %
of the total population, giving the state a sex ratio of 978 females per 1000 males. The state
witnessed a population growth of 24.2 % between 1981 and 1991, which reduced to 13.8 %
between 1991 and 2001. Off the total state population 20.5 (27 %) million lived in urban areas
in 2001 and 55.2 million (73 %) lived in rural areas, making the state population
predominantly rural.
In the rural areas of the state, in 1991 the main work force formed about 47 % of the total
rural population. Off the total main work force, 61 % were men and 39 % women. Among the
marginal workers, however, women constituted 93 % of the work force and men only 7 %. In
urban areas the main work force constituted about 30 % of the total urban population. Men
made up 82 % of this work force while the women constituted of only 18 %. However, among
the urban marginal workers women made up 80 % of the work force, while the men only 20
%.
Agriculture is the mainstay of the state’s economy and also the largest employment provider.
The total cropped area in the state is about 13 million ha, contributing about 34 % (Rs. 372
billion) to the net state domestic product (Rs. 1,105 billion)1. Out of the 29.9 million work
force in the State as much as 19.5 million (65 %) are occupied in agriculture.
Food crops occupy about 67 % (8.8 million ha) of the cultivated area of Andhra Pradesh. The
annual total food grain production in the State is about 13.7 million tones. The major food
crop is rice, which is cultivated in about 4 million ha with an average annual production of
about 10.6 million tones. The other principal crops are cotton, sugarcane, tobacco, onion and
chili. Horticulture and plantation crops occupy about 1.37 million ha (10.5 %), with an
average annual yield of more than 9.5 million tones. The other important agricultural
activities are dairying, poultry and fishery.
1.2. Agro-climatic features
The cropped area in Andhra Pradesh state is divided into seven distinct agro-climatic zones.
The classification mainly concentrates on the range of rainfall received, type and topography
of the soils. The seven agro-climatic zones are as follows:
Rainfall Soil Type Crops Grown
Zones Districts
(mm)
1
As per the 1999-2000 prices
1
Paddy, Groundnut,
Deltaic Alluvium,
E. Godavari part, West Godavari Jowar, Bajra,
Krishna Red soils with clay,
Krishna, Guntur, and Contigous Tobacco, Cotton
Godavari 800-1100 BC soils, red
areas Khammam, Nalgonda, Chillies, Sugarcane
Zone loams, costal
Prakasham and Horticultural
sands, saline soils.
crops
Paddy, Groundnut,
Red soils with clay Mesta, Jute,
North Srikakullam, Vizainagaram, base, pockets of Sunhemp,
Coastal Vishakapatnam & uplands of 1000-1100 acidic soils, laterite Sesamum, Jowar,
Zone East Godavari soils, soils with pH Bajra, Black gram
4-5 & Horticultural
crops
Paddy, Groundnut,
Nellore, Chittoor, Southern Parts Red loamy soils,
Southern Cotton, Sugarcane,
of Prakasham and Cuddapah & 700-1000 Shallow to
Zone Millets and
Eastern parts of Ananthapur Moderately deep
Horticultural crops
Paddy, Castor,
Adilabad, Karimnagar, Chalkas, Red sandy
Jowar, Maize,
North Nizamabad, Medak, (Northern soils, Dubbas,
Sugarcane,
Telangana part) Warangal (Except N.W 900-1500 Deep Red loamy
Sunflower,
Zone Part) Eastern tips of Nalgonda soils and very deep
Turmeric, Pulses
and Khammam BC soils
and Chillies
Hyderabad, Ranga Reddy,
Paddy, Safflower,
Mahaboob- nagar,(Except
Southern Red eaths with Grapevine,
Southern border)
Telangana 700-900 loamy subsoils Sorghum, Millets,
Nalgonda,(except North eastern
Zone (Chalkas) Pulses, Sunflower
border) Medak (Southern parts)
and Orchard crops
Warangal (North Western part)
Kurnool, Ananthapur, Red Earths with
Cotton, Korra,
Scarce Prakasham, (Western parts) loamy soils
Sorghum, Millets,
Rainfall Cuddapah (Northern part), 500-750 (Chalkas) Red
Groundnut, Pulses,
Zone Mahaboobnagar (Southern- sandy soils and BC
Paddy
border) soils in pockets
High Horticultural crops,
Northern borders of Srikakullam, Hill slopes,
Altitude & Millets, Pulses,
Vizianagaram, Vishakapatnam, 1400 Undulating
Tribal Chilles, Turmeric
East Godavari and Khammam transported soils
Areas and Pepper
Source: I&CAD Department, GoAP
1.3. Geographical distribution of tanks
Tanks are an essential feature of Andhra Pradesh, especially in the rural areas. There are
irrigation tanks, percolation tanks or general-purpose village ponds. They could be perennial,
long-seasonal or short-seasonal, based on the water retention period.
Historically, tank irrigation in Andhra Pradesh has played a vital role in the development of
its agricultural economy. Andhra Pradesh has the distinction of having large number of tanks
and the largest area irrigated under tanks in the country. These structures are very common in
the Deccan plateau and have survived over centuries providing water for irrigation and
domestic uses. The native rulers and the communities have ingeniously designed and
constructed these structures over the past several centuries. As a local ecosystems, the tank
systems consists of the water body, the tank structure, the feeder & supply channel and canal,
the well, the catchments area and the command area it irrigates. Other than this it also
includes the bio-mass produce and the local flora and fauna supported within the tank system
area.
2
According to the 2nd Minor Irrigation Census, there Tanks in Andhra Pradesh
are 79,953 irrigation tanks in Andhra Pradesh. Of Type of Tank No. of Command
the data available for 73,604 tanks, the area covered Tanks (ha)
under the tanks is about 1,750,087 ha. The Tanks < 40 66,195 594,968
ha
irrigation provided by the tanks in the kharif and Tanks > 40 11,277 1,155,119
rabi season during the year 2000-01 is illustrated in ha
the maps below. Total Tanks 77,472 1,750,087
Source: GoAP, 2006 JALAYAGNAM
Source: I&CAD Department, GoAP
The district wise distribution of tanks in the state is given in the table below.
Name of Tanks > 40 ha Tanks < 40 ha Total
District No. of Command (In ha) No. of Command (In ha) No. of Command (In
sources sources sources ha)
Srikakulam 1026 64933 7638 72451 8664 137384
Vijayanagaram 1173 53253 8318 63715 9491 116968
Vishakhapatnam 389 67372 3111 29501 3500 96873
E. Godavari 332 53436 1253 15953 1585 69389
W. Godavari 254 37462 1054 12716 1308 50178
Krishna 284 41894 663 10082 947 51976
Guntur 83 10019 213 3737 296 13756
Prakasam 354 48338 551 7406 905 55744
Nellore 775 106372 984 14708 1759 121080
Ananthapuram 445 48445 2199 21068 2644 69513
Chittoor 627 52898 7395 55285 8022 108183
Cuddapah 309 30841 1542 13068 1851 43909
Kurnool 163 26747 454 4785 617 31532
Mahaboobnagar 655 60456 5374 41732 6029 102188
Ranga Reddy 280 31647 2037 19242 2317 50889
Nalgonda 541 69034 4076 32287 4617 101321
Warangal 756 75482 3920 30253 4676 105735
Khammam 393 57870 2097 21914 2490 79784
Nizambad 325 34492 2272 25078 2597 59570
Medak 889 66348 5174 41048 6063 107396
Karimnagar 622 64977 4495 42583 5117 107560
Adilabad 602 52802 1375 16366 1977 69168
Total 11,277 1155118 66195 594978 77472 1750096
Source: Calculated from GoAP, 2006 JALAYAGNAM
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1.4. Status of tanks
Tank, as an important source of irrigation, has lost its significance during the last two to three
decades. The proportion of area irrigated under tanks showed a significant decline from 39 %
in 1955 to 14 % in 2005. Most of the tanks in the State perform below their capacity level and
the gap between the irrigation potential created and actual irrigated area under tanks has been
reported at about 40 to 60 % depending upon the rainfall during a year.
The 2nd Minor Irrigation Census reported that at Status of tanks not in use in AP
the time of the census, 29,187 tanks were not in Status No. of Tanks
use in the State, which is 36.4 % of the total Temporarily not in use 24,170
number of tanks. The reasons cited were Abandoned 448
Dried up 2,384
siltation, weed infestation, closure of link /
Silted 982
feeder channels between chains of tanks, Other reasons 1,203
encroachment into tanks and cultivation in tank Total 29,187
beds, etc. This has happened as during the post- Source: GoI, 1993 2nd M. I. Census
Independence 5-year plans, more importance
was accorded to the major projects, with minimum attention to minor irrigation programmes.
Also the change to energized bore well irrigation, supported by electricity supply and
subsidized schemes, contributed to the neglect of tanks and all the functions they served.
In the process, area under tank irrigation has declined, which has adversely affected poor
people who are traditionally more depended on the tanks for their livelihoods. Though the
irrigation potential created through the tanks is estimated at 17 lakh ha, the actual area
irrigated is only about 6 - 8 lakh ha.
1.5. Reason for decline to tank irrigation
The fall in efficiency of the tank system could be due to one or more of the following reasons:
1. Decrease in inflows to the tank due to
i. Inadequate rainfall
ii. Up stream abstractions (watershed development and other water harvesting structures)
iii. Poor condition of feeder channel (including the pick up weirs / diversion works
wherever relevant)
2. Deterioration of physical system
i. Breach in bund
ii. Poor condition of the bund with unstable side slopes not to standards and non uniform
TBL
iii. Improper condition of surplus system needing repairs to the masonry structures such
as body wall, abutments, returns, wing walls, etc, along with apron, talus checking
retrogression if any
iv. Defunct or inadequate functioning of sluice because of absence of shutters, leakages
from shutter or masonry structure
v. Decrease in the storage of the tank due to silting, encroachments into the tank bed
3. Poor canal system
i. Improper shape of the main canal with disfigured cross sections and disturbed bed
slope
ii. Poor condition of cross masonry and cross drainage structures that increase the
distribution losses
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iii. Improper maintenance of the field channels
4. Poor water use efficiency due
i. Mono cropping of water intensive crop like paddy
ii. Improper distribution and scheduling of water to cover the entire ayacut
5. Institutional deficiencies
i. Inadequate management structure and management capacity at CADA
ii. Inadequate performance of Water Users Association
iii. Sub-optimal management systems
iv. Diverse tank users and livelihood options
v. Lack of voice to poor in decision making on tank
The decline in tank irrigation is taking a serious turn and possesses threat to the agricultural
economy of the State. It is estimated that there is an economic return of about Rs 37,500 per
ha of area cultivated under minor irrigation per year. This amounts to a loss of about Rs 2,250
crores per year for the 6 lakh ha of land lost under tank irrigation. This loss is further
aggravated as these tanks also provide other vital uses like domestic and drinking water to the
poor people.
A comprehensive programme for restoration of tanks and revitalization of irrigation potential

under them in a decentralized manner through community involvement is the primary need of
the State now. This programme will bring about 4 lakh ha of land under irrigation by restoring
tanks of more than 40 ha ayacut, while converting the smaller ones into percolation tanks to
recharge ground water in ground water distressed area.
1.6. State strategy on tank management
To provide policy and statutory support for the promotion of participatory management of
irrigation, including tank irrigation, in the State, GoAP enacted the Andhra Pradesh Farmers
Management of Irrigation Systems Act of 1997. It is the first of its kind in the country and
seeks to bring about a paradigm shift in irrigation management. The Act contains broad
provisions relating to all types of irrigation schemes (major / medium / minor) specifying the
tiers of farmers’ organizations to be formed, procedure for their constitution and election of
Managing Committees, functions of the various farmers’ organizations, resources, etc.
The salient features of the APFMIS Act are:

1. Transfer of power for the management of state-owned assets to the farmers
2. Creation of new autonomous institutions (WUAs) as legal entities
3. Areas defined on a hydraulic basis
4. Equity achieved within the structure of a WUA by introducing the concept of territorial
constituencies
5. All land holders in possession of land in an irrigation system become WUA members with
voting rights
6. One member, one vote
7. Elections by secret ballot
8. Functional and administrative autonomy
9. Freedom to raise resources
10. Resolution of disputes and compounding of offenses
11. Simplified procedures for taking up works
12. Six-year tenure for Managing Committee members with one-third changing every two
years
5
13. Irrigation Department, as competent authority, is made fully accountable to the farmer
organizations
14. Right to recall an elected member after one year
15. Social audit and annual accounts audit
1.7. Community involvement in tank management
The primary farmer’s organization for the minor irrigation tanks is the Water User
Association. A WUA is created by delineating the command area under a minor irrigation
tank system. All land holders (farmers and tenants) within the delineated area constitute the
members of the WUA. The area of a WUA is subdivided in order to equitably handle water
management, maintenance, and governance. These constitute the Territorial Constituencies
within a WUA, which are 6 in numbers. The elected representatives of these territorial
constituencies constitute the Managing Committee of a WUA. The managing committee
members in turn elect the WUA President from among themselves. The area covered by a
WUA ranges from 40 to 3,500 ha. A typical structure of a WUA is given in the figure below.
W U A
Managing Committee
President
t h e
o f
Territorial Constituency Members
B o d y
(6 per WUA)
G e n e r a l
Farmers
(Any person using water for the purpose of irrigation and
paying water tax as recorded in the revenue records)
Elections to the WUAs are conducted through a democratic process of secret ballots under the
Andhra Pradesh Farmers Management of Irrigation Systems Act 1997. Detailed rules have
been notified under the Act for the delineation, notification and functioning of the WUA.
The process of formation of a WUA entails the following steps:

1. The area proposed to be constituted into a WUA is delineated by the irrigation agency,
under an irrigation project either in full or in part depending on the irrigation system. In
the case of a minor irrigation tank, the area could be as low as 40 ha to a maximum of
2000 ha. While delineating natural and administrative boundaries are preserved as far as
possible. Delineation is done on a hydraulic basis.
2. The District Collector of the District in which the WUA is located notifies the proposed
WUA in the District Gazette and calls for objections. After hearing the objections a final
notification is made in the District Gazette and the WUA is constituted. Along with the
WUA a Competent Authority to the WUA is notified by law. The competent authority
6
provides technical advice to the WUA and assists in the technical supervision of the works
undertaken by the WUA.
3. The Commissioner CADA is the authority who notifies the process of election to the
WUA. The District Collector of the District concerned issues the election notification. The
process of election starts with the following sub processes:
i. All the members of a WUA who use water and pay water tax as recorded in the
revenue records and who are 18 years and above are the voters of a WUA. Each
member has a vote regardless of the extent of his or her land holdings. The electoral
rolls are prepared Territorial Constituency wise and listed against each survey number.
The voter’s list is then issued Territorial Constituencies wise.
ii. The District Collector issues a schedule for calling for nominations of interested
candidates for the post of member of the Territorial Constituencies. A time frame for
the scrutiny and withdrawal of nominations is specified in the election schedule and a
final list of contesting candidates is put up on the notice board.
iii. The elections are conducted immediately. Each voter casts his/her vote. The candidate
securing the maximum number of votes is declared the winner. In some cases the
elections may be unanimous. The consensus candidate is then declared as the winner.
The winner is handed over the election certificate. For minor irrigation WUAs, the
entire election process i.e., from receiving nominations to election of MC members,
President and Vice President is accomplished within one day.
iv. Where a dispute arises in the election of a member, the aggrieved could redress in the
District Civil Court as an election dispute. All the District Civil Courts have been
designated as the election tribunals for the purpose of the election disputes.
v. The WUA notifies a place as its office and the work begins for a period of six years -
the tenure of the WUA. However, every two years the term of one third of the
members expires, who are then replaced through elections. The term of the President
and Vice President is also for two years.
4. Each WUA has a separate bank account. The President and a member are the signatories
to the Bank Account.
The primary roles and responsibilities of the WUA as designated in the APFMIS Act are as
follows:
1. To prepare and implement a warabandi schedule for each irrigation season, consistent
with the operational plan, based upon the entitlement area, soil and cropping pattern.
2. To prepare a plan for the maintenance of irrigation system in the area of its operation at
the end of each crop season and carry out the maintenance work of feeder channels and
field drains in its area of operation with the funds of the association from time to time.
3. To regulate the use of water among the various pipe outlets under its area of operation
according to the warabandi schedule of the system.
4. To promote economy in the use of water allocated.
5. To assist the Revenue Department in the preparation of demand and collection of water
rates.
6. To monitor flow of water for irrigation.
7. To resolve the disputes, if any, between the members and water users in the area of
operation.
8. To raise resources.
9. To maintain records and to cause annual audit of its accounts.
10. To encourage avenue plantation on canal bunds and tank bunds by leasing such bunds.
11. To conduct regular water budgeting and also to conduct periodical social audit, as may be
prescribed.
7
12. To encourage modernization of agriculture in its area of operation.
13. To maintain the feeder channels of minor irrigation tanks by the respective WUAs in the
manner prescribed.
To fund the activities of the WUA the GoAP has notified aportion of the water charge
collection that would be shared among the various concerned organizations in the operation
and maintenance (O&M) of the tank.
Minor Irrigation Tanks

In INR %
Water Tax (INR / Acre) 100.00 100
Share in Tax Collection
Water User Association 90.00 90
Gram Panchayat 10.00 10
1.8. Groundwater and tank
Groundwater in Andhra Pradesh is being exploited heavily in recent years and unheralded and
unnoticed the area irrigated under groundwater has equaled the area irrigated under all other
surface water sources together (Figure 1). This situation now causes concern in terms of its
sustainability and the electric-power required to get the groundwater to the surface. In the
early days both were not worrisome as the wells were shallow dug-wells hardly deeper than 8
or 10 metres and animal power was used to draw the water. Therefore, from the energy
requirement angle the villages were self-contained. During most of the year, small streams
had water and tanks were rarely dry. But now it is likely that groundwater exploitation is
twice that of annual recharge. Thus in days ahead the well yields will go down and extraction
would decrease leading to fall in the area irrigated under groundwater.
Figure 1
In Andhra Pradesh, close to the global trend, groundwater is predominantly developed by

individuals, albeit some indirect interventions by the government. The first intervention came
8
in late 1970s when the Ground Water Department and the Central Ground Water Board
started making exploratory-cum-production bore-wells and tube-wells to demonstrate the
technology and understand the basic fabric of aquifers, especially the hard-rocks. Irrigation
wells were designated as successful if their yields were more than 150 lpm and drinking water
wells were categorized as successful if their yields were more than 60 lpm. Also in the 1970s,
under drinking water sector, the Panchayat Raj Department got sophisticated drilling
equipment under UNESCO programmes and drilled large number of wells to meet the
drinking water requirements. The second intervention, supported by the government came in
the form of service area banking system, which took National and then the Grameena banks to
very remote areas and these banks gave liberal loans for making bore-wells and for pumping
equipment. Bore-wells proliferated with this support and in 1980 there were 10 lakh wells
with 90% of them dug wells irrigating 12 lakh hectares. Now there are 22 lakh wells in the
state irrigating about 26 lakh hectares of which 70% (16 lakh) are bore wells (table below).
However, spacing norms were ignored in this with large number of closely spaced clusters of
wells that lhas ed to fall in their yields over a period of time.
Growth of wells and area irrigated under groundwater

Year Dug wells lakh Bore wells Area irrigated under
lakh Wells lakh ha
1971-72 6.90 1.13 8.03

1980-81 9.33 1.90 11.24
1990-91 13.67 3.94 17.61
2000-01 11.55 15.33 26.92
2004-05 8.78 16.01 24.79
Tanks, in general, have a significant impact on the groundwater resources in their influence
zone including the command area. The magnitude of the impact on groundwater potential
depends largely on the volume of the water stored in the tanks for a given period. The
recharge varies from tank to tank depending upon the geology, geo-morphology, tank design,
storage capacity etc. Utilization patterns and user profiles are also not uniform in all
circumstances and are location and region specific. Some tanks, either by design or because of
their location in a specific hydro-geological setting do not show their influence on the aquifer
system in the immediate vicinity.
The bore well users in the command and influence zones of the tanks would in fact, in a
sense, be using the surface water storage drawn through aquifers thus forming an important
stakeholders in a tanks project. The overall efficiency of the tank system therefore depends on
the utilization of groundwater resource both in command and influence zone of the tank
necessitating the groundwater management in that given unit.
Tank systems are managed by the Water Users Associations (WUAs) supported by the
concerned departments. The definition of water “Users” as per the APFMIS Act does not
explicitly include the groundwater users. Moreover, the groundwater use is also not part of the
tank management within the command. However, groundwater on the whole, within the tank
system occupies an important place in influencing the tank based livelihoods.
In this context, it is necessary to adopt an integrated approach for surface and groundwater
management at tank as well as a hydrological unit level.
9
1.9. GoI pilot on renovation and rehabilitation
To restore minor irrigation tanks in the state the I&CAD Department, GoAP is implementing
a pilot project called Repair, Renovate and Restoration of Water Bodies Directly Linked to
Agriculture (RRR Project). The project is funded by the GoI and covers 261 tanks in 2
districts of the state (Mahaboobnagar – 224 and Ananthpur – 37). The objectives of the pilot
project are:
1. To restore and augment storage capacities of water bodies
2. To recover and extend their lost irrigation potential
The project is focusing on four major outputs to achieve its objectives. These are:
1 Managerial Tax collection

Regular WUA meetings
WUA records maintenance
Auditing of WUA accounts
2 Social Issues Community taking up for entry point activities Shramadan, desilting,
etc
Identification of best practitioners (change agents) and para-workers
3 Productivity Promotion of ID crops and SRI paddy
Enhancement Adoption of organic pesticide management practices
Soil sample analysis
Farmers Field Schools
4 Water Management Warabandi and water sharing
Adoption of new technology in water management - drip and
sprinklers
Water audit and crop planning
Social regulation of ground water
1.10. GoI National Framework for design of project
The meeting of the State Secretaries of Irrigation and Water Resources held on 4 and 5
October 2005 at New Delhi discussed the issue of revival of existing irrigation tanks as part of
the Bharat Nirman Programme. It was suggested to prepare a National Framework for posing
a project for assistance to the World Bank. Accordingly, the Ministry of Water Resources GoI
has issued a National Framework for Renovation of Water Bodies In India2. The National
Framework lays down the intended objectives, institutional arrangement, types of
interventions, implementation phases and the funding modalities for the project.
The objective of the project will be:

To create additional irrigation capacity by restoring the lost irrigation command of water
bodies including treatment of catchments system through a micro basin approach. This will
also include extension of irrigation command through water use efficiency.
The key design principles of the project will be:

1. Sustainability of the restored systems through community participation and empowerment
facilitated by NGO / other agency to have self-supporting groups at the level of water
body
2. To create enabling legal and institutional environment to implement the solutions
emerging out of participatory and demand driven processes
2 th
Ministry of Water Resources, Government of India, No.7-7/2005-MI 13 October 2005
10
3. To promote and enhance livelihood options
4. Community contribution to be made compulsory. The suggested extent is about 10 % of
the total project cost out of which 5 % may be kind and the remaining in cash.
5. Although the project will benefit the farmers more, it will include the whole tank user
community involving other users
The project will include capacity building and training to secure the objective and translate
the key design principles into action along with the physical restoration of the tank system
and promotion of agricultural development as its primary interventions.
The project will include only water bodies having irrigation command above 20 ha.
Restoration of water bodies of command less than 20 ha will be taken up through other central
or state schemes like employment guarantee scheme etc.
The state level agency responsible for implementation of the project will be a PMU with the
facility to function in a flexible manner, called a Special Purpose Vehicle. It will be the
responsibility of the state level agency to plan the activities and monitor them. It will also
provide the coordination functions with other agencies and manage the interface with the
World Bank. It will be responsible for recruiting and monitoring the NGOs, multi disciplinary
teams and arranging for capacity building and training, etc. The state level agency may have
district level and sub-district level agencies. These will report to the state level agency.
NGO or any other suitable agency will be employed as facilitating teams to ensure
community mobilization. They will help the community to think through the issues and focus
on choices available. They will make them aware of their role and responsibility including for
community contribution. They will facilitate the institutional strengthening of the WUAs.
The key to the sustainability of the project will be meaningful participation by the community
in design and implementation of the project and in accepting full responsibility for future
O&M of the tank system. It is, therefore, necessary that there is government commitment to
transfer tank management to the WUAs through suitably designed MOUs, which are legally
supported. The roles and responsibilities of WUA will be delineated in the Memorandum of
Understanding (MoU), which will be signed between them and the project agency. While
routine O&M and some rehabilitation can be done by WUA, major repair works will be done
by government or the Panchayat depending on who owns the water body. The WUAs will
also have to be empowered to levy and collect water charges and treat the revenue that may
accrue from the water charges and increased livelihood options, say, like from fisheries and so
on, as WUA funds for O&M purposes.
The project will have a clear phasing of the activities based on the processes involved. The
phases could be pre planning, planning, implementation and consolidation. Community
organization will be the precursor for physical infrastructure improvement in view of the IMT
envisaged. Pre planning and planning will include community organization and facilitating
community in preparing the micro plan that includes net planning, water audit, crop plan and
water distribution plan. Implementation phase will also include community’s role in execution
(based on the financial limit of works for tendering), monitoring and supervision.
Consolidation phase will emphasis on hand holding of community based institutions and
building their capacities to take over the O&M.
11
GoI will assist the state governments in the preparation of projects. The framework and the
principles recommended will have to be converted into project development framework in a
much more detailed manner. This will be achieved by creating a Mission Directorate at the
Ministry of Water Resources (MOWR) with funding support in order that the Mission
Directorate can effectively play its role. The MoWR will also centrally monitor the project
and ensure experience sharing, learning and dissemination. In the event of a state taking a
World Bank loan the entire assistance will be a loan burden to the state government. In view
of this and the fact that there is a definite role envisaged for GoI in the project, GOI will give
a grant of at least 25 % of the project cost to the states.
The unit cost (Rupees / ha) of restoration of water bodies of command size 40-100 ha will be
Rs. 50,000 and of command size 100-501 ha will be Rs. 40,000. This will include 10 % for
capacity building.
1.11. Related Bank projects
The related World Bank funded projects in the state are:

1. Andhra Pradesh II
2. Andhra Pradesh III
3. Andhra Pradesh Economic Restructuring Project
4. National Hydrology Project I
5. National Hydrology Project II
6. Andhra Pradesh Community Forest Management Project
7. Andhra Pradesh District Poverty Initiative Project
8. Andhra Pradesh Rural Poverty Reduction Project
12
2. About the Project
2.1. Project description
Objectives
Selected tank based producers improve agricultural productivity and water user associations
manage tank system effectively.
The four components of the project are:
1. Strengthening community based institutions to assume responsibility for tank system

improvement and management – including development of human resources, formation and /
or strengthening of local institutions for tank improvement and management and development
of mechanisms whereby the needs of traditionally vulnerable stakeholders can be addressed.
2. Tank systems improvement – including physical investments in tank systems with

command area of 40 ha and above. The actual rehabilitation work required would be
determined for each system individually with an upfront Tank Improvement and Management
Plan (TIMP) prepared in consultation with tank users prior to undertaking any investments. In
general, investments are likely to address deficiencies in feeder channels, tank bed and
structures and the water distribution and drainage systems.
3. Agricultural livelihoods support services – including promotion of farmer interest groups,

agricultural research and extension, support through public agencies and private service
providers as appropriate and facilitation of credit and market linkages for agricultural
producers / growers (including fisheries and livestock products).
4. Project Management – activities under this component would help ensure effective project
management at the state and district levels, information and logistic support, communications,
project related consultancies and concurrent monitoring and evaluation.
Scope of the project
The project will carry out rehabilitation of a maximum of 3000 tank systems in the following
batches:
Sl. No. Batch No. No. of Tank Systems
1 1 500
2 2 1000
3 3 1500
Total 3000
Project area
The project will be implemented in 499 Mandals of 22 districts of Andhra Pradesh.
Strategy for decentralization and convergence with other programmers of Government
The project will adopt a Results Based Management Strategy (see figure below) for
decentralization of its planning, implementation and monitoring processes. Results Based
13
Management is defined as a broad management strategy aimed at achieving important
changes in the way organizations operate, with improving performance (achieving better
results) as the central orientation. A key component of results based management is
performance measurement, which is the process of objectively measuring how well an
organization is meeting its stated goals or objectives. It typically involves several phases: e.g.,
articulating and agreeing on objectives, selecting indicators and setting targets, monitoring
performance (collecting data on results), and analyzing and reporting those results vis-à-vis
the targets. While performance measurement is concerned more narrowly with the production
and supply of performance data, performance management is broader. It is equally concerned
with generating management demand for performance information, i.e., with its uses in
management decision-making processes and with establishing various organizational
mechanisms and incentives that actively encourages its use. In an effective performance
management system, achieving results and continuous improvement based on performance
information is central to the management process.
The key stages of results based management strategy are:

1. Identifying clear and measurable objectives (results), aided by logical frameworks
2. Selecting indicators that will be used to measure progress towards each objective
3. Setting explicit targets for each indicator, used to judge performance
4. Developing performance monitoring systems to regularly collect data on actual results
5. Reviewing, analyzing and reporting actual results vis-à-vis the targets
6. Integrating evaluations to provide complementary performance information not readily
available from performance monitoring systems
7. Using performance information for internal management accountability, learning and
decision making processes, and also for external performance reporting to stakeholders
and partners
Thus, integrating complementary information from both evaluation and performance

monitoring systems and ensuring management's use of this information are critical aspects of
results based management.
14
Other critical components associated with results based management strategy that reinforce or
facilitate the use of performance information are:
1 Accountability: instituting new mechanisms for holding organization staff and units
accountable for achieving results at appropriate levels
2 Decentralization: delegating authority to the organizational level accountable for results,
and empowering them with flexibility to shift resources to better performing activities
3 Client focus: consulting with beneficiary groups concerning their preferences and
satisfaction with goods and services provided, and being responsive to their needs
4 Participation and partnership: involving partners and stakeholders in all aspects of
performance measurement and management processes, and seeking greater harmonization
of efforts
5 Reformed operational policies and procedures: instituting new policy and procedural
directives aimed at changing the way the organization conducts its business
6 Supportive mechanisms: assisting organization staff to effectively implement performance
measurement and management in various ways, such as providing training, technical
assistance, performance information databases, guidebooks, tips and best practices series
7 Cultural change: equally important for successful results based management is
transforming the organizational culture, that is, the values, attitudes and behaviors of its
personnel
The steps in defining the result based management strategy for the project are as follows:
1. Agreement on and initiation of the strategic management process
2. Identification and clarification of the organization’s mission, objectives, and current
strategies
3. Identification of the organization’s internal strengths and weaknesses
4. Assessment of the threats and opportunities from the external environment
5. Identification of key constituents / stakeholders and their expectations
6. Identification of the key strategic issues confronting the organization
7. Design / analysis / selection of strategy alternatives and options to manage issues
identified in step 6
8. Implementation of the strategy
9. Monitoring and review of the strategy’s performance
The primary level of convergence of the project with other on-going government development
programmes and schemes will be the District Level Implementation Committee. At the time
of preparation of the TIMP itself, such a convergence plan will be prepared for each tank
system. This will be submitted to the DLIC for approval. Since all the relevant line
department district heads are members of the DLIC, an approval of the convergence plan in
the DLIC will indicate willingness of the respective departments in implementation of the
convergence plan. The District Collector, as the DLIC chairperson will monitor and review
the implementation of the convergence plan approved by the DLIC.
To facilitate implementation of convergence of the project with on-going government

programmes and schemes the Project Steering Committee, with the Chief Secretary as the
Chairperson, will have the powers to issue orders and rules, as required.
15
2.2. Tank selection process
There are about 11,277 minor irrigation tanks in Andhra Pradesh. The performance of these
tanks is largely dependent on the rainfall during a particular year. However the deviations in
terms of area irrigated to the designed are noticed from tank to tank. These deviations are for
the reasons of physical status of the tank infrastructure or hydrology of the geo-hydrological
unit in which they are located. It is therefore essential to assess the chances of improvement of
performance of the tank as a result of interventions of the project. The pattern of irrigation
from different sources like major projects, medium irrigation projects or ground water
fluctuates between extremities. There are about 78 mandals where the only source of
irrigation is through the major and medium irrigation projects. 198 mandals are identified
where the ground water based irrigation accounts for 97% or more area of the total area
irrigated. In such a scenario, the principal selection criteria for the tanks is to choose those
mandals where tank irrigation is the predominant form of irrigation and surface water yield is
favourable to justify the investment on tank restoration. The criteria take into account the
hydrological parameters, community willingness and tank status. The selection process is
divided into three stages for prioritizing the mandals and the tanks.
District profiling
The districts are sequenced on the basis of

predominance of tank irrigation vis-à-vis the total
irrigated area on the basis of performance during
the years 1989-91. 3 This prioritization assists in
identifying the districts that would require
intensive project interventions. The project will
be initiated in districts with prioritized mandals
that would be selected on criteria defined in the
next stage of selection.
Mandal selection
The next stage of selection involves identification

of mandals in three batches according to
predominance of irrigation by minor irrigation
tanks:
• more than 75 %
• 50 to 75 %
• 35 to 50 %
Details of tank selection are provided in
Component 2a.
2.3. Project approach and strategy
Defining tank system and its stakeholders
A tank is a water body, which gets water collected

from the catchment and stored in it. The tank consists of the catchment area from which the
3
The State average for these years was 22.7 % irrigation from tank to total net irrigated area.
16
tank received water inflows, an earthen bund to store the water, surplus system to let off
excess flows safely, sluices to release water for irrigation and tank bed to cover the water
spread when the tank is full. The canal system comprises main canal to carry water for
irrigation of required discharge and field channels that bring water to the farmers’ field. Minor
irrigation source which is above 40 hectares will be considered for project.
As awareness about the project develops among the villagers, social mapping of the villages
will be carried out to identify the various social and economic groups among them. During the
process the various stakeholders of the tank will be identified by listing out all the ways in
which the villagers are using the tank and the household in each user category. This will be
recording on the social maps. Once all the tank stakeholders have been identified a Detailed
Internal Interest Analysis Matrix will be prepared of all the tank stakeholders.
In general the WUA will having two types of stakeholders i.e. direct stakeholders and indirect
stakeholders
1. Direct stakeholders
• Ayacutdars (command area farmers)
• Fishermen
2. Indirect stakeholders
• Washer men
• Livestock keepers
• Ground water users
Community participation
The project will adopt a participatory implementation strategy. It is envisaged that the strategy
will create a conducive environment for stakeholders to take part collaboratively to:
• Decide and articulate on what is needed
• Decide on directions, priorities, responsibilities and performance levels
• Develop interventions to achieve the agreed objectives
The objectives of the participatory strategy will be to:

1. Supporting and strengthening the capabilities of local people and their institutions
2. Enable people and their institutions to establish working relationships with related
organizations
3. Enhance the sustainability of the project interventions
4. Enabling local level planning, implementation, monitoring and evaluation
5. Creating a suitable environment for better use of capacities of people and resources
available at the community level for sustainable local development
The basic principles of the participation strategy will be:

1. Mutual Respect: All people must be accepted as they are with their strengths and
weaknesses
2. Active Involvement: A prerequisite to participation is active involvement of all and
participation must be continue from planning through evaluation
3. Agree to Disagree: Participation requires an implicit and explicit understanding to agree
and disagree and to accept the common interest above personal interests
4. Building Consensus: Collective responsibility for decisions made
5. Commitment to Action: Collective commitment to action on the basis of agreed upon
decisions and plans
17
Community will participate in the project primarily through the institution of the Water Users
Association.
Tank based livelihood management
Andhra Pradesh has 73% of population living in rural areas and employed mainly in
agricultural activities. An estimated 21.6 percent of the population lives below the poverty
line. In the state marginal (less than 1 ha) and small farmers (1-2 ha) own about 83 % of the
total holdings but own only 46 % of the total land, semi-medium farmers (2-4 ha) own 12.34
% of landholdings, medium farmers (4-10 ha) own 4.34 % of landholdings and large farmers
(greater than 10 ha) own 0.57 % of the total land holdings. Irrigated agriculture provides an
important means to raise incomes and living standards for many farmers, especially the poor
and marginal ones with smallholdings.
Minor Irrigation tanks contribute to 14 % of the state irrigation. The gamut of minor irrigation
tanks comprises minor irrigation tanks (>40 ha ayacut), Panchayat Raj Tanks (<40 ha ayacut).
The traditional tank systems have provided insulation to the people living in fragile rain-fed
areas in this part of the country. Even so, the farmers in rain-fed tanks who are predominantly
marginal and small farmers are highly vulnerable to the vagaries of monsoon. Consequently,
these tanks need to be conserved at any cost to provide a safety net to the livelihood of the
millions who depend on them.
The multiple and diverse uses of tanks to the villagers need to be considered as part of
community centered planning. This is essential to keep up the interests of the local people to
maintain and manage them efficiently. Currently, the fishermen community, livestock owners
are not considered as primary stakeholders. Just as increasing concern with basin management
has shown the need to look more closely at water productivity, not just land productivity,
"more crop per drop," concern for irrigation as a tool for alleviating poverty points out the
importance of "more jobs per drop." Harvests from forests, fisheries, and farm fields are the
primary source of income for the rural poor. These are yet to be effectively tapped.
Experience indicates that water resources management is effective and sustainable only when
it is linked to livelihoods wherein all sections of local community are brought together with a
shared sense of purpose and ownership.
Tank, as an important source of irrigation, has lost its significance during the last three or four
decades as most of the tanks in the state perform below their capacity level and the gap
between the irrigation potential created and actual irrigated area under tanks has been reported
at about 40 to 60 percent depending upon the rainfall during a year. The local communities in
many cases have shifted from tank based agriculture to ground water based agriculture as an
emerging alternative. Moreover, it is also seen that the return from agriculture at state level
has remained stagnated over a period of time due to fluctuations in rainfall, sub-optimal
functioning of physical infrastructure and lack of changes / adoption on newer land use
patterns and agronomic practices.
The primary focus of the project activities is not only to restore the gap ayacut through tank
systems improvement but also to improve the production and economic returns from tank
based livelihoods. The I &CAD Department undertook a study of tank based livelihoods,
which brought forth a range of tank based livelihoods and changes in livelihoods adopted by
WUA members based on water availability. The study indicated that farmers practice multiple
18
livelihood options based on available natural resources and these need to be utilized
effectively for improvement. The inference derived from a number of studies and interactions
with extension workers, professionals and academicians indicate the need and importance of
interventions to improve productivity of crops as well as maximize returns by reducing gaps
in demand-supply chain. There is a specific need for focusing interventions on effective
demonstrations to farmers, to disseminate technology and facilitate its adoption, create
awareness on quality standards, organize farmers and promote collective sale and purchase of
inputs and produce so as to improve returns. Market led extension is the newest approach,
which needs to be adopted for improving the economic returns to farmers and other tank
users.
2.4. Project financing
Extent of World Bank finance
The World Bank will finance the project to the extent of 75 % of the total cost as a loan.
GoI cost share
The Government of India will finance the project to the extent of 25 % of the total cost as a
grant.
Community share
The community will contribute to the extent of 10 % of the total cost of civil works. It will be
5 % in cash and 5 % in kind.
19
3. Project Component 1: Strengthening Community Based Institutions
3.1. Over all objective, design principles, benefits
Strengthening community based institutions to assume responsibility for tank system

improvement and management – including development of human resources, formation and /
or strengthening of local institutions for tank improvement and management and development
of mechanisms whereby the needs of traditionally vulnerable stakeholders can be addressed.
3.2. Description of component, sub-component and activities
Awareness Generation on Project
The process of strengthening of community based institutions will start with awareness
generation about the project in the tank system area villages. Village level meetings will be
organized in each of the tank area villages. At least a weeks notice about the meeting will be
given in the villages through the WUA. During the meeting the villagers will be informed
about the project, its objectives, approach and processes, possible interventions and expected
benefits. The villagers will also be informed about the role of the WUA in the project and in
the future operation and maintenance of the tank system. A number of meetings will be
organized in each tank area village, besides the awareness generation process, including
Kalajatha, wall writings, audio-visual shows, etc.
Identification of All Tank Stakeholders
As awareness about the project develops among the villagers, social mapping of the villages
will be carried out to identify the various social and economic groups among them. During the
process the various stakeholders of the tank will be identified, including the groundwater
users in the tank influence zone, by listing out all the ways in which the villagers are using the
tank and the household in each user category. This will be recorded on the social maps. Once
all the tank stakeholders have been identified a Detailed Internal Interest Analysis Matrix will
be prepared of all the tank stakeholders.
Assessment of WUA preparedness and willingness
To analyze the preparedness and willingness of the WUA to participate in the project an
assessment of the WUA will be carried out on the following aspects:
1. Organizational & financial environment
2. Planning environment
3. People’s participation
Signing of MoU between WUA and District Project Director
At the completion of the awareness generation process and the assessment of environment for
participatory planning, the willingness of the WUA in participating in the project will be
determined. If the WUA is willing to participate in the project a Memorandum of
Understanding will be agreed upon and signed between the WUA and the District Project
Director (DPD - Executive Engineer), which will delineate the commitments and the
mandates of the two parties towards each other. This will include the willingness of both the
WUA and DPD to take the roles and responsibilities specified below:
20
Roles and Responsibilities of WUA:
1. mobilize community contribution for the project from among the tank users at the rate of
10 percent of the total civil works (5 percent in cash and 5 percent in kind). The 5 %
contribution in cash will be deposited in the WUA O&M Account for future O&M
activities
2. prepare a Tank Improvement and Management Plan to carry out restoration and revival of
the tank system
3. supervise and actively participate the TIMP implementation
4. assist the Revenue Department in making assessment of demand for water charges and
collection of water charges from its members as per the rates notified by GoAP from time
to time
5. undertake management and O&M works of the tank system from the water charges
collected as per the provisions of the APFMIS Act (1997) covering the following
activities:
i. desilting (feeder channels, irrigation channels and tank bed if required)
ii. jungle clearance in the tank system
iii. embankment repairs
iv. revetment
v. repairs to shutters
vi. repairs to masonry and lining
vii. cleaning and oiling of screw gears and gate groves
viii. emergent breach closing works
ix. reconstruction/ repairs of sluices
x. reconstruction / repairs to drops and regulators
xi. repairs to waste weir and surplus system
6. distribute water among all the tank users equitably
7. create an awareness on economic use of water and promote efficient water use
technologies & practices among the tank users
8. collectively prepare water use and agricultural plans for each irrigation season
9. arbitrate and resolve any disputes over distribution of water among the tank users
10. prevent future encroachment and protect tank system
11. maintain execution of works and supervise the quality
12. open and operate two bank accounts in any Nationalized Bank
i. O&M Account: for depositing water charges collected, O&M funds, 5 %
contribution towards share of the WUA in rehabilitation of the tank. This account
will be operated jointly by WUA President and Vice President, on behalf of the
WUA Managing Committee
ii. Works Account: for the purpose of rehabilitation works taken up by the WUA
under the project. This account is to be operated jointly by WUA President (on
behalf of the WUA Managing Committee) and the project technical staff (DPU
staff co-opted into the works sub-committee)
13. maintain regular ledgers and accounts of the WUA as required under the project
14. perform any other functions to accomplish the objectives of the project as and when
required under the project
Role and responsibilities of District Project Director (DPD):

1. provide finances, resources, technical support, supervision and training to WUA to carry
out restoration and revival of the tank system
21
2. provide finances, technical support, supervision and training to WUA to carry out all
WUA functions and activities listed above
3. ensure quality of civil works carried out under the project
4. provide continued technical support, supervision and training to the WUA subsequent to
the handing over of the tank system to the WUA
5. provide resources to carry out repairs of the tank system for damages caused by natural
calamities, subsequent to restoration
(For the text of the MoU see Annex 1.)
Data collection for preparing Tank Improvement and Management Plan (TIMP) – PRA
/ Technical Surveys
After signing of the MoU between the WUA and the DPD the process for TIMP preparation
will start. This will begin with a Participatory Rural Appraisal of the tank area villages. PRA
will be carried out over a period of 5 days schedule using the following tools:
Day PRA Tools Output of the Tool

Day 1 Resource Mapping / Transect To assess the nature and levels of production
Day 2 Production System & Livelihoods Mapping system in the tank area and identify the problems
in the tank system that would require restoration
Day 3 Institutional Mapping / Infrastructure, Service To assess the social and physical capital existing
Availability & Mobility Mapping in the tank area and the linkages and networks
through which inputs and services are acquired by
the tank users and markets accessed by them
Day 4 Time Line / Seasonality Chart / Trend Analysis of To assess the significant historical trends and
Groundwater based Irrigation annual events that has influenced the prevailing
condition of the tank system / groundwater use in
the tank influence zone
Day 5 Problem Tree / Problem Identification / Problem
Prioritization / Identification of interventions
Problem identification and prioritization will lead to the identification of the root problems of
the tank system and the effect of this on the tank users. This will be done through construction
of a Problem Tree of the core problem of tank system deterioration. The construction of a
Problem Tree will result in list out the causes and effects of the tank system deterioration.
Once the causes and effects have been listed, they will be converted into objective statements
based on which the required interventions will be identified. The interventions so identified
by the tank system stakeholders can not be changed by the project staff without the approval
of the WUA. The identified interventions will be segregated into the following categories:
1. Civil Works
2. Land / Water Resources Management Activities
3. Production / Livelihood Activities
4. Social / Environmental Management Activities
5. Institutional / Management Aspects
6. Trainings
The proposed interventions will also be segregated into categories based on the resources to
be used to implement them. The resources to be used are:
1. Community resources
2. Project resources
3. Convergence / linkage with other programmes
22
4. Credit financing
During this time the assessment based on the Social and Environmental Management
Framework will also be carried out and interventions related to it identified.
Preparation of Work Designs and Cost Estimates
After identification of the interventions the design and cost estimates for the civil works will
be prepared by the project technical staff in association with the Works Sub-Committee
members of the WUA. During the same time the cost estimate and implementation plan for
the other interventions will be prepared by the other relevant project staff in association with
the Works Sub-Committee and other members of the WUA.
With respect to interventions to be implemented through convergence / linkages with on-

going government schemes like National Rural Employment Guarantee Programme
(NREGP), the WUA will pass a resolution to that effect and present it to the concerned Gram
Panchatay for consideration through its co-opted Gram Panchayat members. The WUA Gram
Panchayat members will represent the WUA’s interest in the Gram Panchayat meeting and
will follow up on inclusion of these interventions into the Gram Panchayat NREGP plan.
Preparation of TIMP Document
After the design, cost estimates and the implementation plan for all the interventions have
been prepared, it will be compiled into the TIMP document. The TIMP document will be
prepared in a log frame format and with GANTT charts, designs and estimates and cost tables.
It will also include a brief profile of the tank system area and the tank stakeholders.
Consultation and Endorsement of TIMP by WUA General Body
Once the draft TIMP document is ready it will be presented to the WUA General Body for
discussion and approval. The General Body meeting of the WUA will be organized within a
fortnight of the preparation of the draft TIMP document. During this intervening period the
SO in-charge of the WUA will discuss and clarify all queries of the WUA members related to
the implementation plan, designs and cost estimates. Based on the discussions, any required
modification of the TIMP will be carried out. After the final TIMP has been agreed upon, the
extent of the community contribution and its collection strategy and schedule will be agreed
upon.
Once the TIMP has been agreed upon and finalized, a General Body meeting of the WUA will
be held to pass a resolution approving and adopting the TIMP. The WUA Managing
Committee will then fill up the TIMP Implementation Agreement. The WUA Managing
Committee will prepare two copies of the approved TIMP and the Agreement and submit
them to the DPU for approval. On receiving DPU approval, one copy of the TIMP and
Agreement will be kept with the WUA for its records and one copy will be kept with the
DPU. The DPU will compile all the TIMPs prepared in one project phase in the District
Action Plan and submit it to the District Level Implementation Committee (DLIC) for
approval.
23
3.3. Implementation of TIMP
The WUA will operate two bank accounts. In account 1 (the O&M Account) the beneficiary
contribution (the cash component) and the water charges collected from the WUA members
will be deposited. This account will be operated jointly by the President and the Vice-
President of the WUA. In account 2 (the Works Account) the project funds for the works and
the livelihoods funds will be deposited. This account will be jointly operated by the President
of the WUA and the project technical staff deputed to the WUA.
A schedule for implementing various works in relation to the available time for
implementation and the seasonal conditions will be drawn for different works under each
component. The works under each component will be prioritized for implementation by the
WUA in association with the DPU and SO. Subject to the financial limits set by the
government, the WUA will identify works to be implemented by WUA. If necessary the
requisite capacity of the WUA will be developed for this. The remaining works will be listed
separately for implementation through the tendering process.
The Managing Committee of WUA will co-opt the technical staff (AE / AEE) into the Works
Sub-Committee for technical guidance and capacity building of the members during execution
of works. The sub-committee will obtain technical sanction for all the works as per the
departmental norms and entrust works that can handled by WUA to the WUA.
An advance up to 40 % of the cost of the work will be provided, if required, in installments to

WUA to be deposited in the works account through a Letter of Credit by the District Project
Director for WUA to start work. Transfer of funds to the Works Account, however, is subject
to full and proper training of the concerned WUA members in maintaining books of accounts
and on verification of the capacity of the WUA in maintaining them by the DPU. The
measurement / check measurement for various works / items will be done by the concerned
project technical staff in association with the work sub-committee, following departmental
norms.
The progress of the work, quality and quantity of work done will be closely monitored by the
works sub-committee of the WUA facilitated by the project technical staff and approved
jointly by them. Regular bills may be made at different stages of completion of work. The
payment to the bills will be made by the DLIC receiving authorization from works sub-
committee along with the project technical staff.
For the works, authorized by the WUA to be done through the tendering process, the District
Project Director will call tenders as per the procurement norms prescribed under the project.
A tripartite agreement will be signed between the District Project Director, the contractor and
the WUA. Measurements and check measurements shall be recorded by the concerned project
technical staff along with the work sub-Committee as per the departmental norms.
The quality and quantity of the works will be monitored by the WUA works sub-committee
and project technical staff. For release of payment a resolution will be passed by the WUA
works sub-committee after ensuring the work quality, authorizing the Managing Committee
of WUA and the DPU for release of payments to the Contractor through the District Project
Director.
24
All the works executed and records will be subject to independent third party quality control
as per the agreement with the DPU apart from the regular quality control.
The lists of works to be taken up will be given wide publicity by means of display in the
office of the WUA or other public institutions within the area. Whenever a work is taken up
the estimated cost of the work, item of work proposed to be executed, details of the executing
agency etc., will be exhibited on a display board at the place of the work so that all members
of the WUA are aware of the details of the works being executed and the expenditures to be
incurred. The abstract of work items, quantity, rate and cost will be painted on wall of the
WUA office.
3.4. Maintenance of Records & Book Keeping
WUA will operate the following two accounts which will be audited as required by the
government as per the rules:
1. O&M Account: The WUA has to operate an account in any Nationalized Bank for
depositing water charges collected, O&M funds, 5 % contribution towards share of the
WUA in rehabilitation of the tank. This account will be operated jointly by WUA
President and Vice President, on behalf of the WUA Managing Committee.
2. Works Account: The WUA has to operate another account in a Nationalized Bank for the
purpose of rehabilitation works taken up by the WUA under the project. This account is to
be operated jointly by WUA President (on behalf of the WUA Managing Committee) and
the project technical staff (DPU staff co-opted into the works sub-committee).
The WUA will maintain the following accounts and registers separately for each account.
Each record will bear the name, address and the seal of the WUA and will be machine
numbered.
1. Cash Book
2. Bill Register
3. Contingent Register
4. Anamath Register (Day Book)
5. Receipt Book
6. Cheque Register
The project technical staff of the WUA will also ensure that each WUA maintains the
following records, other than those specifically mentioned in the APFMIS Act and rules:
1. An up-to-date copy of the Act / Rules / Directions and orders of Commissioner /
Government
2. Maps showing:
i. The boundaries of the tank system and jurisdiction of the WUA
ii. Water conveyance system within the boundaries of the WUA jurisdiction
iii. The localized / notified ayacut
iv. The areas under irrigation not falling within notified ayacut
3. Registers:
i. Property Register and Records
• Inventory Register
• Register of vacant lands and building
• Register of income on Miscellaneous property
• Register of Machinery
ii. Membership Register
iii. Canal gauge Register
25
iv. Sanctions Register
• Register of Administrative and Technical sanctions and payments
v. Special fee and tax collection Register
vi. Minutes Register
• General Body
• Managing Committee
• Sub committees
3.5. Capacity Building & Training
To achieve the objectives of institutional strengthening of the WUAs would require enhancing
the capacities of all direct stakeholders of the project from the WUA members up to the state
level staff of the PMU. Accordingly, the general training plan developed for all the project
stakeholders are as follows:
1. Training of WUA Members

i. Participatory Irrigation Management & WUA
ii. Role and Responsibilities of WUA
iii. Group norms, group revitalization and conflict resolution
iv. Preparation and implementation of WUA annual action plan
v. Water charge estimation and collection
vi. Water audit and crop planning
vii. Water distribution and sharing
viii. Community based monitoring of WUA activities
2. Training of WUA Managing Committee Members

i. Participatory Rural Appraisal
ii. Preparation of TIMP
iii. Preparation of WUA procurement strategy and plan
iv. Supervision of civil works
v. Participatory Irrigation Management & WUA
vi. Roles and responsibilities of WUA
vii. Roles and responsibilities of WUA Managing Committee members
viii. Maintenance of WUA records books and accounts
ix. Group norms, group revitalization and conflict resolution
x. Preparation and implementation of WUA annual action plan
xi. Water charge estimation and collection
xii. Planning and implementation of O&M of the irrigation system
xiii. Resource mobilization
xiv. Water audit and crop planning
xv. Water distribution and sharing
xvi. Community based monitoring of WUA activities
3. Training of WUA Sub-Committee Members

i. Roles and responsibilities of WUA
ii. Roles and responsibilities of WUA sub-committee
iii. Maintenance of WUA records books and accounts
iv. Preparation and implementation of WUA annual action plan
v. Water charge estimation and collection
vi. Planning and implementation of O&M of the irrigation system
26
vii. Resource mobilization
viii. Water audit and crop planning
ix. Water distribution and sharing
x. Community based monitoring of WUA activities
4. Training on WUA Sustainability

i. Refresher Training for WUA Managing Committee
ii. Refresher Training for WUA Sub Committees
iii. Refresher Training for WUA Para workers
5. Training of WUA Para Workers

i. Community Organization
ii. WUA Management
iii. Water Management
iv. Livestock Management
v. Agriculture Development
vi. Groundwater Management
6. Training of Project Support Organization Staff

i. Project objectives and strategy
ii. Project management and implementation process
iii. Preparation of TIMP
iv. Preparation of WUA procurement strategy and plan
v. Supervision of civil works
vi. Participatory monitoring
vii. Participatory Irrigation Management and Participatory Hydrological Monitoring
viii. Roles and responsibilities of WUA, WUA Managing Committee and WUA sub-
committee
ix. Preparation and implementation of WUA annual action plan
7. Training of District Project Unit Staff

vii. Participatory Irrigation Management and Participatory Hydrological Monitoring
viii. Roles and responsibilities of WUA, WUA Managing Committee and WUA sub-
committee
ix. Maintenance of WUA records books and accounts
x. Group norms, group revitalization and conflict resolution
xi. Preparation and implementation of WUA annual action plan
xii. Water charge estimation and collection
xiii. Planning and implementation of O&M of the irrigation system
xiv. Water audit and crop planning
xv. Water distribution and sharing
xvi. Community based monitoring of WUA activities
8. Training of Project Management Unit Staff
27
vii. Organization development and strategic planning
viii. Project planning, project strategy and project management
ix. Project implementation, co-ordination and monitoring
x. Performance management and monitoring
xi. Capacity building strategy, planning and monitoring
xii. Resource planning and procurement
xiii. Data analysis and learning
xiv. Documentation and dissemination
(For details on capacity building objectives and strategy see Component 4 section on capacity
building)
3.6. Implementation arrangement
Tank Cluster Level Implementation Arrangement
At the tank cluster level a Support Organization (SO) will facilitate community mobilization
and participation. Each SO will be assigned at least one cluster of tanks consisting of 5 to 10
tanks.
The DPU will be responsible for identification and selection of the SO in a district. The
selection procedure for the SO is provided in Component 4. Based on the selection procedure
SOs will be empanelled in a district. The DPU will contract SOs, as required, when tanks are
taken up for rehabilitation in a district. At the time of contracting the SOs will be provided
with the ToR for the SOs, based on which they will prepare their implementation plan and
schedule.
The expected outputs of the SO are:

1. Effective mobilization of all tank stakeholders to participate in the activities of the
Water Users Association
2. Capacity developed of the Water Users Association in effectively performing their
roles in:
i. Collection of water charges
ii. O&M of tank system
iii. Water audit and water sharing (surface water and groundwater – wherever
planned)
iv. Promoting agricultural growth and tank based livelihoods
v. Resource mobilization and management
3. Effective participation of the Water Users Association in planning, implementation
and monitoring of the project activities
The specific tasks to be performed by the SOs in the various stages of the project are:
28
Sl. Activity SO Staff Tasks
No. Community Agriculture & Work Inspector
Organizer Water
Management
Pre-Planning Stage (2 Months)
1 Social Mapping & identify all tank X X X
stakeholders (and groundwater users) in tank
system area and influence zone
2 Project sensitization and awareness among X X X
the tank stakeholders
3 Involve village level functionaries of line X X
departments / PRI department
4 Organize tank based consultation with all X X X
stakeholders
5 Assessment of WUA readiness for X
contribution towards restoration &
rehabilitation of tank
6 Prepare Resettlement Action (RAP) X
7 Agree on draft MoU between WUA & DPU X
8 Sign of MoU between WUA & DPU
9 Maintenance of books and accounts by WUA X X
Planning Stage (4 Months)
10 Implement RAP X
11a Collect required data through Participatory X X X
Rural Appraisal*
11b Survey of technical aspects of tank, X
catchments area & command area / tank
influence zone
12 Provide initial training to WUA members on X X X
TIMP preparation
13 Constitute four sub committees (on Works, X X X
Finance, M&E and Training,Water
Management) of WUA
14 Provide training to all sub committee X X X
members on their roles and functions and
responsibilities
15 Mobilize groundwater users into groundwater X
user groups and affiliate them to WUA
16 Awareness generation among groundwater X
user groups about project groundwater
interventions
17 Prepare TIMP X X X
(i) Design, estimate of Civil works
(ii) Training Plan X X X
(iii) Livelihoods Plan X
(iv) Compilation of TIMP Document x x x
18 Ratify TIMP in WUA GB meeting X X X
19 Identify activities for Gram Panchayat X
implementation and submit the list to the GP
20 Open WUA bank account for contribution X
(separate from WUA account)
21 Mobilize cash contributions X X X
22 Appraisal of TIMP by DPU
23 Include TIMP in District Plan for DLIC
Approval
24 Sign Agreement on TIMP implementation
between WUA and DPU
25 Prepare procurement plan for materials & X X X
29
manpower for works by WUA
26 Prepare tender documents for works to be
tendered
27 Maintenance of documents, books and X X
accounts
Implementation (18 Months) Implementation
(18 Months)
28 Public display of project information on wall
/ notice board
29 Implement civil works by WUA, and other X
TIMP activities
30 Implement civil works by contractors
31 Supervise both type of works
32 Quality assurances through agreed X
mechanism and reporting
33 Work completion report
34 Organize trainings for WUA
35 Implement participatory hydrological X X X
monitoring
36 Crop-water budgeting & crop planning for X
groundwater based irrigation in tank
influence zone
37 Promote water efficient technologies in X
groundwater based irrigation
38 Institutional strengthening of groundwater X
user groups
39 Mobilize formation of common interest X
groups for agri-business promotion
40 Implement livelihoods/agri-business plans X
etc.
41 Strengthen linkages with departments, X
commercial banks and private sector
42 Maintain documents, books and accounts X
43 Participatory monitoring at village level X X
Post Implementation (6 Months & onwards)
44 Assess WUA for refresher trainings X X X
45 Refresher Training for WUA X X X
46 Update seasonal O&M strategy, plans and X
estimates
47 Operationalize O&M plan X
48 Maintenance of O&M fund X
49 Maintenance of documents, books and X X
accounts
50 Preparation of project completion report on X X X
agreed format
51 Monitoring at WUA performance every 6
months
To perform these tasks the SO will depute the following staff for each cluster of tanks:
1. Community Organizer
2. Work Inspector
3. Agriculture & Water Management Staff
Tank level implementation arrangement
At the tank level the project implementation will be the responsibility of the Water Users
Association. The tasks to be performed by the WUA are:
30
1. mobilize community contribution for the project from among the tank users at the rate
of 10 percent of the total civil works (5 percent in cash and 5 percent in kind). The 5
% contribution in cash will be deposited in the WUA O&M Account for future O&M
activities
2. prepare a Tank Improvement and Management Plan to carry out restoration and
revival of the tank system
4. assist the Revenue Department in making assessment of demand for water charges and
collection of water charges from its members as per the rates notified by GoAP from
time to time
activities:
iv. revetment
staff co-opted into the works sub-committee)
To assist a WUA in performing its roles and responsibilities, each WUA will have a few para-
workers linked to it. These para-workers will be educated person from the WUA area
identified by the respective WUAs and trained by the project to perform specific tasks.
Nominally, there will be a para-worker for institutional development, agriculture development
and livelihood promotion and water management with each WUA. The para-workers will be
paid a month honourium by the project through the WUA. The project will cover the full
31
amount of the honourium of the para-workers for the first year and only a partial amount for
the next year. The remaining amount will have to be borne by the WUA. From year 3
onwards, the para-workers will work on the basis of payment of service charge by the WUA
or the member who utilize their services.
Organogram for implementation arrangement for Component 1: Strengthening of community

based institutions is given in Annex 2
3.7. Monitoring
Institution building along with the infrastructure development is the prime focus of the
Project. The former includes the capacity building of WUAs and its functionaries in the
overall management. It includes institution management, system management (O&M), water
management and corpus management. The WUAs are expected to take over regular O&M as
defined in the Act and mobilize resources from various sources, with major portion coming
from water charges collection. Against this backdrop it is essential that WUA becomes an
active partner in the overall process. Participatory Monitoring is thus proposed as an
instrument for facilitating active participation of WUAs in the overall process and continuing
the same beyond the project with enhanced capacities.
The inputs provided in the project and the outputs achieved against them are monitored
through an input output monitoring linked to MIS. The participatory M&L also gets linked to
the outputs part of the MIS providing a prominent space to the WUAs in the monitoring
framework. The WUA functionaries comprising Managing Committee members, Sub
committee members and other users will participate in the M&L activities. Transparency,
performance assessment and lesson learning are important aspects of participatory M&L.
1. WUA Self rating: WUA functionaries are required to perform different roles both on day
to day basis and periodically. The functions are related to institution management, system
management (O&M), water management and corpus management. The functions to be
performed by different WUA functionaries are broadly defined in the APFMIS Act. The
project through specific interventions targets the institutional strengthening that also
requires specific roles to be performed by the WUA functionaries. Self rating enables the
WUAs to assess their own performance vis-à-vis the functions related to the aforesaid
areas. Self rating is designed keeping in view the simplicity in understanding, analyzing
and awarding suitable marks by the WUA functionaries and other water users to their
performance. Some parameters are identified on which the performance is rated as per the
marks fixed. Each sub parameter is further broken up into statements leading to
measurable outcomes. Once the rating is completed, parameter wise grading can be made
like A+, A, B+, B and C. Self rating will be carried out on a quarterly basis.
2. Participatory Assessment and Cross learning: Institution strengthening is expected to

result in the active participation of WUA functionaries in the project in all the stages of
the projects, namely, pre planning, planning, implementation and post implementation.
There are defined roles of WUA in this process enunciated in the project. They are
sequential and follow a step-by-step approach linked to the project cycle with specific
milestones. The processes along with the outcomes are expected to result in the overall
capacity of the WUAs to manage conflicts among all the water users thereby maximizing
the utilization of the resource and system’s O&M. Livelihood component brings in new
dimensions to the project with the active involvement of different tank users. Capacity
32
building through training or exposure visits alone may not bring in the required change
unless WUAs are part of the learning process. Participatory Assessment and cross learning
provides space and scope for learning and improving in a collective action. The exercise
enables the WUAs understand the implementation of the project with focus on the WUA’s
role in resolving issues related to stakeholder identification and the interventions
proposed. It examines the sequence of activities and crossing the milestones as defined in
the Project Implementation Plan (PIP) and the Tank Improvement and Management Plan
(TIMP). It also therefore throws light on understanding different interventions proposed
under livelihood component in different tank systems. A simple tool of Quantified
Participatory Assessment (QPA) will be used to enable WUAs to carry out the exercise.
The Quantified Participatory Assessment facilitates the understanding on critical issues of
implementation by providing graded answers with marks allocated to each answer. WUA
members will be encouraged to understand the status, discuss on issues and processes
adopted and award marks accordingly to each item. It is proposed to undertake pre-testing
of QPA tool during the initial period. Appropriate refinements will be done on the basis of
results of pre-testing.
In order to improve cross learning and share experiences WUA from one tank will be
involved in evaluating performance of other WUAs on an annual basis. It will help them
to learn about the methodologies and processes adopted by other WUAs working in
similar situations as well as presenting themselves to the other WUAs. The monitoring
tool is thus expected to result in exchange of ideas among the WUA functionaries while
promoting constructive competition among them.
(For details on monitoring schedule and implementation arrangements see the Monitoring &
Evaluation section)
33
Annex 1
Memorandum of Understanding between WUA and District Project Director
Memorandum of Understanding (MOU) between Water Users Association (WUA) and

the District Project Director (DPD) on Willingness and to establish the Roles and
Responsibilities of both the parties to Implement the Andhra Pradesh Community Based
Tank Management Project
This MOU is signed between ____________________________________ WUA of

_________________ minor irrigation project situated in _______________________
(village) __________________ (Mandal) ________________ (District) (further referred
to as the WUA in the MoU) and the _________________ District Project Director of
Andhra Pradesh Community Based Tank Management Project (further referred to as the
DPD in the MoU) on this ---_______(Day) of_______(Month) _________(Year).
Both the parties have desired to put in writing the contents of the MoU as follows:
1. Objectives of MOU
With the intention to provide meaningful role to WUA in the management of minor
irrigation tanks, the Government of Andhra Pradesh has enacted the Andhra Pradesh
Farmers Management of Irrigation System Act, 1997. As per the APFMIS Act, for the
purpose of management of the minor irrigation tanks, the demarcated command area
under the tank is transferred to the concerned WUA till the stipulated period (the map
showing the command area is appended with the MoU). The task of management of the
minor irrigation tank includes the operation and maintenance of the tank system,
equitable distribution of water to all command area farmers, resolving any disputes that
may arise thereof and collection of the water charges from the command area farmers and
plough it back for the purpose of O&M. However, the ownership of the structures
constructed for water management, the feeder channels and the lands acquired continues
to rest with the Irrigation Department.
The objective of transferring the responsibility of management of minor irrigation tanks

to the WUA is to ensure maximum water use efficiency and increase in productivity.
Towards this, I&CAD Department is implementing the Andhra Pradesh Community
Based Tank Management Project under which the tanks are proposed to be restored to
their design standard by facilitating the participation of the WUAs in the process of their
restoration and there management thereafter.
Therefore the objective of executing this MoU is to arrive at an agreement between the
WUA and the I&CAD Department in understanding and establishing the roles and
responsibilities of the respective parties in undertaking improvement of the tank system
under the Andhra Pradesh Community Based Tank Management Project and for future
management.
34
2. Roles and Responsibilities of WUA:
WUA agrees to
1. mobilize community contribution for the project from among the tank users at the
rate of 10 percent of the total civil works (5 percent in cash and 5 percent in kind).
The 5 % contribution in cash will be deposited in the WUA O&M Account for
future O&M activities
4. assist the Revenue Department in making assessment of demand for water
charges and collection of water charges from its members as per the rates notified
by GoAP from time to time
5. undertake management and O&M works of the tank system from the water
charges collected as per the provisions of the APFMIS Act (1997) covering the
following activities:
iv. revetment
contribution towards share of the WUA in rehabilitation of the tank. This
account will be operated jointly by WUA President and Vice President, on
behalf of the WUA Managing Committee
under the project. This account is to be operated jointly by WUA President
(on behalf of the WUA Managing Committee) and the project technical staff
(DPU staff co-opted into the works sub-committee)
14. perform any other functions to accomplish the objectives of the project as and
when required under the project
35
3. Role and responsibilities of District Project Director (DPD):
It is agreed that DPD is willing to:

1. provide finances, resources, technical support, supervision and training to WUA to
carry out restoration and revival of the tank system
4. provide continued technical support, supervision and training to the WUA subsequent
to the handing over of the tank system to the WUA
5. provide resources to carry out repairs of the tank system for damages caused by
natural calamities, subsequent to restoration
4. General Conditions of the MoU
This MOU is executed voluntarily between the WUA and the DPD without any undue
influence and duress on either of the parties.
In implementation of the MoU, the working systems and procedures will be as per the
provisions under the Andhra Pradesh Farmers Management of Irrigation System Act
(1997) and the rules and orders issued by the Irrigation and CAD Department, GoAP
related to the Act and the Project Implementation Plan of the Andhra Pradesh
Community Based Tank Management Project.
Any dispute between the WUA and the DPD shall in principle be resolved through
mutual negotiation and consensus. In case the two parties fail to resolve the dispute, it
shall be referred to the District Collector and his decision shall be final and binding on
both the parties.
This MoU can be terminated by either of the parties with sufficient prior notice of three
months of intend in writing by stating the causes related to breach of conditions of the
MoU. The other party shall be provided sufficient time to present their case before the
termination procedure is initiated.
5. Duration of the MoU
This MOU will be in force for a period of ________ years from

_____/______/_________ (dd / mm / yyyy) to _____/______/_________ (dd / mm /
yyyy).
In acceptance to the above contents of this MoU, the WUA through its representative and
the DPD give their consent to enter into the MOU. In the presence of two witnesses, both
parties hereby put their hands and seals / rubber stamp on the MoU in two copies, one
each to be retained by either of the party, on this day of MoU as mentioned above.
On behalf of WUA District Project Director
36
President WUA Executive Engineer
Witness 1 Witness 2
Signed this day, the _____/______/_________ (dd / mm / yyyy).
37
Annex 2. Organogram for Component 1 : Strengthening of community
based institutions implementation arrangement
DLIC
Review Performance
DPU
Co-ordination / Supervision /
Monitoring Co-ordination /
Supervision / Monitorin
SO Facilitating /
Training / PW-TA/RP
Monitoring
S O Staff Specialized Training

/ Monitoring
CO WI
Facilitating / Training
/ Monitoring
PW-CO PW-WM PW-CO PW-WM
W U A - Staff
WUA WUA
Unit of 5 to 10 Tanks / WUAs
DLIC: District Level Implementation Committee

D P U: District Project Unit DPU working Space
P W - T A / R P: Para Worker - Training Agency / Resource Person
P W - T A / R P Working Space
S O: Support Organization S O Working Space
C O : Community Organizer
W I: Work Inspector (Diploma in Civil Engineering)
W U A: Water Users Association W U A Working Space
P W - C O: Para Worker - Community Organization
P W - W M: Para Worker - Water Management 38
4. Project Component 2: Tank Systems Improvements
4.1. Improvements of Minor Irrigation ranks
4.1.1. Objectives
The objectives of this component is to improve irrigation service delivery; increase

productivity in irrigation agriculture and increase income to farmers in the command
areas of tanks to be rehabilitated under the project through
• effective participation of water users associations
• identifying deficiencies in the tanks systems
• rehabilitating the tank system to acceptable construction quality
• increase water use efficiency
• increase cost recovery through the collection of water charges
• ensure satisfactory maintenance and management in a sustainable manner
4.1.2. Activities under the component
The project will support participatory rehabilitation of 3000 minor irrigation tanks
covering about 2,50,000 ha spread over all the three regions of the state of Andhra
Pradesh. The WUAs will contribute 10 % of the cost of rehabilitation of the tank systems
under their operational areas as beneficiary contribution. 5 % will be collected upfront in
cash to be kept separately in the WUA O&M Account as reserve fund for future
maintenance of the tank system and which can be withdrawn only 1 year after completion
of the project. The remaining 5 % will be collected either in cash or kind or a
combination of both during implementation. An agreement will be reached between the
WUAs and the Government of Andhra Pradesh to this effect before a tank is selected for
rehabilitation.
The other activities will include:

• enhancing safety of tanks of +10 m height selected for rehabilitation
• tank foreshore plantations in about 600 tanks covering about 6000 ha of plantations
• supplement ground water studies and disseminate the technical information to the
farmers in and around all the 3000 tanks under the project for optimal exploitation of
ground water through appropriate conjunctive use within and around the command
areas
• consultancy services for upgrading tank memoirs to improve the database of the
minor irrigation tanks in Andhra Pradesh
4.1.3. Approach and design principles
Tank improvement under the project, is not limited to the improvement of physical
infrastructure alone. It involves water management and participatory monitoring to
improve the efficiency of the system. Consequently, the project does not view a tank
system as a stand alone unit for intervention, but considers it as an integrated hydrologic
unit to assess the surface and groundwater resources for informed decision making. This
39
calls for well defined design principles interwoven with community participation,
collective action, regional planning and integrated resource management. This ultimately
has to result in effective Participatory Irrigation Management in each of the tank systems.
The following paragraphs provide the approach that the project proposes to adopt for
realizing the aforementioned objectives.
Revival and restoration: The project proposes complete revival and restoration of the
selected tanks. Design of the component hence taken into consideration the learning from
some of the previous programmes wherein only minimum rehabilitation was taken up
that resulted in partial impact. The interventions thereby proposed are for improved
inflows and storage and distribution network of the tank system. Adopting such a
methodical approach will allow for arrival at appropriate tank restoration activities.
Willingness of Community: Willingness of community is a prerequisite to the entire

process of tank restoration. This will involve four stages, viz, pre planning, planning,
implementation and post implementation. Willingness of WUA to participate in the
process and collect contribution of 10 % of rehabilitation costs from the command area
farmers is an important feature of the project to ensure effective management of the tank
post restoration.
Participatory planning and TIMP: Tank Improvement and Management Plan will be
developed adopting a rigorous participatory process. Identification of relevant activities
for infrastructure improvement through active community participation will be an
important aspect of TIMP preparation. Prioritization of activities will be done by the
community with technical facilitation provided by the department and project staff.
Participatory Hydrological Monitoring: The project has identified participatory

hydrological monitoring as an important measure to ensure appropriate crop planning and
water management to maximize benefits to the farmers. This involves installation of
necessary equipment for surface water monitoring and building the capacities of
communities in assessing and analyzing the same.
4.1.4. Selection criteria for tanks
The first level of tank selection will be selection of sub-basins / mandals where the
project will be located. In this priority will be given to sub-basins / mandals where tank
irrigation constituted the predominant form of irrigation in 1991. Using this criteria, 369
mandals (133 mandals with >75 % irrigation by tank +236 mandals with >50 % irrigation
by tank) covering 21 district have been identified for tanks to be taken up in Batches 1
and 2 (Annex 1). As per data available, these mandals contain about 4,800 tanks. All
these tanks will be subject to the the second stage selection criteria (see below) for
identification of the final list of tanks for rehabilitation under the project. In batch 3 the
project would be extended to 130 additional mandals where greater than 35 % area was
irrigated by tank in 1991.
40
The second level of selection criteria relates to selection of individual tanks to be
rehabilitated. This is a combination of technical and self selection criteria that include:
1. Hydrological assessment to determine the hydrological viability of rehabilitation
of the tank system with 75 % dependability
2. Community willingness by way of WUA signing a Memorandum of
Understanding (MOU) specifying:
i. Beneficiary contribution of 10 % of the cost of rehabilitation (5 % upfront
in cash + 5 % in kind during implementation)
ii. WUA undertaking responsibility for operation, maintenance &
management of the tank system post rehabilitation
iii. WUA undertaking responsibility to assist Revenue Department in
collection of water charges
3. Technical parameters:
• Exclude tanks in which land acquisition will be involved
• Exclude tanks in which major repairs and rehabilitation works have been
taken up during last 5 years
• Exclude new tanks completed within last 5 years under any programme
• Exclude Major Irrigation system tanks
• No head works to be taken up in super standard tanks (where top width of the
bund is more than 5 m and revetment thickness is more than 0.6 m).
Components such as weir, sluice and distribution system will be allowed in
such tanks
• Revision of hydraulic standards will not be allowed in the revival / restoration
estimates
• Gap ayacut in the tank should be more than 25 %
• No tank should be included under the project which is going to be influenced
by any other schemes being undertaken / contemplated by the government
• Priority to be given to bigger tanks having ayacut between 1000 – 5000 acres
followed by the tanks with ayacut below 1000 acres
4.1.5. Hydrological assessment
It is proposed to revive and restore only those tanks that satisfy the hydrological criteria
defined for the project. This constitutes assessment of the available inflows into the tank
due to the changing conditions in the catchment, rainfall and other hydrological
parameters. AP State Remote Sensing Application Centre (APSRAC), a government
agency with the Principal Secretary, Planning as the Chairperson, has developed a simple
protocol for the hydrological assessment of the tanks. The protocol has been developed
and tested on 100 batch 1 tanks and is proposed to be used for the selection of the
remaining project tanks.
The protocol is developed in MS-Access for estimation of available surface water yield
(Runoff) for a selected tank using Soil Conservation Service (SCS) method, which is
based on weighted curve numbers derived from catchment area characteristics like soil
and land use / land cover, rainfall and utilized yield in the catchment.. The queries are
built based on daily rainfall (mm) and antecedent five days rainfall for all years of the
41
rain gauge stations in and around the selected tank catchment. These queries will be
administered sequentially to run through the protocol. Different queries built into the
sequence are as follows:
• Antecedent Moisture Condition (AMC)
• Curve Number
• Potential Maximum Retention
• Runoff (daily, monthly, seasonal, yearly)
• Rainy days above threshold (monthly, yearly)
• Total yield for total catchment area
• Balance yield after interceptions
4.1.6. Dam safety
A detailed appraisal was carried out for 14 minor irrigation tanks in 6 districts of the state
covering the three regions of Coastal Andhra, Rayalaseema and Telangana. The
appraisal, after making broad assessment on the physical condition of various
components of the tank system, prepared broad technical guidelines including
construction procedures and critical equipment required for preparation of estimates. It
also suggested that technical inputs from the Central Design Organization (CDO) / Dam
Safety Panel would be necessary for tank bunds of height more than 10 m as these
structures are prone to technical deficiencies in various components, particularly in
bunds, surplus weirs and surplus course. The appraisal therefore suggested constituting a
Dam Safety Panel for each of the three regions in order to meet dam safety requirements
for tank bunds above 10 m height. The Panel will issue guidelines to the field engineers
on the remedial measures to be taken for implementation of rehabilitation of these tanks.
Also any other tank reporting such critical problems will be inspected by the Dam Safety
Panel to suggest measures to ensure the safety of the structure.
As a follow up, Dam Safety Panels have been constituted in the three regions of the State,
viz, Coastal Andhra, Rayalaseema and Telangana.
The Chief Engineer, (CDO) and Dam Safety Panel, in consultation with Chief Engineer,
(MI), will finalize the dam safety plan for the project. Remedial measures will be
undertaken accordingly.
4.1.7. Project interventions
Tank structures
The tank structures comprise of (i) bund (ii) sluices (iii) weirs (surplus sing
arrangements) (iv) surplus course (v) feeder channels.
Bund
Proposed to be brought to its original T.B.L, Top Width, Slopes, are as per hydraulic
standards and compacted to 95 to 98 % Proctors density duly benching for connectivity
with old bund and to the proposed profile.
42
The proposals are to be firmed up through detailed surveys by taking levels of (1)
longitudinal section of the bund at intervals depending upon the configuration of top
bund profile; (2) cross sections of the bund for every 2 to 3 metric chains depending upon
the intensity of the damages occurred on the slopes of bund.
The present hydraulic standards of the bund will not be changed except in a few cases as
per the exigencies. The Top Witdh, wherever below 1.8 m, is to be revised to a maximum
of 3 m depending upon the contingency with due justification.
Jungle Clearance: The shrubs and other vegetation on the bund and its slopes are to be
removed clear up to 15 cm girth stems so that any seepages, settlements can be monitored
in case of exigencies of floods and full reservoir storages.
Revetment work is to be attended in cases of:

• Where the present revetment level is below the TBL as per the hydraulic standards,
the gap is to be riveted with new revetment
• Where there are slips of revetment, these loose revetment stones are to be repacked to
the u/s slopes as per hydraulic standards
• Where settlement of revetment is observed, the settled portion of the revetment is to
be removed and the earthen bank below is to be examined for any presence of piping,
leakages or excessive moisture. On ascertaining, earthwork compaction is to be
ensured. Revetment is to be made up (redone) over a filter material as per
specifications
Sluices
The sluices are to be checked for leakages. If there are excessive leakages, the bund is to
be cut open to a reasonable width with slopes of 3H : 1V and proper benching and after
attending to (i) repairs of the pointing to masonry of sluice barrels; or (ii) total
reconstruction in case of unsafe sluice, the earth filling is to be taken up with proper
compaction and revetment is to be redone.
In case of leakages through sluice shutters, same is to be replaced. The anchorages like
gearbox and Screw Gearing Rod are to be replaced in case they are non-functional.
Weirs
• Reconstruction of weirs, pointing to weir is to be proposed wherever necessary
• Masonry disturbed is to be redone
• Leakages through foundations are to be attended by proposing skin concrete walls up
stream of weirs
• The weir length may also have to be increased depending upon necessity to
accommodate the maximum flood discharge as per the discharges arrived by rational
formulae
Surplus course
43
Surplus course is to be checked for erosion to see that no retrogression spreads to the
foundation of the weirs. As per necessity, check dams below the weir are to be proposed
with proper width to make the weir functional in effective manner.
Feeder Channels
• Feeder channels are to be checked for the carrying capacities and the section brought
to the designed section for realizing the designed supplementary inflows into the tank
• Silt removal in the feeder canal, repairs to cross drainage and cross masonry works
are to be undertaken to keep the feeder channel effectively operational
• Wherever the canal banks are below the standards, it is to be brought to Top Bund
Level (TBL) with proper compaction
• The regulator of feeder channel, pick up anicut are to be ensured for diverting the
required supplies into the tank through the feeder canal
Command area
The command area under every tank is covered by irrigation channels or a distributory
system network depending upon the size of the command under a tank. The irrigation
channel at entry and at control outlet points should have a cut throat measuring devices to
measure the discharge in the canal at various depths and at full supply depth. This would
entail the correct position of water in the canal, whether the users are getting their
required rightful share of water or not.
The irrigation canals are to be maintained to its section to realize its carrying capacity.
Likewise all the cross drainage and cross masonry works are to be revived to their
operable conditions. Revetment, masonry lining or C.C. lining is to be adopted wherever
canal is vulnerable to losses. The irrigation channels are to be made free of weeds,
vegetation and silt.
4.1.8. Technical manual
The Technical Manual for project implementation has been prepared by Chief Engineer,
Minor Irrigation in two volumes cover mainly:
• Background and geographical features of Andhra Pradesh
• Common problems in tanks and remedial measures
• Standard specifications of rehabilitation works
• Guidelines on engineering design, construction and control adopted for APERP (MR)
• Guidelines on technical specification, construction procedure and article equipment
for preparation of cost estimates
The Technical Manual will be communicated to field engineers for guidance.
4.1.9. Implementation arrangements
State level implementation Arrangement
44
The CADA will form a Project Management Unit (PMU as a Special Purpose Vehicle),
which will be headed by the State Project Director with a rank of Commissioner, CADA
to implement the project.
The PMU will consist of five subject specific units (Technical, Institutional
Development, Agri-Business, Monitoring & Learning and Andhra Pradesh Information &
Resource Centre) and two administrative units.
The existing Chief Engineer, Minor Irrigation will be incharge for technical inputs to the
Technical Unit of the PMU. A new Renovation & Restoration Unit will be established
with a Superintendent Engineer, 2 Executive Engineers, 4 Deputy Executive Engineers
and 12 Assistant Executive Engineers / Assistant Engineers. The engineering staff of the
R & R Unit will be on deputation from the Irrigation Department and will be dedicated
solely to implementation of the project.
District level implementation arrangement

The project at the district level will be reviewed by a District Level implementation
Committee with the District Collector as the Chairperson.
In each project district, CADA will establish a District Project Unit (DPU). The DPU will
be headed by a District Project Director in the rank of an Executive Engineer. The DPU
will be supported by four subject specific units (Technical (Regular Division setup),
Institutional Development, Agri-Business and Monitoring & Learning] and a Finance
unit.
Tank / WUA level implementation arrangement

At the tank level, Water Users Association (WUA) will prepare a Tank Improvement
Management Plan (TIMP) with the assistance of the project Support Organization (SO)
and the DPU staff. Who are the field level engineering staff in the I & CAD and
responsible for the WUAs as per the said act, and district level Engineering support
consultant, after having a joint walk through survey of the respective tank systems. TIMP
will include detailed cost estimates of the interventions that would be carried out for tank
systems improvement. TIMP will be duly approved by the general Body of the WUAs as
well as by the DPU.
For actual implementation of the work it is envisaged that the WUAs will be entrusted
with the works, which do not require technical skill and can be implemented through the
local labour. These broadly includes jungle clearance, de-weeding, de-silting and other
earth works such as ruts filling, filling of rain gullies on the tank bund, etc. All other
works will be carried out by NCB tendering. It will be made clear in the NCB documents
as to what items would be carried out by the WUAs as part of their 5 % contribution and
what would be carried out by the contractor. The quality of works will be closely
monitored by the technical unit of the DPU in association with district level support
engineering consultants. The day-to-day inspection will be carried out by the WUA
works sub-committee and Work Inspector with the SO. In addition, there will also be a
third party quality assurance monitoring. For NCB contracts, payments will be released
45
after the DPD and the WUA authorized representative sign in an agreed format for
release of funds.
Technical consultancy
To ensure that the rehabilitation works are to acceptable construction quality, it is
necessary to engage well qualified and experienced persons as technical consultants at the
district level for continuous monitoring and quality control of the rehabilitation works.
The technical consultants will be associated with the rehabilitation works at all stages i.e.
from joint walkthrough for identifying the deficiencies in the tank system to the
completion of rehabilitation works.
It is proposed to hire consultants in each district, who would be retired Superintending

Engineer or Executive Engineer and are well experienced in the field of construction of
minor irrigation tanks. These consultants will be in position for 8 months of the year,
excluding the 4 months of non-working season and will work in close association with
the District Project Director at the district level and with the WUAs at the field level.
They will send their monthly monitoring reports in the prescribed formats to the
concerned District Project Director, who will forward copies to the Superintending
Engineer (MI), Chief Engineer (MI) and the PMU.
Hiring of contractual staff in DPU: these staff will bridge the gap of technical staff
required and presently available in the technical unit of the DPU and will be working
under the dedicated divisions headed by the Executive Engineers.
Implementation arrangements of civil works
PMU • APSRAC
• Agency for Quality check
DLIC
• Contractors
DPU • Hired Consultants for
civil works
SO
WUA
46
4.1.10. Costing of tank improvement system
A detailed appraisal of 14 minor irrigation tanks in 3 regions of the State was carried out
during the formulation of the project. During the appraisal cost analysis inclusive of
hydrological analysis was done for these tanks. The analysis arrived at an average cost
per hectare of Rs. 23,000. Consequently, a sealing of Rs, 25,000 is proposed for an
individual tank for tank improvement related works under the project.
4.1.11. Quality assurance
The project will carry out concurrent quality control monitoring of the tank improvement
works through the Quality Control Sub-division of the Department, exclusively meant for
quality assurance. It is also proposed to procure quality control laboratory equipment to
strengthen the district level Quality Control Laboratories under the project. In addition,
an external consultancy services will be hired for third part quality assurance monitoring.
The agency will deploy mobile quality control labs for in-situ testing of soil compaction,
material testing for cement concrete, coarse/fine aggregates, etc.
4.1.12. Quality control manual
The Quality Control Manual has been prepared by Chief Engineer, Minor Irrigation for
use in rehabilitation works carried out under the project. The main chapters covered are:
• Tests to be performed on materials
• Frequency of testing
• Important specifications for minor irrigation rehabilitation works
• Irrigation channels
• Field tests
• Formats of test results
• O.K. cards
The Quality Control Manual will be communicated to field engineers for guidance.
4.1.13. Creation of minor irrigation data base for Andhra Pradesh
There is no consolidated information available for the 12,000 minor irrigation tanks in the
State. Information is available in different details and at different levels, which needs to
be consolidated into a database. It is proposed to create a minor irrigation datebase for
detailed planning, not only for this project but for future initiatives as well. As part of
this, consultants will be hired for collection, consolidation and creation of database in the
formats developed in consultation with the Chief Engineer, Minor Irrigation.
4.1.14. Post project sustainability strategy
Even after full revival and restoration of the tanks, there will be a need to carry out
regular operation and maintenance works on them to ensure that they remain in their
47
restored condition in the future. To ensure this a standard operation and maintenance
strategy will need to be devised for the tanks. The components of the standard operation
and maintenance strategy for the tanks are:
Bund
(i) Ruts formed on the bund are to be filled with gravel and top of bund is to be at
flat slope to down stream side slope to see that rain water does not percolate in to
bund – Once a year
(ii) Jungle clearance on top and either slopes of bund is to be done to ensure safety of
tank. Maintaining the earth bund, free of Jungle is the most essential and critical
aspect of M.I. tank. An arrangement for at least once a month Jungle shrub
clearance would ensure this – Once a month
(iii) The drain should be free from silt and shrub jungle – Once a year
(iv) Rock toe should be maintained to its section – Once a year Sluice
(i) The tank sluice shutter should be operable
(ii) Check for the gear box condition, screw gear rod for smooth movement.
Greasing of S.G. Rod and Gear box are to be ensured. In case of any rectification
of Gear box, the same attended to
(iii) Pointing to head wall and pial walls of sluices to be undertaken in case of any
disturbed pointing Weir
(i) Disturbed pointing to the weir is to be attended
(ii) Any damage in masonry disturbed to the weir is to be plugged by redoing it with
fresh masonry/concrete Surplus Course
(i) Check walls / dams on surplus course are to be safe guarded by attending to
pointing, disturbed aprons, and masonry etc., including jungle clearance Irrigation
Channels
(i) Breaches in the Irrigation canal embankments are to be promptly closed with
proper compaction and revetment
(ii) Embankments of Irrigation channels are to be maintained to their T.B.L to avoid
overtopping and breaches
(iii) De-silting in Irrigation canals must be taken up before the commencement of
season Feeder Channels
(i) The feeder channel silt removal must be on a regular basis. Weeds removal and
jungle clearance are to be taken up to see that the feeder canal which is designed
only with a definite number of flood days will be functional and carrying capacity
ensured.
In case of flood damages, all the components of tanks which get badly damaged will need
to be promptly repaired and reconstructed to its original hydraulic standards. During
rainy season / floods, the WUA must undertake vigilance on the vulnerable points of the
tank bund. They must also assess the condition of the smaller tanks up stream well before
the commencement of monsoon to avoid sudden breaches resulting into heavy inflows
into tank.
This would be facilitated by regular plough back of the water charges collected to the
WUA as O&M funds.
48
Annex 1
List of Mandals (133) in Batch 01
Sl.no Mandal name Dm code District name Total no.of tanks
1 Rajam 0104 Srikakulam 41
2 Gangavarisigadam 0105 Srikakulam 91
3 Laveru 0106 Srikakulam 60
4 Ranastalam 0107 Srikakulam 42
5 Bhamini 0114 Srikakulam 71
6 Kotturu 0115 Srikakulam 82
7 Hiramandalam 0116 Srikakulam 61
8 Sarubujjili 0117 Srikakulam 30
9 Saravakota 0124 Srikakulam 19
10 Pathapatnam 0125 Srikakulam 38
11 Meilaputti 0126 Srikakulam 31
12 Tekkali 0127 Srikakulam 19
13 Nandigam 0130 Srikakulam 9
14 Vajrapukotturu 0131 Srikakulam 2
15 Palasa 0132 Srikakulam 13
16 Kanchili 0135 Srikakulam 19
17 Kaviti 0136 Srikakulam 5
18 Komarada 0201 Vizianagaram 24
19 Kurupam 0203 Vizianagaram 21
20 Garugubilli 0205 Vizianagaram 11
21 Parvathipuram 0206 Vizianagaram 19
22 Makkuva 0207 Vizianagaram 0
23 Seethanagaram 0208 Vizianagaram 11
24 Balajipeta 0209 Vizianagaram 10
25 Bobbili 0210 Vizianagaram 10
26 Salur 0211 Vizianagaram 0
27 Ramabhadrapuram 0213 Vizianagaram 6
28 Badangi 0214 Vizianagaram 8
29 Therlem 0215 Vizianagaram 18
30 Merakamudidam 0216 Vizianagaram 33
31 Datti rajeru 0217 Vizianagaram 39
32 Mentada 0218 Vizianagaram 1
33 Gajapathinagaram 0219 Vizianagaram 21
34 Gurla 0221 Vizianagaram 78
35 Kondapalem @ garividi 0222 Vizianagaram 65
36 Cheepurupalle 0223 Vizianagaram 33
37 Nellimarla 0224 Vizianagaram 35
38 Bhoghapuram 0226 Vizianagaram 4
49
39 Denkada 0227 Vizianagaram 12
40 Vizianagaram 0228 Vizianagaram 23
41 Srungavarapukota 0230 Vizianagaram 69
42 Vepada 0231 Vizianagaram 47
43 Lakkavarapukota 0232 Vizianagaram 31
44 Kothavalasa 0234 Vizianagaram 19
45 Madugula 0309 Visakhaptnam 4
46 Rolugunta 0318 Visakhaptnam 11
47 Ravikamatham 0319 Visakhaptnam 5
48 Butchayyapeta 0320 Visakhaptnam 0
49 Kintada kotapadu 0322 Visakhaptnam 2
50 Pendurthi 0324 Visakhaptnam 14
51 Paravada 0332 Visakhaptnam 6
52 Makavarapalem 0336 Visakhaptnam 11
53 Nakkapalle 0339 Visakhaptnam 0
54 Kondapuram 0903 Nellore 23
55 Jaladanki 0904 Nellore 24
56 Kavali 0905 Nellore 19
57 Butchireddipalem 0918 Nellore 0
58 Kovur 0926 Nellore 0
59 Manubolu 0931 Nellore 9
60 Kota 0939 Nellore 19
61 Chittamur 0941 Nellore 34
62 Doravarisatram 0944 Nellore 35
63 Sullurpet 0945 Nellore 11
64 Peddathippasamudram 1004 Chittoor 7
65 Kurabalakota 1006 Chittoor 4
66 Yerpedu 1013 Chittoor 37
67 Srikalahasti 1014 Chittoor 69
68 Varadaiahpalem 1017 Chittoor 31
69 Nagalapuram 1019 Chittoor 17
70 Rompicherla 1030 Chittoor 4
71 Pileru 1031 Chittoor 3
72 Palamaner 1058 Chittoor 6
73 Gangavaram 1059 Chittoor 3
74 Ramakuppam 1063 Chittoor 9
75 Bhoothpur 1424 Mahabubnagar 9
76 Mahbubnagar 1425 Mahabubnagar 9
77 Narayanpet 1429 Mahabubnagar 11
78 Utkoor 1430 Mahabubnagar 15
50
79 Chinnachintakunta 1434 Mahabubnagar 13
80 Gopalpeta 1450 Mahabubnagar 17
81 Pebbair 1453 Mahabubnagar 0
82 Ghattu 1457 Mahabubnagar 0
83 Veepangandla 1463 Mahabubnagar 10
84 Narayankhed 1704 Medak 8
85 Alladurg 1707 Medak 8
86 Shankarampet 1712 Medak 23
87 Gajwel 1721 Medak 14
88 Doultabad 1722 Medak 19
89 Patancheru 1737 Medak 19
90 Ramachandrapuram 1738 Medak 3
91 Jinnaram 1739 Medak 18
92 Hathnoora 1740 Medak 30
93 Narsapur 1741 Medak 24
94 Tupran 1743 Medak 13
95 Kuntala 1914 Adilabad 10
96 Lohesra 1919 Adilabad 7
97 Dilawarpur 1920 Adilabad 7
98 Kagaznagar 1939 Adilabad 15
99 Nennal 1943 Adilabad 7
100 Bheemini 1944 Adilabad 3
101 Chennur 1951 Adilabad 12
102 Jaipur 1952 Adilabad 24
103 Manthani 2009 Karimnagar 14
104 Kataram 2010 Karimnagar 18
105 Mahadevpur 2011 Karimnagar 8
106 Mutharam 2012 Karimnagar 12
107 Malhar rao @ tadicherla 2013 Karimnagar 11
108 Cheriyal 2101 Warangal 19
109 Raghunathpalle 2107 Warangal 0
110 Wardhannapet 2112 Warangal 27
111 Kodakandla 2116 Warangal 15
112 Dornakal 2122 Warangal 8
113 Nekkonda 2126 Warangal 15
114 Kothagudem 2128 Warangal 12
115 Khanapur 2129 Warangal 0
116 Chennaraopeta 2131 Warangal 14
117 Nallabelli 2134 Warangal 13
118 Bhupalpalle 2143 Warangal 16
51
119 Mulug 2145 Warangal 20
120 Venkatapur 2146 Warangal 20
121 Govindaraopet 2147 Warangal 0
122 Tadvai 2148 Warangal 15
123 Eturnagaram 2149 Warangal 16
124 Mangapet 2150 Warangal 9
125 Pinapaka 2204 Khammam 24
126 Aswapuram 2207 Khammam 5
127 Burgampadu 2215 Khammam 3
128 Yellandu 2219 Khammam 10
129 Singareni 2220 Khammam 2
130 Bayyaram 2221 Khammam 5
131 Chandrugonda 2225 Khammam 15
132 Aswaraopeta 2227 Khammam 0
133 Dammapeta 2228 Khammam 0
52
List of Mandals (236) in Batch 02
Sl.no Mandal name Dm code District name Total no.of
tanks
1 Regadi amadalavalasa 0103 Srikakulam 25
2 Santhakaviti 0110 Srikakulam 22
3 Burja 0111 Srikakulam 49
4 Seethampeta 0113 Srikakulam 9
5 Jalumuru 0123 Srikakulam 9
6 Mandasa 0133 Srikakulam 70
7 Gummalakshmipuram 0202 Vizianagaram 23
8 Jiyyammavalasa 0204 Vizianagaram 31
9 Bondapalle 0220 Vizianagaram 22
10 Pusapatirega 0225 Vizianagaram 73
11 Gantyada 0229 Vizianagaram 21
12 Jami 0233 Vizianagaram 38
13 Cheedikada 0308 Visakhaptnam 0
14 Paderu 0310 Visakhaptnam 0
15 Narsipatnam 0317 Visakhaptnam 5
16 Sabbavaram 0323 Visakhaptnam 25
17 Bheemunipatnam 0327 Visakhaptnam 9
18 Anakapalle 0333 Visakhaptnam 24
19 S.rayavaram 0340 Visakhaptnam 4
20 Addateegala 0403 East godavari 0
21 Rajavommangi 0404 East godavari 0
22 Tuni 0406 East godavari 21
23 Gollaprolu 0408 East godavari 16
24 Prathipadu 0410 East godavari 9
25 Yeleswaram 0411 East godavari 4
26 Rampachodavaram 0413 East godavari 8
27 Korukonda 0416 East godavari 21
28 Jaggampeta 0418 East godavari 0
29 Gandepalle 0427 East godavari 14
30 Anaparthy 0433 East godavari 0
31 Buttayagudem 0502 West godavari 1
32 Gopalapuram 0505 West godavari 24
33 Chintalapudi 0509 West godavari 38
34 Nidadavole 0517 West godavari 0
35 G.konduru 0609 Krishna 18
36 Mylavaram 0610 Krishna 14
37 A.konduru 0611 Krishna 10
38 Tiruvuru 0613 Krishna 16
53
tanks
39 Vissannapet 0614 Krishna 23
40 Reddigudem 0615 Krishna 18
41 Nuzvid 0623 Krishna 26
42 Chatrai 0624 Krishna 20
43 Musunuru 0625 Krishna 17
44 Donakonda 0805 Prakasam 17
45 Markapur 0809 Prakasam 13
46 Bestavaripeta 0833 Prakasam 7
47 Cumbum 0834 Prakasam 3
48 Racherla 0835 Prakasam 13
49 Komarolu 0837 Prakasam 15
50 Ponnaluru 0841 Prakasam 5
51 Kothpatnam 0847 Prakasam 0
52 Tangutur 0848 Prakasam 2
53 Zarugumilli 0849 Prakasam 2
54 Kandukur 0850 Prakasam 1
55 Voletivari palem 0851 Prakasam 7
56 Lingasamudram 0853 Prakasam 7
57 Gudluru 0854 Prakasam 15
58 Ulavapadu 0855 Prakasam 6
59 Bogole 0906 Nellore 15
60 Kaligiri 0907 Nellore 20
61 Udayagiri @ kondayapalem 0910 Nellore 17
62 Atmakur 0912 Nellore 8
63 Anumasamudrampeta 0913 Nellore 15
64 Dagadarthi 0914 Nellore 21
65 Ananthasagaram 0921 Nellore 11
66 Kaluvoya 0922 Nellore 10
67 Gudur 0932 Nellore 26
68 Dakkili 0934 Nellore 29
69 Venkatagiri 0935 Nellore 37
70 Balayapalle 0936 Nellore 25
71 Ojili 0937 Nellore 22
72 Chillakur 0938 Nellore 26
73 Vakadu 0940 Nellore 26
74 Naidupet 0942 Nellore 30
75 Pellakur 0943 Nellore 14
76 Tada 0946 Nellore 13
77 Peddamandyam 1001 Chittoor 9
78 Thamballapalle 1002 Chittoor 14
54
tanks
79 Molakalacheruvu 1003 Chittoor 8
80 Kothakota 1005 Chittoor 8
81 Yerravaripalem 1010 Chittoor 2
82 Renigunta 1012 Chittoor 12
83 Thottambedu 1015 Chittoor 31
84 Butchinaidu khandriga 1016 Chittoor 13
85 Satyavedu 1018 Chittoor 26
86 Kumara venkata bhupalapuram 1023 Chittoor 31
87 Chinnagotti gallu 1029 Chittoor 3
88 Nimmanapalle 1034 Chittoor 2
89 Ramasamudram 1036 Chittoor 8
90 Punganur 1037 Chittoor 11
91 Chowdepalle 1038 Chittoor 11
92 Somala 1039 Chittoor 8
93 Sodam 1040 Chittoor 6
94 Pulicherla 1041 Chittoor 5
95 Pakala 1042 Chittoor 11
96 Peddapanjani 1060 Chittoor 8
97 Baireddipalle 1061 Chittoor 3
98 Kuppam 1066 Chittoor 8
99 Koduru 1108 Kadapa 10
100 Kalasapadu 1109 Kadapa 8
101 Badvel 1111 Kadapa 3
102 Kamalapuram 1125 Kadapa 2
103 Pullampeta 1145 Kadapa 15
104 Settur 1221 Anantapur 6
105 Chennekothapalle 1236 Anantapur 11
106 Mudigubba 1238 Anantapur 5
107 Nallacheruvu 1242 Anantapur 2
108 Kadiri 1244 Anantapur 4
109 Kothacheruvu 1251 Anantapur 4
110 Penukonda 1252 Anantapur 10
111 Roddam 1253 Anantapur 15
112 Somandepalle 1254 Anantapur 17
113 Chilamathur 1255 Anantapur 11
114 Lepakshi 1256 Anantapur 14
115 Hindupur 1257 Anantapur 21
116 Madakasira 1259 Anantapur 13
117 Gudibanda 1260 Anantapur 10
118 Amarapuram 1261 Anantapur 14
55
tanks
119 Kothapalle 1310 Kurnool 6
120 Atmakur 1311 Kurnool 8
121 Midthur 1316 Kurnool 3
122 Rudravaram 1337 Kurnool 17
123 Owk 1347 Kurnool 7
124 Kodangal 1401 Mahabubnagar 6
125 Bomraspeta 1402 Mahabubnagar 13
126 Kosigi 1403 Mahabubnagar 17
127 Doulatabad 1404 Mahabubnagar 10
128 Damaragidda 1405 Mahabubnagar 7
129 Nawabpet 1409 Mahabubnagar 12
130 Keshampeta 1414 Mahabubnagar 9
131 Vangoor 1418 Mahabubnagar 6
132 Addakal 1426 Mahabubnagar 0
133 Devarakadara 1427 Mahabubnagar 14
134 Narva 1433 Mahabubnagar 16
135 Kothakota 1436 Mahabubnagar 0
136 Ghanpur 1438 Mahabubnagar 19
137 Bijinapalle 1439 Mahabubnagar 13
138 Nagarkurnool 1440 Mahabubnagar 12
139 Telkapalle 1442 Mahabubnagar 5
140 Amrabad 1445 Mahabubnagar 8
141 Balmoor 1446 Mahabubnagar 11
142 Lingal 1447 Mahabubnagar 10
143 Peddakothapalle 1448 Mahabubnagar 8
144 Kodair 1449 Mahabubnagar 13
145 Wanaparthy 1451 Mahabubnagar 7
146 Pangal 1452 Mahabubnagar 15
147 Dharur 1455 Mahabubnagar 9
148 Kollapur 1464 Mahabubnagar 0
149 Qutubullapur 1507 Rangareddy 11
150 Medchal 1508 Rangareddy 5
151 Shamirpet 1509 Rangareddy 9
152 Doma 1526 Rangareddy 16
153 Gandeed 1527 Rangareddy 6
154 Shankarampet 1706 Medak 15
155 Tekmal 1708 Medak 13
156 Kulcharam 1710 Medak 6
157 Medak 1711 Medak 0
158 Ramayampet 1713 Medak 22
56
tanks
159 Siddipet 1716 Medak 0
160 Nanganur 1718 Medak 12
161 Kondapak 1719 Medak 4
162 Yeldurthy 1724 Medak 24
163 Kowdipalli 1725 Medak 0
164 Pulkal 1733 Medak 29
165 Sangareddy 1736 Medak 14
166 Shivampet 1742 Medak 16
167 Kammar palle 1807 Nizamabad 16
168 Velpur 1809 Nizamabad 11
169 Madnur 1816 Nizamabad 2
170 Bichkunda 1818 Nizamabad 2
171 Dharpalle 1822 Nizamabad 16
172 Pitlam 1828 Nizamabad 11
173 Lingampet 1832 Nizamabad 12
174 Bhiknur 1835 Nizamabad 21
175 Domakonda 1836 Nizamabad 11
176 Sarangpur 1913 Adilabad 13
177 Bhainsa 1916 Adilabad 8
178 Nirmal 1921 Adilabad 4
179 Utnur 1926 Adilabad 9
180 Mancheriyal 1933 Adilabad 10
181 Mandamarri 1934 Adilabad 3
182 Kasipet 1935 Adilabad 8
183 Rebbana 1940 Adilabad 8
184 Sirpur 1945 Adilabad 11
185 Kouthala 1946 Adilabad 11
186 Dahegaon 1948 Adilabad 9
187 Peddapalle 2016 Karimnagar 8
188 Jagitial 2020 Karimnagar 12
189 Kathlapur 2024 Karimnagar 11
190 Ramadugu 2037 Karimnagar 13
191 Konaraopeta 2040 Karimnagar 12
192 Kamalapur 2050 Karimnagar 15
193 Saidapur 2052 Karimnagar 13
194 Chigurumamidi 2053 Karimnagar 13
195 Bheemadevarpalle 2056 Karimnagar 12
196 Maddur 2102 Warangal 13
197 Nermetta 2103 Warangal 0
198 Lingalaghanpur 2106 Warangal 0
57
tanks
199 Dharmasagar 2109 Warangal 12
200 Hasanparthy 2110 Warangal 16
201 Raiparthy 2117 Warangal 20
202 Maripeda 2121 Warangal 14
203 Mahbubabad 2124 Warangal 25
204 Kesamudram 2125 Warangal 21
205 Gudur 2127 Warangal 18
206 Narsampet 2130 Warangal 5
207 Shayampet 2138 Warangal 11
208 Ghanapuram 2144 Warangal 10
209 Venkatapuram 2202 Khammam 15
210 Cherla 2203 Khammam 4
211 Gundala 2205 Khammam 4
212 Manugur 2206 Khammam 9
213 Palwancha 2216 Khammam 8
214 Tekulapalle 2218 Khammam 4
215 Garla 2222 Khammam 0
216 Kamepalle 2223 Khammam 8
217 Julurpad 2224 Khammam 13
218 Sathupalle 2229 Khammam 6
219 Vemsoor 2230 Khammam 21
220 Yadagirigutta 2304 Nalgonda 23
221 Gundala 2306 Nalgonda 7
222 Thirumalagiri 2307 Nalgonda 14
223 Nuthankal 2309 Nalgonda 11
224 Atmakur 2310 Nalgonda 18
225 Jaji reddi gudem 2311 Nalgonda 13
226 Mothkur 2313 Nalgonda 9
227 Valigonda 2315 Nalgonda 11
228 Bibinagar 2317 Nalgonda 16
229 Kattangoor 2323 Nalgonda 10
230 Nakrekal 2324 Nalgonda 13
231 Peddavuru 2352 Nalgonda 9
232 Gurram pode 2354 Nalgonda 12
233 Gurram pode 2354 Nalgonda 14
234 Nampalle 2355 Nalgonda 10
235 Chintha palle 2356 Nalgonda 5
236 Devarakonda 2357 Nalgonda 8
58
List of Mandals (130) III Phase

tanks
1 Vangara 0102 Srikakulam 4
2 Etcherla 0108 Srikakulam 3
3 Amadalavalasa 0118 Srikakulam 3
4 Kotabommili 0128 Srikakulam 32
5 Sompeta 0134 Srikakulam 20
6 Golugonda 0315 Visakhapatnam 14
7 Kasimkota 0335 Visakhapatnam 5
8 Kotauratla 0337 Visakhapatnam 7
9 Atchutapuram 0343 Visakhapatnam 4
10 Polavaram 0503 West godavari 16
11 Koyyalagudem 0506 West godavari 10
12 Jangareddigudem 0507 West godavari 12
13 Lingapalemm 0510 West godavari 26
14 Ibrahimpatnam 0608 Krishna 5
15 Gannavaram 0621 Krishna 17
16 Agiripalle 0622 Krishna 17
17 Musunuru 0625 Krishna 17
18 Dornala 0807 Prakasam 10
19 Pamur 0852 Prakasam 10
20 Vinjamur 0908 Nellore 18
21 Duttalur 0909 Nellore 12
22 Sangam 0919 Nellore 7
23 Rapur 0923 Nellore 20
24 Podalakur 0924 Nellore 33
25 Thotapalligudur 0928 Nellore 0
26 Kambhamvaripalle 1009 Chittoor 1
27 Pichatur 1020 Chittoor 9
28 Vadamalapeta 1025 Chittoor 11
29 Kalikiri 1032 Chittoor 0
30 Vayalpad 1033 Chittoor 5
31 Sreerangarajapuram 1047 Chittoor 7
32 Puthalapattu 1051 Chittoor 10
33 Irala 1052 Chittoor 14
34 Venkatagirikota 1062 Chittoor 5
35 Santhipuram 1064 Chittoor 4
36 Gudupalle 1065 Chittoor 1
37 Kalasapadu 1109 Cuddupah 8
38 Porumamilla 1110 Cuddupah 10
59
tanks
39 Gopavaram 1112 Cuddupah 10
40 Atlur 1128 Cuddupah 14
41 Veeraballe 1138 Cuddupah 3
42 Rajampet 1139 Cuddupah 7
43 T.sundupalle 1146 Cuddupah 6
44 Rayachoti 1149 Cuddupah 6
45 Gooty 1206 Anantapur 5
46 Ramagiri 1235 Anantapur 5
47 Dharmavaram 1237 Anantapur 8
48 Talupula 1239 Anantapur 3
49 Nambulapulikunta 1240 Anantapur 2
50 Tanakal 1241 Anantapur 5
51 Gandlapenta 1243 Anantapur 2
52 Nallamada 1247 Anantapur 3
53 Kothacheruvu 1251 Anantapur 4
54 Parigi 1258 Anantapur 9
55 Agali 1262 Anantapur 7
56 Rolla 1263 Anantapur 5
57 Velgode 1313 Kurnool 4
58 Panyam 1331 Kurnool 7
59 Sanjamala 1345 Kurnool 5
60 Kolimigundla 1346 Kurnool 5
61 Maddikera 1352 Kurnool 1
62 Maddur 1406 Mahabubnagar 20
63 Koilkonda 1407 Mahabubnagar 12
64 Kondurg 1411 Mahabubnagar 0
65 Talakondapalle 1415 Mahabubnagar 8
66 Midjil 1421 Mahabubnagar 9
67 Jadcherla 1423 Mahabubnagar 8
68 Dhanwada 1428 Mahabubnagar 11
69 Maganoor 1431 Mahabubnagar 10
70 Makthal 1432 Mahabubnagar 15
71 Atmakur 1435 Mahabubnagar 5
72 Achampeta 1444 Mahabubnagar 14
73 Gadwal 1454 Mahabubnagar 1
74 Itikyal 1460 Mahabubnagar 0
75 Bassheerabad 1524 Ranga reddy 12
76 Yelal 1525 Ranga reddy 6
77 Pargi 1529 Ranga reddy 5
78 Kangti 1702 Medak 5
60
tanks
79 Kalher 1703 Medak 11
80 Papannapet 1709 Medak 7
81 Dubbak 1714 Medak 17
82 Jagdevpur 1720 Medak 7
83 Andole 1726 Medak 11
84 Sadasivapet 1734 Medak 7
85 Wargal 1744 Medak 13
86 Mulug 1745 Medak 8
87 Bheemgal 1808 Nizamabad 17
88 Jakranpalle 1810 Nizamabad 9
89 Nizamabad 1812 Nizamabad 16
90 Dichpalle 1821 Nizamabad 16
91 Sirkonda 1823 Nizamabad 13
92 Machareedy 1824 Nizamabad 14
93 Sadasivanagar 1825 Nizamabad 15
94 Gandhari 1826 Nizamabad 13
95 Nizamsagar 1829 Nizamabad 9
96 Tadwai 1833 Nizamabad 7
97 Talamadugu 1901 Adilabad 15
98 Kubeer 1915 Adilabad 7
99 Mamda 1923 Adilabad 6
100 Bejjur 1947 Adilabad 16
101 Dharmapuri 2005 Karimnagar 6
102 Ramagundam 2007 Karimnagar 10
103 Julapalle 2017 Karimnagar 10
104 Gangadhara 2027 Karimnagar 10
105 Yellareddipeta 2041 Karimnagar 17
106 Thimmapur 2047 Karimnagar 6
107 Ghanpur 2108 Warangal 18
108 Warangal 2111 Warangal 12
109 Palakurthi 2114 Warangal 17
110 Devaruppula 2115 Warangal 0
111 Thorrur 2118 Warangal 21
112 Nellikudur 2119 Warangal 23
113 Narsimhulapet 2120 Warangal 22
114 Parvathagiri 2132 Warangal 11
115 Dummugudem 2208 Khammam 5
116 Bhadrachalam 2209 Khammam 0
117 Kunavaram 2210 Khammam 1
118 Kukunoor 2214 Khammam 2
61
tanks
119 Penuballi 2231 Khammam 18
120 Khammam 2236 Khammam 11
121 Rajapet 2303 Nalgonda 10
122 Thungathurthi 2308 Nalgonda 22
123 Saligouraram 2312 Nalgonda 9
124 Bhongir 2316 Nalgonda 11
125 Choutuppal 2319 Nalgonda 4
126 Ramannapeta 2320 Nalgonda 6
127 Chivvemla 2327 Nalgonda 6
128 Mothey 2328 Nalgonda 6
129 Nalgonda 2334 Nalgonda 0
130 Chandur 2338 Nalgonda 12
62
4. Project Component 2: Tank Systems Improvements
4.2. Participatory groundwater management
4.2.1. Objectives
The objective of participatory groundwater management is to focus on the demand side

management of groundwater rather than the conventional supply side management
through participatory data collection, analyses and dissemination.
4.2.2. Approach
Based on the broad principles of IWRM and reinforced by the objectives enunciated in
the national framework, the project contemplates to adopt a sub-basin approach for
comprehensive water resources planning, monitoring and management. This involves, to
a reasonable extent, taking into consideration both surface and groundwater regimes
encompassing availability, utilisation patterns and interactions. Management of water
resources subsumes dissemination of information for decision-making and collective
action at community level. The basic hydrological unit for adopting the above approach
will be the groundwater watershed or assessment unit. This will be the convenient unit
for ‘operation’ in view of its size which is around 250-300 sq km.
4.2.3. Coverage
The project is being implemented in 3000 tanks in 499 mandals of 21 districts of the
State. The 3000 tanks fall within about 400 groundwater assessment units. Participatory
groundwater management interventions are proposed to be taken up in about 300
assessment units. These units broadly cover the assessment units that are presently listed
as over exploited, critical, semi critical, and nearing semi-critical in terms of groundwater
status with severe imbalance in recharge and draft.
Selection of tanks
Based on the hydro geological conditions about 4 tanks per assessment unit will be
selected.
Selection of wells for PHM
After selection of a tank area for taking up groundwater interventions, inventory of about
20 % of the existing wells in the command area of the tank and its zone of influence will
be conducted to understand the general groundwater conditions in the area and to identify
about 4 to 5 wells for participatory hydrological monitoring (PHM). The wells for PHM
will be selected based on the local hydro-geological conditions viz. structural features,
presence and extent of aquifers, depth to water level, yield of the well, density of wells in
the neighborhood and their performance etc. apart from its representative location and
63
willingness of the well owner to carry out PHM on a sustained basis, sharing and
disseminating the data for groundwater assessment and crop water budgeting.
4.2.4. Activities
Groundwater hydrological assessment
Groundwater assessment will be carried out by the State Groundwater Department of

both quality and quantity parameters. The task will be operational in 300 selected
assessment units. Groundwater monitoring with installed piezometers will provide
information for groundwater assessment and the trends. This superimposed with the
utilisation patterns will give the complete assessment to develop perspective and detailed
plans for regional and local application. It is proposed to install piezometers in the
selected assessment units for monitoring groundwater trends. Quality monitoring will
also be done in all the selected assessment units on important parameters related to
drinking water for humans and animals, agriculture and other uses.
The data generated thereby will be integrated with the data generated through the existing
network of piezometers and observation wells at the assessment unit level and also with
that generated through PHM at micro level (next section). Primary validation and
analysis of the data will be done at the District Data Centres followed by secondary
validation and analysis at the State Data Centre. Periodic and purpose specific reports
will be generated at the Data Centres for dissemination at different levels. The analyzed
data will be shared with the ground water users at the tank level, which will help them in
crop water budgeting and management of the resource at the tank level.
Participatory hydrological monitoring
Participatory Hydrological Monitoring (PHM) will be taken up at the tank level. As part
of this, assessment of local groundwater situation will be carried out through installation
of rain gauges and necessary equipment in selected bore wells. Data on the availability of
groundwater, the yield trends and other dynamics will be collected by the groundwater
users and analyzed periodically. This information will be used in crop water budgeting
and crop planning for improved and efficient groundwater use.
To implement PHM the groundwater users in the selected tank influence zones will be
organized into Groundwater Groups by the project Support Organization (SO). Towards
this, relevant organizational capacities of the users will be built. This will facilitate better
comprehension of the PHM analyses and lead to informed collective decision making on
cropping patterns and social regulation of groundwater use. The Groundwater
Department staff and other subject matter specialists from DPU will provide technical
facilitation in this regard. Based on the experience gained and lessons learnt, the project
will pilot different institutional approaches towards sustaining the groups for effective
long term PHM action. The project will also carry out studies to identify effective
institutional and process mechanisms to scale up the intervention and for policy
formulation.
64
Communication strategy and dissemination
Groundwater assessment will be made at the assessment unit level by the Groundwater
Department. PHM will be carried out by the community at the tank level for collective
decision making and utilisation. The information generated in the former will be
disseminated and communicated in utilizable manner by the Groundwater Department to
various users. The project will develop a communication strategy to supports
dissemination of the relevant information. The Groundwater Department will also
develop perspective and periodic plans over different typologies and disseminate the
same to different users involved in planning, implementation and monitoring of water
resources.
Studies and action research
In view of the different approaches, operational units, departments, utilisation patterns

and influenced by externalities such as markets, there is still a huge gap in the
understanding water resource management in an integrated manner. The project therefore
proposes to undertake studies and action research for learning and documentation in the
areas of surface and groundwater interactions at assessment units level n general and tank
influence zones in particular.
Technology promotion
Promotion of improved crops and agronomic practices will be done through

demonstrations. Farmers Field School approach will be followed as designed in the
component 3 of the project. Demonstrations will focus on improved practices in the
existing crops and in new crops. The agri-business and marketing fund to be constituted
at the WUA level could be used by the farmers to avail credit for adoption of these
technologies. Improved techniques for groundwater based irrigation to increase water use
efficiency will also be promoted through demonstration and technology adoption support.
This includes the laying of pipelines to minimize conveyance and field application losses
from the borewell to the plant.
The project Support Organization will organize the groundwater users into Groundwater
Groups. The Ground water Groups will be affiliated to the WUA to receive all project
inputs. In each district a Groundwater Department staff will be deputed to the District
Project Unit to plan, implement and monitor the activities. Similarly, two Groundwater
Department staff will be deputed to the PMU to co-ordinate and manage the groundwater
related activities at the state level. As per the emerging need for augmenting the strength
of the Groundwater Department to implement the groundwater activities under the
project, services of specialist in groundwater management may be procured both at state
and district levels.
65
4.2.6. Monitoring
Monitoring of the groundwater management activities will be carried out according to the
M&E framework of the project.
66
5. Project Component 3: Agricultural Livelihoods
Support Services
5.1. Overall objective, design principles, benefits
Tanks are multi-livelihood resources and a number of community groups are engaged in
production processes dependent on them. Assessment indicate that very specific technical
and extension support are needed to improve the production system in these tank based
livelihoods viz. agriculture, horticulture, livestock, fisheries, etc. Consequently, the
project aims at improving tank systems not only in terms of its physical structure and
management, but also to help the users reap optimum benefits from tank based
livelihoods persued by them.
The agricultural livelihoods support services component thus defines its objectives as:
• To improve production and productivity of tank system
• To improve returns to farmers and other tank users through development of better
market linkages and promotion of business development services
The project interventions, based on an assessment of ground realities, will therefore

address the current gaps in support services and emerging opportunities for improving
agricultural livelihoods of the tank users. This will be a twin-track approach of filling the
strategic gaps in production and post production / marketing and capturing the emerging
opportunities in agri-business. It will strengthen the livelihoods of the tank users by
maximizing returns and bridging the gap through partnerships and collaborations. Two
types of opportunities are emerging i) the producers are linked to better market channels
for existing production; and ii) where production – including new products – takes place
more in line with consumer choice / market preference. Also the present situation
involves long, multi-tiered value chains with a large number of intermediate actors,
reducing the incomes at the producer level. There is great potential for increasing returns
to producers by intervening in critical points in the value chain. which will be another
focus of this component.
The agricultural livelihoods support services interventions primarily focus on agro-based

activities and thus the primary beneficiaries will be the command area farmers as well as
ground water-using farmers in the tank influence zone. The marketing related activities
will generate additional employment at tank/village level. Agricultural livelihoods
support services interventions will be extended to all identified tank system stakeholders.
The agricultural livelihoods support services component will also include demonstration
of innovative models and practices through pilots and action research for production and
post production processes and for development of agri-business. This could be in terms of
producing marketable surplus, increased returns to the producer through adoption of
improved practices, collective action and better knowledge about market demand and
supply chains.
67
The project will support training of a cadre of “lead farmers” for agro-based services. The
lead farmers and the WUA Management Committee members will appropriately linked
to the line departments and other partners for continued technical support. The lead
farmers will ensure continuity of the agricultural livelihoods support services to the tank
users beyond the project period. The synergy between tank restorations and agricultural
livelihoods support services interventions will help sustain the interest of WUA members
in tank maintenance and management.
The livelihood activities broadly include improvement in agriculture, horticulture,

livestock, fisheries, foreshore plantations and agri-business. The indicative list of
activities is as under:
• Agriculture: technology demonstration for traditional and non traditional crops
• Horticulture: technology demonstration for vegetables and medicinal/aromatic plants
• Livestock: breed improvement, nutrition management and health management.
• Fisheries: technology demonstrations, market linkages
• Foreshore plantation
• Marketing and Agri-Business: collective marketing, market led production,
developing marketing information system, agri-business development.
The specific interventions to be undertaken in a tank will be included in the Agricultural

Livelihood Support Services Plan (ALSSP), which will be a part of the TIMP. The
ALSSP will be prepared by each WUA with support of the SO, the DPU staff and
technical staff from relevant line departments as a part of the TIMP preparation process.
It will be developed in a participatory manner and will take account of the existing
production systems, agro-climatic and socio-economic conditions, water availability and
distribution and emerging market opportunities. The ALSSP will include development
plans for field and horticultural crops, livestock, fisheries, foreshore plantations and
agribusiness and marketing. Depending upon the local agro-ecological and market
conditions, only a subset of these activities may be undertaken in a particular tank.
Once the ALSSP (as a part of the TIMP) has been approved by the WUA, the proposed
interventions relating to agricultural livelihood development will be reviewed and
prioritized at the DPU level for developing Annual Action Plans. The implementation of
the Action Plans will pursue an integrated and coordinated approach involving sectors /
departments of agriculture, horticulture, animal husbandry, fisheries etc.
68
Support Services
5.2. Agriculture / Horticulture Development
5.2.1. Objectives
In the above context, the project plans to take up agriculture and horticulture
interventions with the following objectives:
• To improve the productivity of crops by technology demonstration, training and
backstopping
• To influence cropping pattern changes (crop diversification) through market led
extension
• To facilitate cost reduction through demonstration of appropriate technologies,
agronomic practices and collective inputs procurement
• To promote water saving crops to improve Water Use Efficiency
The focus will be on rice and other important crops in the tank command areas.
5.2.2. The approach
The focus of agriculture and horticulture interventions is on optimizing existing crop

productivity and diversification of the cropping pattern. The project plans to adopt an
extensive approach in optimizing productivity of the existing crops by disseminating
improved technology, providing need-based adoption support and piloting of new crops
through market led extension. Promotion and adoption of crop diversification depends
upon the opportunity of partnerships with private companies who can provide assured
market based on quality standards, agro-climatic suitability of the new crops, availability
of technical expertise, etc.
The project envisages strengthening of extension services through partnerships with

research organizations and other public institutions such as ICRISAT, ANGRAU,
MANAGE, Krishi Vigyan Kendras (KVK), Agricultural Technology Management
Agency (ATMA) s etc. The project implementation will be built on the experience of
these agencies and complementing resources.
The agriculture and horticulture sub-component adopts the broad livelihood framework
of the project which is presented in the figure below.
69
Increased Returns
Review & planning Reduced Cost Marketing & Agri

Business development
Increase in Increase in area Increase in cropping

productivity of cultivation Intensity
• Demonstra • Infrastructur • Market led • Collective • Collective marketing

tions linked e production procurement (Aggregating)
to development • Crop of inputs • Market driven
adoption • Water diversification • Adoption of production
• Adoption management • Water audit improved • Post harvest
Support based crop package of management
• Capacity planning practices (grading/ quality
Building standard
maintenance/
processing)
Technology demonstrations
This intervention will mainly focus on intensification of the existing cropping system and
promotion of market led cropping systems through demonstration of high yielding
varieties, integrated nutrient and pest management, improved agronomic and water
management practices and introduction of new crops/varieties depending on emerging
market opportunities.
Demonstration and adoption plots
The project considers the best way to build capacities of the tank command area farmers
in terms of orientation on new technologies and adoption of improved technologies is
through demonstration and adoption, i.e through the principles of ‘learning by doing” and
“seeing is believing”. The approach has training, capacity building and demonstrations as
integral part of the system. The demonstrations will be conducted in the fields of selected
lead farmer’s. Some of the demonstrations and trainings are situation specific.
70
Process and Implementation: A demonstration plot (DP) of about ½ acre will be selected.
Demonstration plot will be located in the fields of a lead farmer’s / progressive farmer’s.
Each DP will be provided with inputs from the project covering seed, fertilizer, pesticide
and incremental operational costs. Lead farmer’s contribution will be in the protection of
DP. The DPU will identify the existing resource persons in the district either from line
department / KVK / ATMA / DATTC or open market. Each resource person will be
responsible for conducting the DP and training of farmers participating in respective DP
and review the adoption in their fields through periodic field visits. Each resource person
will cover between 5-10 DPs. He/she will conduct trainings on different aspects at the
demonstration plot at critical stages of cropping. The project assumes 3 training sessions
in addition to field day as maximum. The agricultural coordinator from SO will
coordinate with the different actors in the process of demonstration and organize the
farmers for the DPs
The demonstrations and adoption plots approach proposed in the project is different from
the present regular demonstration approach being conducted in the state by the
agriculture department as it monitors adoption continuously and conducts trainings in the
demonstration plot/field itself.
Selection criteria for demonstration plot

• Easy accessibility from identified tank villages
• Road side plot
• Plot soil type is representative of majority soil-type in the tank area
• The plot owner is either a lead farmer or a progressive farmer and is willing to adopt
the complete package in a timely manner
Supervision by technical team members: The project plans to utilize the existing technical
expertise present in the districts instead of creating parallel teams. The district/divisional
level members of line departments will supervise the demonstrations and trainings
conducted at tank level along with DPU members. The existing members like assistant
directors/ deputy directors and joint directors or equal designated members of line
department will be associated in supervision of the field activities. The agriculture /
horticulture department at state and district level will play an important role in
supervision and facilitation of the overall process. The DLIC will coordinate this the at
district level. In the districts where ATMAs have been set up, they will be actively
involved in the planning and implementation of project activities. At state level a nodal
officer in the office of Commissioner (Agriculture) / (Horticulture) will coordinate the
same along with the PMU.
Although the exact nature of demonstrations to be organized will emerge from the
ALSSP prepared for a particular tank, the likely DPs will be organized for the following
categories of crops is given in the table below. The table also indicates likely themes to
be covered in these DPs along with indicative list of crops. The crops themes may change
as per the needs of the community which will be reflected in the ALSSP.
71
Category of Likely themes to be covered Indicative list of crops Tentative no of
Demonstration demonstrations
AGRICULTURE
Traditional crops IPM, INM, SRI, grading, and Paddy, groundnut, maize,
quality standards jowar and fodder
Non-traditional crops Seed production, Package of Soya bean, Maize, 9000
practices for new crops, quality sunflower, new fodder
standards, IPM, INM, fodder varieties
crops, fodder multiplication
HORTICULTURE
Traditional crops Staggered sowing, poly nurseries, Vegetables 1300
INM, use of bio-pesticides,
organic manure and vermi-
composting application, agronomic
practices, harvesting techniques
quality standards, and grading
Non traditional crops poly nurseries, INM, use of bio- New varieties of vegetables
pesticides, organic manure and Medicinal and aromatic
vermi-composting application, plants
agronomic practices, harvesting
techniques quality standards, and
grading
Overall coverage: The project plans to conduct about 10,300 demonstrations (including
agriculture /horticulture) on the above mentioned indicative themes. The demonstrations
will cover training of about 100,000 farmers. It is estimated that the results will
encourage other farmers to adopt the technology under the guidance and support of the
demonstration conducting farmers.
The table below presents the likely demonstration themes and indicative list of sessions
to be conducted. Need based additions / deletions will be made during the
implementation phase.
Demonstration theme Proposed Indicative Coverage in Selection criteria for demonstration

various sessions areas
SRI for paddy • Soil testing, • The productivity levels are low
• Nursery management compared to district average
• Water management, • Sufficient availability of water in
• Integrated Nutrient Management entire crop season to head and middle
• Integrated Pest Management, farmers and insufficient water
• Cultural practices including availability to the tail end farmer
weeding • Willingness of the community for
adoption of new practice
• 90% command area is occupied by
paddy
Integrated Crop Management • Preplanting field operations
• Nursery management
• Integrated nutrient management
• Integrated pest management
• All other crop management
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Demonstration theme Proposed Indicative Coverage in Selection criteria for demonstration
various sessions areas
practices
• Harvesting practices
• Post harvest management and
marketing
SRI cultivation: Minor irrigation faces the challenge of effective water utilization and
improving water use efficiency. Majority of tank areas have paddy as the dominating
crop. It is thought necessary to promote the adoption of the SRI cultivation method of
paddy to improve the productivity of the paddy and for utilization of the unit water for
optimizing output. Hence the project plans to promote the adoption of the SRI cultivation
in the tank command areas by building the capacities of the farmer in technical aspect of
the above method by training, film shows and demonstrations.
Integrated crop management: Integrated crop management demonstrations will be taken

up for major crops under the tanks in the project. This covers “seed to seed” package of
practices in an intensive way. This includes pre planting agronomic operations, IPM,
INM, post harvest practices etc.
IPNM: Integrated nutrient management is one of the intervention areas to solve the soil
nutrient problem and to enrich the soils with organic matter. The project plans to
establish compost production units at tank level to motivate the farmers to follow and
establish their own units. The establishment of the each and every NADEP unit and
vermicompost units are linked with one training session on the unit management and
technology. Other activities will include promotion of green manuring and bio-fertilizers.
NADEP pits: As part of IPNM strategy the project plans to establish NADEP composting
pits at each and every tank area. The selection of the beneficiary will be based on
transparent and objective selection criteria.
Vermi compost units: As part of IPNM strategy the project plans to establish vermi
compost units at each and every tank area. The selection of the beneficiaries will be based
on transparent and objective selection criteria.
Integrated Pest Management: The pest damage is one of the major problems in the crop
production. Efficient pest management leads to saving in the investment and increase in
the income. The indiscriminative use of the pesticides to control pest leads to the
eradication of the natural enemies’ which further leads to secondary pest infestations. It
also results in pests developing resistance to pesticides. In this scenario for efficient pest
management farmer have to learn to use a blend of chemical, biological and cultural
methods to control pests. This is nothing but integrated pest management. By identifying
the importance of IPM in the production chain, the project plans to build the capacities of
the WUA members through demonstrations for different crops of that area.
IPM demonstrations in vegetables: IPM plays a very important role in vegetable crops as
the vegetables are directly exposed to the chemical sprays. The reduction in sprays and
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the resultant reduction of the pesticide plays crucial role in human health. The project
plans to provide support to the IPM demonstration plots in selected 300 tanks.
Vegetable cultivation: The objective of conducting demonstration is to improve the

productivity of the existing vegetables crops and to increase the area under vegetables.
The demonstration on intensification of existing vegetables will help the farmers to adopt
agronomic practices, nutrient management, and pest control and value addition. About
1300 demonstrations will be conducted in project period on intensification and
diversification. Vegetable nurseries / poly tunnels will be promoted. These will be linked
to the demonstrations of vegetable cultivation. The criteria to be used for selection of
tanks for vegetable promotion are proximity to the urban area and availability of water.
About 10% of tanks will be selected for promoting vegetable and diversification from
paddy.
Seed production: One of the major constraints of the command area farmer is the
availability of the right seed in right time at reachable place. To overcome this constraint,
the project plans to introduce seed production in business model. The strategy involves
building the capacities of the command area farmer for seed production in their own
village.
The seed production activity will be taken up in two ways depending on the crop. In case
of the crops where high yielding varieties are popular, the Breeder/foundation seed will
be supplied to the CIG for demonstration and further multiplication. In case of the crops
where hybrids are highly productive, introducing the seed companies for demonstrative
production in the tank area as seed production area will be planned. This will provide an
opportunity to the tank farmers to engage themselves in higher end cultivation providing
increased profits.
Fodder Demonstrations: Fodder availability is the major constraint for the development
of the productivity of the Animal Husbandry of the command area. The project plans to
increase fodder area and create awareness among the command area farmers on the
different varieties of the fodder crops, cultivation practices and nutritional value of the
fodder value.
Fodder multiplication plots: This is demand driven demonstration and the purpose of the
fodder multiplication plots will be to supply the fodder slips/ seedlings to the interested
farmers on cost basis. The multiplication plots will be established in the lead farmers /
gopal mitra field or progressive farmer’s field or back yard of the veterinary dispensary.
Details of planning, focus, coverage, roles and responsibilities of different stake holders
in conducting demonstrations are given in the Guidelines for Organizing Demonstrations
given in Annexure 1.
Support of demonstration material

Lack of access to the improved implements and farmer inability to procure improved
implements are some reasons for non adoption of new implements in farming as well as
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non adoption of the improved agronomic practices or technology. Project plans to
provide improved implements at community level (WUA) with contribution from
community. The WUA will manage the implements and earn service charges from their
use. It is assumed for the project planning purpose that 40 % demonstrations will have
SRI cultivation. The project also plans to supply one set of implements per tank wherever
required for adopting SRI method. SRI cultivation requires two specific new implements,
they are rotary weeder and line marker.
Field days
A major constraint in adoption of any new technology is the accessibility of technology.
It is proposed to arrange at least one field day for each demonstration at an appropriate
time before harvesting to demonstrate the improved situation on demo plot compared to
present farming practice. The field will be open for participation of farmers from the
adjoining villages also. This is expected to encourage the farmers to adopt the
demonstrated new practices. The trainer will visit and review the adoption plots of lead
farmer as well as the progressive farmers in other tank areas and provide the feed back to
the DPU. The agri extension specialist of DPU and the M&L team will randomly check
the adoption rate.
Kisan melas
Orientation of farmers to new seed varieties, bio-fertilizers, bio-pesticides, improved
farm implements, etc. is identified as an important area of intervention. The project plans
to organize Kisan Melas on seasonal basis in the tank areas. Two melas will be conduct
every year in each tank. The melas will help to create awareness on new technology,
access to inputs as well as information, specific guidance on farmer level issues in
cultivation, etc. The melas will be conducted every year for 3 years. They will not be
restricted to agriculture alone, and will cover animal husbandry, horticulture, etc. Animal
health care, animal vaccination services will also be provided in the melas.
The DPU and SO will coordinate with the line departments for participation and the lead
farmer will play an active role at the tank level in organizing the melas. The inputs
required for animal deworming and vaccination will be procured from department on
payment of cost from the project. The vaccines which are not available with the
department would be procured from the open market.
5.2.4. Capacity building
Capacity building of line department staff, project staff, SO staff, WUA and farmers will
be undertaken. Important activities under this are exposure visits, within and outside the
state and trainings. Details are as follows:
Farmers’ trainings: Farmers will be trained at demonstration sites by resource persons

hired by project on different themes. The trainings will be spread over the entire
demonstration period. 3-4 training sessions will be linked to each demonstration plot, in
addition to the field days. The agricultural coordinator of the SO will coordinate the
resource persons and facilitate farmers’ mobilization with the help of lead farmer.
75
National level trainings for farmers: National level training will be organized for five
batches of farmers in the entire project period. Each batch will consist of 25 farmers.
Training in new technologies and exposure to national institutions will be the objective of
this training. Progressive and enterprising farmers will be selected for national level
trainings.
Training of SO, line dept and resource persons: It is proposed to organize training
programmes for the resource persons and trainers who are involved in conducting the
demonstrations. These trainers will be trained on participatory technology development
approach, participatory training methods, principles of hand holding along with the
primary trainings on technological aspects of crop cultivation.
Exposure on technology adoption and market led production: WUA members will be
taken for exposure visits both within as well as outside the state. Exposure visits will be
planned to orient the farmers on improved production related technologies practiced
within the same agro-climatic regions. The exposure visits will help farmers to have a
first hand interaction with practicing farmers and help them to clear their doubts and
improve their level of understanding. All this will stimulate their desire for adoption of
new techniques/practices.
The project plans to select 3 farmers every year from each tank for exposure visits within
the state. It will also take one farmer from about 25 % of total tanks for out of state
exposure visit. Each batch will consist of 30 farmers. They will be taken outside the state
to expose them to improved agricultural technologies and to replicate them back in their
villages.
Vegetable cultivation: Farmers will be taken for exposure visits within the state to
explain to them the potential of the vegetable cultivation and motivate them to cultivate
vegetable through interaction with practicing fellow vegetable farmers and sharing of
experiences in production and marketing processes. Two visits per district per year will
be organized during the five years of project implementation. Each batch will consist of
30 farmers.
Project staff: Concerned staff from PMU / DPU and trainers will be taken for exposure
visits outside the state to expose them on recent advances on agricultural activities.
The project design focuses on improving productivity of the tank command area farmers
by fulfilling strategic gaps in extension and increasing outreach of agro-based services.
This necessitates an arrangement that facilitates two way information flows. The project
thus starts from the grassroots level.
Tank level
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The implementation arrangements at the tank level include three different actors. They
are lead farmer, the WUA and the SO.
Lead farmer: The lead farmer will be a person selected from the community and trained
in the concerned field. The advantage of this system, which has proved successful in a
number of previous projects, is that, it helps to create a local cadre with technical
knowledge, which remains locally available beyond the project period. The selection of
the lead farmer will be on the following basis:
• Should be a practicing farmer, having own land
• Member of WUA
• Should be willing to learn and disseminate new technologies/practices
Water User Associations: The project aims at promoting a more proactive role of the
WUAs in improving agricultural livelihoods of its members. So far, the WUAs have not
taken up this role in many places. But this can help to build more regular interactions
among the members and the Management Committees and can act as a common thread in
binding people together to generate more resources through water charges and other
agricultural livelihoods support service charges. At the same time, collective action will
provide more opportunities for improving productivity and increasing .
The WUAs will be involved in organizing village / WUA level camps and melas,
exposure visits, monitoring demonstrations, maintaining community assets, motivating
the members for adoption of improved technology, etc.
Support Organizations: The agriculture coordinator of the Support Organization will be

responsible for planning at the time of TIMP preparation, coordination with resource
person, farmers and line department for organizing demonstrations, organizing exposure
visits, conducting field level awareness campaigns, organizing service camps,
undertaking regular meetings for planning and implementation, monitoring and reporting
of progress on a regular basis. Activities relating to subject specific interventions viz.
agriculture extension will be implemented through the lead farmer.
Agricultural Livelihood Support Service Plan preparation ( as a part of the TIMP) will be
one of the important activities at the tank level. The Support Organization will initiate the
process of community level needs identification and prioritization. The ALSSP
preparation will need specific effort not only to understand the needs and priorities but
also to orient the community members on emerging opportunities and technical
feasibility of interventions for improving livelihoods. It is proposed to provide such
support to each WUA during ALSSP preparation. The agriculture coordinator of the SO
will be involved in planning and ALSSP preparation with technical backup from the DPU
and line department staff.
District level
The district level implementation arrangement includes DPU and DLIC
77
The District Project Unit: The DPU staff will have the primary responsibility of planning
and implementation of the tank based agricultural interventions This includes design /
development of district level livelihood strategy, covering identification of opportunities,
linking them to operational areas, areas of capacity building, identification of resource
persons, allotment of demonstrations to resource persons, reviewing the progress of the
interventions, identification of partner organizations and working out the operational
modalities for partnership, liaison monitoring of progress.
The DPU functions also include continuous interactions with the staff of SO, planning
and conducting exposure visits, liaison with line departments for synchronizing the
support to the tank areas relating to agriculture extension, animal husbandry as well as
fisheries.
Agriculture interventions will be implemented in close coordination with line department

officials or with the help of technical / professional resource persons and SO staff. The
services of open market resource person will be hired on cost basis.
The DPU will also establish linkages with resource persons and agencies for training. The
KVKs, ATMA, DATT centre, will be involved in organizing training programmes for
field functionaries and staff at district level. These agencies will also be involved in the
project for providing technical support to field level interventions.
The DPU will prepare district level annual action plans. These will include joint working
and collaboration areas with line department, ATMAs and partner organizations. The
action plans will cover activities to be taken up by the line departments along with
specific coverage of tanks. The DPU will finalize specific actions to be taken up by the
line departments. These will include trainings, review meetings, field visits for technical
support.
District Level Implementation Committee: The DLIC will have the most critical role at
the district level of integrating resources and support to improve the returns from the tank
based livelihoods. The district level officers of Agriculture Department, Animal
Husbandry Department, Fisheries Department, Horticulture Department, District Rural
Development Agency, District Watershed Management Agency, Integrated Tribal
Development Agency, etc. will be the members of DLIC, which will be chaired by the
District Collector. The DLIC will review the implementation progress and achievement
of project outcomes.
State level
State level implementation entities include PMU, Nodal Unit at Dept of Agriculture /
Horticulture and the Agricultural Livelihood Consortium.
The Project Management Unit: Implementation of the agricultural livelihood support

services component is envisaged to be taken up in close collaboration with the line
departments, partnerships with resource agencies, professionals and corporate entities.
Hence, strategic planning, visioning and building partnerships form a core function at the
78
project level. Monitoring and capacity building of staff to develop operational systems
focusing on results management will be the critical function at the state level. The Project
Management Unit (PMU) at state level will be responsible for all these aspects of project
management.
The roles and responsibilities of the different actors are described below:
Position Roles and Responsibilities

Lead farmer • Conducting the demonstrations under the
guidance of resource person
• Day to day operations of the demonstration
plot
• Mobilizing farmers to the trainings
• Act as key extension service provider and
technology diffusion point at tank level
• Assisting the WUA-WMSC in water audit
based crop planning
• Coordination between the Trainer and
farmers
• Motivating the farmer in the adoption of new
technology
• Conducting seed production and fodder
multiplication trials
• Mobilizing the farmers for exposure visits
Agriculture coordinator - NGO • Participating in TIMP preparation
• Coordinating with resource person for
demonstration and training
• Guiding the WUA in identification of Lead
farmer
• Mobilizing the farmers to exposure visits
• Motivating the farmers in adoption of new
technology
• Linking the resource agencies / line department
officials with lead farmers
• Formation of CGs(commodity groups)
Trainer / Resource person • Helping DPU in identification of suitable
demonstrations for each tank
• Conducting the demonstrations successfully
and effectively
• Motivating the farmers towards adoption of
new technology
• Using training methodology for effective
diffusion of technology
• Reviewing the adoption in other tank areas
DPU – Agri Extension specialist • Identification of the resource persons/agencies
in the district
• Orientation of the resource persons/agencies
and allotment of tanks
• Planning the extension activities in the district
• Liaison with the SO, resource agencies, line
departments
• Coordinating with trainers/training agencies for
effective implementation of training and
79
demonstrations
• Preparation of the district extension plan
• Supervision of the demonstrations and trainers
• Coordinating the exposure visits
• Coordinating the agri extension activities of
tank areas for increased adoptability of
improved technology
DLIC • Periodical review of the project implementation
• Coordination with line departments
Nodal Unit at Dept. of Agriculture and Dept. of • Coordination with district and sub district line
Horticulture department units for smooth implementation of
project activities
PMU – Agri extension specialist • Planning the Agriculture extension activities at
state level
• Coordinating the resource agencies/ consortium
partners at state level
• Guiding the DPUs in preparation/ monitoring
of district level/ tank level extension plans
• Organizing the trainings of project staff
• Monitoring of extension activities
implementation through regular field visits
•
Nodal Units: A strong role of line department personnel at state and district level is
envisaged in this component. It is therefore proposed to set up nodal units in respective
departments at state level for smooth implementation of the programme and coordination
of the department units at district and sub district level. PMU will coordinate with the
Nodal Units at the state level.
Agricultural Livelihood Consortium: The project plans to promote selected innovative

practices through a consortium approach. Rich experience of various agencies,
professional bodies and line departments is available in the state. The challenge is to help
the community / WUA members to adopt an integrated farming systems package. This
will include production enhancement through improved water use efficiency, better water
management and increased returns through collective action. The consortium partners
will work together to evolve an integrated model and demonstrate the same in project
tanks in different agro-climatic and socio economic conditions. The consortium partners
will not only provide strategic direction to the agricultural livelihood interventions in tank
areas, but will also be partners in implementation by developing models through action
research, capacity building of staff and periodic reviews. The consortium will help to
complement the experience and expertise of partner organizations.
The likely consortium partners and their envisaged roles are presented below:
Agencies Primary Role as Consortium Partners
1 ICRISAT Productivity enhancement, promotion of farming systems
Approach
2 ANGRAU Utilizing KVK for new field trials, demonstrations,
80
capacity building, training-of-trainers
3 MANAGE Integrating ATMAs in production and productivity
enhancement
4 BAIF Animal Husbandry- Cattle breeders association model
5 MARI Strengthening local Fisherman Cooperative model
development through promotion of production
enhancement as well as institution building
One of the consortium members will lead the consortium. CADA has initiated dialogue
with MANAGE and ICRISAT on the consortium approach. Both the organizations have
wide spread experience and knowledge in agricultural livelihoods different agro-climatic
as well as socio-economic zones in the state.
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Schematic diagram of implementation arrangements
Nodal unit at
PMU DoA,DoH
DLIC (Dist.Collecter,JDA,JD(Horti),JD(AH))
AD-Agri
DPU
AD-Horti
SO
Resource
WUA
persons
LF
P farmers
82
Annexure 1
Guidelines for organizing demonstrations
The purpose of this annexure is to provide guidance to the all the actors in planning and
implementation of successful demonstrations. This includes the basic concepts and
norms for conducting demonstrations. It guides stepwise tasks from identification of
intervention to implementation and monitoring. This is intended to promote effective
participation of all the stakeholders in organizing the demonstrations.
Andhra Pradesh Community Based Tank Management Project believes in participatory

methods from planning to implementation of interventions. This project will be
implemented in 3000 tanks spread over all agro climatic zones of the state. The soils,
crops, farmers and agro-climatic conditions are different from area to area. Even if there
are some similarities in conditions, each tank should be treated as a different entity and
interventions have to be identified depending on local need. This requires a flexible
framework to identify the needs, interventions and implementation arrangements. There
is a requirement of guidelines for organizing demonstration to guide the process
according to local conditions.
This project aims to disseminate knowledge to farmers by conducting demonstrations on

farmer’s fields. The project plans to conduct about 10000 demonstrations in 3000 tanks
over a period of 5 years. The identified demonstration themes and technologies should
fulfill the local need with a mix of scientific and local expertise.
Approach
The project will have a two pronged approach to optimize the productivity of existing
crops on one hand and to promote market led cropping/diversification, wherever
feasible, on the other. The project adopts participatory approach from planning to
implementation. The gaps in the present agriculture system in the village are identified
by farmers with the facilitation of project. Interventions are planned according to the
identified gaps with the blend of solutions suggested by farmers and available technical
options. While the project plays facilitative role in identification of gaps and
interventions, technical and input support will be provided for carrying out the
interventions. It also plays the coordination role by coordinating with line departments,
KVKs, ATMAs, research institutions and universities for technology flow and
synergizing effect of the line department activities.
83
Types of demonstrations
The specific demonstrations to be carried out in a particular tank will be identified during
preparation of Agricultural livelihood support service plan (ALSSP) which forms an
integral part of TIMP. However, the demonstrations can broadly be divided into the
following two generic categories:
Existing crop demonstrations
These demonstrations are proposed for the existing crops. This covers 5 major crops
normally grown under tank irrigation, i.e. paddy, groundnut, jowar, sunflower and maize.
Depending on the agro-climatic conditions and socio-economic conditions, the major
crops will be selected. The technology demonstrations on the existing crops will aim at
optimization of the crop productivity per unit land and per unit water use. These
demonstrations should cover the following issues in addition to farmers needs:
• More crop per drop of water

• Reduction of post harvest losses
Non traditional crop demonstrations
These demonstrations aim at popularization of market-led cropping and diversified

cropping for enhanced profitability. These demonstrations will be conducted when there
is established market demand or forward linkage. Fodder demonstrations are planned to
be organized in the tank areas selected for livestock development. The demonstrations
cover the entire package of practices from “seed to seed” of the new crop/variety and its
adoptability to that area. The indicative themes of demonstrations are given below:
• New market led crops/varieties such as gherkins, sweet sorghum, etc

• Fodder crops
• Medicinal and aromatic crops
• Hybrid seed production
• Any other crop as per the emerging need
Types of technologies/practices to be demonstrated
The technology demonstrations planned at lead farmer’s fields will be proven

technologies suitable to that specific agro climatic zone, soil and crop. The technology
should be scalable and easily adoptable. Ths demonstration themes and technology
would provide solutions to the root problems raised in the problem tree analysis.
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Participatory Technology Demonstration Process - Conceptual Model
Collecting the data on agro- eco

conditions, marketing methods, present
productivity levels
Identification of problems, needs and potentialities

through small and large group discussions and
construction of problem tree with farmers
Review of fact sheets and Identification of interventions from the mix of solutions
identification of interventions for offered by community and improved technology options
next season available with research and extension agencies
Conducting exposure visits
Periodical monitoring by SO, DPU, line

depts. completion of fact sheets with Identification of lead farmer,
demo data demo plot
Conducti
ng
trainings
at 2-3
Supply of inputs, organizing the critical
demo plot with control by lead stages
farmer facilitated by resource person by
Monitoring of demo by WUA and
resource
community and preparation of
person
fact sheets
Organizing field day before

harvesting
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Process for selecting and organizing demonstrations
This process will be initiated and facilitated by SO Agricultural Coordinator and DPU
Agricultural extension specialist. It is a participatory, people centric process as
communities analyze and identify their problems, needs and turn them into
objectives/interventions. The project plays only facilitation role in the process, creates
awareness, contributes methodologies and inspires sound technical options.
As a part of Tank Improvement and Management Plan (TIMP) preparation, in this phase
the SO Agricultural Coordinator would collect all the information about present agro
ecological conditions, marketing systems, productivity levels, highest productivity in
that village, practices followed to achieve that productivity, marketing infrastructure,
credit facilities, input availability, etc. He/she would also facilitate analysis of the
existing situation and identification of the gaps.
Small group discussions
After identifying existing gaps, conduct the small group discussions about the existing
practices, yield levels, marketing scenario and opinion about improved technology
options, constraints in adopting improved technologies, problems in achieving optimum
yield and their solutions.
Large group discussions
After analyzing the data from existing situation and small group discussion, the resource
person would conduct large group discussions and act as a facilitator than a teacher in
raising the issues and obtain the solutions from farmers. All the actors at local level are
invited to share their ideas. The information collected by extension worker is fed back to
community to stimulate ideas and to identify important problems. At the same time a
basket of solutions is also to be presented to community to stimulate thinking and
identify solutions. The format to identify the gap presented in Appendix 1.
Problem tree analysis
Identify the root problem from the existing problems, prioritization of problems and
select the solutions which are most likely to succeed from the possible options with
relevant modifications on technical grounds if needed and prepare a basket of options to
tap the potentiality.
Identification of the interventions
Identify the interventions from the set of solutions after taking consent from progressive
farmers. It is advisable to focus on a limited number of technologies/practices in order to
create good entry point. In addition to SO Agriculture Coordinator, DPU and line
department staff will be involved in identification of interventions from the available
technical options.
86
Identification of resource person and allotment of demonstration
The DPU will identify suitable resource person according to the interventions planned
from the experts available from the district level line department staff, and if such
person(s) is not available in the line department district level staff, hire from open market
on service basis. Each resource person will be allotted 4-5 demonstrations keeping in
view the logistics and feasibility.
Conducting exposure visits

If necessary and feasible, after identification of the interventions, the DPU and SO will
organise the exposure visits to the selected farmers from WUA on the proposed
interventions, where it had proved successful. This includes either neighboring
villages/models developed by project consortium partners/ research stations. It helps the
farmer group to come forward to conduct experimentation with learning. In case of
majority of the demonstrations, it may not be necessary to organize exposure visits.
Selection of lead farmer

The critical step in organizing a demonstration is the selection of a lead farmer. He will
be the person selected from community. This helps to create a local cadre with technical
knowledge which remains locally available beyond the project period. The following
criteria will be used for selection of the lead farmer. He should be a:
• practicing farmer, having own land on which demonstration will be organised;

• member of WUA; and
• willing to learn and disseminate the demonstrated technologies/interventions.
In addition, the specific site where demonstration is to be organized should meet the
following criteria:
• have a minimum land area of 0.5 acre;

• be easily accessible from the identified tank villages;
• be a road side plot;
• represent soil type in the tank area; and
• the land owner is either a lead farmer or a progressive farmer and he/she is willing
to adopt the complete package of technology in a timely manner.
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Progressive farmers and their role
WUA will select about 20 progressive farmers who will participate in the demonstration
process. These farmers should attend the trainings conducted at the demonstration plot at
critical stages of crop growth and follow the recommendations on their fields.
The entire above mentioned process including collection of data, identification of

interventions, lead farmers, and progressive farmers should be completed well before
onset of actual cropping season. This is to ensure that before the onset of cropping season
farmers are ready for actual organization of the demonstration.
Land preparation of the demonstration

The land preparation and other on-farm logistics will be completed in a timely manner so
that the sowing/planting is done at the optimum time to obtain highest productivity.
Supplying the inputs for demonstration plot

Before starting the actual demonstration, the DPU will estimate input requirements of the
demonstration and take appropriate measures to supply the necessary inputs at the
demonstration site well before the planting time.
Conducting the orientation training at demonstration plot

One orientation training will be organized before starting the actual demonstration
covering purpose, methodology and expected outcome of the demonstration. This
training should include motivational aspects in addition to technical information. The
demonstration should be planned as community activity rather then as an individual
farmer experimentation. The approach should promote monitoring of demonstration by
community members and providing suggestions for improvements for achieving higher
productivity levels.
Conducting the demonstration and trainings

The identified resource person will facilitate conducting of demonstration by lead farmer
and provide necessary technical information and guidance. He will organize trainings at
demonstration site to the WUA members and progressive farmers at appropriate 2-3
critical stages of crop growth. Agricultural Coordinator of the SO will provide technical
backstopping to the resource person, lead farmer and other farmers.
A display board will be displayed at the demonstration site with relevant details.
Monitoring of demonstration by community and neighboring WUAs

Monitoring and evaluation visits by community members, WUA members, Agriculture
Coordinator from SO and other stakeholders will be organized to review and monitor the
progress, methodology and results. The opinions and suggestions from the stakeholders
would be recorded in a fact sheet by the resource person for improving the
demonstrations in future.
Monitoring by line department staff and DPU
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Random periodical monitoring of the demonstrations would be done by line department
staff and DPU agriculture expert to review the implementation progress, methodologies
followed, results obtained etc.
Organizing the field day

One field day will be conducted at appropriate stage of crop before harvesting. Farmers
from the neighboring fields/villages will be invited to the demonstration plot to evaluate
the results obtained and adoptability of the demonstrated technologies in the following
crop season. Resource person and line dept staff will participate in the field day. During
the field day identification of intervention process will also be done based on fact sheets
generated during different stages of conducting the demonstrations. For comparison, in
each demonstration, a small control plot with farmers practice will be kept.
Identification of best demonstration plots for reward

Based on the gains in productivity/income achieved and taking into account the
evaluations by the WUA members, SO staff, line department staff and DPU members.
One best demonstration plot will be identified in each project district and suitably
recognized.
Review of fact sheets and identification of interventions for next season

After harvesting and recording the yield of the demonstration and control plots, a review
meeting would be organized by inviting all the stakeholders to review the results, analyze
the fact sheets and identify the interventions for the next season
89
Implementation Cycle
Preparatory Phase
• Collection of info on climate, soil, agri practices, technologies
• Collection of info on marketing situation, input availability, credit
• Assessment of present crops productivity levels and practices
Process Initiation Seasonal Demonstration Cycle
Awareness raising Exposure to Conducting Demo

with community technical
options
• Problems and • Learning by doing
needs • Awareness • Learning by
identification on technical comparing
• Identification of options • Synthesis of options
interventions • Exposure by merging
• Identification of visits(if indigenous
roles and necessary) knowledge and
responsibilities technology options
Review & planning Monitoring and

sharing
• Feedback of • Monitoring the
quantitative and demo and
qualitative results expressing views
• Review of in fact sheet
methodology & • Sharing the
technology experiences
• Evolving • Judging the
interventions for technology
next season • Defining the
future activity
SUPPORT SYSTEM
Project System Line Department Consortium Partners

• Facilitation of process
• Support farmers in Providing technical
• • Development of model
conducting the demo by support sites for technology
supplying inputs Periodical monitoring
• exposures
• Support in planning,
• Preparation of fact • Provide technical support
providing technical
sheets • Quantify the farmers
knowledge
results and test farmers
• Document fact sheets
ideas in controlled
• Providing linkages with line condition
dept/ research agencies /
consortium partners
90
Roles and responsibilities of different actors in organizing the demonstration
Role of Lead farmer in organising the demonstration
• Day-to-day activities at demonstration plot

• Mobilising the neibouring farmers for training and field days
• Motivating other farmers for adoption of demonstrating technology
Role of WUA
• Identification of lead farmer
• Mobilizing the members for trainings
• Motivating the members for adoption
• Periodical monitoring and evaluation
Role of the Support Organization in organizing the demonstration

The role of the SO is to facilitate the implementation process at WUA level. The
implementation starts right from aware generation to completion of the demonstration.
• Facilitating WUA in identification of lead farmer

• Identification of the demonstration site
• Helping DPU in identification of suitable demonstrations
• Mobilization of farmers to participate in the trainings conducted at demonstration
site
• Facilitating resource person for organizing effective trainings
• Facilitating line departments for supervision and monitoring
• Mobilising the farmers and organising field days
Role of the resource person in organizing the demonstration

The resource person is either from line department/KVK/ATMA or hired by DPU from
the open market
• Conducting the demonstration

• Conducting trainings at demonstration site and organise field day
• Motivating the lead farmer to adopt relevant practices
• Monitoring the adoption of demonstrated technologies in the following crop
season
Role of line department staff in organizing the demonstrations
• Helping the DPU in identification of suitable demonstrations

• Suggesting possible technological options.
91
• Periodical supervision and monitoring of the demonstrations
• Participation in field days
• Providing the technical support
• Monitoring the adoptability
Role of DPU
The DPU is the overall project executive agency at district level. Its roles include:
• Planning the suitable demonstrations with the help of SO, line department staff
and lead farmers
• Identification of the suitable resource persons
• Supervision and monitoring of the demonstrations
• Coordination with line departments, resource persons and SO
• Reviewing impacts and scalability
Role of DLIC
• Periodic review of results of demonstrations

• Coordination with line departments
• Scaling up
Role of PMU
• Planning the agriculture technology demonstration and adoption activities at state

level
• Coordinating the resource agencies/consortium partners/line departments at state
level
• Guiding the DPUs in preparation/ monitoring of district level/tank level
extension plans
• Monitoring of implementation of extension activities through regular field visits
92
8. Indicative list of technical options for training sessions at demonstration plot
• Soil testing, interpretation of test report

• Land preparation
• Nursery management
• Water management
• Integrated nutrient management including green manuring and bio fertilizers
• Production of vermin-composting, NADEP
• Integrated pest management including pest attack at different stages of crop
growth, identification of predators and natural enemies, identification of
economic thresholds and pesticide application decision making and use of bio
pesticides
• Cultural practices including weed management
• Crop rotation and crop sequencing
• Intercropping (mix of nitrogen fixing and nitrogen utilizing crops)
• Harvesting techniques
• Pre harvest management for quality outputs
• Post harvest management and value addition
• Marketing
93
Appendix - 1
Format for identification of gaps
Gap
S.No Area Existing practice Desired Practice Identified
Technology
Is there any alternative more
profitable crop suitable to this area
seed variety
Any other
Farm Management
Nursery Management &
Transplanting
Fertilizer dosage according to soil

testing results
Fertilizer dosage
Fertilizer application method

Pesticide usage
Pesticide application method

No. of Irrigations
Method of irrigation
Post harvest management practices

Yield levels
Any other
Any other
Capacity Building
Technical Aspects
Farm Management Aspects
Reasons for not implementing improved technology / farm management method
1 Not aware If technology existed
2 Aware of technology, but requires capacity building
3 Technology not suitable to this area
4 Aware of technology, but not practical to adopt
5 Aware of technology, but risky to experiment
6 Aware of technology, but additional investment required
7 Improved method is labor intensive, but labor is scarce
8 Any other reason, please specify
Support required from project

1 Capacity building is enough to implement
2 Capacity building along with input support required to experiment & adopt
3 Any other, please specify
94
Support Services
5.3. Livestock development
5.3.1. Objectives
The main objective of the livestock component is to improve the productivity of the
livestock in an integrated manner to ensure increased contribution from the livestock to
family income. This will be achieved by the following measures:
• Breed Improvement through doorstep AI
• Improved nutrition through fodder development
• Improved animal health care
Other objectives include the development of sheep and ram-lamb rearing activities for
poor and vulnerable groups in the tank areas.
5.3.2. The approach
The project has a focus on providing technology support, management inputs and
establishing market linkages to maximize the returns. The problem analysis indicates a
need for breed improvement to bring in change in productivity of animals. The project
will thus make efforts to upgrade the local stock with crossbreeding to improve the
production potential of the livestock population owned by tank area households. Another
important area of attention is the cattle management which needs focused attention. The
cattle owners currently practice zero investment animal husbandry and get very low
returns. They will be provided an orientation on scope and potential of the dairy farming
and will be encouraged to improve the management practices. This will be crucial for
raising cross-bred cattle population. Access to animal health care and maintaining
continuity of preventive animal health care is one of the critical needs identified by the
project. Hence, the project will plan major effort to ensure the outreach of vaccination
and other animal care including de-worming. Orientation of cattle owners on nutrition
management and providing encouragement and support in this area will be another
important intervention.
The project realizes the need of long term sustainability of the livestock development
efforts. Hence, a twin track approach will be taken up, first by creating and strengthening
the local cadre of service providers (Gopal Mitras) and the second by integrating the
technical support requirements with the existing government system through the Animal
Husbandry Department (AHD) and APLDA. The state government has well equipped
infrastructure for cattle development along with technical staff. The project will seek
support of the line department in terms of providing technical back up, supervision and
supply of the critical inputs such as vaccines, semen, etc.
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Infrastructure of the APLDA and AHD
The APLDA has four ISO (9001:2000) certified frozen semen bull stations located in
costal Andhra, Rayalaseema and Telengana regions and one andrology laboratory for
quality management of frozen semen and breeding bulls. The organization has 22 district
level frozen semen depots for bulk storage and distribution to insemination centres. They
have 20 bulk liquid nitrogen (LN) storage tanks and three vehicle mounted LN tanks to
transport LN to different semen depots from the purchasing points. APLDA is financed
by GOI and has the opportunity to recycle certain portion of the receipts collected as cost
of semen and LN for purchase of LN and essential equipment and chemicals etc. APLDA
has 1710 Gopala mitra centres directly supported by them.
The state has the following types of insemination centres providing breeding services to
cows and buffaloes.
SL. No Types of the institutions Numbers Organization

1 Gopala Mitras 1710 APLDA
2 Veterinary institutions 4867 AHD
3 Veterinary institutions (doorstep AI facility) 2839 AHD
4 Lay inseminator centres 196 Dairy cooperatives
5 Door step AI centres 109 BAIF
Total insemination centres 9721
Other than the 109 BAIF centres, APLDA caters to the frozen semen requirement of all
other centres in the state. APLDA sells frozen semen straws to Tamil Nadu, Orissa,
Madhya Pradesh and west Bengal states and JK Trust Mumbai. APLDA currently
maintains a buffer stock of 15 lakh doses of frozen semen over and above the annual
requirement of 30 lakh doses for domestic need.
With respect to health coverage, AHD veterinary institutions (7000) available at village,
mandal, and taluk and district level as listed in serial numbers 2 and 3 in the above
matrix, in addition to providing breeding services are involved in preventive health cover,
disease diagnosis and treatment. Extension and fodder development is an integral part of
different services provided to farmers and their livestock. AHD has good training
infrastructure and competent trainers under State Management Institute for Livestock
Development in AP (SMILDA). Veterinary Biological Institute (VBRI) produces most of
the vaccines required for the state.
The project will use the support of the line departments in terms of providing professional
back up, supervision and supply of the critical inputs such as vaccines, semen etc. In turn
the project will support AHD and APLDA in appropriately filling the gaps in terms of
capacity building, logistics and consultancy support.
The proposed interventions are:

• Introduce new Gopala Mitras in the new dairy potential areas with a result-oriented
model for increasing the outreach of animal husbandry services in selected tank areas
• Strengthening the existing Gopal Mitras by bringing in the services in an integrated
package mode .
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• Expanding the outreach of animal health care by adoption of a camp mode
• Creating facilities to access fodder seeds/saplings for improved animal nutrition
• Introduction of result based monitoring and need based technical backup services to
the tank areas by integrating services of animal husbandry department and resource
agencies
5.3.3. Project Interventions
Identification of the milk routes
There are existing milk routes and procurement centers which are spread across the state.
The project considers identifying the existing route and super imposing with tank map
and concentrating in the tanks which converge with the milk route. Interventions are
planned to develop the livestock to maximum potentiality and increase the milk yield in
the identified tanks in the selected milk routes.
Identification of the Gopal Mitras and their training
Gopal Mitra is a local person from community, trained in the animal breeding, and health
management who will be available to community in the village to provide doorstep
services. This system ensures that the community gets all breeding and first-aid facilities
at the door step. The Gopal Mitra will be the link between the line department with
community to supplement efforts of the line department in terms of outreach.
The current network of Dept of Animal Husbandry includes about 1710 trained Gopal
Mitras, 2830 AI centres for providing doorstep services run by the Department and 200
centres run by BAIF, an NGO. The government dairies currently cover about 12000
villages across the state. It is estimated that 50 % tanks (1500 tanks) will have optimum
cattle population for breed improvement and availability of milk route. Among these,
about 1000 tank areas will have trained Gopal Mitras who are currently functional.
The project plans to provide support to about 1000 such existing Gopala Mitras by
providing refresher training and logistic support to DAH for monitoring and technical
backup. The existing Gopal Mitras will be adopted to provide breeding services and will
be engaged in community liaison and orientation activities in collaboration with the
WUA and the Support Organization.
The project plans to introduce 500 new Gopala Mitras over a five year project period.
This will involve support for fixed costs, Gopal Mitra training and logistic support to the
line department for supervision, monitoring and technical backup.
Selection criteria for Gopala Mitra:

• Prospective Gopala Mitra is a local village youth with a minimum of 10th standard
education
• Selected candidates will be with in the age group of 18 to 35 years, without any
gender discrimination
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• The candidate is selected by WUA and with the assistance of the SO and local VAS
• Selected candidates will undergo 16 weeks intensive Gopala Mitra training course
offered by the regional training centres of AHD. Certificates will be issued after the
competition of the training.
• For every two proposed Gopala Mitra centre 3 individuals will be selected and
trained, keeping in view the probability of some dropouts.
Responsibilities of Gopala Mitra

• Conducting doorstep artificial inseminations and castrations
• Arranging for pregnancy verifications by the concerned VAS
• Assisting AHD in conducting fertility management camps
• Conducting animal health camps in coordination with AHD
• Supporting AHD staff in disease surveillance
• Conducting animal vaccination camps and de-worming with AHD staff
• Conducting calf rallies and fodder demonstrations
• Liasioning between farmers, WUA and local AHD technical staff
The Gopal mitra will be paid on service basis by farmer. The standard state government
norm of payment by the farmer for AI will be applicable in the tank areas and the Gopal
Mitra will receive the payment as per the norm.
The selection criteria of tanks / gopala mitra location will be:

• Each gopala mitra caters to the needs of 2000 breedable cattle population.
• Each gopala mitra will operate in an area of 5-10 km radius. The AI services are
delivered at the farmer’s doorstep
• No centre will be established within a radius of 3 km of an existing centre
• Each Gopal Mitra will be supplied with good quality semen and liquid nitrogen will
be delivered to these persons every month to ensure continuous availability of these
critical inputs
• Each inseminated cow will be examined for pregnancy after two months of
insemination
• Farmers will be charged a service charge of Rs. 30/- to Rs. 40/- per insemination as
per the current government norm
The Animal Husbandry Department/ APLDA will provide the material inputs on cost
basis, technical backup and supervisory support to these centres. The technical staff will
monitor the performance and services provided by the Gopal Mitra.
Line dept support to gopala mitras for technical backstopping:

• Good quality semen, liquid nitrogen and AI equipment will be supplied through
APLDA network to ensure continuous availability of these critical inputs at the
centres
• Veterinary Assistant Surgeon (VAS) form the nearest Veterinary dispensary (AH
Department) will supervise the performance of Gopala Mitras in the concerned
mandal
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• Concerned VAS will provide technical guidance and conduct pregnancy verifications
of inseminated cows and buffaloes
• VAS during his visits and in the course of fertility camps and health camps will
provide guidance and on the job training to Gopala Mitras and recommend suitable
refresher training to needy Gopala Mitras
• The support environment for Gopala Mitra will be created through planning of village
level orientation, regular fertility camps, animal health and vaccination camps and
calf rallies
This work arrangement will help to achieve the project results of upgrading the breeds to
improve the productivity in coordination with APLDA/ Dept. of AH. The project DPU
through the DLIC will have a contractual arrangement with the APLDA/DoAH to take up
such gopala mitras in their operational areas.
The project aims at producing 1000 cross bred cattle by each gopala mitra area over the
project period of 5 years. This will necessitate proper selection of tanks, close monitoring
of performance of Gopal Mitra and continued technical backup.
Animal health management
Inadequate animal health management is one of the limiting factors for the livestock
development. To build capacities of the cattle farmers in animal health management and
availability of the medication at door step, the project would support positioning of well
trained gopala mitras and conducting animal vaccination camps and de-worming camps,
every year.
The Kisan Melas planned in the tank areas will also be used as one of vaccination event
on yearly basis. This arrangement will ensure regular vaccination of animals and lead to
reduced incidence of diseases. It is proposed to conduct two animal vaccination camps
per year per tank.
Fodder development
Specific interventions planned for nutrition improvement include:

1. Fodder demonstration plots
2. Fodder multiplication plots
3. Promotion of azola on pilot basis
Fodder Demonstration plots: The project plans to establish about 100 demonstration plots
in the tank areas for a period of three years. These demonstrations will display various
fodder varieties, their nutrient values along with crop management methods. The
demonstrations details and its costs are covered in the agriculture/ horticulture sub
component as these demonstrations mainly conducted by lead farmer.
Fodder multiplication plots: The project envisages supporting the cattle owners by
providing fodder slips / seedlings on cost basis. It is proposed to develop fodder
multiplication plots in Gopal Mitra’s field, other local farmers’ fields or in the backyard
99
on veterinary dispensary.
Azolla pilots: Protein plays vital role in the animal nutrition for higher yields of milk as
well as meat production. Azolla is the cheapest protein supplement available to the
animal nutrition, which can practiced in the backyard of the dairy farmer. Project plans to
introduce the azolla production on pilot basis in the suitable tanks.
Ram-lamb rearing
Primary focus for this intervention will be on the drought prone districts having high
sheep density. Sheep belts in north costal AP, Mahabubnagar and Nalgonda districts etc
will receive appropriate focus. Five hundred units for ram lamb rearing are proposed
during the project period covering entire project area. The project proposes to promote
one ram lamb rearing unit consisting of 20 animals for a Common Interest Group
consisting of 5 people. Setting up one ram lamb rearing unit involves a shed (sheep pen),
20 animals, medicines, equipment, insurance and feed supplement.
Project will provide full support for shed, equipment and medicines. 25% of the rams cost
will be provided by the project and 75% of the cost will be on credit basis from agri
business and marketing fund. Feed and insurance cover of the animals will be CIG’s
contribution.
Selection criteria for ram lamb rearers

• CIG members are primarily WUA members
• All the members of the CIG are practicing sheep rearers
• They are willing to contribute remaining unit cost
• CIG shall continue the pen for the purpose defined beyond the project
• CIG members have more than 5 years experience in sheep rearing
• They are willing to learn and adopt improved management practices
5.3.4. Training
Training is proposed for various stakeholders in the project on cattle management. They
include farmers at tank level, gopala mitra, department staff and project staff. The details
of trainings are as follows:
Farmers: Farmers involved in dairy will be trained on cattle management that includes
preventive health care, nutrition management and calf rearing. The trainings will also
focus on creating awareness among dairy farmers about relationship of animal nutrition,
body weight and milk yield. The trainings will be taken up by the line dept staff at tank
level.
Training of Gopala mitras: Gopala mitras are trained by Dept. of Animal Husbandry. The
training contains standard modules for new gopala mitra training and specific refresher
training for the existing gopala mitras. The training course is usually of 16 weeks
duration for new gopala mitras, which includes class room training, practical, probation
100
at existing veterinary hospital and record maintenance. The training module covers breed
improvement, health management and nutrition management aspects.
Animal Husbandry staff : The role of line department is very important in the effective
and smooth implementation of the interventions. To rope in the line department staff,
project proposes to conduct district level training and workshops to field staff of
department of animal husbandry. The major focus of these trainings are orientation of the
line department staff on the project, periodical workshops any other need based technical
trainings.
Training of ram lamb rearers : Project will provide training to ram lamb rearers in aspects
of nutrition, health management and overall management of the animal for maximizing
the meat yield.
5.3.5. Implementation Arrangement
The project interventions will begin with understanding the current markets, production
areas and production levels. This will be done through mapping of dairy / milk routes in
the state, mapping of government veterinary hospitals and dispensaries and understanding
the proposed expansion plans of the local dairies to strengthen the production base in
these areas. This mapping will be matched with the existing minor irrigation tank
network to identify the operational areas.
The next exercise will be to identify the trained Gopal Mitras in the selected tanks and
assessing the cattle population in these areas. This assessment will lead to tank selection
criteria. Another exercise will be for an interaction with the existing Gopal Mitras and
identification of support requirements.
Based on this information and the TIMP, livestock development needs of the selected
tanks will be identified. These tanks will either have the existing Gopal Mitra support or
need a new gopala mitra.
Another important intervention will be to organize animal health camps for vaccination,
de-worming and disease surveillance.
Technical support of training to Gopal Mitra and supervision will be planned through the
Department of Animal Husbandry on a regular basis. Annual evaluation and monitoring
of the performance of each Gopal Mitra will form core part of implementation.
Sheep and ram lamb are other important animals in the Animal Husbandry sector. These
animals are mainly owned by poor as a survival mechanism. The project envisages
creating a model for poor by organizing the ram lamb rearing community as Common
Interest Group and providing a package support.
Role of DAH as implementation partner
101
It is planned to take up the project interventions in collaboration with the DAH. The
primary role under the collaborative arrangement will be on integrating the animal health
services in tank areas with a result oriented approach. District level Deputy/Assistant
Directors of Animal Husbandry have been nominated to work on livestock development
sub-component in eleven districts where tank rehabilitation is to be taken up during phase
I of the project.
Each DPU will prepare a plan of collaboration within the district. This will be prepared
on the basis of the project process of participatory Tank Improvement and Management
Plans by the Water Users Association. It is proposed that the local departmental officials
will participate in the PRA and TIMP preparation to define the modalities and
interventions to be planned in each tank area. This process will be taken up after the
initial mapping of dairy route and veterinary dispensaries and other government
infrastructure. The operational feasibility of introduction of new gopala mitras will be
known after the TIMP process. Based on this, the DPU and APLDA/DoAH will develop
a joint proposal for activities to be taken up on annual basis. The support of material
inputs, technical backup, training support will be included as part of the proposal.
Extension related activities will be funded from the DPU budget and support of technical
resource persons will be built in this on person day’s involvement basis.
Monitoring and evaluation will be done as part of the project monitoring and learning
proposed under the project. In addition, the DLIC and the State team will undertake
periodic reviews of progress achieved and performance of the Gopal Mitras. Need based
support will also be provided for training and capacity building of technical back up field
and supervisory staff of Dept of Animal Husbandry and APLDA along with the DPU
staff.
Nodal Unit at State Level
A nodal unit headed by Additional Director (Production) has been set up in DAH. This
unit will help in smooth implementation of the programme and coordination of the
department units at district level and sub district level. The project will provide the
logistic support and incremental operational costs of this nodal unit. PMU will coordinate
with the nodal unit at state level.
102
Implementation arrangement for Livestock development
Nodal Unit at
PMU DoAH
DLIC (Dist.Collecter,JDA, JD(AH), JD(Hort))
DPU DoAH (AD)
SO VAS
GM
WUA
Farmers
GM – Gopala mithra VAS – Veterinary asst. surgeon
103
Roles and responsibilities of different actors involved in livestock development sub-component
Roles
Level
Actors Production & Business
Business
Planning Technical Training Implementati Supervision Input supply
Promotion
Backup on
Nodal Unit at Director Facilitation
office of AH Facilitation Facilitation Facilitation Facilitation
department
Facilitation
State CEO APLDA Facilitation Facilitation Facilitation Facilitation
-
Joint Director SMILDA Facilitation
Regional RAHTC
Deputy Director Joint Director Facilitation

Joint Director (AH) Facilitation
VPC AH
District
AD CSCC (APLDA)
Divisional Assistant
Division
Director
Veterinary Assistant
Cluster
Surgeon (VAS)
WUA, WUC, CIG,
Village WUA MC
Gopala Mitra
WUA: Water Users Association
VPC: Veterinary Poly clinic
104
Gopala mitra/Lead farmer • Mobilizing the farmers for better animal
management
• Conducting doorstep artificial inseminations,
castrations.
• Arranging for pregnancy verifications by the
concerned VAS
• Assisting AHD in conducting fertility
management camps
• Conducting animal health camps in
coordination with AHD
• Supporting AHD staff in disease surveillance
• Conducting animal vaccination camps and
deworming with AHD staff
• Conducting calf rallies and fodder
demonstrations
• Liasing between farmers, WUA and local
AHD technical staff
Agriculture coordinator- NGO

• Guiding the WUAs in identification of Lead
farmer
• Mobilizing the farmers to exposure visits
• Motivating the farmers in adoption of new
technology
• Linking the resource agencies / line department
officials with lead farmers
• Coordinating with line departments for
conducting health camps.
Veterinary Assistant Surgeon / Asst. Director of AH • Helping DPU in identification of suitable tanks
/ Other Line dept. Field staff • Ensuring the regular supply of inputs like
semen, liquid nitrogen and vaccines etc
• Training the gopala mitras
• Regular supervision and monitoring the gopala
mitra
• Providing technical support to gopala mitra
• Participating deworming and health camps
DPU – Agri Extension Coordinator • Identification of the tanks suitable for livestock
development with the help of Line departments
in the district
• Planning the extension activities in the district
• Liaison with the resource agencies. line
departments
• Coordinating with trainers/training agencies for
effective implementation of training.
• Preparation of the district plan
• Supervision of the livestock development
activities.
DLIC
• Periodical review of the progress of project
• Coordination with line department
105
Nodal Unit at Office of Director, AH department • Coordination with district and sub district
line department units for effective
implementation
• Supervision and monitoring of the project
• Documentation of the good practices
PMU – Livestock development coordinator • Planning the livestock development activities at

state level
• Coordinating with nodal unit of state AH
department.
• Coordinating the resource agencies/ consortium
partners at state level
• Guiding the DPUs in preparation/ monitoring
of district level/ tank level plans
• Monitoring of activities implementation
through regular field visits
106
5. Project Component 3: Agricultural Livelihoods Support
Services
5.4. Fisheries Development
5.4.1. Objectives and framework
The Project envisages enhancing the economic returns from fishery in the tanks. The fisheries
component adopts the broad livelihood framework designed for the Project and the interventions
fall in the following categories:
• Technology promotion
• Post production management and extension
• Inputs, credit and linkages
The agri-business and marketing fund constituted at the tank level will also be made available to
the fisher folk for credit needs at the time of marketing.
5.4.2. Coverage and approach
On the whole, fisheries component is proposed in about one third of the project tanks, i.e., 1000
tanks. This number is arrived at considering the period of availability of water in the tanks,
categorization as perennial, long seasonal and short seasonal tanks. Long seasonal tanks have
water beyond six months and short seasonal tanks for less than six months. As per the available
information with the state Fisheries Department, the percentage of the perennial, long seasonal
and short seasonal tanks are about 7 %, 21 % and 72 %, respectively; whereas their contributions
to total fish production are about 30 %, 30 % and 40 %, respectively. A large majority of the
short seasonal tanks do not fall under the minor irrigation tanks category. Hence, considering the
production levels and number of tanks under perennial, long seasonal and short seasonal
categories, 33 % of the tanks are proposed for fisheries interventions with approximate weightage
of about 75 % of perennial and long seasonal tanks and 25% of short seasonal tanks.
Keeping in view the varied situations under different tanks based on the activity intensity,
specific problems related to production, marketing and capacities, the project proposes both
extensive and intensive approaches for fisheries development. The extensive approach focuses on
the production enhancement through improved technical and managerial skills, capacity building
and support for local retail marketing. This is proposed in all the 1000 tanks. The intensive
approach will be adopted in selected tanks out of the 1000 tanks, with added inputs in marketing,
feed management, diversification and institutional strengthening. The number of tanks proposed
for this approach is about 70 assuming that 30 % of perennial and long seasonal tanks are taken.
The phasing of the tanks for extensive approach will be 200 in the 1st batch, 400 in the 2nd batch
and 400 in the 3rd batch. The phasing of intensive approach proposed in 70 tanks is 20, 30 and 20
respectively.
The project interventions will be implemented in close coordination with the Fisheries
Department (FD). The support from fisheries department will be specifically in the areas of
107
selection of tanks, planning, training support on technical aspects relating to production and
technical backup for supervision and monitoring.
5.4.3. Selection criteria
The tanks will be selected based on a set of selection criteria in view of the potential for fisheries
development and the prevailing capacities of the fisher folk community. The selection criteria for
the tanks are:
• Tanks where the FCS is willing to pay the WUA the government prescribed share of lease
rights
• Tanks falling close to the fish route mapped based on the potential fish markets in
consultation with Fisheries Department
• Tanks falling close to input route mapped based on the supply sources
• About 75 % of tanks as perennial and long seasonal tanks with effective water spread area (50
% of the actual water spread area) of about 200 ha
• About 25 % of tanks as short seasonal tanks with effective water spread area (25 % of the
actual water spread area) of about 50 ha
• Tanks falling in a cluster in a given region
• WUA and FCS agree on mutual arrangements in sharing of tank resource, agri business and
marketing fund and other project funds
Selection criteria for 70 tanks for intensive approach:

• FCS maintaining its records up to date and functioning as per the prescribed cooperative
norms
• Perennial and long season tanks having effective water spread area of a maximum of 25 ha
• Access to major markets
• At least 30 tons of production in an year for critical marketable mass
• Willingness of FCS to contribute of at least 10 % of incrmental profits from project fisheries
development interventions to WUA fund
Interventions for adopting extensive approach in 1000 selected tanks
Physical Infrastructure: Revival and restoration of tank system improves the physical
infrastructure including the removal of jungle and weed growth on the tank bed. This aids in the
improved condition for fish growth and harvesting. The WUA and FCS would also resolve for
mutual understanding and cooperation in maintaining the tank bed accordingly in the future.
Strengthening dialogue process between WUA and FCS: WUA and FCS are two formal
institutions representing two distinctly different user communities. Operation and maintenance
wise, the WUA has a dominant role but the fisher folk have the scope to derive substantial
benefits and share 50 % of their traditional lease rights with WUA. In view of the overlapping
seasonality of operations related to agriculture and fish culture and lack of a suitable convergence
platform for resolving arising conflicts, it becomes essential to initiate and strengthen a dialogue
process between FCS and WUA. The project proposes the following interventions in this regard:
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• Co-option of fisher folk into WUA as per the GO - 2 representatives from FCS as special
invitees for the WUA Management Committee meetings
• Involvement of fisher folk in TIMP preparation right from the stakeholder identification
staage, supported by the fisheries specialists from the Fisheries Department and the project
• Ensuring the participation of FCS representatives in the proposed water audit and crop
planning of the tank to deliberate and plan for fisheries development as well
Technology introduction for production enhancement: Technology introduction for production

enhancement includes promotion of fingerlings and provision of supplementary feed to the fish.
Usage of fingerlings in place of seed and feed supplement after 2-3 months enhances production
significantly.
Promotion of Fingerlings: The project proposes to ensure the increase in production by

promotion of fingerlings usage. This involves a phased manner of supply of fingerlings, training
and capacity building in fingerlings rearing and production management. Fingerlings will be
provided to the fisher folk by the project as part grant support and part contribution from
community either cash or kind (fingerlings) form, both varying in a phased manner. Support for
fingerling supply at tank site will be on the basis of 50 % grant and 50 % contribution in first
year, 25 % grant and 75 % contribution in 2nd year. The capacities of fisher folk would be
developed in the subsequent years for either procuring the fingerlings from the market or rearing
on their own at the tank site as per their requirement. By owning fingerlings stock released into
the tank, the FCS and fisher folk community will have better bargaining power.
Supply of required quantities of quality of fingerlings to the tanks will be met primarily from the
existing Fisheries Department hatcheries by augmenting the production of fingerlings. Tie up will
be made with the private hatcheries also in case the department hatcheries are unable to meet the
demand.
Production is expected to be enhanced with the use of fingerlings by about 80 % in short seasonal
tanks and 100 % in perennial and long seasonal tanks.
Feed Supplements: All the tanks will be treated with cattle dung application near the periphery
that provides environment for fish to feed on the micro plants. Feed supplement in the form of
feed bags filled with oil cake and de-oiled rice will be introduced after 2-3 months for improved
feed to the fish. The bags with small holes will be tied to poles and erected in the tanks at suitable
locations. The project will demonstrate and introduce the practice in a phased manner similar to
the introduction and promotion of fingerlings. It will be part project support and part contribution
from the community varying from 50 % project support in 1st year to 25 % in 2nd year and nil in
the third year.
Handholding of the FCS in the entire process will be by the Fisheries Development Officer from
the Fisheries Department supported by the DPU
Capacity Building: Capacity building of fisher folk includes orientation and skill trainings on
production and management aspects of fisheries. Different activities proposed in the project are:
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• Orientation training on technical aspects related to production: Orientation training will be
conducted at tank level to the fisher folk community on general production aspects. Fisheries
Department and DPU will conduct the trainings once per tank in first year. One lead
fisherman will be identified from each FCS for follow up of the training with hand holding
provided by the Fisheries Development Officer.
• Skill training on seed procurement, treatment and preservation in pre-production stage:
Training will be conducted at Fisheries Department Training Centres located in Warangal,
Kurnool and West Godavari by Fisheries Department personnel. One training will be
conducted for 2 persons from each tank, including one lead fisherman. The training will be
followed up by the Fisheries Department and DPU for handholding in fingerlings usage and
rearing.
• Skill training on growth stages, nutrition management, harvesting: Training will be
conducted at Fisheries Department Training Centres. One training will be conducted for 2
persons from each tank, including one lead fisherman. The training will be followed up by the
Fisheries Department and DPU for handholding.
• Communication material development and dissemination: A short film will be prepared by
the project on pre-production, production and post production aspects of tank based fisheries
development. Film shows will be organized once in all the 1000 tanks for awareness
generation and motivation of fisher folk in effective fish production. Folk shows will be
organized twice in all the tanks covering institutional, management and marketing aspects.
Community Productive assets: Community productive assets will be provided to the FCS that
will be instrumental in improving the production such as nets, harvest gear etc. The provision
will be on credit basis from the agribusiness and marketing fund.
Retail marketing: Women are mostly involved in local retail marketing of fish. Encouraging and
supporting the retail marketing of fish in the local markets by the women results in direct
improvement of their income levels. The project proposes to provide ice boxes to the women.
Interventions for adopting intensive approach in 70 selected tanks
Intensive approach will be adopted in selected 70 tanks. Additional inputs will be provided to
these active FCS and fisher folk from the project beyond production enhancement. The inputs
include institutional strengthening, marketing support and capacity building in production and
marketing management. Business development opportunities in these tanks will be firmed up by
supporting the working capital requirement and building the capacities accordingly. The
following interventions are proposed as part of this approach:
Feed management : Specific feeds as part of improved aqua-management will be provided from
the project for intensive aquaculture. This includes provision of feed consisting of oil cake, rice
bran and organic manure. This will begin from third month of fingerling stocking into the tanks
till the sixth month. The amount of feed as per the prescribed standards of fisheries department is
250 g per day per hectare. A lead fisherman will be identified by FCS from the fisherfolk
community to carry out the same under the guidance of fisheries department. A Zinc boat will
also be supplied for effective feed application and management. Fisheries department will
provide the feed to FCS.
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Supply of prawn seed: As part of diversification, prawn culture is also planned to be promoted
along with existing fish culture for enhanced benefits. Prawn seed will be supplied to the FCS by
fisheries department supported by the project.
Provision of working capital: Working capital requirement for medicines and transportation will
be provided from the agri business and marketing fund. The cost incurred in fingerlings is already
covered in extensive approach. Transportation with ice filled trucks to major markets will be key
intervention which requires short term but bulk requirement. The Dy. Director / Asst. Director
(fisheries) will facilitate the entire process through the lead fisherman from the FCS.
Capacity Building:
• Exposure visits: Exposure visits will be conducted for the 2-3 FCS representatives, including
the lead fisherman, to input suppliers, markets and societies / places where fisheries
development is successful. The visits will be within the state facilitated by the fisheries
department.
• Skill training on storage, transportation and marketing: Training will be conducted at
Fisheries Department Training centres located in Warangal, Kurnool and West Godavari,
Kakinada and Machilipatnam by Fisheries Department specialist personnel. One training will
be conducted for 2 persons from each tank, including one lead fisherman. The training will be
followed up by the fisheries department and DPU for technical backstopping.
• Training on FCS management: This will be conducted by the Fisheries Department with the
support of Cooperatives Department on effective institutional functioning including book
keeping and management. The training will be once for 4-5 representatives from FCS
including the lead fisherman at district / regional level. Follow up will be made by the
Department and DPU through lead fisherman and the leader of FCS.
Partnership development for marketing: The existing contractors’ agents in the market will be
identified and made partners in the marketing process. They will be linked to the FCS on
commission basis for smooth process of transportation and marketing. As this is on the
commission basis, there is no costing to the project involved.
Figure 1 below depicts the process flow of the interventions proposed.
There are different actors involved in the entire process in both intensive and extensive
approaches involving different stages/activities. Activities include planning, production, training,
business promotion, business implementation, model development and supervision. Actors in this
process consist of officials from Fisheries Department, project staff, Support Organization and
Community Based Organizations (CBOs). The department officials involved will be from sub-
district to state level comprising Fisheries Development Officer, Assistant Director, Joint
Director, Deputy Director and Commissioner. The project staff includes personnel from PMU,
the DPU and commodity specialist on support service basis. Support Organization, working at
tank level (for about 10 tanks) for community organization will also play similar role for fisheries
development. The CBOs include FCS and WUA at tanks level with their defined institutional
111
structure. A lead fisherman will be identified for liasoning between the department, project staff
and market. Figure 2 provides the gist of people involved in different activities at different levels.
District level Deputy / Assistant Directors and Fisheries Development Officers of Fisheries
Department have been nominated to work on fisheries development sub-component in eleven
districts where tank rehabilitation is to be taken up during phase I of the project. They will be
responsible for planning and implementation of different activities in the project districts. The
Fisheries Department staff will support the development of fisheries component as part of the
ALSSP. The Support Organization plays the role of community organization and facilitation in
planning stage and link the FCS to Fisheries Department for the production and marketing
interventions. An active person from fisher folk community identified by the FCS will be treated
as lead fisherman. The lead fisherman will undergo the skill development trainings along with the
other selected fisher folk and provide continuous liaisoning between the FCS and Project
functionaries/market as envisaged in the component interventions. Production, technical backup
and training will be provided by the Fisheries department. The contact fisherman at the tank site
will be the lead fisherman. Business promotion will be handled by the commodity specialist from
the project on service charge basis working with the FCS. The commodity specialist along with
the agri-business specialist from the DPU, along with the identified agent / contractor will
implement the business closely coordinating with the lead fisherman and FCS. The fisheries
department staff at the state and district level will carry out the supervision along with agri-
extension specialist and monitoring and learning specialist from the DPU.
Nodal Unit
A nodal unit headed by Joint Director (Inland Fisheries) has been set up in the Fisheries
Department. This unit will help in smooth functioning of the programme and coordination of the
department units at district level and sub-district level. The project will provide logistic support
and incremental operational costs of the nodal unit. The PMU will coordinate with the nodal unit
at the state level.
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Figure 1
Process Flow Diagram
Mapping Fish Route
Mapping Inputs route
Identification of tanks for production technology support

and for intensive aquaculture model development based on
selection criteria
Exposure visits to seed farms, district markets and intensive

aqua ponds (success stories) for FCS identified for intensive
approach
• Co-option of fisher folk into WUA as per Form C

• Co-option of representative of fisher folk cooperative as special
invitee in WUA management committee meetings /water audit
meetings
TIMP preparation for inclusion of fisheries as project support

intervention and technical support for planning
Supply of fingerlings
Training and backup support for production
Growth Monitoring
Support to retail marketing
Preparation of business
and marketing plan in
model tanks
Execution of
Plan
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Figure 2
Roles of different actors involved in Livelihoods (fisheries) component
Level/ Production and Business Business

Planning Training Supervision
Activity Technical Backup Promotion Implementation
Commissioner
Joint Director (Fisheries)
(Fisheries)
State PMU
(Livestock and Fisheries
Expert)
Deputy Director Joint Director DPU Agri Business Deputy Director
Deputy Director (Fisheries), Assistant (Fisheries), Assistant Officer and (Fisheries), Agri-
District (Fisheries), Joint Director Director (Fisheries) and Director (Fisheries) Commodity extension officer,
(Fisheries) DPU Agri Extension and Resource Specialist District M&L
Officer Agencies officer
Commodity Commodity
Sub District Fisheries Dev Officer Fisheries Dev Officer Fisheries Dev Officer
Specialist Specialist
Cluster Support Organization Agent / contractor
WUA WUA MC
Lead person Lead Fisherman Lead Fisherman Lead Fisherman Lead Fisherman
Group FCS FCS FCS FCS
WUA: Water Users Association; FCS: Fisheries Cooperative Society
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Schematic diagram of implementation arrangement of fisheries
PMU Nodal unit

at DoF
DLIC (Dist.Collecter,JD(Fisheries),JDA,JDH,JD-AH)
DPU AD(F)
SO
FDO
WUA
FCS
115
Support Services
5.5. Foreshore Plantation
5.5.1. Objectives
The foreshore plantations will focus on achieving the following objectives:

• Effective utilization of tank foreshore areas
• Introduction of foreshore plantation for resources mobilization for WUA for tank
management and maintenance.
• Improving fodder and fuel wood situation in tank areas
• Creating income generation resources for Water Users Association
5.5.2. The approach
Tank foreshore areas are under submergence for a short period each year during monsoon
season from September to November. In the remaining nine months, there is a possibility
of using these areas for productive purposes. The sedimentation from the catchment in
most cases ensures fertility of tank foreshore areas. Hence, it is proposed to use this land
for plantation of appropriate tree crops which can withstand partial submergence. Past
experience suggests Babul (Accacia nilotica) is suitable species which is also a local
species. It has a low gestation period compared to hardwood commercial timber species
and provides a long term income source to the WUAs. It will also meet the local
requirement of fuel and fodder. The collective action approach will focus on creating
ownership of a productive asset being created at the tank level and thus seeking
community contribution in regular maintenance of plantation, watch and ward, protection
from fire etc. The approach of balancing the gestation mix will be adopted by introducing
fodder plantation as intercropping during the initial years.
The entire intervention will be considered as an opportunity to involve poor and landless
households in the tank areas. Families needing rehabilitation support in terms of
alternative livelihood opportunities will be involved in implementation of the
intervention, Activities of nursery raising, plantation, etc will be taken up through these
groups. The technical support will be provided by the Social Forestry Wing of the Forest
Department of the state. They have generated rich experience on this activity through
implementation of these interventions in some tank areas through the support of Canadian
International Development Agency( CIDA). This experience indicated the potential of
foreshore plantation as an important income generation intervention not only during pre-
plantation stage but also during post harvesting on a regular basis.
The government, through a specific GO, will ensure that the income generated through
the produce will be retained by the Water Users Association and will be used for regular
operation and maintenance of tanks.
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The success of plantation of forestry will depend on selection of appropriate sites and
minimum area. The project will identify tanks which have submergence of foreshore
areas for a short duration of about 3 months and the availability of common land. The
successful species in many cases has been Babul (Acacia nilotica). Plantation of some
fodder trees/bushes will also be considered if fodder is the primary requirement identified
during the TIMP process. The major challenge will be to ensure survival of forestry and
sustaining interest of CIG and WUA members during the gestation period.
Site Selection: The first work after the WUA consent on foreshore plantation, is
identification and demarcation of appropriate size for plantation. Common lands in the
tank will be identified by WUA and the technical feasibility and appropriateness of size
with respect to technical parameters as well as adequacy of plot size for plantation. It is
proposed to take up plantation on about minimum 5 ha of land in the tank area.
Formation of CIGs: The TIMP process will plan to undertake the forestry plantation on
common land as part of tank improvement and management plan. The Support
Organization will facilitate organization of poor to form CIGs. The Social Forestry Wing
officials together with WUA will identify appropriate land for plantation. The CIG will
be trained in pre-plantation and plantation activities including nursery raising.
Nursery raising: After selection of appropriate species together by social forestry

personnel and the WUA, the CIG members will take up nursery raising in collaboration
with Social Forestry Wing. The CIG members will be trained in nursery raising.
Site preparation: Site preparation work will be taken up by the CIG including pit digging
work. The project will support these costs for site preparation. Appropriate spacing will
be maintained to ensure proper growth of trees.
Plantation and other cultural operations: The first two years of plantation are crucial
where some aftercare activities will be needed to ensure better survival of saplings. The
plantation will be taken up as a collective activity on a fixed day and community
members will be encouraged to participate in the plantation activities. This will be
necessary to provide priority to plantation during the cropping season.
The aftercare activities during the first and second year will include, casualty
replacement, weeding, soil working and watch and ward of the plantation.
Maintenance and operation: Regular plant maintenance operations will be taken up by the
CIG under the guidance of Social forestry personnel who will undertake periodic
monitoring of plantation to assess the growth and identify need based interventions.
Regular watch and ward of the plantation will be responsibility of the WUA and CIGs.
Need based mechanism will be set up by the WUA under the facilitation of the Support
organization,
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5.5.4. Implementation arrangement
The Support Organization in the planning stage will orient the WUA members on various
options available for resources mobilization and optimizing the returns from the tank.
This orientation will cover the tank foreshore plantation. Exposure visits of WUA
members to plantation sites will be organized by the Support Organizations. The TIMP
process will facilitate identification of foreshore plantations as an intervention area under
tank improvement plan. The SO will have interaction with the Social Forestry Wing
through DLIC and arrangements of plantation material and other scheduling will be
finalized. The process will also identify the technical backup schedule of Social Forestry
Officer in the area.
The SO will organize the CIG who will take up implementation works. The WUA will
monitor the progress of plantation, and aftercare with the CIGs. Training of CIG
members in nursery raising and plantation will be organized by the Social Forestry Wing
or the locally available technical resource person. All material inputs especially saplings
provided by the Social Forestry Wing of the State Forestry Department.
Growth monitoring and decision of cutting and sale of produce will be taken up by the
WUA in consultation with the Social Forestry Department support in accordance of
proposed Government Order. .
Roles and responsibilities of different actors in implementation of foreshore

plantation

WUA • Identification of the site for foreshore plantation
• Supervision and monitoring of the nursery, transplantation
and maintenance
• Cutting the plantation at appropriate stage in consultation
with line dept.
• Coordination with line dept
• Using the returns for O&M works
CIG • Nursery raising
• Transplanting
• Maintenance and handover the plantation to WUA
Agriculture coordinator- NGO • Guiding the WUAs in identification of site
• Forming the CIG with poor and coordinating their training
for nursery raising and maintenance
• Linking the line department officials with WUA and CIG
FRO / DFO • Helping DPU in identification of suitable tanks
• Ensuring the regular supply of inputs like seed, poly bags
etc
• Training the CIGs in nursery management and
maintenance
• Regular supervision and monitoring the plantation
activities
• Providing technical support to CIG
DPU – Agri Extension Coordinator • Identification of the tanks suitable for foreshore plantation
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with the help of Line departments in the district
• Liaison with line departments for effective implementation
& training.
• Preparation of the district plan
• Supervision of the foreshore plantation activities.
DLIC • Periodical review of the progress of project
• Coordination with line department
Nodal Unit of State Forestry Office • Coordination with district and sub district line department
units for effective implementation
• Supervision and monitoring of the project
• Documentation of the good practices
PMU – Agri extension coordinator • Planning the foreshore plantation activities at state level
• Coordinating with nodal unit of state forestry department.
• Guiding the DPUs in preparation/ monitoring of district
level/ tank level plans
• Monitoring of activities implementation through regular
field visits
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PMU Nodal unit at

D o Forestry
DLIC (Dist.Collecter,JD(Fisheries),JDA,JDH,JD-
AH)
DPU DFO
SO
WUA
Common
interest
group
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Support Services
5.6. Marketing and business development
5.6.1. Background
Marketing of the produce plays a very critical role in the farm economics and livelihoods.
There have been very few models where farmer get assured and remunerative price on his
produce. Other side there are a number of agro processing companies and food industries
which require timely and adequate, quality agricultural produce. Lack of supply chain
integration and lack of integration of the farmer with the other end of supply chain i.e.
choice of the consumer is the core issue.. There is a need of integrating the farmer with
supply chain and reduce the length of the supply chain. To achieve the integration of
supply chain and reduce the length of supply chain, the best possible way is public –
private partner ship. The project aims to intervene in the tank area agricultural marketing
system to enable the command area farmer to utilize emerging market opportunities.
5.6.2. Problem Analysis
The problems of farmers in realizing the optimum farm gate price include:
• Lack of sufficient quantity of produce for marketing at individual level: The Average
land holding size of the tank area farmer is 1.5 Ha, the quantity of the produce is not
economical for direct marketing at big/distant marketing locations. The overhead
costs high: the market agency prefers bulk volumes at one place to purchase, and the
organizations may not prefer to procure from different agencies with small quantities
• Long, multi-tier supply chain for farm commodities: The long supply chain for
agricultural commodities are one more constraint for low price realization by the
producer and high price to the consumer. The links in the agricultural commodities
are unique compared to industrial commodities. In industrial commodities supply
chain, there is some value addition at every stage (either in the form of processing or
in the service) which adds to cost accordingly, whereas in agricultural supply chain,
the value addition links are few but each and every stage cost is added
• Lack of market information and market intelligence: Lack of market information
leads to exploitation of farmer by middlemen, whereas access to market price
information creates transparent environment on price.
• Lack of market linkages: The lack of direct linkages with the processing industries or
big consumers/markets is major constraint for marketing of agri commodities by
farmer himself.
5.6.3. Agri business development process
The agri-business component of the project envisages to bridge these gaps through
various targeted interventions. The first step towards planning and introduction of the
agri business interventions under the project is to understand demand projections of
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various commodities, gain knowledge about existing and emerging opportunities, insights
into different business models present and its suitability to the tank command area
farmers, identifying gaps in the present market system at village level, etc. This will then
lead to designing the implementation strategies for field level support and identification
of the appropriate partners. A state level study will be taken up to assess the above prior
to defining field level actions.
Identification of the Commodities: This plays vital role in introduction of a successful

venture. The commodity identification depends on the following:
• Quantity of commodity production
• Extent of the area of production
• Availability of potential buyers
• Shelf life of the produce in storage and transportation
• Market price fluctuations in season and out-of-season
The project will concentrate on building the capacities of the WUA members by orienting
and training them properly and guiding/helping them in identification of commodities for
marketing.
Value chain analysis and identification of the gaps: The Commodity specialist and DPU
would undertake a value chain analysis through special studies to identify the gaps in the
entire value chain. This SWOT analysis of particular commodities within the tank area
will be helpful in identifying and leveraging comparative advantages. The actions then
will focus on minimizing the gaps identified and shortening the chain.
Identification of potential buyers: The Commodity specialist with the help of DPU and
PMU maintain the data base of all the available suppliers of inputs and buyers of
different commodities. The DPU team will make the database available to the interested
WUAs with the help of commodity specialist and PMU. The PMU will prepare the data
base of the prospective buyers of different commodities of state level and regularly
updating the same. In the process of starting the business the representative of the lead
farmer will be in regular contact with the available buyers and in regular touch with the
market trends of the selected commodities.
Identification of Tanks for business development: Identification of the tanks will be a

crucial step in the process of marketing intervention. Depend upon the study
recommendations, project will identify the new and appropriate business opportunities
based on district specific opportunities. The tanks will then be identified on the following
criteria:
• Availability of location specific business opportunity
• Availability of critical mass of produce for marketing (marketable surplus)
• Tank location
• Community participation and willingness
Orientation training will be given to the all the WUA members on the advantage of
business development, collective marketing and market driven production. Exposure
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visits of farmers will be arranged to make them aware about market opportunities and to
stimulate their thinking by learning from experiences of the other farmers, who are
engaged in collective actions for marketing of produce and market led production
villages. This will help them to understand the advantages and requirements of collective
actions in agriculture both in production as well as marketing to optimize the returns.
Formation of CIGs: The tank command area farmers will be formed into common interest
groups (CIG) depending upon the activity or commodity produced by them . The project
will enlist support of the Support Organizations/NGOs for organizing the farmers into
CIGs and organizing the capacity building interventions. Organizing farmers in CIGs is
the preliminary step for business development/marketing.
Training of CIG business committee and lead farmer: The lead farmer and CIG business
sub-committee members will be trained in marketing and business development for
effective management of the business. The project plans to conduct the orientation
training for the WUA members on business opportunity and organize the exposure visits
intra and inter state successful collective agri business units for learning’s from
experiences. The project also plans to conduct training in procurement, marketing
trainings to WUA. The Lead farmer will be trained in marketing, procurement and
accounts. The DPU agri-business would organize the trainings for the identified resource
persons from both public and private sector to orient them on the project objectives and
deliverable outputs..
Preparation of Business plan: Depending upon the available information and willingness
of the farmers, the lead farmer and CIG business sub committee would prepare a business
plan jointly with the help of commodity specialist and DPU. This plan will give the
business projections of the collective marketing centre for that year, expected turnover,
working capital requirement etc.
Preparation of Marketing calendar: The Commodity specialist and DPU will help lead
farmer to prepare the marketing calendar by estimating the harvesting period and duration
of marketing. This will be useful for planning the working capital requirement in terms of
number of days and amount required based on marketing calendar. The plan will give
clear picture for the CIG business sub committee and lead farmer about the time they
have to engage in marketing activity. The district marketing calendar would be prepared
by DPU by consolidating the marketing calendars of the tanks of the district. The state
marketing calendar would be prepared by PMU with the help of commodity specialists
and DPUs.
Estimation of working capital requirement: With the preparation of business plan and
marketing calendar the CIG business sub committee gets clear picture of how much
working capital required and duration of the requirement etc. The WUA will then prepare
the business plan and seek the working capital for business funds from the project agri-
business and marketing fund. Modalities of the same are detailed out in section on agri-
business and marketing fund. The business interventions by the WUA will form part the
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Livelihood Development Plan of the TIMP. The TIMP will define the livelihood
interventions proposed in the tank areas.
Arranging Working capital and other basic requirements for procurement: Before starting
the actual procurement, the CIGs may avail working capital from agribusiness and
marketing fund by submitting proper loan application along with business plan to WUA
subject to operational modalities of fund. The project may likely provide the basic
requirements like weighing scales, moisture meters, gunny bags, tarpaulins etc if the
WUA and CIG meets eligibility criteria of village collection centre and made
arrangements for storage by entering the agreement with the owner of the storage
structure. The project plans to provide investment for the purchase of these basic
requirements for starting procurement centre, including the license fees and expenses
against the business plan prepared by the WUA. .
Execution of the Business: The DPU and lead farmer will execute the business with the
help of CIGs and direct the farmers who sold their produce to CIG business sub
committee for payment, the cash transaction has to be managed by CIG business sub
committee. The CIG business sub committee will supervise the entire activity of
procurement and maintain the contacts with market with the help of lead farmer and
receive the payment from market.
The process flow of agri-business interventions is presented in the schematic diagram on

the next page.
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Agri-Business Development Process
Studies on projections of demand, opportunities, different models, market

scenario, gaps, strategies and partners etc
Identification of the commodities
Value and supply chain analysis of the identified commodities
Identification of the private partner / Buyer
Identification of the Tanks suitable to different commodities
Orientation and Exposure visit of the WUAs
Formation and Training of Commodity

interest groups
Preparation of the Business plan
Preparation of the Marketing calendar
Estimation of the Working capital
Arrangement of working capital from

agri-business and marketing fund
Execution of the Business
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The project planning process will start with a review of the existing cropping pattern in
tank areas and the emerging opportunities. Based on this, the project will seek to support
business interventions in the following areas:
Collective Marketing
The collective marketing model is basically to improve the bargaining capacities of the
tank command area farmer and to minimize the intermediaries in the supply chain. In this
model, project does not intend to introduce new crops in command area. Based upon the
present opportunity, the commodities are identified for marketing. Some likely
commodities for marketing support are:
• Maize
• Soya bean
• Vegetables
Market driven production
Market led production systems are proposed to be adopted for the agri-business
development under the project primarily to promote crop diversification and production
enhancement. The strategy for successful market driven production involves
identification of the right partner and working with partner. The strategy includes:
• Identification of the partner and commodity
• Preparation of modalities of partnership
• Entering the agreement with partner
• Planning the production
• Training the CIGs
• Preparation of procurement and supply calendar
• Execution of procurement and supply
• Accounting
The market-driven production under the project is broadly divided in to two categories.
The commodities currently identified in the initial years for each activity are presented
below:
1. Seed production
• Jowar
• Bajra
• Maize
• Sunflower
2. Specific crop production
• Sweet sorghum
• Vegetables
As indicated above, this will be a continuous process and other commodities may be
added to the basket.
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Initial analysis of available potential for all these commodities and the SWOT analysis of
each is presented in Annex 2. This provides the clarity on coverage’s of business
interventions in the project areas.
Both the categories involve more or less same strategy. Changes may occur depend on
the partnership modalities. Details of each sub level are presented in Annex 2.
Agri-business development
The project aims to support agribusiness ventures involving post-harvest processing and
other value-addition activities. In this regard, it will build upon studies of market
demand, emerging opportunities and local potential, and seek to provide local agri-
entrepreneur groups with technical advice, knowledge of business networks and support
for the Agri-Business and Marketing Fund. The purpose of this fund, the eligibility
criteria for groups seeking to access the fund, and the operational modalities are
described in Annex 1.
Identification of new business opportunities
As mentioned above, the project is keen to study the possibilities of utilizing the
emerging business opportunities and prepare the location specific and commodity
specific business strategies. The objectives of the studies are:
• Study the projections of demand
• Identification of new business opportunities
• Identification of the partners and their business models, suitability of the models to
tank area farmers in the context of new opportunities
• Study the present market scenario, statistics, marketable surplus, gaps and strategies
• Supply and value chain analysis of the identified commodities
• District level opportunities present and strategy to link the opportunities with tank
farmer
Updating market information
Buyers sellers meets: The project realizes the importance of being update on market
trends, opportunities etc. Meeting of buyers and sellers is one of important activity for
interactions between buyers and sellers, to develop long term business relations, to
exchange views on the market situation, to enter in to partnerships, identify opportunities,
solve the problems and pricing etc. The project will organize buyers sellers meets at
district level to introduce CIG members as sellers to all the important commodity traders,
processors and corporate in the district. The DPU will organize the meets every year.
Public Private Partnership building: Public private partnership work shops are planned as
a necessary instrument for mutual understanding of public and private partners, identify
opportunities, define partnership areas, design the partnership modalities by considering
127
others strengths, weakness and operational possibilities. The project intends to promote
the partnerships. Annual workshops are planned to build the public private partnerships.
The PMU will plan and organize these work shops.
Market intelligence: Market intelligence covers various aspects like information, analysis
and recommendations on the area of cultivation, international trends, rain fall and
weather situation suitable for each commodity, international market trends, and future
prospects for the specific commodity in local language. This information will help the
CIG in decision making of crop selection, storage decision, market decision etc. The
project plans to identify suitable partners for the supply of market intelligence and update
the web site with this information for the use of the WUA members.
Dissemination of market information to users
Market information and Market intelligence: Market information is very crucial in

decision making and price fixation for collective marketing. The project intends to spread
the market information among the CIG members, by leveraging availability of advanced
technology of broad band network in villages. The project plans to identify the suitable
partners for development of the content for the web site and maintain it, send the price
information to the all CIG members in the marketing season daily basis through SMS.
The spread of market price information will create environment of transparency in terms
of commodity transaction. The entire village gets the advantage of information. The
market information will cover the daily market trends in the 5-6 major market rates of
each commodity at state and national market situation. The web content will cover the
improved production technologies of different crops and cropping practices which can
help the farming community to take right decision in right time.
Information dissemination through local cable net work: The cable network covers
almost 80% of the tank area villages, the outreach is high in case of information
dissemination through cable network. The market price information through cable
network will create awareness not only limited to the command area farmers, but also to
the entire village, which creates the transparency in sale activities. The project plans to
disseminate the information through already established network.
Radio information dissemination: The Radio is the prime mass media communication
device available in the rural areas, even today after cable network. The project plans to
disseminate information on both, production technologies and marketing information
through talk shows, expression of views, question answer hours etc.
Village Knowledge Centres: Information flows show its impact in production decision as
well as marketing decision. The project plans to provide computers to access information
through internet. The information dissemination effects production decision by taking
right step (either cultivation practice, right chemical spray etc) It is assumed that either
broad band network or dialup network will be available in 500 tank areas. The project
plans to provide computers to those tank areas which are selected for business
development and access to either broad band or dialup network, based on community
128
knowledge levels and opportunities existed. The project assumes these centers further
grow into village knowledge centers.
Development of market infrastructure
Village collection center equipment: The collective marketing process involves

procurement of the produce from members of WUA. To perform this activity WUAs
require some basic collection equipments such as weighing scales for procurement,
moisture meters for quality testing, gunny bags for packing, tarpaulins for drying etc. It is
planned to provide the basic infrastructure to the WUAs for effective performance of the
business. The project will provide these equipment to the WUAs engaged in business
development. It is assumed that 650 tanks would fit into the selection criteria of business
development. Among those tanks,
Selection criteria
• Tanks with estimated business turnover of more than Rs.20 lakhs per year
• WUA s with minimum “B+” ratings
• Tank area can produce minimum critical mass of the identified commodity
Cluster level collection center equipment: The cluster level collection centers are planned
to cover more than four villages, where opportunities are present and community is
willing to take up the full pledged business activity. The advanced collection center
equipment includes electronic scales, Moisture meters, drying platform, grading scales,
internet kiosk etc. will be provided for effective collective marketing. There is a
possibility to link with these collection centers with existing private partner in that area.
The project assumes 5% of tanks(150) selected for business development may have the
opportunity. So, it is planned to provide these facilities in these selected WUAs.
Selection criteria
• Tank area can produce minimum critical mass of the identified commodity
• Tanks with estimated business turnover of more than Rs.50 lakhs per year
• WUA s with minimum “A” rating
Horticulture grading equipment: Post harvest management is critical in the marketing of

horticultural products, after considering, the project plans to establish horticultural
grading centers to cluster of tanks, with all the infrastructure like shed, grading screens,
grading equipment and trays etc. This will be taken up based on the critical mass of
produce availability in that area to keep the center functional for maximum no of working
days. The WUAs will prepare a business plan for establishing such centres in
consultation with the concerned commodity specialist. The techno-economic feasibility
will be assessed before setting up such centres.
Selection criteria
• Tanks around the cities with 10 lakh population
• Tanks with established formal agreement with market
129
Ice boxes: Fisher women are generally engaged in retail sale of fish on a seasonal basis
There are 250 fisher women marketing societies in the state where in women are engaged
in fish retail marketing. The main problem for distress sale of fish in retail markets is
perishability of the product. The, project plans to provide ice boxes to the fisher women
to preserve the produce for longer period. The project assumes 1/3 of total tanks(1000)
will opt for fish business development activities, among those 70% of tanks (700) will be
supported.
Strengthening of milk marketing arrangements
Extending the existing milk route and enhancing marketing facilities are proposed under
livestock development as forward linkages. The existing milk route gets extended to
cover some of the project tank areas presently not falling on the route. Increasing volume
of collection at some viable locations will be taken up through the capital support. The
project facilitates this by negotiating with existing dairy cooperative/private dairy
agencies for the expansion of the milk route. Adequate care will be taken for selecting the
suitable sites and partners involved and the capital can be utilized only after proper
agreement between the dairy farmers and dairy cooperative.
Agribusiness and Marketing Development Fund
Collective marketing: The working capital is the major constraint to start business after
community is willing to take up the activity. The advantage of collective marketing is
diluted if the farmer is unable to get some amount of his produce value on the day he
supplies produce to collective marketing center. It is difficult to the WUA to mobilize the
institutional finance in the very first year to start business. Working capital plays very
crucial role in timely procurement and storage decision. Considering these facts, the
project plans to provide working capital from the agri business and marketing fund
created at the WUA level.
Agribusiness Development: Working capital support will also be provided to eligible

groups of agri-entrepreneurs who are interested in setting up agri-business ventures
involving post-harvest processing or management of produce or related value-addition
activities. Details of the fund are given in Annex 1.
5.6.5. Capacity building
Exposure visits: The project plans for intra and inter state exposure visits to WUA
members for motivation and learning from experiences of other collective marketing
units, processing units, seed production societies, diversified and contract farming
villages. This helps them assess their situation and adopt appropriate strategies for value
addition and improved marketing of their produce.
Trainings and exposure visits to staff: The project proposes trainings on marketing and
exposure visits to all the project staff related to business development for learning from
experiences and effective implementation of the business plans.
130
Trainings: The CIG members will be trained in business activity for effective execution
of the business. The project plans two types of trainings for the WUA members broadly.
• Orientation training
• Marketing training
Orientation training: Awareness creation and orientation of the WUA members towards
the advantages of the collective marketing, market driven production, quality
maintenance and business development is the primary concern of the training. This is one
day training, conducted at tank level in the selected tanks. The project assumes 80% of
tanks had the potential for business development by considering critical mass is the only
selection indicator.
Marketing training: Marketing training involves package of trainings, The project

assumes 800 tanks selected after considering all the indicators of selection criteria. Only
those tanks are considered for this training. This includes
• Procurement training
• Marketing training
• Accountancy training
Procurement training consists the training on the steps involved in the process of
collective marketing. This training is proposed to the CIG business sub committee
members, who monitors the business and the lead farmer, who executes the business.
Marketing training consists the basic players in the marketing, the supply-demand
system, marketing skills, steps in marketing, precautions in marketing in relation to
agricultural produce. This training also proposed for the WUA water management sub
committee and lead farmer.
Accountancy training is proposed only for the lead farmer, who is executing the business
to maintain the books and accounts properly
Retail marketing training to the fisherwomen is planned for the fisherwomen groups who
are actively involved in the fish retail marketing.
Communication and outreach: Film shows and local folk shows are proposed for
awareness creation, orientation and motivation of the community. Awareness creation on
the quality and grading standards of different commodities, grading process, changes in
crop practices to improve the quality of the crop that fetch more income are also part of
the communication
Tank level business planning and execution is done by lead farmer. The identification of
the business partner, liaison and linkage with farming community is done by commodity
specialist. Identification of the opportunities, liaison at district level functionaries and
131
capacity building will be done by DPU. State level partner identification, coordination,
defining the modalities of the partnership, preparation of the data base of traders and all
the required liaison support at state level will be done by PMU
The project plans 3 tier implementation arrangements. At tank level, the actors are lead
farmer and CIG. At district level DPU and commodity specialist. At state level PMU play
critical roles in implementation of the agri business. The detailed roles and
responsibilities are given below.
Lead farmer: The first level contact at the grassroots level will be the lead farmer. Lead
farmer/s will be the contact and diffusion point for technology dissemination and
business execution. He will be the member of CIG and selected by community for
facilitation. The lead farmer will play very critical role in the success of the project
objectives in the tank command area and will be the representative of tank level business
interventions under the project. Hence, selection will be crucial. It is proposed to
encourage the WUA to identify an appropriate person having the following eligibility.
Selection criteria
• Should be a practicing farmer, having own land.
• Member of WUA
• Should have minimum education of 10th
The Agri business Officer at the DPU will be recruited by project on contract basis from
market to look after the district level agri business activities. The project will hire
commodity specialists on contract basis with partly consolidated payment and partly on
business commission basis for execution of the business development activities in tank
areas. They will be identified on the business opportunity, geographical and economic
feasibility for each commodity and annual business targets. These professionals will be
stationed at the state level and will provide services to the areas where the specific
business interventions for a commodity are planned. The Agri business specialist in the
PMU will be the coordinator of agri-business development interventions and will be
engaged in planning and monitoring of the interventions at the state level. He will also
have the responsibility of identifying newer business opportunities, assessing feasibility
of implementation at the field level in collaboration with internal and external support of
team members and resource persons/agencies including the Livelihood Consortium
members. He will be recruited by project on contract basis from open market.
Roles and Responsibilities of Agri-business unit at state and district level

Lead farmer for Agri-business •
• Prepare the tank business plans jointly with
WUA sub committee with the help of Tank
business facilitator
• Mobilize the CIG members for trainings and
exposures
• Execute the business at tank level
• Maintain contacts with traders and market
• Publicize the market information among the
132
WUA member
• Maintain the accounts of business
• Responsible for the business at tank level
•
SO • Formation of CIGs
• Mobilization of farmers for trainings
DPU – Agri business specialist • Identification of the new business opportunities/
commodities in the district
• Identification of the potential buyers
• Preparation of the data base of potential buyers
in the district
• Liaison with the potential buyers and other
corporate
• Conducting the district level buyer- seller
meetings
• Liaison with district functionaries for marketing
activity
• Preparation of the district business plan
• Supervision of the Tank business facilitator
• Conducting the trainings to the lead farmers/
CIGs / Tank business facilitators
• Facilitation to the CIGs / tank business
facilitators / lead farmers in the execution of the
business
•
Commodity Specialists • Prepare the annual business plans, targets and
execute the same to achieve the targets
• Guide the WUA sub committee and lead farmer
in preparation of the business plans
• Identify the opportunities for the commodity.
• Utilize the existing opportunity for the
commodity in terms of business execution
• Help the lead farmer in execution of the
business
• Identify the potential commodity buyers and
liaison with the buyers
• Supervise the business process in the possible
areas of the commodity
• Synchronize the process of procurement and
marketing according to market needs
• Organize the grading and quality campaigns in
the tank areas
PMU – Agri business specialist • Identification of the new business opportunities

/ commodities
• Identification of the potential partners for
business development
• Preparation of the database of potential future
partners
• Preparation of the modalities for partnership
development
• Liaison with partners, commodity specialists
and district units for business development
133
• Consolidation of the commodity business plans
and ensuring execution of the same with the
help of commodity specialists.
• Supervision of the district business execution
• Conducting the workshops for Public Private
Partnerships for new business prospects
• Conducting the trainings to the project staff for
business development
PMU
BUYER
DLIC S
DPU CS
WUA
Commodity group
134
The business model implementation arrangement is presented in the following
schematic diagram
PMU
DPU
Buyer/processor Commodity
Specialist
WUA-WMSC
Lead Farmer
CIG CIG CIG
135
Annex 1
Agri-business and Marketing Fund
Rationale
The project, through a participatory process of planning and implementation, aims at

optimizing the outputs from WUA as an institution. The project comprising agro-based
interventions focuses on production enhancement as well as maximization of returns
through optimum on-farm practices through business partnerships. The outreach of the
benefits that would accrue from these interventions may embrace the entire system of
water users, which is beyond the farmers in the command. Collective action, for example,
for produce sale as well as establishment of small agro based processing units, will
provide the binding string apart from water management, and an opportunity of
continuous dialogue even beyond the tank rehabilitation work.
Resources mobilization and its management at WUA level is another important area,
where the project will focus the efforts. The project plans to introduce a agri-business and
marketing fund placed with WUA, which will act as capital for implementation of
defined set of activities. The support will be through credit from the fund on prescribed or
agreed upon conditions and ground rules. The project aims at introducing the agri
business and marketing fund gradually in a phased manner. It is proposed to cover about
35% of total WUAs during the project period. Detailed below are the overall operational
modalities of the fund.
The Purpose
The Agribusiness and marketing fund will be utilized for the following purposes:
• Promoting access to non traditional markets by collective marketing groups
• Post harvest processing and other value addition activities
• Agri-business ventures
Better price realization for farm produce at the farmer’s level can be, to certain extent,
achieved through entering non traditional markets instead of distress sale at farm gate.
The main obstacles faced by the farmers for entering into markets are i) not having
sufficient volume of produce for sale ii) high transportation and other costs at the level
of individual farmer iii) existing commitments for loan repayments to input providers,
which force farmers into distress sales to meet the payment obligations . The collective
marketing approach envisages providing financial support to complement the market
development activities, technical support already proposed in the project. This will be
done through formation of collective marketing groups with a purpose to i) pool together
sufficient volume of produce for sale at non traditional markets ii) to provide collective
transport facilities iii) enable farmers to get higher prices. The project plans to make fund
available on credit basis. These requirements will be on short term basis
136
Marketing of fisheries at non traditional market instead of village is more profitable. This
helps the community to rise up in value chain. A problem specific to fish marketing is the
existing arrangement where input suppliers provide fry/fingerlings, feed etc., in return for
the fish catch rather than specific price. The project will investigate whether these
external input providers can be made provide inputs in return for monetary payments
rather than fish catch. Otherwise as part of development of alternate marketing
possibilities, in this case, support may have to be provided to impoverished FCS to
procure necessary fingerlings and other inputs. It is emphasised that this
“inputs/production” support is on exceptional basis for the fisheries marketing only. And
as mentioned above, this support will be provided only if no other viable alternative for
input procurement can be arranged. Project therefore plans to make fund available on
credit basis to FCS as CIG (no sub groups) in suitable cases for procuring fingerlings,
feed supplements and transportation from agribusiness and marketing fund on credit
basis.
Post harvest processing and other value addition activities having the potential to improve
the farm income enormously. The project plans to support village level processing and
value addition units owned and operated by groups like mini dal mills, grading centres,
packing units, seed processing units etc.and agri business units depending upon need and
opportunity identified . This is an indicative list and actual activities funded will depend
upon field level specific situations.
The Users
The potential users are CIGs which are groups with common interest such as collective
marketing, collectively owned agribusiness ventures like post harvest processing units or
any other small agribusiness ventures. fish marketing etc.This includes farmers in the
command, groundwater farmers in the influence zone, livestock rearers and Fishermen
Cooperative Society (FCS).
At least 20% of fund will be reserved for women and tribal CIGs (at least 10 % for
women and 10 % for tribals). The modalities (for these groups) will be worked out during
implementation for addressing the specific needs identified.
Process
The release and utilization of fund will be taken place in a phased manner. It includes
following 3 phases.
• Phase 1: Enabling environment

• Phase 2: Implementation
• Phase 3: Sustainability
137
Phase 1: Enabling environment Phase – 8-9months
This phase includes
• Conducting scoping studies for identification of the new business opportunities,

• Information sharing and motivation of WUAs
• Identification of the WUAs,
• Formation and capacity building of CIGs
• Partnership building involving production groups, industry and financial
institutions
The process of conducting scoping studies, information sharing, WUA mobilization,

Identification of WUAs will be completed with in 6 months period of project
initiation, the identified Agribusiness interventions would be incorporated in the
concerned TIMP
Scoping Studies: The project plans to conduct scoping studies at state and district level,
these studies will be conducted by individual agri business experts/firms contracted by
project. This will provide insight into new business opportunities, suitable commodities
and suitable tanks for business development. This will be based on existing and emerging
trends in the market, social, agro-ecological and technical feasibility. PMU and DPU will
coordinate the same.
Information sharing: The information generated by studies will be shared with the
concerned WUAs and other stakeholders to build awareness and orient them to the
existing and emerging market opportunities. SO and DPU will play prominent role in this
process.
Mobilization and creating interest among WUAs: The WUAs will be motivated and
mobilized on the existing and emerging opportunities and capture the same for the
economic benefit and become part of the value chain. SO and Commodity specialist will
get actively involved
Identification of WUAs: After receiving interest from bulk of WUAs of the tanks
suggested in the studies, the project screen the suitable WUAs depend on the set of
eligibility criteria which includes social and financial assessment.
Eligibility criteria
• The representing tank should be identified in the scoping studies for particular
commodity
• The WUA should get minimum “ B+” overall rating (Institutional and financial
management) assessed for business development by DPU
• WUA should get minimum “B+” rating in financial management, assessed for
business development by DPU
• The WUA should be willing to agree to the operational modalities of fund.
• WUA should have operating Cash Credit account with bank.
138
Signing of MOU between WUA and Project: The selected WUA has to enter into MOU
before the release of fund with DPU regarding management of the fund, agreed
conditions and agreed activities.
Formation of CIGs: The process of formation of CIGs will start after TIMP approval, this
will be completed with in 2-3 months period of TIMP approval The interested people will
be formed in to commodity interest groups based on the commodity, business venture or
any other agri business purpose. The SO will facilitate organising the CIGs identified by
the commodity specialist/DPU.
Technical training of CIGs: The CIGs will be trained in the technical aspects like
business plan preparation, business activity, basic marketing aspects or any other
technical required according to need and business venture. The commodity specialist and
DPU is responsible to impart these trainings and capacity building activity.
Eligibility criteria for CIG for collective marketing

• They should have CCL from a bank
• The CIG should be registered as Rytu Mitra Group (RMG)/FCS
• It should have group bank account
• CIGs should raise their own corpus and contribute an agreed share to the
projected credit need, which will be at least of 10% of the amount.
Eligibility criteria for CIG for agribusiness ventures

• The CIG should prepare an acceptable, bankable business plan with
partnership to raise capital
• CIG should have group bank account
• CIG should have a CCL with a bank.
• CIGs should raise their own corpus and contribute an agreed share to the
projected credit need, which will be at least of 10% of the amount.
,
Partnership development :All the potential partners in a value chain, agri business venture
and potential lenders like banks and financial institutions will brought in to common
platform to share their views and build partnerships in the future by way of conducting
workshops, seminars and buyer-seller meets. The potential partnership will be
encouraged between production groups (CIGs), Industry and financial institutions either
in the form of tripartite or mutual agreements
139
Phase 2: Implementation Phase
Preparation of Business plans: The CIGs have to prepare the business plans including
details of:
• production estimates
• marketing strategies
• cash flows and fund flows
• loan requirement, sources of loan, period of loan, repayment schedule
• Benefit Cost Ratio and Internal Rate of Return.
The commodity specialist and DPU extend help in the preparation of the business plan.
The business plan developed should be submitted to the concerned WUA which in turn
will be forwarded to the DPU for appraisal and approval.
Business plan appraisal: The DPU will appraise the proposals, if needed with the help of
relevant technical staff under the supervision of DLIC. The business plan should meet the
required financial ratios, i.e., an IRR of minimum 12% and BCR of minimum 1.15:1, in
addition to the social, agro-ecological and technical requirements.
Fund Management: The WUA will be responsible for the timely collection of loan
repayment amounts. This will be monitored by both SO and DPU. Non-payment /
exceeding delayed payments will adversely affect, the rating on financial management
performance of WUA, This is expected to lead to suspension of further support from
agribusiness and marketing fund to the WUAs.
Fund Flow arrangement: The fund will be placed with WUA account, closely monitored
by concerned support organization. The account will be operated jointly by WUA and
competent authority from department as per the act.
Monitoring and reporting mechanism: The agribusiness and marketing fund will be
closely monitored by the SO and DPU from loan application to recovery of fund.
Identification of suitable WUAs, CIGs and release of fund to WUAs and CIGs will be
under the direct supervision of DPU. Proper utilization of the fund for the defined
purpose will be monitored regularly by SO and district project M&L unit as well as the
Finance officer. WUA accounts will be audited on an annual basis by an external auditor.
The project ensures regular audit of WUA accounts and report will be submitted to DPU.
The regular reviewing and monitoring mechanism update the same with PMU.
Phase 3: Sustainability
Nature and growth of the fund: The fund will be a grant fund to WUA and credit fund to
CIGs, which can be accessed by the users during and after the project period. During the
project period, loan requirements will be based on the project interventions. The WUA
will accept the business proposals as per the need and priority as per agreed procedure
beyond the project period.
140
In the post project stage, existing eligibility criteria and main fund operational modalities,
developed during project implementation would continue to apply and line department
staff would continue to support and monitor the WUAs. The CIGs/WUAs utilizes the
services of the technical resource persons identified by line department on cost basis for
business plan preparation. The business proposals will be approved by WUA in
consultation with competent authority from department. It is expected that, the Banks
partly lend agri business ventures, evaluate and appraise the business plans before
releasing its part. The WUA will in turn to have lead responsibility for collection of loan
repayments. This fund will not be used for any other purpose than defined. This will be
ensured by preparing the guidelines for the annual audit of the fund which the WUA will
carryout and submit to I&CAD.
These operating guidelines for the fund would further be refined during project
implementation if required.
141
Producer to Market – Collective marketing
Annex 2
Maize production in these 4 Approach S PMU

district combined-11 lakh tons • Estimation of production
which is 53 % total Production • Establish market link Marked/ DPU
of AP • Establish Procurement center* D
processor
Source of info is –out line of Possible situations
AP agricultural situation 2004- • Critical mass of product is
05 available by including farmers
Warangal, Karimnagar, Medak, other than WUA members in one T LF CS
Guntur village
• Critical mass of product available
by adding 2-3 WUA members only
• Critical mass with only one F CIG CIG CIG
village WUA members only
Roles - WUA Roles – Lead Farmer Strength Weakness

• Preparation of business plans • Decision making is faster as • Lead farmer have
and projections jointly with • Preparation of business plan representative person executes limitations in
paraprofessional/ lead farmer jointly with CIG business business decision making
• Assisting the lead farmer in sub committee • No confusion in the part of execution efficiency
procurement and product • Execution of the Business • Business depend on
mobilization plans and projections Lead farmer
• Overall supervision of business • Transparency in business interest,
and accounts verification with transactions participation and
fixed intervals • Book keeping and account decision making
• Timely payment of salary/ maintenance Opportunities Threats
commission to Lead farmer • Maintenance of contacts • Clarity in the roles and responsibility • Lead farmer may
with market leads to efficient management of override the
• Making information of business business
market price available to • Better coordination and support
WUA members between WUA and paraprofessional
142 leads to profitable business
•
Producer to Market – Collective marketing
Approach
Soyabean production in these 4 • Estimation of production S PMU
districts combined 1.9 lakh tons • Establish market link with
Source of info is –out line of partner ship of existing ITC-IBD
AP agricultural situation 2004- corporate D DPU
05 • Establish Procurement
Adilabad, Karimnagar, centre / e-choupal
Nizamabad, Warangal • One center for surrounding
LF
5-6 villages T CS
F
CIG CIG CIG
Roles – CIG Roles – Lead farmer Strength Weakness

• Preparation of business plans • Forward link with big • Corporate may tune the
and projections jointly with • Preparation of business plan corporate business according to its
Lead farmer jointly with CIG committee • Availability of information interests
• Assisting the lead farmer in • Execution of the Business on production technology
procurement and product plans and projections and market prices
mobilization • Transparency in business • Procurement capacities
• Overall supervision of business transactions increase enormously as
and accounts verification with • Book keeping and account center plays facilitation role
fixed intervals maintenance
• Timely payment of • Maintenance of contacts
salary/commission to lead with market and DPU Opportunities Threats
farmer • Making information of • Long term relation with big • Too much dependence on
market price available to corporate leads to one corporate leads to
CIG members diversification in to collapse of business when
different products it withdraws
• Creation of confidence on • No second alternative
association in the corporate created
sector creates new • Corporate may not bind to
143 opportunities the agreement
Contract Farming
Approach
• Climatic condition • Estimation of production S PMU
suitability requirement with company
• Presence of seed • Allotment of area among Seed
CIG members D Company DPU
companies
Jowar and Bajra – Kurnool, • Arranging agreements
Kadapa, Ananthapur and • Procurement of production
Nizamabad and transport to company in
LF
Maize – W. Godavari, bulk quantities T CS
Khammam, Karimnagar • Business center plays
Hybrid Paddy- Karimnagar facilitation and commission
The above are major seed agent role between company
production areas and farmer groups F CIG CIG CIG
Roles - WUA Roles – Lead farmer Strength Weakness

• Preparation of business plans • Preparation of business plan • Prefixed price and contract • New production techniques
and projections jointly with jointly with WUA gives assurance to business some time leads to crop
lead farmer committee • CIG role fixed to facilitation failure
• Assisting the lead farmer in • Allotment of production reduces risk of loss • Payments after testing
allotment of area procurement area among CIG members quality i.e 60 days after
and product mobilization by planning jointly with supply of seed makes
• Overall supervision of business WUA committee farmer loss of interest
and accounts verification with • Execution of the Business
fixed intervals plans and projections Opportunities Threats
• Timely payment of salary/ • Supervision of quality at • Availability of irrigation • Crop failure and quality
commission to lead farmer production time water and Linking with failures lead to conflicts
• • Book keeping and account corporate between farmers and
maintenance • More income for same corporate, further lead to
• Maintenance of contacts effort exit of the company from
with market and DPU • Low risk and income source village
• Coordinating with company to the CIG • Preferably one company
for payment • Opportunity to raise the can do production in one
society in to seed growing place due to isolation
144 society problem
•
Contract Farming
Approach
Medak Sweet sorghum production is • Estimation of production S PMU
required for extraction of requirement with company
ethanol by distilleries- One • Agreement with company
distillery has started in Medak • Allotment of area and D Distillery DPU
at present sowing dates
• Facilitation between
company and CIG on
commission basis for supply LF
T CS
and payment
F CIG CIG CIG
Roles – CIG business committee Roles – Lead farmer Strength Weakness

• Preparation of business plans • Preparation of business plan • Forward link with big • Corporate may tune the
and projections jointly with jointly with CIG corporate business according to its
Lead farmer • Plan the allotment of area • Availability of information interests
• Planning the allotment of area and staggering of sowings on production technology • Payments may become late
and staggered sowing jointly jointly with CIG and market prices because of new business
with paraprofessional/ Lead • Execution of the Business • Facilitation is the major role
farmer plans and projections which is risk free in
• Assisting the lead farmer in • Transparency in business monitory terms
procurement facilitation and transactions
product mobilization • Book keeping and account
• Overall supervision of business maintenance Opportunities Threats
and accounts verification with • Maintenance of contacts • Long term relation with big • Too much dependence on one
fixed intervals with company and DPU corporate leads to corporate leads to collapse
• Timely payment of salary / • Coordinating the supply and diversification in to different of business when it
commission to lead farmer payments between CIG and products withdraws
company • Creation of confidence on • No second alternative created
association in the corporate • Corporate may not bind to the
sector creates new agreement
145 opportunities
Producer to
Partial
MarketContract
– Collective
Farming
marketing
Approach
The area identified for this • Estimation of supply S PMU
model is the districts fall in 50 requirement with company
Km radius of the cities having • Agreement with company Retail
population of min.1 million • Allotment of area, crop and D chains DPU
sowing dates
Krishna, Guntur, W. Godavari, • Facilitation between
Medak, Mahabubnagar, company and CIG on
Nalgonda T CS
and payment
F CIG CIG CIG
Strength Weakness
Roles – CIG Roles – Lead farmer • Forward link with big • Difficulties in quality maintenance
• Preparation of business plans • Preparation of business plan corporate lead to loss of interest in farmer
and projections jointly with jointly with CIG • Availability of information • Staggered sowings method may
Lead farmer • Plan the allotment of area , on production technology leads to conflicts and confusion
• Planning the allotment of area, crop and staggering of and market prices
crop and staggered sowing sowings jointly with CIG • Facilitation is the major role
jointly with lead farmer • Execution of the Business which is risk free in
• Assisting the lead farmer in plans and projections monitory terms
procurement facilitation and • Transparency in business
product mobilization transactions
• Overall supervision of business • Book keeping and account Opportunities Threats
and accounts verification with maintenance • Long term relation with big • Lack of maintenance of quality
fixed intervals • Maintenance of contacts corporate leads to standards by few farmers lead to
• Timely payment of salary / with company and DPU diversification in to strains in the linkage with corporate
commission to lead farmer • Coordinating the supply and different products • Possibility of supply season
payments between CIG and • Creation of confidence on matches with market glut lead to fall
company association in the corporate of price even for quality product
sector creates new • Corporate may not bind to the
146 opportunities agreement when quality standards not
met and low market price situation
Krishna, Guntur, W. Godavari, The area identified for this Approach S PMU
Medak, Mahabubnagar, model is the districts fall in 50 • Estimation of market potential
Nalgonda Km radius of the cities having • Establish market link
population of min.1 million D Wholesaler DPU
• Motivate for production
Krishna, Guntur, W. Godavari, • Establish Procurement center
Medak, Mahabubnagar,
Nalgonda
T LF WUA-WMSC
F
CIG CIG CIG
Roles - WUA Roles – Paraprofessional / Lead Strength Weakness

• Preparation of business plans farmer • One person executes business • Fluctuating market price
and projections jointly with • Production and crop choice and perishability of
paraprofessional/ Lead farmer • Preparation of business plan quantities in the hands of product nature leads to
• Planning the production, area jointly with CIG committee farmers distress sale
and staggering jointly with • Planning the production,
paraprofessional area and staggering jointly
• Assisting the paraprofessional with CIG Opportunities Threats
in procurement and product • Execution of the Business • Availability of irrigation • Intensive cropping system
mobilization plans and projections water and nearness to market and market fluctuation
• Overall supervision of business • Transparency in business • Efficient and economic use leads to debt trap
and accounts verification with transactions of available natural resources • Lack of proper storage
fixed intervals • Book keeping and account • Commercialization of and grading method lead
• Timely payment of salary/ maintenance agriculture leads to more to loss of business
commission to paraprofessional • Maintenance of contacts income
with market
• Making information of
market price available to
CIG members
147
Contract Farming
Approach
Guntur, Khammam and • Estimation of production S PMU
Warangal are the 1st three requirement with company
districts in terms of production • Agreement with company
comprises 2 lakh tons, which is • Allotment of area and D Market DPU
65 % of total production of AP sowing dates
• Facilitation between
company and CIG on
T CS
and payment
F CIG CIG AD
Roles – CIG Roles – Lead farmer Strength Weakness

• Preparation of business plans • Forward link with big • Corporate may tune the
and projections jointly with • Preparation of business plan corporate business according to its
Lead farmer jointly with CIG • Availability of information interests
• Planning the allotment of area • Plan the allotment of area on production technology • Payments may become late
and staggered sowing jointly and staggering of sowings and market prices because of new business
with lead farmer jointly with CIG • Facilitation is the major role
• Supervision of quality at • Execution of the Business which is risk free in
production time plans and projections monitory terms
• Assisting the lead farmer in • Supervision of quality at
procurement facilitation and production time
product mobilization • Maintenance of contacts Opportunities Threats
• Overall supervision of business with company and DPU • Long term relation with big • Too much dependence on one
and accounts verification with • Coordinating the supply and corporate leads to corporate leads to collapse
fixed intervals payments between CIG and diversification in to different of business when it
• Timely payment of company products withdraws
salary/commission to lead • Creation of confidence on • Corporate may not bind to the
farmer association in the corporate agreement
148 sector creates new
opportunities
6. Project Component 4: Project Management
6.1. Introduction
Project Management Support is one of the important functions that ensure smooth
implementation of Project activities. This comprises of ensuring setting up of project
management units at state and district level (including human resources and equipment),
provision for the operating users, investment in human resources development to take up
challenges of project implementation, designing monitoring mechanisms and instruments
for physical, financial, process and impact monitoring and ensuring their smooth
implementation to support project decision making, documenting learning’s from the
implementation process, disseminating the learning’s on a wider scale for knowledge
building and increasing awareness about new and emerging opportunities both at field as
well as external environment level. Reporting and liaison with project partner
organizations, support organizations, external professional agencies and the donor agency
forms another important function of the project management support systems.
6.2. Objectives
• To set up project management unit for project planning and implementation

• To streamline project implementation arrangements as envisaged in the PIP
• To take up monitoring and learning of project processes and outputs
• To generate learning’s, repackage the same into knowledge and disseminate the same
not only among project stakeholders but to a wider development community.
6.3. Implementation arrangements
State level implementation arrangement
The project at the state level will be reviewed by a Project Steering Committee with the
Chief Secretary as the Chairperson. The Project Co-ordinator (Commissioner CADA and
Principal Secretary, I&CAD Department) will be the Convener of the Project Steering
Committee. The other members of the Project Steering Committee will be:
• Principal Secretary Finance (Works & Projects)
• Principal Secretary, Agriculture
• Principal Secretary, Rural Development
• Principal Secretary, Animal Husbandry
• Principal Secretary, Fisheries
• Secretary, Institutional Finance
• Secretaries of Irrigation Department
• Chief Engineer, Minor Irrigation
• Director, Groundwater
• Special Commissioner, CADA and State Project Director
149
The state level agency responsible for implementation of the project will be the
Command Area Development Authority in the Irrigation & Command Area Development
Department, Government of Andhra Pradesh. The Commissioner CADA and Principal
Secretary, I&CAD Department will be the Project Co-ordinator. The CADA will form a
Project Management Unit (PMU), which will be headed by the State Project Director
with a rank of a Commissioner / Special Commissioner, CADA to implement the Andhra
Pradesh Community Based Tank Management Project as a Special Purpose Vehicle.
The PMU will constitute of five subject matter units and two administration units. These
will be as follows:
Sl. No. Unit Name Staff Position No. of Staff

1 Technical Unit Superintendent Engineer (R / R) 1
Executive Engineer 2
Deputy Executive Engineer 4
Assistant Executive Engineer / Assistant 12
Engineer
2 Institutional Institutional Development Co-ordinator 1
Development Unit NGO Co-ordinator 1
Human Resources Development Co- 1
ordinator
3 Agri-Business Unit Agri-Business Co-ordinator 1
Agri-Extension Co-ordinator (Agriculture / 1
Horticulture)
Agri-Extension Co-ordinator (Fishery / 1
Livestock)
4 Monitoring & Learning Monitoring &Evaluation Co-ordinator 1
Unit Research & Documentation 1
Co-ordinator
5 Andhra Pradesh MIS Co-ordinator 1
Information & GMIS Co-ordinator 1
Resource Centre
6 General Management Management Co-ordinator 1
Unit
7 Finance & Procurement Finance Officer 1
Unit Procurement Officer 1
The existing Chief Engineer, Minor Irrigation will be incharge for technical inputs to the
Technical Unit of the PMU. A new Renovation & Restoration Unit will be established
with a Superintendent Engineer, 2 Executive Engineers, 4 Deputy Executive Engineers
and 12 Assistant Executive Engineers / Assistant Engineers. The engineering staff of the
R & R Unit will be on deputation from the Irrigation Department and will be dedicated
solely to implementation of the Andhra Pradesh Community Based Tank Management
Project. The staff of the remaining six units of the PMU will be hired on contract from
the open market.
The Technical Unit will be responsible for implementation of Tank Systems

Improvement Component of the project. The Institutional Development Unit will be
responsible for implementation of the Strengthening Community-based Institutions for
Tank System Improvement and Management component of the project and the Agri-
150
Business Unit will be responsible for the implementation of the Livelihoods Support
Services for Tank System Users component of the project. The Monitoring & Learning
Unit and the Andhra Pradesh Information & Resource Centre will be responsible for
monitoring and evaluation of the project and management of information system for the
project. The General Management Unit and the Finance & Procurement Unit will be
responsible for the administration and financial management of the project.
The PMU will be supported by general administrative staff such as clerks, computer
operators, attendants, etc.
On the closure of the project I&CAD Department will retain the PMU to assist it in its
regular functions of restoration and management of minor irrigation tanks and
strengthening WUAs.
District level implementation arrangement

The project at the district level will be reviewed by a District Level Implementation
Committee with the District Collector as the Chairperson. The Vice Chairperson of the
DLIC will be nominated from among the Support Organizations assisting project
implementation in the district. The District Project Director will be the Member Secretary
of the DLIC. The other members of the DLIC will be:
• Chief Executive Officer, Zilla Parishad
• Divisional Forest Officer
• Joint Director Agriculture
• Joint Director Animal Husbandry
• Joint Director Horticulture
• Project Director District Water Management Agency
• Project Director District Rural Development Agency
• Assistant Director, Fisheries
• District Public Relations officer
• Deputy Director, Groundwater
• Two representatives Water Users Associations (To be nominated by District Collector
on annual rotation basis)
In each project district, CADA will establish a District Project Unit (DPU). The DPU will
be headed by a District Project Director of the rank of an Executive Engineer. The DPU
will be supported by four subject matter and a finance units. These will be as follows:
Sl. No. Unit Name Staff Position No. of Staff

1 Technical Unit Deputy Executive Engineer 3
(Regular Division Assistant Executive Engineer / Assistant 10
setup) Engineer
2 Institutional Project Officer - Institutional Development 1
Development Unit
3 Agri-Business Unit Project Officer – Agriculture Extension 1
Project Officer – Agri-Business 1
(where required)
4 Monitoring & Learning Project Officer – Monitoring &Evaluation 1
151
Unit Project Officer – MIS 1
5 Finance & Procurement Finance & Procurement Officer 1
Unit
The Technical Unit of the DPU will be established by deputing one Irrigation Division of
the district, with its entire staff, to the DPU. This unit will be solely dedicated to
implementation of the Andhra Pradesh Community Based Tank Management Project. In
districts where only one Irrigation Division exists, a new Division will be established and
deputed to the DPU. The PMU will have the facility to hire technical staff on contract to
augment the strength of the DPU Technical Unit where required. The staff of the
remaining four units of the DPU will be hired on contract from the open market.
Tank cluster level and tank level implementation arrangement is described in component
1.
152
Project Steering Committee
Chairperson - Chief Secretary
State Level CADA Line Departments

Project Co-ordinater - Commissioner CADA &
Principal Secretary (I&CAD)
Project Management Unit

State Project Director – Commissioner / Special Commissioner CADA
Technical Unit – Institutional Agri -Business Unit M & L Unit AP Info Resource General Finance &
R/R Development Unit Agri-Business Co-ordinator - 1 M&E Co-ordinator Centre Management Procurement
SE-1 ID Co-ordinator - 1 Agri-Extension Co-ordinator -1 MIS Co-ordinator - Management Unit
EE–2 NGO Co- (Agri / Horti) - 1 Research & 1 Co-ordinator - 1 Finance
Dy E E – 4 I Agri-Extension Co-ordinator Documentation GMIS Co-ordinator Officer - 1
A E E / A E - 12 HRD Co-ordinator - 1 (Fishery / Livestock) - 1 Co-ordinator - 1 -1 Procurement
Officer - 1
District Level District Level Implementation Committee

Chairperson – District Collector
Line Departments
District Project Unit
District Project Director – Executive Engineer
Technical Unit Institutional Agri -Business Unit M & L Unit Finance &
Dy E E – 3 Development Unit Project Officer – Agri- Project Officer – M&E – 1 Procurement Unit
A E E / A E - 10 Project Officer - I D - 1 Extension - 1 Project Officer – MIS - 1 Finance &
Project Officer – Agri- Procurement
Business (where Officer - 1
153
required) -1
Legal framework for proposed institutional arrangement
The institutional arrangement for the project has been established through Government
Order No. 231 dated 22 December 2006 issued by I&CAD Department, Government of
Andhra Pradesh.
6.4. Project Management Support
The project management support involves developing implementation strategies,

operational guidelines, packaging them in manuals to support the implementation staff,
field functionaries, WUA managing committee and support organizations. The PMU staff
will take up these activities for respective components. In case external support/ guidance
is required, the same will be sought through short term inputs of experts.
Project initiation
As indicated in the roles and responsibilities, the PMU has a specific responsibility of
project planning and scheduling, budgeting, providing technical backup to field
implementation and ensuring the work completion as scheduled. The PMU sub-units will
initiate work by designing implementation strategies, guidelines and operational manuals.
This has been initiated as part of the project preparation process. The DPU staff and
Support Organizations will be oriented on the project approach and processes,
implementation arrangements, implementation strategies. The project design envisages
coverage of tanks in three batches starting with less number of tanks in the initial year
with gradual increase.
Annual planning
The PMU and DPU members will prepare annual action plans for project implementation
and set up implementation targets to be achieved. Based on the annual plans, each unit of
PMU will prepare their own plan in consultation with the DPU staff. The DPU staff will
initiate their work by assessing the district situation in terms of extension needs,
development potential and emerging opportunities. Planning at district level will also
include brainstorming, discussions and planning of collaborative working with various
line departments and partner agencies. Based on this assessment, each DPU will develop
a District Annual Action Plan covering institutional development, technical works –
infrastructure development and livelihood promotion. This plan will be discussed in the
DLIC and then finally submitted to PMU. The PMU sub-units will develop project level
plans and will review the progress of works on a quarterly basis with the Project Director.
The Finance and Procurement wing will initiate trainings on the manual prepared to
streamline the implementation as scheduled.
The initial processes and systems set for project implementation planning will be
continued in subsequent years with addition of annual review workshops linked to
planning process. These will be useful in understanding the gaps in implementation,
154
challenges of scaled up interventions in subsequent years, and the learning’s generated
through the implementation process.
Internal review of project management
The project management needs to be based on continued understanding of field level

progress and issues arising during implementation. The PMU has a major task of
ensuring smooth and timely implementation of field activities. The work also involves
planning and making arrangements for backup support for project interventions.
All these will be reviewed by the PMU at the state level and by DPU at district level. The
PMU will undertake quarterly reviews of progress whereas monthly reviews are planned
to be taken up by the DPU. Each support Organization is expected to submit a report to
DPU on key activities. Details of the MIS are presented in M&L section. The quarterly
review will be initiated with the presentation of progress against annual action plan by
each district unit. The overall project status will be presented by PMU – MIS and M&L
units. The discussion led by the Project Director will focus on understanding reasons of
gaps in implementation as well as success factors and to plan further inputs and technical
backup.
Quality control and supervision
Quality control will be given priority in planning and implementation process. The
project will follow the GOI guidelines for quality control. The bidding document or
MOU shall also incorporate suitable clauses for ensuring quality control and
performance. There will be a three-tier quality control mechanism. At the first tier closer
to the location of the water body, the DPU will carry out specified inspection. At the
second tier periodic inspections will be carried out by quality control units specially set
up for the purpose. The third tier of quality control structure will be the independent
monitors (individuals/agency) for random inspection. Apart from inspection at site with
reference to quality they may also report on the general functioning of the quality control
mechanism in the District
Human Resources Development
Human resources development is one of the major support functions of the PMU. The
staff associated with the Project will be provided exposure & capacity building not only
to meet the activity specific skills but will be oriented on project management functions.
Actions will also be planned on providing exposure to the staff so emerging concepts,
technologies, success stories of people’s participation in resources management etc.
These trainings will be in addition to the activity specific exposure and training as
envisaged in other component descriptions.
The project staff will be provided national and international exposure and training in
specific challenging areas relating to technology use, management of resources,
partnerships etc. These events will be treated as incentives for better performance. It is
155
envisaged that this exposure to the staff will help bring in new learning’s and insights in
the project.
To encourage effective and quality performance by WUAs the project will consider
giving incentives to WUA assessed to have performed excellently. The procedure and
nature of incentives will be decided as per the existing rules of the government.
6.5. Partnering institutions
The partnering institutions to the project are:

• Support Organization – will provide services of community mobilization and
institutional strengthening of the WUAs to the project.
• Panchayati Raj Institutions – will provide support for linkage with on going schemes
such as NREGP, etc.
• Line Departments - will provide services of agricultural development and livelihoods
promotion to the project.
• Training organizations - – will provide services of training and capacity building to
the project.
• Professional Consultancy Agencies - will provide services of monitoring and
learning, third party quality control, thematic studies, documentation, MIS and GMIS,
knowledge management, etc. to the project
• Livelihood Consortium – will provide strategic guidance and develop models for
livelihoods promotion for scaling up across all tanks
6.6. Support Organization selection criteria
Introduction
Andhra Pradesh is essentially an agricultural state. Efficient and equitable supply and
distribution of water ensuring optimum utilization by farmers for improvement of
agricultural production is the immediate need. In this regard scientific and systematic
development and maintenance of irrigation infrastructure is considered best possible
through farmers’ organizations. Further such farmers’ organizations have to be given a
commanding role in the management and maintenance of the irrigation system for
effective and reliable supply and distribution of water. Government of A.P vide Act II of
1977 enacted “The A.P Formers management of irrigation systems”, where in an
institution called “Water User Association” at the Primary level consisting of all the
water users was constituted. Inter alias, the objectives of Farmers organization shall be to
promote and secure distribution of water among its users, adequate maintenance of the
irrigation system, efficient and economical utilization of water. To achieve these
objectives the capacities of farmers organizations have to be improved and at the same
time the cross sectoral issues with other water interested departments and P.R institutions
are to be understood and solved.
Capacity building is a continuous activity, more so, in view of the fact that 1/3rd member
of the farmers’ organization (W.U.A), change once in two years. Added to it, the ambit
156
and utility of a tank is no more confined to a simple water body supplying water to
farmers owning land under the command area. The tank management is now linked to
livelihood, modernization of agriculture and optimizing its production to protect the
environment and to ensure ecological balance by involving farmers and inculcating a
sense of ownership of the irrigation system.
To achieve these objectives capacity building to be entrusted to professional S Os who

have good track record and experience in such works. The experience of selection of
SOs in the past, ran into problems. To avoid such mistakes there is a need to adopt a
rigorous and transparent procedure for identification and selection.
The selection procedure followed in other organizations like WALAMTARI and A.P.
Academy for Rural development were examined (enclosed as annexure 1 & 2
respectively) and portions suitable for CADA requirement were taken into consideration.
The output expected of an S O is:
1. Normally capacity building activity is spread over eighteen to twenty four months, so
SO should have regular contact with community for about 30 months.
2. At the end of two years period the WUA should be able to conduct meetings,
maintain records, assist in tax collection, prepare maintenance plan, implement
warabandhi schedule and other activities expected of W.U.A as per sec.17 of
A.P.F.M.I.S
3. The S O should be working in the same district with working experience in related
fields.
4. The SO should plan his work in such a way that the community (WUA) takes active
participation right from planning stage to execution and subsequent O & M.
5. Apart from water management, the activities involve production systems productivity
enhancement, subsidiary forming occupations etc. At the end of two years period
there should be visible impact.
6. The general objective is to prepare the community to strive for over all rural
development through effective water management.
Selection Committee
There shall be selection committee for shorting the S Os / other organizations with the
following members.
District Collector Chairman
P.D.D.W.M.A Member
P.D.D.R.D.A Member
J.D. Agriculture Member
C.E.O Z.P Member
A.D. Fisheries Member
S.E / E.E M.I (DPU Co-ordinator) Member Secretary
Expression of Interest (EOI)

EOIs will be called from SOs through wide publicity in the new paper.
157
Notification
Press notification should be given in district and state editions.
Eligible organization
1. Non Governmental Organization (S Os)

2. Federated Bodies (VO & MMS) Empowered by SERP
3. Professional Development Institutions (KVKs, FTCs, etc.)
Screening of applications
The screening will be done in two stages
I Stage: All the applications received will be screened with in the following parameters.
First level screening Yes No

1) Organization having demonstrated programme experience in rural
development (Those not having experience will not be considered).
2) Organization mobilizing funds from institutions like GOI, CAPART, Dept of
Rural Development etc. and not only from public donation.
3) S O should have technical staff (Engineering, Agriculture, Natural resource
Management) in the last three years period.
4) S O should be registered under Act and having working experience not less
than 3 years from date of registration.
Tick appropriate column √
Organizations which could satisfy all the above criteria will only be considered for
second level screening.
II Stage: In second level screening the applications will be processed on the following
parameters.
1. Organizational Capacities
2. Programme Implementation Capabilities
3. Skills and Attributes
A format indicating the weight ages (marks) given to each type of activity is given below.
Marks
Sl. No. Activity Weight age Marks Obtained
I Credibility 20
Previous Annual Budget of Organization 10
a. 1 to 3 Lakhs 3
1
b. 3 to 5 Lakhs 5
c. More than 5 Lakhs 10
158
Audited Statement for the last three years 10
a. Available for 1 to 2 years 3
2
b. Available for Above 3 years 5
c. Available for Above 5 years 10
Total Marks Obtained
II Governance 20
Age of organization 5
a. Below 5 year 2
1
b. 5-10 years 3
c. Above 10 years 5
Board meetings held in previous 3 years 5
a. < 25% Norms prescribed in Bye-Laws 0
2
b. 25% to 60% of Norms prescribed in Bye-Laws 3
c. > 60% of Norms prescribed in Bye-Laws 5
Attendance of the board meetings of last 3 years 5
a. up to 50 percent attendance 2
3
b. 50-75 percent attendance 4
c. > 75 percent attendance 5
Board Composition 5
a. Above 35% among the Family members 2
4
b. 35-65% among the Family members 4
c. > 65% among the Family members 5
III Institutional Capacity 20
Availability of Infrastructure 5
a. Fulfillment of minimum requirement
(Office space) 2
b. Fulfillment of average requirement
1 (Office space with mobility) 3
c. Adequate requirement
(Office space, Required mobility with supporting
systems like Computer, telephone and training
centre) 5
Women in working staff 5
a. < 25% 2
2
b. 25 – 50 % 4
c. > 50% 5
Working staff of local language 5
a. < 35 % 2
3
b. 35 - 50% 4
b. > 50 % 5
159
Staff with Technical background
(either academic or working knowledge with
experience) 5
4 a. 1 person in the team with technical background 2
b. 2-5 persons in the team with technical
background 4
c. > 5 persons in the team with technical
background 5
IV Competence 40
Experience in Water Management 15
a. < 3 years 5
1
b. 3 to 5 years 10
c. > 5 years 15
Experience in Rural Areas (Local area of district). 10
a. < 3 year 3
2
b. 3 to 5 years 5
c. > 5 years 10
Working Experience in community mobilization 15
a. < 3 years 5
3
b. 3 - 5 years 10
c. > 5 years 15
Grand Total Marks Obtained 100
Verification
Wherever required information furnished in the application should be cross checked

through field visit. Applications with deviation as stated and as existing would be
rejected.
Empanelment
The SOs scoring more than 50% of the marks would be empanelled and their services
would be utilized as per requirement.
6.7. Terms of Reference for Support Organization
Background
Government of Andhra Pradesh is implementing the AP Community Based Tank

Management Project under which it will take up the restoration and modernization of
minor irrigation tanks. The project will be implemented through a participatory process
with the tank users (Water Users Association and other tank stakeholders) as the primary
implementing agency.
160
The overall objective of the project is “Improved tank system based livelihoods and
strengthen community management of selected tank system”. The project is being
implemented by the PMU (a Special Purpose Vehicle) with its implementation units at
the District level (DPU). The project will be implemented in co-ordination with various
government departments, the District Authorities and other identified stakeholders. To
strengthen the participatory processes in the project and promote involvement of tank
stakeholders in carrying out the tank improvement and community based tank
management the project intends to use the service of experienced Support Organizations.
Objective of the Assignment
The objective of the assignment is to harness the strength of the SOs in facilitating
community mobilization and participation for the effective management of tanks through
implementation of the AP Community Based Tank Management Project.
Expected Outputs
The expected outputs of the assignment are:

1. Effective mobilization of all tank stakeholders to participate in the activities of the
Water Users Association
2. Capacity developed of the Water Users Association in effectively performing their
roles in:
i. Collection of water charges
ii. O&M of tank system
iii. Water audit and water sharing (surface water and groundwater – wherever
planned)
iv. Promoting agricultural growth and tank based livelihoods
v. Resource mobilization and management
3. Effective participation of the Water Users Association in planning, implementation
and monitoring of the project activities
Scope of Work
Sl. Activity Institutional Responsibility

No. Primary Secondary Tertiary
Tank Identification Stage (3 Months)
1 Hydrological & technical assessment of tank APSRAC DPU
2 Delimitation of water spread Area upto FTL, feeder DPU
channels and command area of tank
3 Selection of tank DPU
4 Assessment of groundwater recharge potential of selected DPU
tank
5 Selection of tank for groundwater interventions DPU
6 Identification of groundwater unit / influence zone of the DPU
selected tank
7 Identification of encroachment and /or additional land DPU WUA
required in tank
161
8 Selection of SO DPU
Pre- Planning Stage (2 Months)
9 Social Mapping & identify all tank stakeholders (and SO WUA DPU
groundwater users) in tank system area and influence
zone
10 Project sensitization and awareness among the tank SO WUA
stakeholders
11 Involve village level functionaries of line departments / SO WUA DPU
PRI department
12 Organize tank based consultation with all stakeholders SO WUA
13 Assessment of WUA readiness for contribution towards SO WUA DPU
restoration & rehabilitation of tank
14 Prepare Resettlement Action (RAP) DPU WUA SO
15 Agree on draft MoU between WUA & DPU DPU WUA SO
16 Sign of MoU between WUA & DPU DPU / WUA
17 Maintenance of books and accounts by WUA WUA SO
18 Implement RAP DPU WUA SO
19a Collect required data through Participatory Rural SO WUA DPU
Appraisal*
19b Survey of technical aspects of tank, catchments area & DPU WUA SO
command area / tank influence zone
20 Provide initial training to WUA members on TIMP SO
preparation
21 Constitute four sub committees (on Works, Finance, SO WUA DPU
M&E and Training,Water Management) of WUA
22 Provide training to all sub committee members on their SO WUA DPU
roles and functions and responsibilities
23 Mobilize groundwater users into groundwater user groups SO/ GWD WUA
and affiliate them to WUA
24 Awareness generation among groundwater user groups SO WUA
about project groundwater interventions
25 Prepare TIMP WUA SO DPU
(i) Design, estimate of Civil works DPU WUA/WSC
(ii) Training Plan SO WUA/WSC
(iii) Livelihoods Plan SO WUA/WSC
(iv) Compilation of TIMP Document SO
26 Ratify TIMP in WUA GB meeting WUA SO DPU
27 Identify activities for Gram Panchayat implementation WUA/GP SO DPU
and submit the list to the GP
28 Open WUA bank account for contribution (separate from WUA DPU
WUA account)
29 Mobilize cash contributions WUA SO
30 Appraisal of TIMP by DPU DPU
31 Include TIMP in District Plan for DLIC Approval DPU DLIC
32 Sign Agreement on TIMP implementation between WUA WUA / DPU
and DPU
33 Prepare procurement plan for materials & manpower for WUA / DPU SO
works by WUA
34 Prepare tender documents for works to be tendered DPU WUA/SO
35 Maintenance of documents, books and accounts WUA SO DPU
Implementation (18 Months)
36 Public display of project information on wall / notice WUA SO
board
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37 Implement civil works by WUA, and other TIMP WUA SO DPU
activities
38 Implement civil works by contractors Contractor DPU WUA
39 Supervise both type of works WUA SO DPU
40 Quality assurances through agreed mechanism and NCCBM DPU WUA
reporting
41 Work completion report DPU WUA
42 Organize trainings for WUA SO/Resource WUA
Persons
43 Implement participatory hydrological monitoring WUA SO DPU
44 Crop-water budgeting & crop planning for groundwater WUA SO DPU
based irrigation in tank influence zone
45 Promote water efficient technologies in groundwater WUA SO DPU
based irrigation
46 Institutional strengthening of groundwater user groups SO WUA DPU
47 Mobilize formation of common interest groups for agri- SO WUA DPU
business promotion
48 Implement livelihoods/agri-business plans etc. SO WUA DPU
49 Strengthen linkages with departments, commercial banks SO WUA DPU
and private sector
50 Maintain documents, books and accounts WUA SO DPU
51 Participatory monitoring at village level WUA SO DPU
52 Assess WUA for refresher trainings SO WUA DPU
53 Refresher Training for WUA SO/Resource WUA
Persons
54 Update seasonal O&M strategy, plans and estimates DPU WUA SO
55 Operationalize O&M plan WUA DPU SO
56 Maintenance of O&M fund WUA DPU SO
57 Maintenance of documents, books and accounts WUA DPU SO
58 Preparation of project completion report on agreed format DPU WUA SO
59 Monitoring at WUA performance every 6 months WUA DPU
* Information will include: Socio-economic profile of tank stakeholders, Resource profile of tank system;
Trend analysis of groundwater based irrigation; Tank based production system analysis; Problem
identification (tank system deterioration); Needs identification (Related to WUA institutional development
/ tank restoration / livelihood); Identification of resources with WUA; Identification of interventions (WUA
institutional development / tank restoration including groundwater / livelihood / trainings); Identification of
expected outputs from proposed interventions.
After selection of a SO, the DPU will assign tanks to it. A SO will be given the
responsibility for a cluster of 5 to 10 tanks (depending on the size of the command of the
individual tanks). On assignment of the tanks, the SO will prepare detailed project stage
wise Work Plans for each tank assigned to it. These Work Plans will be prepared as Log
Frames with clear milestones for producing outputs (Annex 1) and GANTT Charts with
clear month wise activity planning and (Annex 2). They will also clearly specify the
Responsible Person / Required Facilities / Required Equipments & Materials / Required
Services for implementing each activity.
The tank work plans will be compiled by the SO into the SO Annual Action Plans with
activity and budget break ups.
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The SO will submit the tank Work Plans and SO Annual Action Plans to the DPU within
one month of assignment of the tanks, which will be scrutinized by the DPU and finalized
in consultation with the SO. On finalization of the tank Work Plans and SO Annual
Action Plans, the DPU will submit it to the DLIC for approval. The Contract between the
SO and the DPU will be signed with the tank Work Plans and SO Annual Action Plans as
Annexure. The Contract between the SO and the DPU will be for the duration of a year
and will renewed annually based on the performance output of the SO.
The SO will induct the required project staff to the project within two weeks of signing of
the Contract.
Inputs
Human Resources
The SO will depute the following staff for each cluster of tanks.
1. Community Mobilizer
Minimum Qualification – Social Science Graduate with minimum 3 years of work
experience in community mobilization
2. Civil Engineer
Minimum Qualification – Diploma in Civil Engineering with minimum 3 years
experience in rural engineering
3. Agriculture & Water Management Staff

Minimum Qualification – Agriculture Graduate with minimum 3 years of work
experience in water resource management
Financial Resources
In lieu of the services provided by the SO to the project payment will be made to it. The
payment will be made as quarterly installments as per the break up provided in the SO
Annual Action Plan. The first installment will be paid within a fortnight of the signing of
the contract between the SO and the DPU. However, subsequent installments will be paid
only on the submission of expenditure statement certificate of the previous installment
and performance assessment of the SO as per the project stage wise output milestones
listed in the tank Work Plans.
Monitoring and Reporting
The SO will submit monthly physical and financial reports on the implementation of its
Annual Action Plan to the DPU in the formats provided by the DPU.
The SO will submit half yearly and annual reports to the DPU in the formats provided in
compliance to the requirement of the half yearly and annual project reviews.
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The SO will submit process, outcome and impact monitoring reports to the DPU in the
provided format as per scheduled specified in the formats.
DPU will appraise the reports submitted by the SO and carry out the performance
assessment of the SO based on the reports.
DPU will compile district reports of SO performance and submit it to PMU for appraisal.
Duration of Assignment
The project implementation period in a tank will vary from 24 to 30 months depending on
the physical state of the tank and preparedness of the WUA. The duration for which the
SO will provide services to the project for each tank will consequently depend on the
status of the tank assigned to them varying between 24 to 30 months as follows:
Sl. No. Project Stage Duration of Project Stage

(Maximum period in
Months)
1 Pre-Planning Stage 2
2 Planning Stage 4
3 Implementation Stage 18
4 Post Implementation 6
Principles Governing the Assignment
1. The staff deputed by the SO will work closely with DPU staff at the district, tank and
WUA level.
2. Although the roles and responsibilities of each project staff will be distinct and clearly
defined, a mutually complementary work culture – performance levels and procedures
would be evolved and adopted to generate a synergistic impact for promoting the
objectives of the project.
3. To achieve harmonious functioning between the SO and the DPU, conscious efforts
will be made for on the part of both partners to ensure mutual accountability.
4. In order to facilitate development of a common vision regarding the objectives of the
project, joint trainings for both DPU and SO staff will be conducted on project
objectives, project strategy, project management and project implementation process.
6.8. Capacity building objective and strategy
Objectives
The capacity building objective of the project is to develop and enhance the capacities of
all direct stakeholders of the project from the WUA members up to the state level staff of
the PMU in achieving the objectives of the project through a results based management
strategy.
165
The project defines capacity as the ability of individuals, groups, organizations and
institutions to address emerging issues and situations as part of a range of efforts to
achieve the overall project objectives.
Under this, the project capacity building strategy will be to:

• Strengthen field / organization level operations
• Improve performance to achieve agreed results
• Move to partnership arrangements with different project stakeholders
• Promote greater sharing of knowledge, learning and best practices
• Promote accountability and transparency in project processes
• Improve ability to co-ordinate with other sectors and projects
The key principles and characteristics of the project capacity building strategy are:
• Partnership: The existence of a relationship between stakeholders that kindles a sense
of ownership
• Access to information: The ability to articulate and disseminate it, i.e. information
flowing from the bottom up and horizontally rather than from the top down
• Participation: Direct involvement of all the stakeholders in designing, implementing
and monitoring and evaluating the capacity building plan leading to self-mobilization
where the stakeholders have taken full responsibility for the initiative
• Subsidiarity: Which means doing the work at the lowest possible level of
implementation and management
• Flexibility: Capacity building initiatives should be modifiable as experience is
acquired. It should be essentially iterative where design leads to implementation
steps, which are then monitored and in turn leads to redesign and adjustment in
implementation. It must thus be guided by adaptive management approaches
• System’s Perspective: Achieving the project objectives will require interaction among
various organizations and actors. In such a context, networking and collaboration
among organizations and actors, and mechanisms to make it happen is central to the
development of an effective capacity to manage the project
• Process Approach: The process through which the project will be implemented is
through partnership, participation of the stakeholders, ownership and subsidiarity,
learning by doing, and collaboration. Consequently, to ensure long term sustainability
of the project the project processes is an important part of the project outcome.
Capacity building strategy
The project will adopt a Results Based Management Strategy (see figure below). Results
Based Management is defined as a broad management strategy aimed at achieving
important changes in the way organizations operate, with improving performance
(achieving better results) as the central orientation. A key component of results based
management is performance measurement, which is the process of objectively measuring
how well an organization is meeting its stated goals or objectives. It typically involves
several phases: e.g., articulating and agreeing on objectives, selecting indicators and
setting targets, monitoring performance (collecting data on results), and analyzing and
reporting those results vis-à-vis the targets. While performance measurement is
166
concerned more narrowly with the production and supply of performance data,
performance management is broader. It is equally concerned with generating
management demand for performance information, i.e., with its uses in management
decision-making processes and with establishing various organizational mechanisms and
incentives that actively encourages its use. In an effective performance management
system, achieving results and continuous improvement based on performance information
is central to the management process.
The key stages of results based management strategy are:

1. Identifying clear and measurable objectives (results), aided by logical frameworks
2. Selecting indicators that will be used to measure progress towards each objective
3. Setting explicit targets for each indicator, used to judge performance
4. Developing performance monitoring systems to regularly collect data on actual
results
5. Reviewing, analyzing and reporting actual results vis-à-vis the targets
6. Integrating evaluations to provide complementary performance information not
readily available from performance monitoring systems
7. Using performance information for internal management accountability, learning and
decision making processes, and also for external performance reporting to
stakeholders and partners
Thus, integrating complementary information from both evaluation and performance

monitoring systems and ensuring management's use of this information are critical
aspects of results based management.
Other critical components associated with results based management strategy that
reinforce or facilitate the use of performance information are:
1. Accountability: instituting new mechanisms for holding organization staff and units
accountable for achieving results at appropriate levels
2. Decentralization: delegating authority to the organizational level accountable for
results, and empowering them with flexibility to shift resources to better performing
activities
3. Client focus: consulting with beneficiary groups concerning their preferences and
satisfaction with goods and services provided, and being responsive to their needs
4. Participation and partnership: involving partners and stakeholders in all aspects of
performance measurement and management processes, and seeking greater
harmonization of efforts
5. Reformed operational policies and procedures: instituting new policy and procedural
directives aimed at changing the way the organization conducts its business
6. Supportive mechanisms: assisting organization staff to effectively implement
performance measurement and management in various ways, such as providing
training, technical assistance, performance information databases, guidebooks, tips
and best practices series
7. Cultural change: equally important for successful results based management is
transforming the organizational culture, that is, the values, attitudes and behaviors of
its personnel
167
The steps in defining the result based management strategy for the project are as follows:
1. Agreement on and initiation of the strategic management process
2. Identification and clarification of the organization’s mission, objectives, and current
strategies
3. Identification of the organization’s internal strengths and weaknesses
4. Assessment of the threats and opportunities from the external environment
5. Identification of key constituents / stakeholders and their expectations
6. Identification of the key strategic issues confronting the organization
7. Design / analysis / selection of strategy alternatives and options to manage issues
identified in step 6
8. Implementation of the strategy
9. Monitoring and review of the strategy’s performance
The capacity building strategy of the project would therefore be required to cover the
following broad project management functions and would be operation at three project
implementation levels.
Components Policy Making Establishment Mobilization Implementation Information

of project and Planning and of and Management
management Maintenance of Resources Monitoring and Awareness
functions Institutional Raising
Framework
State Level 1. Operational 1. Project 1. Project 1.Implementation
Strategy for Steering Funds of Project Annual
Project Committee Action Plan
Implementation 2. PMU (State 2. Monitoring using
2. State Level Level) MIS / Remote
Project Annual Sensing / GIS
Action Planning 3. Project Review /
Evaluation Studies
District Level 1. District Level 1. District Level 1. Project 1. Implementation
Project Annual Implementation Funds of District Annual
Action Planning Committee Action Plan
2. PMU (District 2. Technical
Level) Monitoring
WUA Level 1. Micro Level 1. Water Users 1. Project 1. Implementation
Planning for Association Funds of Tank Action
WUA Action 2. Water Plan
Plan Charges 2. Participatory
2. Rules for 3. WUA Monitoring
WUA Funds
Operations 4. Fishery
Lease
As a first step towards operationalizing capacity building strategy in the project a

Capacity Building Needs Assessment study will be conducted by an external expert. The
Capacity Building Needs Assessment study should follow the following steps.
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Steps Activity
Step 1 Analyze the project implementation plan to identify the tasks and roles to be performed by
the different project stakeholder organizations at various levels.
Step 2 Analyze the organizational structure of each project stakeholder organization to identify the
personals that would perform the delineated tasks and roles.
Step 3 Analyze the results based management strategy of the project to identify the performance
levels to be achieved by the listed personals of the different project stakeholder
organizations at various levels.
Step 4 List the personals already in place of the different project stakeholder organizations at
various levels and analyze the present tasks and roles being performed by them.
Step 5 Identify the gaps, required knowledge, skills and attitudes for these personals to achieve the
agreed performance levels of their delineated tasks and roles.
Step 6 Identify and list the personals of the different project stakeholder organizations at various
levels that need to be recruited and set the minimum qualifications and experiences for
their selection.
Step 7 Identify the essential knowledge, skills and attitude needs for the newly recruited personals
of the different project stakeholder organizations at various levels to achieve the agreed
performance levels of their delineated tasks and roles.
Step 8 Develop a capacity building strategy, schedule and plan for each category of personals of
the different project stakeholder organizations at various levels based on analyses made in
steps 5 and 7.
Step 9 Identify the training topics and modules for the different category of personals of the
different project stakeholder organizations at various levels.
Step 10 Identify and list the possible agencies that could be used by the project to carry out the
trainings.
Step 11 Identify other methods that the project could use for capacity building (eg. exposure visits,
audio-visual presentations, media and mass communication, etc.) and identify agencies and
resource materials that could be used for this.
Step 12 Finalize a capacity building report based on the above delineating the capacity building
strategy, schedule and plan for the project. The report will clearly delineate the topics,
methods and person / agency responsible for carrying out each capacity building activity
proposed in the report. The report will prepare the capacity building schedule and plan in
line with the different project stages and as Annual Action Plans.
Once the capacity building needs have been identified and the capacity building strategy,
schedule and plan is ready the project will start the process of procurement of the services
and resources required for the implementation of the capacity building plan.
6.9. Project monitoring and learning
Learning and communication plan
Assessments of earlier participatory irrigation management projects in the state show that
there has been insufficient effort made to research and document the processes and
learning emerging from these experiences. The strengths of these projects have primarily
been in the area of piloting institutional and process frameworks for PIM, but have all
largely suffered from design and strategy flaws with respect to information management,
documentation of piloted innovations and in scaling up, i.e. in areas of consolidation and
sustainability and information dissemination and institutionalization.
169
To rectify this gap in the AP Community Based Tank Management Project it is proposed
to adopt a learning and communication plan for the project right from the beginning. The
AP Information and Resource Centre proposed as part of the project PMU will be
entrusted with formulating and implementing these plans.
The learning and communication plan for the project will encompass the following
activities:
• Thematic studies and research;
• Workshops and seminars
• Publication and information dissemination
• Promoting stakeholder networks
• Policy research and advocacy
The sine qua non of the learning and communication plan for the project is to promote
partnership between the various concerned stakeholders, including government agencies,
non-government agencies, private sector and civil society institutions towards ensuring
the consolidation and suatainability of participatory irrigation management in the state.
Thematic studies and research
The project will carry out thematic studies and research on the innovative processes and
interventions being piloted. Some of issues for research and study could be:
1. Action research on productivity enhancement – agriculture / horticulture / livestock /
forestry / fishery
2. Institutional strengthening of WUAs, WUA Managing Committee, WUA Sub-
Committees and WUA para-workers
3. Promoting agri-business: its sustainability and scaling up
4. Broad basing WUA functionality: linking catchment farmers, fisher community,
groundwater users in influence zone to WUA
Workshops and seminars
I&CAD proposes to organize one National and couple of State level seminars or
workshops on the learning emerging from project implementation each year of project
period. These seminars / workshops will be focusing on specific themes such as
community institution strengthening, quality standards, efficient water management and
productivity enhancement, WUA facilities and WUA sustainability, etc.
The State level seminar / workshops will have participants from within Andhra Pradesh.
These will include I&CAD staff, professional and subject matter experts, NGOs, research
agencies, etc. The purpose of these seminar / workshops is to share the learning emerging
from the project with other people in the sector and with policy makers. It will also be
used to learn lessons from other on-going irrigation projects (World Bank, etc.) in the
state. It will also facilitate adoption of learning from the project into the projects being
financed by GoI and GoAP.
170
In the National seminar / workshops participants will be invited from other States of the
country where Participatory Irrigation Projects are being implemented. These will include
government staff, professional and subject matter experts, NGOs, research agencies, etc.
The purpose of these seminar / workshops is to share and exchange learning emerging
from these projects with each other and with policy makers. The learning process will
facilitate improving project implementation and impact.
Publication and information dissemination
Based on the thematic studies and research the project will publish and disseminate
project learning to a wide ranging audience concerned with PIM. The medium of
dissemination could be printed reports, project web site, CD ROMs, multi media
products, audio-visual products, IEC materials, etc. The dissemination material will be
both in Telegu for local use and in English for wide audience.
Promoting stakeholder networks
As already mentioned, the sine qua non of the learning and communication plan for the
project is to promote partnership between the various concerned stakeholders towards
ensuring the consolidation and suatainability of participatory irrigation management in
the state. The primary purpose of the network will be to:
i. Link groups or people with common interests who would not otherwise interact
ii. Raise awareness on critical issues
iii. Create a critical mass for action
iv. Increase cooperation and coordination
v. 'Scale up' activities and create synergy
Making a cross-sectoral, multi-actor coalition operate effectively is the key to the success
of the stakeholder network. Managing their interdependencies for joint action and
synergy the network process.
Policy research and advocacy
Although, policy advocacy is not an explicit object of the AP Community Based Tank
Management Project, a number of innovative processes and interventions being piloted
under the project would have immense potential for scaling up and policy implication.
The thematic studies and research would bring these potentials out clearly, which would
be further disseminated through workshops and seminars and publication and information
dissemination. However, if considered necessary a few special studies on understanding
the scaling up potential and policy implications of these innovations could be carried out
and shared with the wider audience through the workshops and seminars and publication
and information dissemination. This would strengthen the project PMU not only in
enhancing its own capacity to implement such project more effectively, but also make it
the repository of the innovative learning to provide support services to other sector
players and states in participatory irrigation management.
171
6.10. Project sustainability
The sustainability of the project will be determined by the continued performance of the
tank system at its design potential, thereby facilitating regular growth in the tank based
livelihoods being practiced. This can be achieved only through
• properly capacitating the WUAs
• regular and timely operation and maintenance of the tank system
• continued agricultural extension services to the tank users
The project has adopted a number of steps to ensure this. These are as follows:
• All WUAs will be provided sufficient organizational and financial management

trainings during the project to ensure that they become institutionally strengthened
enough for self management.
• All WUAs will be trained in preparation and implementing of annual operation and
maintenance plans for their tank system.
• The WUAs will be empowered to collect and retain the water charges from the
members and utilize it for implementing the O&M plan.
• All WUAs will be trained in advance crop planning and water audit to ensure
efficient utilization of available water and optimum estimation of water charge
demand.
• Enhanced irrigation facility and reduction in gap ayacut will increase the demand
raised and collection of water charges by the WUAs.
• 5 % of the beneficiary contribution to the project, which will be collected as cash, will
be deposited into the WUA O&M account for utilization in implementation of the
O&M plan for the tank system.
• In those tanks where fishery will be practiced, it will be ensured that the WUAs
receive their share of the lease amount, which will be deposited into the WUA O&M
account for utilization in implementation of the O&M plan for the tank system.
• Foreshore plantation will be promoted in identified tanks, the proceedings from which
will be deposited into the WUA O&M account for utilization in implementation of
the O&M plan for the tank system.
• All Competent Authorities linked to the WUAs will be provided sufficient training in
WUA institutional and financial management aspects to ensure continued technical
and institutional support to the WUAs after the completion of the project.
• Selected lead farmers in all WUAs will be trained in water management, agriculture
and livestock extension services to ensure continued availability of these services to
the members after the project. The project will link these lead farmers to such
agencies as Krishi Vigyan Kendras, and line departments to facilitate their further
training and learning after the project.
• In case of any natural calamity the government will extend support for the repair and
restoration of the tank systems.
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6.11. Project risks
Sl. No. Risks Action

1. The project implementation could lay a The project is hiring specialist staff for
greater emphasis on physical works with an institutional strengthening and capacity
associated lower focus on institutional building in the Project Management Unit and
strengthening, organizational management the District Project Units to plan and
and capacity building of WUAs. implement strategies and activities for
institutional strengthening, organizational
management and capacity building of WUAs.
The project will be availing the services of
experienced Support Organizations to
implement these strategies and activities in
each WUA.
2. The attitude and work culture of the All engineering staff of I&CAD Department
engineering staff of I&CAD Department dedicated to the project will be provided
could obstruct the project processes. initial induction and orientation training on
project objectives, strategies and processes.
These trainings will be provided to them as
PMU and DPU team members along with all
other staff of their respective PMU or DPU
staff to facilitate team building among them.
3. WUA as the local farmers’ organization in Andhra Pradesh government has enacted the
operation and management of the tank system Andhra Pradesh Farmers Management of
could get marginalized by the Panchayati Raj Irrigation Systems Act which provides
Institutions. statutory mandate to the WUAs in their
defined roles and responsibilities. This can be
changed only as another act of state
legislation. As mandated in the Act the tank
system will be handed over to the WUAs for
operation and maintenance. Further, by
empowering the WUAs in collecting and
retaining the water charges from their tank
users and receive their share from fishery
lease, they are also being made financially
autonomous and sustainable. This will protect
the WUAs from being marginalized.
4. The WUAs run the risk of elite capture and The WUA Managing Committee has now
overtly influenced by entrenched groups. been made into a continuous body with one
third of the members changing every two
years.
5. Inadequate capacities of the WUA to prepare All WUA Managing Committee and the
and implement the Tank Improvement and WUA Sub Committee members will be
Management Plan (TIMP). provided training on TIMP preparation and
implementation by the project Support
Organization during the Planning Stage
before commencing on preparation of the
TIMP.
6. Inadequate resource mobilization and Enhanced irrigation facility and reduction in
management by the WUAs. gap ayacut will increase the demand raised
and collection of water charges by the WUAs.
Additionally, 5 % of the beneficiary
contribution to the project, which will be
collected as cash, will be deposited into the
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WUA O&M account for utilization in
implementation of the O&M plan for the tank
system; In those tanks where fishery will be
practiced, it will be ensured that the WUAs
receive their share of the lease amount, which
will be deposited into the WUA O&M
account for utilization in implementation of
the O&M plan for the tank system; foreshore
plantation will be promoted in identified
tanks, the proceedings from which will be
deposited into the WUA O&M account for
utilization in implementation of the O&M
plan for the tank system.
7. Large farmers will capture the groundwater The project will implement participatory
recharge from the tank system. hydrological monitoring (PHM) in selected
tanks and empower the groundwater users to
analyze and plan groundwater use through
groundwater audit and crop planning.
8. Low adoption rate of improved agriculture The project will implement large numbers of
technology by farmers. crop demonstrations. These will be followed
up with a communication strategy to actively
promote adoption of the demonstrated
technologies and regularly monitor the extent
of technology adoption by the farmers.
9. The market oriented crops being promoted in The market oriented crop production will be
the project may not be picked up by the promoted by the project only under
buyers. conditions of assured buyers. The project will
also capacitate and strengthen the commodity
interest groups (CIGs) in their ability to
access and analyze market demands and
prices for this. The commodity specialist
working with the project will be made
responsible to provide technical and
managerial support services to the CIGs for
this. The Information and Resource Centre of
the PMU will provide regular updates of
market demands and price information of
commodities in the project website and
provide links to other appropriate websites for
the same.
174
Annex 1
Logical Framework
Objectively Verifiable Indicators Method of Measuring OVI Assumptions / Risks

(OVI)
Development Objectives
Specific Objectives
Outputs
Activities
Inputs
175
Annex 2
GANTT CHART
Tank Name - Village - District -
Year -
SN. Name of Activity January February March April May June July August September October November December
No.
176
Determining Responsibilities / Facilities / Equipments / Materials / Services for Activities
Sl. No. Name of Activity Responsible Person Required Facilities Required Equipments & Required
Materials Services
177
7. Social and Environmental Management Framework
7.1. Introduction
The SEMF focuses on identifying and addressing social and environmental concerns in
the sub-project by incorporating the safeguards for social and environmental aspects in
the main planning and implementation process. The overall framework covers the
following aspects:
• Identify social and environment concerns at the sub-project level
• Identify anticipated social and environmental impacts of the proposed interventions at
the sub-project level
• Propose management measures to address identified social and environmental issues
and possible impacts, at various stages of sub-project cycle along with outcomes at
each stage
• Prepare detailed strategies for addressing key social and environmental issues, for the
project implementation agency, to serve as the basis for preparation of specific social
and environmental management plans for each specific sub-project
• Develop indicators for monitoring of social and environmental parameters and
implementation of social and environmental management plans
• Propose appropriate institutional arrangements to ensure effective management of the
identified social and environmental aspects of the project interventions at each level
• Identify critical gaps and suggest any additional studies required to address them
The SEMF has been put out for public disclosure in the following places:
• Office of the Superintending Engineers, Irrigation Circles, I&CAD Department
• District Information Centres
• Mandal Revenue Offices of project Mandals
• Mandal Parishad Offices of project Mandals
• I&CAD Department Official website – www.apwaterreforms.in
7.2. Stage-specific SEMF interventions and outcomes
The SEMF will be applied to all proposed sub-project activities, through the different
stages of the sub-project cycle. The proposed SEMF interventions are designed on the
basis of the current understanding of social and environmental issues identified and
discussed in the previous chapters. As the project planning and implementation gains
momentum, more learning’s will be generated, and the SEMF will be altered accordingly.
The proposed SEMF interventions during the sub-project life cycle are schematically
presented in the table below
178
Stage • Key sub-project activities • SEMF Activities • Outcome • Documentation
responsibilities
Identification • Hydrological and technical • Collection of baseline environmental, • Completed social and • Completed form SEM-1
assessment of tank and social data environmental screening of (by xyz)
• Delineation of water spread area • Identification of encroachment in sub-projects
up to FTL, feeder channels and tank area (if any) • Preliminary assessment of
command area of tank • identification of land acquisition land acquisition required and
• Collection of baseline physical requirements encroachments in the tank
data • Identification of impacts on forest system
lands/ natural habitat, cultural • Preliminary assessment of
properties, if any) critical environmental issues
• screening of sub-project from the in the tank system
social and environmental perspective
Pre-planning • Project sensitization and • Social Mapping & identify all tank • Agreed resettlement action • Complete form SEM-2
awareness generation through stakeholders (including groundwater plan (by xyz)
meetings with tank stakeholders users in the influence zone) • • (RAP details, tribals)
(including groundwater users in • Assess readiness for Voluntary
the influence zone) surrender of land
• Involve village level • Agree on resettlement action plan
functionaries of line departments (RAP)
/ PRI department
• Organize tank based consultation
with all stakeholders (Including
fishermen, catchment farmers,
groundwater users in influence
zone, etc.)
• Assessment of WUA readiness
for contribution towards
restoration & rehabilitation of
tank
• Agreeing on draft MoU between
WUA & DPD
• Signing of MoU between WUA
& DPU
• Maintenance of documents,
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books and accounts by WUA
Planning • Implementation of RAP • All entitlements extended to eligible • RAP implantation is • Complete form SEM-3
• Data collection through PAPs completed (details of RAP
Participatory Rural Appraisal. • Ensure productive use of R&R • ISEMP prepared and implementation and
• Assessment of technical aspects assistance incorporated in the TIMP ISEMP)
of tank, catchments area & • Assess tribal related issues and • Construction stage social • (by XYZ)
command area / tank influence prepare tribal development plan and environmental • Completed form SEM-4
zone (TDP) management measures are (construction stage
• Assessment of demand and • Assess gender related issues and incorporated in the tender management measures to
collection of water charges prepare gender action plan (GAP) documents be attached to tender
• Provide initial training to WUA • Assess pest and nutrient management documents)
members on TIMP preparation issues and prepare integrated pest and • (by xyz)
(Particularly on micro-planning, nutrient plans (IPM and INP)
preparation of estimation, • Assess tank safety issues and prepare
procurement, etc) tank safety plan (TSP)
• Form the four sub committees on • Assess cultural property impact, if
Works, Finance, Monitoring, any, and prepare cultural property
Evaluation & Training and Water plan (CPP)
Management • Identify anticipated construction
• Provide training to all sub stage impacts and develop
committee members on their appropriate management measures to
roles and functions address these impacts.
• Mobilize groundwater users in • Specific guidelines for selection of
tank influence zone into appropriate mitigation measures are
groundwater user groups and presented in section 5.6 Based on
affiliate them to the WUA comprehensive identification of
• Awareness generation among social and environmental issues, as
groundwater user groups about indicated in SEM-1 and 2,
project groundwater appropriate mitigation s measures are
interventions identified.
• Prepare TIMP including Design, •
estimate of Civil works, Training • Consolidate all the above plans (RAP,
Plan TDP, GAP, IPM, INP, CPP, TSP), as
• Livelihoods Plan, well as construction stage
• Ratify TIMP in WUA General management measures, with the
Body meeting associated costs and institutional
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• Identification of activities for arrangements, into integrated social
Gram Panchayat implementation and environmental management plan
and submit the list to the GP (ISEMP) for the sub-project.
• Open WUA bank account for • Ensure that ISEMP (including its
contribution (separate from costs) is integrated into the TIMP
WUA account) before submission for the ratification
• Mobilization of cash by the WUA general body.
contributions • Ensure that construction stage social
• Appraisal of TIMP by DPU and environmental management
• Inclusion of TIMP in District measures are identified in the ISEMP
Annual Plan and are adequately incorporated in the
• Sign Agreement on TIMP tender documents.
implementation between WUA
and DPU
• Prepare procurement plan for
materials & manpower for works
by WUA
• Preparation of tender documents
for works to be tendered
books and accounts
Implementati • Public display of project • Monitoring impact of RAP • Completed implementation • Completed form SEM-5
on information on wall / notice implementation reports of RAP. No • (by xyz)
board • Monitoring implementation of construction activity to be • Completed form SEM-6
• Implementation of civil works by construction stage social and allowed unless RAP
WUA, and other TIMP activities environmental measures completion is certified in the
(EMP /TDP) • Ensure implementation of ISEMP report.
• Implementation of civil works by • Monitoring ISEMP implementation • Final payment on
contractors construction contracts to be
• Supervision of both type of released only on successful
works completion of construction
• Quality assurances through stage social and environ
agreed mechanism and reporting mental measures, as certified
• Work completion report in the implementation
• Carry out trainings (WUA completion report.
management / livelihood /
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Post financial management
• Monitoring / O&M /
at WUA performance • Continued implementation of IPM, • Information on longer term • Half-yearly monitoring
implementati M&E 6 /months
every waterbymanagement
PMU / INM plans social and environmental report (including basic
on after the groundwater
• Project levelmanagement,
monitoringetc)and • Project level monitoring and impacts of the sub-project social and environmental
sub-project Implementation
• evaluation of participatory
on sample basis? evaluation of select social and parameters) by PMU
cycle hydrological monitoring environmental parameters, including • Annual Environmental
• Crop-water budgeting and crop implementation of IPM, INM plans and social audit report
planning for groundwater based • Two external environmental and • (integrated with the
irrigation in tank influence zone social audits, (each covering 5% of overall project level M&E
• Promotion of water efficient the completed sub-projects ) during strategy and report)
technologies in groundwater the duration of the project • Two external audit reports
based irrigation
• Institutional strengthening of
groundwater user groups
• Mobilization and formation of
common interest groups for agri-
business promotion
• Implementation of livelihoods &
agri-business plans etc.
• Strengthen linkages with
departments, commercial banks
and private sector
books and accounts
• Participatory monitoring at
village level
Post • Assessment of WUA for • Monitoring of ISEMP parameters • Completion of GAP, TDP • Post-implementation stage
Implementati refresher trainings pertaining to the post-implementation • Status report on monitoring and evaluation
on (last 6 • Refresher Training for WUA stage of sub-project, including implementation of INM and report
months of the • Update seasonal O&M strategy, • Implementation of IPM and INM IPM activities.
sub-project plans and estimates plans
cycle) • Operationalize O&M plan • Implementation of TDP, GAP
• Maintenance of O&M fund
books and accounts
• Preparation of project completion
report on agreed format
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7.3. Processes for Implementation of SEMF activities
At the sub-project identification stage, the DPU and social and environmental specialist,
conduct site specific preliminary assessment for the proposed sub-project, with the
objective of identifying social and environmental issues. Form SEM-1, is to be
completed as part of this assessment and it includes recommendations for selecting or
dropping the sub-projects in consideration. Form SEM-1 is submitted to the District
Project Director, who will take this recommendation in finalization of the sub-project
selection.
For all selected sub-projects in the pre-planning stage, SOs will facilitate WUA in
undertaking social mapping, identifying resettlement issues, and developing RAP, if
required. Form SEM-2, will be completed by WUA with assistance from SO and will be
submitted to the respective specialist of DPU. MOU between WUA and DPU shall not be
signed unless the district project director certifies (ensuring the conformity of RAP with
the project R&R policies) and counter signs Form SEM-2.
At the planning stage, WUA will be responsible for implementing the RAP with support
from SO, as well as DPU specialist. At the same time, a detailed assessment of various
social and environmental issues expected from the proposed sub-project interventions
will be undertaken by the WUA, with assistance of SO and DPU specialist. Similarly,
WUA will prepare the required management plans (TDP, GAP, INM, IPM, CPP, and
TSP). DPU specialists, to assess their conformity with the project SEMF, will review
these plans. DPU specialists, who will also document it in the Form SEM-3, will
consolidate the finalized plans as ISEMP. This Form will also include the status of RAP
implementation. The agreement between WUA and DPU on TIMP shall not be signed
unless the TIMP includes completed Form SEM-3, duly certified and countersigned by
the project director.
The DPU specialists will also complete the Form SEM-4 (prescribing appropriate
construction stage linked social and environmental management measures) in
consultation with the WUA and SO. This Form SEM-4 will be attached to all tender
documents pertaining to the physical works of the sub-project.
At the beginning of implementation stage, the WUA will testify to the complete
implementation of the RAP, by completing the Form SEM-5. This form is forwarded to
DPU where the relevant specialist shall verify (through site visits) RAP completion and
countersign the Form SEM-5. The concerned specialist will attach this form to the order
for the release of first installment to the contractor. The district project director shall
ensure no payments are released to the contractor, unless the Form SEM-5 is completed
and certified by the specialist as described above.
The WUA with the assistance from SO will ensure the implementation of the agreed
construction stage social and environmental management measures. The WUA shall
certify the adequate implementation of these measures in the Form SEM-6, which shall
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be forwarded to the DPU. The district project director will ensure that the last installment
of the contractor’s payment is not released without the receipt of Form SEM-6,
indicating the satisfactory completion of construction stage social and environmental
management measures.
7.4. Guidelines for selection of appropriate social and environmental management

measures
Various suggested mitigation measures are required to minimize the negative impacts of
the proposed intervention during the various stages project are given in the table below:
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Mitigation measures
Stages Impacts Mitigation Measures Responsibility

Pre-planning • Acquisition of land – Encroachment, • Avoid or minimize the area of acquisition • DPU Project
stages private lands, CPR for extension of • Identify area impacted preparation team
canal network • Identify land losers • Support Organization
• Ecological impacts due to cutting of • Make a decision on project selection • Contractor, WUA and
trees, tank bund and bed • Discussion with WUA DPU
• Storage of construction materials • Initiate process of voluntary surrender • Contractor, Quality
• Emergencies and contingencies • Preparation of land acquisition plans during the design stage Monitoring agency
• Prepare RAP after details identification of PAPs • DPU
• Payment of compensation to PAPs – Market prices for
owners, lease holders, encroachers, squatters and replacement
value for agricultural land and assets
• Replacement of any trees lost due to tank Improvement works
• Provision for taking care for planted trees
• Suitable sites to be identified for storage
• Ensure the compensation if private lands were identified
• Instructions about person to be contacted in case of emergency
Planning Social
stage • Loss of land and structure • Prepare RAP and ensue compensation and R&R entitlements • DPU with Support
• Loss of livelihood/ trade/occupation as per the R&R entitlement Matrix prepared for this project Organization (SO)
• Loss of agriculture land (recommended one attached in RAP framework) • DPU, Support
• Loss of access to common resources • Preparation of tribal development plan covering items detailed Organization
and facilities out in Tribal development Plan (recommended as part of the • DPU, SO
• Low participation of tribals and study – Chapter 9) • DPU /PMU
existence of 10-50% tribals in tank • Co-option of women GP members in WUA
command areas • Training of women co-opted members of GP
• Low participation of women • Involve women in production forestry component as
• Lack of involvement of local livelihood support
community • Specific trainings to women for tank based livelihoods
• Exposure visits of women to increase their exposure and
create awareness
• Involve NGOs
Construction Stage Impacts
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• Site clearance • Ensure not to dump material on private lands • Contractor
• Site accesses and cleanliness • Vegetation to be removed only in the required areas • DPU
• Participation • Cultivated lands should not be disturbed if crop is grown.
• Borrow pits and quarries for • Site of labor camp to selected in consultation with community
construction materials • Ensure unobstructed natural drainage
• Earth Work excavations • Dispose surplus excavated materials at identified sites
• Management of excavated earth, • Use if silt quality is found good and required by local farmers
desilted material and debris or for bund improvement. If not, should be disposed in borrow
• Water stagnation and associated pits
health problems • Awareness and sensitization program
• Increased air, noise, water pollution • Involve community based organizations to mobilize
• Suspended dust particulates community
• Loss of top soils in agricultural fields • Dress the sites for proper and natural drainage
• Disturbances to natural drainage • Restrict noisy operations to normal working hours
• Damage to works, structures etc • Avoid construction works in night if close to habitations
• Cultural relics • Provision of protective care to labour force
• Planning of labour camps • Prior information to local community regarding operations
• Social disruption • Remove excavated materials to identified sites
• Frequent sprinkling of water
• Preserve top 30 cm layers for restoration after completion of
construction
• Avoid any temporary works near natural canals
• Control the silt entry to ponds, streams, canals by construction
of silt traps
• Provision of by-pass arrangements for natural drainage during
construction
• Take necessary precautions to avoid any damage to irrigation
works, canals, roads, trees and other features
• If found, should be handed over to concerned department and
work should be stopped till further instructions
• Contractor shall setup the labour camp with adequate facilities
before starting of works in consultation with local community
to minimize stress on natural resources
• Facilities should confirm to labour standards. No child labour
• Equal wages
• Preference to local labour/ skilled persons
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• Ensure wages at least at prevailing local minimum wage rates
Implementati • Procurement of construction • Ensure that construction materials are procured from only • Contractor, WUA,
on stage materials permitted sites and quarries Quality Monitoring
• Disposal construction debris • Periodic inspection of vicinity for construction debris agency, DPU
• Domestic sewage and refuse • Check for adequacy of sanitation at labour camps
management • Examine for a) Blockage of flowing water, b) Soil erosion
• Water pollution due to construction activities, c) Contamination due to oil,
fuels etc at construction sites
Post- • Excessive irrigation affects soil • Introduce improved water management practices • WUA, SO, DPU
implementati fertility • Enable WUA to adopt IPM, INM
on stage • High usage of agro-chemicals • Introduce better soil management practices
• More usage of HYV • Adopt crop rotation
• Protection of germplasm
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7.5. Monitoring environment and social aspects
Monitoring of social and environmental issues forms one of the important elements of
SEMF. Actions need to be planned by the project to integrate the monitoring within the
project monitoring and learning system. The monitoring and learning will involve not
only the progress on activities and inputs but generating learning’s on results and
outcomes of project interventions on social and environmental issues.
Internal monitoring: This is done at three levels. At the WUA level, as a part of
participatory monitoring, the Representative of WUAs, SO and Representatives of PAPs
would be monitoring the progress of the implementation and report to WUA and DPU. At
the District level, DPU will monitor the implementation of Resettlement Action Plans,
Tribal Development Plans, and Environmental Management Plan. The DPU will submit
quarterly progress reports to PMU. At the state level, the PMU will monitor
implementation of SEMF. Both at DPU and PMU levels the respective Social
Environmental Units will be overall responsible for monitoring of implementing of the
SEMF.
External Monitoring: The monitoring of SEMF should be made an integral part of the
overall M&L system. The M&L agency will be given specific tasks for monitoring of
SEMF based on the indicators identified. These consultants would undertake preferably
crop-season based social and environmental auditing.
Impact Evaluation: This will be done as part of impact assessment as part of the project
M&L system.
Parameter Indicator Frequency Agency

Soil • Fertility through soil testing Annual DPU, WUA – after
• Extent of waste land through training
survey
Water and • Surface and sub surface Water Pre and post DPU, WUA – after
Quality quality through testing for monsoon training
• Standard parameters
• Pesticide residues (both in water
and sediment)
Agri chemicals • Consumption of Fertilizers, Crop-season DPU, WUA – after
pesticides through Survey training
Biodiversity • Changes in diversity and density of Pre and Post DPU, WUA – after
avains, natural predators, weeds in monsoon training
water bodies, fields
• Fish growth
Social • Encroachment Annual & DPU, WUA – after
• Participation of WUA Seasonal training
• Water conflicts
• Tail ender issues
• Tank based livelihood
• Women participation
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7.6. Guidelines for Preparation of SEMF Plans
i. Integrated Nutrient Management Plan
Preparation: Unbalanced and excessive use of chemical fertilizers along with lack of
application of micro-nutrients not only have reduced the efficiency of these inputs but
degraded the land and soil resources adversely affecting its texture and structure.
Incidence of degradation is more in Rayalaseema and Telangana regions where
agriculture is predominantly dry land-based dependent on rainfall (Reddy 2003.4).
Degradation in some parts of these regions has reached irreversible levels. The Drought
Prone Area Programme (DPAP) has given way to Desert Development Programme
(DDP). The ideal ratio of N, P and K for the use of fertilizer is 4:2:1. and in order to
improve the efficiency of fertilizer use it is essential to encourage judicious application of
NPK and micro nutrient fertilizers, also referred to as Integrated Nutrients Management
(INM).
It would also be essential to promote the use of bio-fertilizers as an environment friendly,

cheaper and supplementary source of plant nutrients, which would help in improving the
soil texture and fertility. This ensures the improvement of efficiency of plant nutrients,
conserving the land resources and protection of environment.
Institutional Arrangement and Implementation: Integrated Nutrient Management Plan

will be prepared as a component of TIMP and implementation will be synchronized with
Agricultural Extension Centers and WUAs. PMU should have an Agricultural Extension
Officer with expertise in sustainable agriculture in its Social and Environmental
Management Cell. This expert will assist in designing, implementation, monitoring and
studying the impacts of INM. This however, would call for activities like strengthening of
soil testing facilities, capacity building of organic farming, biofertilizers production units,
hatcheries for vermi-culture and training to the personnel engaged in the system along
with the farmers through field demonstrations.
Monitoring and Evaluation Monitoring of INM will constitute a component of overall

monitoring system of project with assistance of SO. It will be scheduled according to
cropping patter using the appropriate formats developed by Agricultural Extension
Officer for progress in implementation and monitoring.
ii. Integrated Pest Management Plan
Preparation: Developmental efforts in the field of plant protection aim at minimizing crop
losses due to ravages of insects, pests, diseases, weeds, rodents etc. At present, the State
occupies the first position in the country with an average of 0.82 kgs of technical
grade/hectare as against the 0.3 kgs per hectare in India. An ecofriendly approach for
managing pests and diseases encompassing available methods and techniques of pest
control such as cultural, mechanical, biological and chemical in compatible and scientific
manner comprises Integrated Pest Management Plan. To develop an IPM, WUAs in
189
association with DPU will conduct a field survey with assistance of SO. The findings
would determine precise nature of IPM plan.
Institutional Arrangement and Implementation: IPM will be prepared as a component of

TIMP and implementation will be synchronized with Agricultural Extension Centers and
WUAs by SO. . PMU should have Agricultural Extension Officer with expertise in
sustainable agriculture in its Social and Environmental Management Cell. This expert
will assist in designing, implementation, monitoring and studying the impacts of IPM. To
popularize IPM technology among the extension functionaries and farmers, the demo-
cum-training programmes should be taken up at large scale. Further activities of
production and release of bio-control agents should also be strengthened.
Monitoring and Evaluation Monitoring of IPM will constitute a component of overall

monitoring system of project with assistance of SO. It will be scheduled according to
cropping patter using the appropriate formats developed by Agricultural Extension
Officer for progress in implementation and monitoring.
Capacity Building: INM and IPM programmes have to be considered as integral part of
sustainable development of irrigated agriculture. For improving INM system, it would be
desirable to strengthen the existing soil testing laboratories, upgrade the skill of the staff
through training / workshops etc. working in the field. The financial and logistic support
may also be provided for capacity building of organic farming, bio-fertilizers production
and hatcheries for vermiculture. Similarly for IPM, training for both field staff and
farmers would be required to give thrust to the programme. Some financial incentive/
assistance may also be provided for organization of Demo-Cum- Farmers Field Schools,
for IPM.
iii. Cultural Property Plan (CPP)
Preparation and Implementation: In order to prepare the Cultural Property, WUA will in
association with Gram Panchayat and SHGs in village, conduct and identify all sites with
cultural aspects/ significance with assistance of village community. This would be carried
out before preparation of TIMP. This identification would determine the precise nature of
interventions and activities needed to address issues and problems. All such actions
proposed will form the Cultural Property Plan (CPP).
CPP will form an integral part of the TIMP and its implementation will be coordinated by
WUA in association with GP. The overall approach in planning and implementing CMP
is to extend program designs like relocation of deity temporarily, improvement of
embankments for trees with religious significance, betterment of approach roads etc for
the welfare of village community. In this regard, WUA and DPU have major
responsibility to ensure that appropriate measures are taken.
Institutional Arrangements: CPP will be prepared and implemented as component of

TIMP and it will be implemented with regular institutional arrangement of the project.
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However, WUA and Gram Panchayat and if required DPU need to coordinate the
activities.
Monitoring and Evaluation Monitoring of CPP will constitute a component of overall
monitoring system of the project and will be scheduled accordingly. Appropriate formats
will be developed by Anthropologist/ Sociologist for monitoring the physical work in
implementation of CPP. DPU will monitor these activities with SO and WUA support.
iv. Dam Safety Plan (DSP)
Preparation and Implementation: In order to prepare Dam Safety Plan, DPU in

association with SO and WUA will conduct a geological and physical assessment of plan
with all precautions to be adopted. This would be carried out before TIMP. The
assessment would determine precise nature of measures to be adopted and will form DSP
DSP will form an integral part of TIMP and its implementation will be coordinated by
PMU in association with DPU.
Institutional Arrangement: The DSP and the project will be prepared and implemented as
an integral part of the project under regular institutional arrangements of the project, i.e.
Dam Safety Expert in PMU, will develop appropriate guidelines to be adopted
Monitoring and Evaluation: Monitoring Dam Safety will constitute a component of

overall monitoring system of the project and schedules accordingly. Appropriate formats
required will be developed by Dam Safety Expert.
v. Resettlement Action Plan (RAP)
Proposed: Project interventions may not need any new land acquisition but there may be
families using the tank system land for cultivation. In order to restore the tank to its
original shape these families need to be resettled and/or rehabilitated for which an RAP is
required to be prepared, the process for which is described below:
• Identify land required for project interventions, through revenue and tank system
maps and through a process of walk through and physical verification
• Assess through PRA the extent of encroachment and number of affected families
(PAFs)
• Obtain confirmation on the ownership of land, either legal title holders or
‘encroached’
• Identify families encroaching tank bed land with the help of WUA and local
community
• Conduct census survey of all those identified as PAFs on the extent of losses,
following the process described below
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Level Process Output
WUA/ Based on the revenue survey, encroachers of tank land will be Willingness Letters
Tank Level identified and the list of such persons will be prepared. This will be
done by WUA with the help of NGO and Panchayat Secretary. WUA
motivates the title holders and encroachers (including assignees and
‘D’ form patta holders, etc.) for voluntary surrender of land required
for the project. The facilitating NGOs will help in this process.
Facilitating NGOs will document the willingness to surrender land by
the titleholders and encroachers in the presence of the WUA and
Panchayat Secretary in the form of a Willingness Letter.
The list of such persons will be displayed at the Gram Panchyat Office.
Mandal Revenue Official surveys the tank land and demarcates the extent of Survey map signed
Level tank area including any private land. The survey will identify the by relevant persons
extent of encroachment in the tank area and the extent of additional indicating the
land required for project interventions. Based on the survey, maps are tank area extent of
prepared. The entire process will be carried out along with WUA, encroachment and
NGO, Sarpanch and Panchayat Secretary. The maps will be signed by additional land
WUA, Panchayat Secretary, Gram Panchayat and Revenue Officer. required.
District Formalize relinquishment of land rights where concerned local people Effect Changes in
Level surrender their private land for the project. Land Revenue
Records
Categorize PAFs and identify their R&R entitlements using the following R&R
Entitlement framework.
Impact Type Entitled Persons Entitlement as per GoAP Policy (after amendments
for APCBTP)
1. Loss of land and structure
A. Residence
i. With valid title, Displaced (i) Compensation as per LA Act/Consent Awad. (ii) Free house
Assignees, D Form Patta Family site as per Section 6.2 of the state R&R Policy. (iii) Housing
Holders Grant (only for BPL families) as per 6.3 of the state R&R
Policy. (iv) Permission to take salvaged materials. (v)
Transportation and Subsistence Allowance as per sections 6.8
and 6.14 respectively. (vi) Grant for cattle shed as per section
6.7 of state R&R Policy
ii. With no valid title Displaced (i) Free house site as per Section 6.2 of the state R&R Policy.
(Encroachers/ Squatters) Family (ii) Housing Grant (only for BPL families) as per 6.3 of the state
R&R Policy. (iii) Permission to take salvaged materials. (iv)
Transportation and Subsistence Allowance as per sections 6.8
and 6.14 respectively. (v) Grant for cattle shed as per section 6.7
of state R&R Policy.
B. Commercial
i. With valid title, Displaced (i) Compensation as per LA Act/ Consent Award. (ii) Assistance
Assignees, D Form Patta Family for Economic Rehabilitation as per Sec. 6.9 of state R&R
Holders Policy. (iii) Permission to take salvaged materials
ii. With no valid Displaced (i) Assistance for Economic Rehabilitation as per Sec. 6.9 of
title(Encroachers/ Squatters) Family state R&R Policy. (ii) Permission to take salvaged materials
ii. Tenants, Sharecroppers, Displaced Reimbursement for unexpired lease
Leaseholders Family
2. Loss of Agriculture Land
i. With valid title, Affected (i) Compensation as per LA Act/ Consent Award. (ii) Land for
Assignees, D Form Patta Family Land for STs, marginal and small farmers and those who
Holders become landless as per section 6.4 and 6.5 of the state R&R
192
Policy. (iii) Assistance for Economic Rehabilitation as per Sec.
6.10 of state R&R Policy. (iv) Training in Agriculture
technology, demonstrations, or adoption support available under
agriculture component of the project. (v) Assistance to avail
benefits from other government schemes.
ii. With no valid title Affected (i) Assistance for Economic Rehabilitation as per Sec. 6.10 of
(Encroachers) Family state R&R Policy. (ii) Training in need based skills relating to
tank based livelihoods. (iii) Assistance to avail benefits from
other government schemes.
iii. Loss of standing Affected Compensation as per the LA Act
crops/trees Family
3. Loss of livelihood/ Affected Assistance for Economic Rehabilitation as per section 6.9 of
trade/ occupation Family state R&R Policy
Training in Need based skills relating to tank based livelihoods
Assistance to avail benefits from other government schemes.
4. Loss of access to common resources and facilities
i. Civic Amenities Community Replacement CPRs/amenities or providing basic minimum
facilities and services as per Government standards, whichever
is higher as per section 6.18 of the state R&R Policy.
Community Participation: The project commits to involve affected community in

• the identification of R&R issues and affected people
• the identification of opportunities for alternate R&R
• the preparation and implementation of the RAP
• addressing their grievances
• finalizing list of PAFs and their R&R entitlements
Monitoring: Monitoring will be done at three levels: (i) At the WUA level, as a part of
participatory monitoring, the Representative of WUAs, SO and Representatives of PAPs
would be monitoring the progress of the implementation and report to WUA and DLIC.
(ii) At the District level, DPU and DLIC will monitor the implementation of RAP and
submit quarterly progress reports to PMU. At the state level, the PMU will monitor
implementation of R&R Framework. (iii) Both at DPU and PMU levels the respective
Institutional Development Unit will be overall responsible for monitoring of
implementing R&R Policy Framework and RAPs. Impact evaluation will be done by
consultants appointed by PMU at the end of project completion.
Budget: The sub-project will make adequate provision for funds required for planning,
implementing and monitoring the provisions of R&R Framework or RAP. RAP will form
an integral part of TIMP and accordingly funds for RAP will be included in TIMP.
vi. Tribal Development Strategy
The main objective of the strategy is to provide for and ensure that the benefits of the
projects are accessible to the tribals, at par with the rest of the community. The overall
strategy includes the following:
• Ensuring participation of the tribal WUA members in the preparation and
implementation of the TIMP
193
• Supporting tribal to enhance their accessibility to project benefits, at least at par with
other stakeholders
• Ensuring that tribals take active part in the tank management activities
• Ensuring that tribals follow water management practices so that their returns from the
tank is increased
Strategy for addressing tribal issues
Identified Issue Strategy to Deal Activities to Implement Strategy Agencies

with the Issue Responsible
Representation in • Representation of • Awareness generation on the WUA, SO, DPU,
WUA and its’ tribals as per the provisions of APFIMS Act with PMU
Managing Act to be regard to tribal representation
Committee (MC) ensured . • Frequent meetings with WUA
• Encourage tribal members sensitizing them on tribal
representation in representation in WUA sub-committee
sub-committees • Encourage more representation in the
sub-committees and periodical review
of tribal participation
• Educate WUA the need for involving
tribals in the WUA activities
• Organize leadership building program
among tribals
Low Awareness • IEC strategy to • Prepare IEC material using WUA, SO, DPU,
Levels focus on tribals folklore/folk dances PMU
issues and their • Organize film shows
participation • Frequent meetings with tribals using
PRA methods for awareness creation
• Exposure visits
Participation • Educate WUA to • Frequent meetings and interactions WUA, SO, DPU,
in TIMP seek participation with tribals PMU
Preparation of tribals in TIMP • Training on leadership &
preparation organizational development
• Develop • Exposure visits to tanks where TIMP
leadership is under preparation or
through training implementation
& exposure visits
Inability to • Educate tribal on • Convince WUA on reduced upfront WUA, SO, DPU,
contribute 5% the need to contribution & agree on the remaining PMU
towards tank contribute for contribution in kind (labour)
restoration tank restoration • Mobilize 2.5% cash contribution by
works due to • Reduce the tribal
poverty upfront cash • Organize tribal to contribute to match
contribution from their contribution in tank restoration.
5% to 2.5% • Provide wage employment, on
preferential basis, in tank restoration
work to help them contribute to
restoration works
Inability to • Educate people • Awareness generation on the need for WUA, SO, DPU,
contribute on the need to O&M and its norms – cash or kind PMU
cash towards contribute and the • Mobilize for O&M fund – cash or in
tank O&M benefits that will kind (labour)
due to poverty be accrued • Provide wage employment, on
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• WUA to accept preferential basis
O&M cost in • Involve tribal WUA members in water
kind form distribution
Low returns from • Promote • Credit Support for tribals through WUA, SO, DPU,
agriculture and improved WUA livelihood fund PMU
allied activities practices in • Conduct crop demos on improved WUA, SO, DPU,
agriculture and farming; one demo plot for tribals PMU,
allied activities exclusively Dept. of
and dovetail with • Organize training on improved Agriculture,
on going farming and water management Animal
programs. practices Husbandry,
• Form tribal farmer CIGs and promote Fisheries, etc.
group marketing of farm produce.
• Ensure supply of seeds, fertilizers,
pesticides, credit & technical know-
how
• Organize exposure trips to progressive
agril. farms and research stations
• Provide access to livelihood fund
under the project
Lack of • Encourage group • Encourage tribal to take up petty WUA, SO, DPU,
Entrepreneurship activities for work contracts under TIMP PMU, DIC,
income • Identify educated unemployed as para Animal Husbandry
generation workers & WUA level functionaries Dept., etc.
• Employment in • Promote livestock – breed
project improvement, animal health and
construction fodder development.
activities and
O&M work on
preferential basis
Tribal development through Project Cycle: For the purpose of brevity, a combination of
strategies and actions mentioned above are linked to the five stages of the project cycle;
identification, pre-planning, planning, implementation and post-implementation.
Identification: At this stage, creating awareness to the tribals will enhance their
participation in the sub-project. To create awareness some specific activities need to be
carried out, which may include: (i) Preparation of IEC material using folklore/folk
dances, (ii) Organize film shows, (iii) Frequent meetings with tribals using PRA methods
and (iv)Exposure visits. It is necessary to ensure that the tribal representation is adequate
in the WUA for which specific activities to be carried out include: (i) Awareness
generation on the provisions of APFIMS Act with regard to tribal representation, (ii)
Frequent meetings with WUA members sensitizing them on tribal representation in
WUA executive committee, (iii) Encourage more representation in the sub-committees,
(iv) periodical review of tribal participation, (v) Educate WUA on the need to involve
tribals in the WUA activities and (vi) Organize leadership building program among
tribals.
195
Pre-planning Stage: The important requirement during this stage is the need to involve all
tribals in the preparation of TIMP enabling them to participate in the decision making
process and contribute towards the proposed project interventions. This could be
addressed through specific activities like frequent meetings and interactions with tribal,
training on leadership qualities and organizational development, exposure visits to tanks
where TIMPs are prepared or implemented. The aim is to ensure that all tribal
stakeholders participate in the preparation TIMP and encourage them to make
contribution willingly to project formulation.
Planning Stage: Clear and well defined participation of tribals is an essential during
planning stage and key activities include: convince WUA on reduced upfront
contribution by tribal, agree on the remaining contribution in the shape of labour,
mobilize 2.5% cash contribution by tribal, organize tribal to contribute to match their
contribution in tank restoration and provide wage employment, on preferential basis, in
tank restoration work to help them contribute to restoration works.
Implementation Stage: The primary task at this stage is to ensure that the tribal get
involved in project construction activities and avail wage employment opportunities
available during civil works. To help them overcome their low returns from agriculture
and help them develop entrepreneurship, activities that need to be carried out include:
encouraging eco friendly supplementary irrigation systems, like drip irrigation, micro
irrigation, etc., linking to Banks for getting credit for micro irrigation, conducting crop
demonstrations on improved farming, organizing training on improved farm practices and
water management practices, promoting group marketing of farm produce, ensuring
supply of seeds, fertilizers, pesticides and technical know how in coordination with line
departments and credit agencies, organizing exposure trips for tribals to progressive
agricultural farms and research stations and providing access to livelihood fund of the
project – specific budgetary provisions need to build for the benefit of tribal groups of the
tank community
The lack of awareness issues can be addressed through: identifying suitable micro
enterprises and impart required skills, encouraging tribal groups to take up petty works
within TIMP, identifying educated unemployed youth for job oriented skill training
programs, tying up with DICs and NGOs, and public agencies and promoting animal
husbandry: sheep, goats, cows and buffaloes by improving access to ‘livelihood fund’, of
the project and/or tying up with the government schemes and institutional credit.
Post Implementation Stage: At this stage, it is important to take up awareness generation

on the need for O&M, convince them to accept O&M cost (cash and kind), develop thrift
habit to save money to pay for O&M, provide wage employment, on preferential basis, in
tank restoration work to help them contribute to O&M and involve tribal WUA members
in water distribution
Preparing Tribal Development Plan: Asses the status of tribals in a sub-project to identify
their issues related to the project and accordingly prepare Tribal Development Plan
196
(TDP). The decision on preparation of a tank specific TDP will be based on the %
availability of tribals in a tank system as specified below.
• For tanks where more than 50% WUA members are tribal, TIMP itself will be a
TDP
• For tanks where 10-50% WUA members are tribal, TIMP will have a TDP
• For tanks where less than 10% WUA members are tribal, no TDP will be required
TDP will form an integral part of the TIMP as per the above strategy and its
implementation will be synchronized with other project interventions at WUA level. The
responsibility of approving TIMP as part of sub-project Plan will be with the DPU. The
DPU will ensure that TDPs conforms to the agreed TD Development Strategy of the
project. At the PMU level the Institutional Development Unit is responsible to provide
necessary guidance and monitor the preparation and implementation of tank specific
TDP.
Monitoring and Evaluation: The project would integrate monitoring of tribal development
in the overall project level M & E design and also undertake in-depth periodic assessment
to review the progress and outcomes.
Budget: The Budget for implementing this strategy at the tank level will be built into the
overall budget of the TIMP. For each tank where TDP is applicable specifically, in areas
where the tribal population is less than 50%, a provision of Rs. 50,000/- is made available
from livelihood funds for exclusively for the benefit of tribals. This does not necessarily
exclude them from accessing the other programme funds under the project.
vii. Gender Action Plan (GAP)
The project will focus on addressing the concerns emerged from the field study. The
efforts will be made to encourage and equip women to participate effectively in tank
management. Measures for this purpose will be taken up not only at tank level but also at
the DPU and PMU level. The following sections present the details of action plan starting
from objectives.
Objectives: The gender action pla

Assess WUA for refresher trainings
Refresher Training for WUA
Update seasonal O&M strategy, plans and estimates
Operationalize O&M plan
Maintenance of O&M fund
Maintenance of documents, books and accounts
Preparation of project completion report on agreed format
Monitoring at WUA performance every 6 months
n will have the following objectives:
• To increase involvement of women in tank system management
• To integrate women’s strategic and practical gender needs in TIMP planning and
implementation
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Approach: The project will aim at creating gender sensitive environment in minor
irrigation schemes and take measures to promote the interests of women and ensure
gender equity in governance and decision-making processes. Simultaneously, actions will
be planned to increase the capacity of women by providing opportunities for
empowerment- thus bringing in equity in access to and control of resources and benefits
and increased self-confidence among women. All actions will encompass a gender
perspective on recognition of women’s status, rights, access and control over natural
resources. Women headed of households will receive priority in services provided to
farmers through the Project. In all activities supported through project funds, it will be
stipulated that women receive equal pay for equal work and are part of contractual
obligations.
Implementation Strategy: The proposed measures for mainstreaming gender concerns are
divided in two parts viz. facilitation of process within the current ambit of provisions of
APFMIS Act and actions to be planned leading to amendments in Act. The project needs
to focus on the first set of actions which can be implemented right from the planning
stage. Other set of actions will take slightly longer time and actions relating to these can
be initiated at the state level. The strategies, activities and responsibility centres are
presented below
Strategy Activities Agency

responsible
Sensitization of staff • Orientation of project staff and support PMU
organizations on gender aspects and the project
approach
Implement provisions of • Co-option of women GP members in WUA SO, WUA
APFMIS Act for women’s Managing Committee
representation in WUA • Leadership development training, orientation on
WUA roles and responsibilities
• Encourage women to contest WUA elections
Encourage women’s • Leadership development trainings for women SO, WUA, and
representation in WUA • Exposure visits of women, trainings to women DPU
management WUA members on WUA roles
• Create awareness about tank management &
operations and role of WUA and MC members in
tank through kakajata, film shows
• Provide skills training relating to tank based
livelihoods to improve technical knowledge of
women
Use of gender sensitive • Women’s transect, mapping and focus group SO, WUA and
tools for planning and discussions with women during TIMP DPU
M&L
Facilitate women’s • Facilitate consultations among WUA and SHGs SO/WUA

participation in tank for preferential treatment to women SHGs for
management civil work contracts for O&M, tank improvement
etc
198
Involvement of women in • Encourage WUA to induct educated women for WUA/ SO
records maintenance WUA record maintenance
• Training to identified women members on record
maintenance
Ensure gender equity • Equal pay for equal work Contractor/DPU
Provide need based •Procure chiller bozes for women fish retailers SO, WUA,DPU
support for livelihood •Specific Training on cattle management
activities for improving •Agril. productivity enhancement trainings – one
in returns from tank based demonstration for women farmers in each tank
livelihoods • Nursery raising, plantation – foreshore and field
bunds etc for women
• Fodder development to be taken up women
• Trainings women on cattle management
• Monitor women’s • Monitor TIMP on gender aspects Institutional Unit –

participation in • Gender disaggregated statistics in MIS DPU through SO
planning/implementation • Special studies on gender during project
process implementation
GAP through Project Cycle: Gender mainstreaming planning and implementation will be
spread over the entire project cycle viz; identification, pre-planning stage, planning stage,
implementation stage and post-implementation stage.
Pre-planning stage: The focus during n this stage is on developing gender sensitive tools
for use in TIMP planning. Orientation training to staff and SO will have sessions on the
approach to integrate gender concerns in TIMP planning and implementation.
Development of gender sensitive tools for planning and implementation will be taken up
by the PMU and DPU. Women focused training modules will also be taken up in the
stage.
Planning stage: Identification of women’s needs, their prioritization and integrating them
will be focus of work during this stage, For this purpose, transects, focus group
discussions with women and exposure visits will be organized to encourage women
participation in TIMP preparation.
Implementation Stage: This stage ensures implementation of GAP at the scheme level.
This includes trainings for women on specific skills, support to tank based livelihoods
activities, improving their active participation in TIMP through appropriate scheduling of
activities and events. The focus will be on ensuring gender equity in civil works. The
DPU and SO will ensure that women labour get work opportunity in tank improvement
and also receive equal wages for equal work. Monitoring of GAP will be another
important activity taken up during this stage. Specific studies to gain experience on
gender aspects and project implementation will be planned in this stage. This will help to
bring in improvements through mid-course corrections.
Post implementation stage: The focus in this stage will be on monitoring the women’s
participation in tank management, their involvement in tank based livelihoods and
ensuring increased returns. Identification of issues if any for post project sustainability
will be done during this stage.
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SEM Form 1. Sub-project Identification Stage - Screening criteria
Sl. Issues Question Remarks

No
1 Encroachment Do the proposed project intervention If yes, do not select the tank.
involve land acquisition.
Does the project involve If yes, and encroached area is more
encroachment in the tank bed? than 25 percent of the tank bed area,
the tank should not be selected.
Will the project activities adversely If yes, and if they don’t agree for
affect more than 50 families. voluntary surrender, tank should not be
selected.
2 Forest Is forestland required for tank If yes, tank should not be selected.
rehabilitation activities..
3 Natural habitats Do the tank rehabilitation activities If yes, tank should not be selected.
adversely affect / require areas,
which serve as natural habitats for
any endangered species.
4 Cultural Do the tank rehabilitation activities If yes, and if the cultural property in
properties envisage unavoidable or permanent question cannot be adequately
damage to local cultural property. protected, the tank shall not be selected.
Form SEM 2. Identification of PAP and RAP preparation
Forms to be used – include identification of encroachers, voluntary surrender of land and

Resettlement eligibility and assistance plan (These will be used as part of the RAP
finalized by the WUA )
SEMF Activities Status Reason

Completed Partially Not
completed started
Delineation of water spread area up to FTL,
feeder channels and command area of tank
Interaction with WUA on encroachments
Interaction with Revenue department
officials
Census survey undertaken
Identification of encroachment
Voluntary surrender of land agreed
Resettlement eligibility and Assistance
defined
Resettlement Action Plan prepared
Encroachments removed
Resettlement Action Plan implemented
200
Support formats to be used for completing actions defined in SEM-2
Form SEM 2A. Identification of PAP and RAP Census Survey form
S. No Village Name of PAP's Father Sex (1 - Caste Family Type Education Occupation Average
PAP Name Male/ 2 - (1- OC/ 2- 1- Joint / 2- Income
Female) BC/ Nuclear /Month in Rs
3- SC/
4- ST)
SEM Form 2B. Voluntary Surrender of Land (On a Rs. 10/- Stamp Paper)
1. This deed of voluntary surrender is made and executed on ............................ day of ...................………. between Sri/Smt ...............................................S/o
W/o……………………….. Age………… Occupation ……………………………………. resident of ......................................................................... herein
after called the “Title holder / Encroacher” on one part. This expression shall mean and include his legal representatives, successors – in-interest, heirs,
assignees, nominees etc.
AND
Sri. ……………………………. S/o …………………. Aged………………………. Designation……………………………. herein after called the “ Recipient”
which term denotes to “for and on behalf of Minor Irrigation Department, Government of A.P” on the other part and shall mean and include his successors –in-
office, nominees and assignees etc.
2. Whereas, the details of the Location of the, land are given below:
201
Location Details
Tank
Village
Gram Panchayat
Mandal
District
Title Holder/ Encroacher Details
Name of Title Holder/Encroacher
Father/ Husband’s Name of Title Holder/Encroacher
Age occupation Residence
Gender
Schedule -Land Details/Structure
Land in Question
Area
Location
North Boundary
East Boundary
West Boundary
South Boundary
Note: Detailed Map to the scale is appended.
3. Where as the Title Holder is presently using/ holds the transferable right of the above mentioned piece of land in the village mentioned above falling under
the tank mentioned above.
Whereas the Encroacher does not hold any transferable rights of the above mentioned piece of land in the village mentioned above falling under the
tank but has been along standing encroacher dependant on its usufruct hereditarily.
4. Whereas the Title Holder/Encroacher testifies that the land is free of encumbrances and not subject to other claims/ claimants.
5. Whereas the Title Holder/Encroacher hereby voluntarily surrenders the land/structure without any type of pressure, influence or coercion what so ever
directly or indirectly and hereby surrender all his/her subsisting rights in the said land with free will and intention.
6. Whereas the Recipient shall construct and develop the …………………… tank and take all possible precautions to avoid damage to adjacent
land/structure/other assets.
7. Whereas both the parties agree that the ………………………tank so constructed/developed shall be for the public purpose.
202
8. Whereas the provisions of this agreement will come into force from the date of signing of this agreement.
Signature of Title Holder/Encroacher Signature of MRO

Name of Title Holder/Encroacher Name of MRO
Date Date
Identified by
1.
2.
Witnesses
Signature of WUA President
WUA President Name
Signature of Gram Panchayat President

Gram Panchayat President Name
Signature of Village Secretary

Name of Village Secretary
Signature of SO (NGO) Representative

Name of SO (NGO0 Representative
Signature of Minor Irrigation Engineer

Name Minor Irrigation Engineer
203
SEM Form 2C. Resettlement Eligibility and Assistance
S Name of PAP's Sex (1 - Caste(1- Ration Loss Encroach Total Total Extent Left over % of Eligibility Total R&R
No PAP Father Male/ 2 OC/ 2- Card(1- Suffer ed Land Own Land of Land land in Loss Benefit in Rs.
Name - BC/ 3- BPL/ 2- ed(1- Holding Land in Loss in Acres
Female) SC/ 4- APL/ 3- Land) in Guntas Guntas
ST) No Guntas
Card)
Form SEM 3. Summary Status of TIMP integrating SEMF Actions (To be filled by WUA and SO as part of TIMP)
SEMF Activities Status Reason

Completed Partially Not started
Completed
Identification and Command Area farmers
senstization of all Catchment area farmer
Stakeholder (in tank Catchment area farmers
influence zone) Ground water users
Fisher men community
Washer men communities
Shepherds
Assessing WUA for Willingness of stakeholders to participate in
contribution Planning
Restoration
O&M
Identifying key TIMP
environmental and Preparation of Integrated Pest
Social aspects requiring Management Plan
safeguards Preparation of integrated Nutrient
Management Plan
Preparation of Dam Safety Plan
204
Preparation of Cultural Property Plan
Preparation of Tribal Development Plan
Preparation of Gender Development
Plan
Preparation and finalizaiton of Tank
Improvization and Management Plan
RAP Completion of land acquistion and
disbursal of compensation
Finalization of livelihood options
Agreement on MoU • Agreement on Draft MoU between
WUA and DPU
Signing of MoU • Between MoU and DPU
Integration of all plans • Consolidation all Plans into Integrated
Social and Environmental Management
Plan (ISEMP)
205
Form SEM 4. Safeguard measures for minimization of Construction stage impacts
CONSTRUCTION STAGE
IMPACTS
Site clearance • Ensure not to dump material on private lands
• Vegetation to be removed only in the required areas
Site accesses and cleanliness • Cultivated lands should not be disturbed if crop is grown.
• Site of labor camp to selected in consultation with community
• Proper and timely upkeep of construction premises
• Construction materials should be kept in orderly manner
Participation • Participation of marginal sections should be encouraged at all stages
Borrow pits and quarries for • Not to be done in the catchments areas
construction materials • Ensure materials are not dumped on private lands
Earth Work excavations • Ensure unobstructed natural drainage
• Dispose surplus excavated materials at identified sites
• Ensure minimum hindrance to normal local activities
• Avoid damage to permanent structures
Accumulation of excavated • Use if silt quality is found good and required by local farmers or for bund
earth, silt and debris improvement. If not, should be disposed in borrow pits
• Transport and dispose all debris to environmentally suitable sites
• Daily inspection at work sites for construction debris for safe collection and
disposal
• Awareness and sensitization program
• Ensure active involvement of stakeholders
• Involve community based organizations to mobilize community
Water stagnation and • Dress the sites for proper and natural drainage
associated health problems
Increased air, noise, water • Restrict noisy operations to normal working hours
pollution • Avoid construction works in night if close to habitations
• Provision of protective care to labour force
• Prior information to local community regarding operations
Suspended dust particulates • Remove excavated materials to identified sites
• Frequent sprinkling of water
Loss of top soils in • Preserve top 30 cm layers for restoration after completion of construction
agricultural fields
Disturbances to natural •Avoid any temporary works near natural canals
drainage •Control the silt entry to ponds, streams, canals by construction of silt traps
•Provision of by-pass arrangements for natural drainage during construction
Damage to works, structures •Take necessary precautions to avoid any damage to irrigation works, canals,
etc roads, trees and other features
Cultural relics • If found, should be handed over to concerned department and work should be
stopped till further instructions
Planning of labour camps • Contractor shall setup the labour camp with adequate facilities before starting
of works in consultation with local community to minimize stress on natural
resources
• Facilities should confirm to labour standards. No child labour
• Equal wages
Social disruption • Preference to local labour/ skilled persons
• Ensure wages at least at prevailing local minimum wage rates
NOTE: This form needs to be attached to all tender documents
206
Form SEM 5. Implementation of RAP
Activities relating RAP Status Reason

Completed Partially Not started
completed
Identification of all Stakeholders
Delineation of water spread area up to

FTL, feeder channels and command
area of tank
Interaction with WUA on
encroachments
Completion of Census survey
Assessing Voluntary surrender
Interaction with Revenue department

officials
Voluntary surrender of land agreed
Encroachments removed
Resettlement eligibility and Assistance
defined
Dispersal of compensation and
Livelihood options
Form SEM 6. Implementation of measures relating to construction stage impacts
SEMF Activities Identification and Status Reason

Assessment Completed Partially Not
completed started
Measures during
construction
Labour camp established
Use of local labour Men Women
- Skilled -
Unskilled
Wage Rate Men Women
First aid available at labour
camp
Prior information about
blasting to local people (if
applicable)
Proper drainage to avoid water
stagnation
Construction time Working hours
Site clearance
Dumping place cleared
Disposal of excavated earth
completed in an
environmentally suitable site
Arrangement for removal
/reinstatement of points of
access
207
Obstructions in drainage
channel cleared ( if any )
Closing of dug pits
Inspection of land fill sites as
per agreement
Cultural relics ( if found) –

information to concerned
department
Form to be completed by WUA and SO – for use by DPU for sanctioning final installment payment to the
contractors
208
8. Tank Improvement and Management Plan (TIMP)
8.1. Project cycle in a tank system
Sl. Activity Institutional Responsibility

No. Primary Secondary Tertiary
Tank Identification Stage (3 Months)
1 Hydrological & technical assessment of tank APSRAC DPU
2 Delimitation of water spread Area upto FTL, feeder DPU
channels and command area of tank
3 Selection of tank DPU
4 Assessment of groundwater recharge potential of selected DPU
tank
5 Selection of tank for groundwater interventions DPU
6 Identification of groundwater unit / influence zone of the DPU
selected tank
7 Identification of encroachment and /or additional land DPU WUA
required in tank
8 Selection of SO DPU
Pre- Planning Stage (2 Months)
9 Social Mapping & identify all tank stakeholders (and SO WUA DPU
groundwater users) in tank system area and influence
zone
10 Project sensitization and awareness among the tank SO WUA
stakeholders
11 Involve village level functionaries of line departments / SO WUA DPU
PRI department
12 Organize tank based consultation with all stakeholders SO WUA
13 Assessment of WUA readiness for contribution towards SO WUA DPU
restoration & rehabilitation of tank
14 Prepare Resettlement Action (RAP) DPU WUA SO
15 Agree on draft MoU between WUA & DPU DPU WUA SO
16 Sign of MoU between WUA & DPU DPU / WUA
17 Maintenance of books and accounts by WUA WUA SO
18 Implement RAP DPU WUA SO
19a Collect required data through Participatory Rural SO WUA DPU
Appraisal*
19b Survey of technical aspects of tank, catchments area & DPU WUA SO
command area / tank influence zone
20 Provide initial training to WUA members on TIMP SO
preparation
21 Constitute four sub committees (on Works, Finance, SO WUA DPU
M&E and Training,Water Management) of WUA
22 Provide training to all sub committee members on their SO WUA DPU
roles and functions and responsibilities
23 Mobilize groundwater users into groundwater user groups SO/ GWD WUA
and affiliate them to WUA
24 Awareness generation among groundwater user groups SO WUA
about project groundwater interventions
25 Prepare TIMP WUA SO DPU
(i) Design, estimate of Civil works DPU WUA/WSC
(ii) Training Plan SO WUA/WSC
209
(iii) Livelihoods Plan SO WUA/WSC
(iv) Compilation of TIMP Document SO
26 Ratify TIMP in WUA GB meeting WUA SO DPU
27 Identify activities for Gram Panchayat implementation WUA/GP SO DPU
and submit the list to the GP
28 Open WUA bank account for contribution (separate from WUA DPU
WUA account)
29 Mobilize cash contributions WUA SO
30 Appraisal of TIMP by DPU DPU
31 Include TIMP in District Plan for DLIC Approval DPU DLIC
32 Sign Agreement on TIMP implementation between WUA WUA / DPU
and DPU
33 Prepare procurement plan for materials & manpower for WUA / DPU SO
works by WUA
34 Prepare tender documents for works to be tendered DPU WUA/SO
35 Maintenance of documents, books and accounts WUA SO DPU
Implementation (18 Months)
36 Public display of project information on wall / notice WUA SO
board
37 Implement civil works by WUA, and other TIMP WUA SO DPU
activities
38 Implement civil works by contractors Contractor DPU WUA
39 Supervise both type of works WUA SO DPU
40 Quality assurances through agreed mechanism and NCCBM DPU WUA
reporting
41 Work completion report DPU WUA
42 Organize trainings for WUA SO/Resource WUA
Persons
43 Implement participatory hydrological monitoring WUA SO DPU
44 Crop-water budgeting & crop planning for groundwater WUA SO DPU
based irrigation in tank influence zone
45 Promote water efficient technologies in groundwater WUA SO DPU
based irrigation
46 Institutional strengthening of groundwater user groups SO WUA DPU
47 Mobilize formation of common interest groups for agri- SO WUA DPU
business promotion
48 Implement livelihoods/agri-business plans etc. SO WUA DPU
49 Strengthen linkages with departments, commercial banks SO WUA DPU
and private sector
50 Maintain documents, books and accounts WUA SO DPU
51 Participatory monitoring at village level WUA SO DPU
52 Assess WUA for refresher trainings SO WUA DPU
53 Refresher Training for WUA SO/Resource WUA
Persons
54 Update seasonal O&M strategy, plans and estimates DPU WUA SO
55 Operationalize O&M plan WUA DPU SO
56 Maintenance of O&M fund WUA DPU SO
57 Maintenance of documents, books and accounts WUA DPU SO
58 Preparation of project completion report on agreed format DPU WUA SO
59 Monitoring at WUA performance every 6 months WUA DPU
* Information will include: Socio-economic profile of tank stakeholders, Resource profile of tank system;
Trend analysis of groundwater based irrigation; Tank based production system analysis; Problem
identification (tank system deterioration); Needs identification (Related to WUA institutional development
210
/ tank restoration / livelihood); Identification of resources with WUA; Identification of interventions (WUA
institutional development / tank restoration including groundwater / livelihood / trainings); Identification of
expected outputs from proposed interventions.
8.2. TIMP planning process
The process of TIMP preparation will include the following steps:

1. Awareness generation on project
2. Identification of all tank stakeholders
3. Assessment of WUA preparedness and willingness
4. Signing of MoU between WUA and DPD
5. Data collection for preparing TIMP – PRA / Technical Surveys
6. Preparation of work designs and cost estimates
7. Preparation of TIMP Document
8. Consultation and endorsement of TIMP by WUA General Body
Awareness generation on project
The process of Tank Improvement and Management Plan preparation will start with
awareness generation about the project in the tank system area villages. Village level
meetings will be organized in each of the tank area villages. At least a weeks notice about
the meeting will be given in the villages through the WUA. During the meeting the
villagers will be informed about the project, its objectives, approach and processes,
possible interventions and expected benefits. The villagers will also be informed about
the role of the WUA in the project and in the future operation and maintenance of the
tank system. A number of meetings will be organized in each tank area village, besides
the awareness generation process, including Kalajatha, wall writings, audio-visual shows,
etc.
Identification of all tank stakeholders
As awareness about the project develops among the villagers, social mapping of the
villages will be carried out to identify the various social and economic groups among
them. During the process the various stakeholders of the tank will be identified, including
the groundwater users in the tank influence zone, by listing out all the ways in which the
villagers are using the tank and the household in each user category. This will be
recorded on the social maps. Once all the tank stakeholders have been identified a
Detailed Internal Interest Analysis Matrix will be prepared of all the tank stakeholders
(Annex 1).
Assessment of WUA preparedness and willingness
To analyze the preparedness and willingness of the WUA to participate in the project an
assessment of the WUAs will be carried out on the following aspects:
4. Organizational & Financial Management
5. Preparedness for Planning
6. People’s Participation
211
The formats for carrying out the assessment of environment for participatory planning are
given in Annex 2.
Signing of MoU between WUA and District Project Director
At the completion of the awareness generation process and the assessment of

environment for participatory planning, the willingness of the WUA in participating in
the project will be determined. If the WUA is willing to participate in the project a
Memorandum of Understanding will be agreed upon and signed between the WUA and
the District Project Director (DPD – Executive Engineer), which will delineate the
commitments and the mandates of the two agencies towards each other. This will include
the willingness of both the WUA and DPD to take the roles and responsibilities specified
below:
Roles and Responsibilities of WUA:

1. mobilize community contribution for the project from among the tank users at the rate
of 10 percent of the total civil works (5 percent in cash and 5 percent in kind). The 5
% contribution in cash will be deposited in the WUA O&M Account for future O&M
activities
4. assist the Revenue Department in making assessment of demand for water charges
and collection of water charges from its members as per the rates notified by GoAP
from time to time
activities:
iv. revetment
212
staff co-opted into the works sub-committee).
Role and responsibilities of District Project Director (DPD):

1. provide finances, resources, technical support, supervision and training to WUA to
carry out restoration and revival of the tank system
4. provide continued technical support, supervision and training to the WUA subsequent
to the handing over of the tank system to the WUA
5. provide resources to carry out repairs of the tank system for damages caused by
natural calamities, subsequent to restoration
Data collection for preparing TIMP – PRA / technical surveys
After signing of the MoU between the WUA and the DPD the process for TIMP
preparation will start. This will begin with a Participatory Rural Appraisal of the tank
area villages. PRA will be carried out over a period of 5 days schedule using the
following tools:
Day PRA Tools Output of the Tool

Day 1 Resource Mapping / Transect To assess the nature and levels of production
Day 2 Production System & Livelihoods Mapping system in the tank area and identify the problems
in the tank system and the influence zone that
would require restoration
Day 3 Institutional Mapping / Infrastructure ,Service To assess the social and physical capital existing
Availability & Mobility Mapping in the tank area and the linkages and networks
through which inputs and services are acquired by
the tank users and markets accessed by them
Day 4 Time Line / Seasonality Chart / Trend Analysis of To assess the significant historical trends and
Groundwater based Irrigation annual events that has influenced the prevailing
condition of the tank system / groundwater use in
the tank influence zone
Day 5 Problem Tree / Problem Identification / Problem
Prioritization / Identification of interventions
Problem identification and prioritization will lead to the identification of the root
problems of the tank system and the effect of this on the tank users. This will be done
213
through construction of a Problem Tree of the core problem of tank system deterioration.
The construction of a Problem Tree will result in list out the causes and effects of the tank
system deterioration. Once the causes and effects have been listed, they will be converted
into objective statements based on which the required interventions will be identified.
The interventions so identified by the tank system stakeholders can not be changed by the
project staff without the approval of the WUA. The identified interventions will be
segregated into the following categories:
1. Civil Works
6. Trainings
The proposed interventions will also be segregated into categories based on the resources
to be used to implement them. The resources to be used are:
4. Credit financing
(See Annex 3)
During this time also the interventions for the Environmental Management Plan, the
Tribal Development Plan (if required) will be identified.
Preparation of work designs and cost estimates
After identification of the interventions the design and cost estimates for the civil works
will be prepared by the project technical staff in association with the Works Sub-
Committee members of the WUA. During the same time the cost estimate and
implementation strategy for the other interventions will be prepared by the other relevant
project staff in association with the Works Sub-Committee and other members of the
WUA.
With respect to interventions to be implemented through convergence / linkages with on-

going government schemes like National Rural Employment Guarantee Programme
(NREGP), the WUA will pass a resolution to that effect and present it to the concerned
Gram Panchayat for consideration through its co-opted Gram Panchayat members. The
WUA Gram Panchayat members will represent the WUA’s interest in the Gram
Panchayat meeting and will follow up on inclusion of these interventions into the Gram
Panchayat NREGP plan.
Preparation of TIMP document
After the design, cost estimates and the implementation plan for all the interventions have
been prepared, it will be compiled into the TIMP document. The TIMP document will be
214
prepared in a log frame format and with GANTT charts, designs and estimates and cost
sheets. It will also include a brief profile of the tank system area and the tank stakeholders
(Annex 4).
8.3. TIMP contents and details (including social and environmental management
plans)
The identified interventions will be segregated in the following categories:

1. Civil Works
6. Trainings
The proposed interventions will also be segregated into categories based on the resources
to be used to implement them. The resources to be used are:
8. Credit financing
(See Annex 3)
8.4. TIMP approval process
Once the draft TIMP document is ready it will be presented to the WUA General Body
for discussion and approval. The General Body meeting of the WUA will be organized at
least within a fortnight of the draft TIMP document is ready. During this intervening
period the SO in-charge of the WUA will discuss and clarify all queries of the WUA
members related to the implementation plan, designs and cost estimates. Based on the
discussions, any required modification of the TIMP will be carried out. After the final
TIMP has been agreed upon, the extent of the community contribution and its collection
strategy and schedule will be agreed upon.
Once the TIMP has been agreed upon and finalized, a General Body meeting of the WUA
will be held to pass a resolution approving and adopting the TIMP. The WUA Managing
Committee will then fill up the TIMP Implementation Agreement (Annex 5). Two copies
of the approved TIMP and the Agreement will be prepared by the WUA and submit them
to the DPU for approval. On receiving DPU approval, one copy of the TIMP and
Agreement will be kept with the WUA for its records and one copy will be kept with the
DPU. The DPU will compile all the TIMPs prepared in one project phase in the District
Action Plan and submit it to the District Level Implementation Committee (DLIC) for
approval.
215
8.5. TIMP implementation arrangements
The WUA will operate two bank accounts. In account 1 (the O&M Account) the
beneficiary contribution (the cash component) and the water charges collected from the
WUA members will be deposited. This account will be operated jointly by the President
and the Vice-President of the WUA. In account 2 (the Works Account) the project funds
for the works and the livelihoods funds will be deposited. This account will be jointly
operated by the President of the WUA and the project technical staff deputed to the
WUA.
A schedule for implementing various works in relation to the available time for
implementation and the seasonal conditions will be drawn for different works under each
component. The works under each component will be prioritized for implementation by
the WUA in association with the DPU and SO. Subject to the financial limits set by the
government, the WUA will identify works to be implemented by WUA. If necessary the
requisite capacity of the WUA will be developed for this. The remaining works will be
listed separately for implementation through the tendering process.
The Managing Committee of WUA will co-opt the technical staff (AE / AEE) into the
Works Sub-Committee for technical guidance and capacity building of the members
during execution of works. The sub-committee will obtain technical sanction for all the
works as per the departmental norms and entrust works that can handled by WUA to the
WUA.
An advance up to 40 % of the cost of the work will be provided, if required, in

installments to WUA to be deposited in the works account through a Letter of Credit by
the District Project Director for WUA to start work. The measurement / check
measurement for various works / items will be done by the concerned project technical
staff in association with the work sub-committee, following departmental norms.
The progress of the work, quality and quantity of work done will be closely monitored by
the works sub-committee of the WUA facilitated by the project technical staff and
approved jointly by them. Regular bills may be made at different stages of completion of
work. The payment to the bills will be made by the DLIC receiving authorization from
works sub-committee along with the project technical staff.
For the works, authorized by the WUA to be done through the tendering process, the
District Project Director will call tenders as per the procurement norms prescribed under
the project. A tripartite agreement will be signed between the District Project Director,
the contractor and the WUA. Measurements and check measurements shall be recorded
by the concerned project technical staff along with the work sub-Committee as per the
departmental norms.
The quality and quantity of the works will be monitored by the WUA works sub-
committee and project technical staff. For release of payment a resolution will be passed
by the WUA works sub-committee after ensuring the work quality, authorizing the
216
Managing Committee of WUA and the DPU for release of payments to the Contractor
through the District Project Director.
All the works executed and records will be subject to independent third party quality
control as per the agreement with the DPU apart from the regular quality control.
The lists of works to be taken up will be given wide publicity by means of display in the
office of the WUA or other public institutions within the area. Whenever a work is taken
up the estimated cost of the work, item of work proposed to be executed, details of the
executing agency etc., will be exhibited on a display board at the place of the work so that
all members of the WUA are aware of the details of the works being executed and the
expenditures to be incurred. The abstract of work items, quantity, rate and cost will be
painted on wall of the WUA office.
217
Annex 1 Detailed internal interest analysis matrix of tank stakeholders
Sl. No. Stakeholder Group Various Identified Tank Stakeholders

Characteristics & Profile
1 Characteristics
I Quantitative Analysis
Ii Social Characteristics
Iii Status
Iv Structure
V Function of Group
2 Interest
I Needs / Wants
Ii Interests
iii Motives
iv Attitude Towards Project
3 Potential
i Strength of Group
ii Contribution to Project
4 Problems
i Weakness / Shortcomings
ii What Groups Could
Refuse to Project
iii Main Problems
5 Implication For Project Planning
i In Which Way Group Be
Considered
ii Project Action Taken in
Regard to Group
iii Project's Reaction
Towards Group
218
Annex 2
Analysis of WUA preparedness and willingness to participate in project
I. Organizational & Financial Management
Sl. No. Item Yes / No Remark

1 Is the WUA meeting regularly?
2 Has the WUA carried out any O&M activity on the
tank system?
3 Has the WUA carried out any water budgeting and
crop planning in the past?
4 Has the WUA adopted any efficient water use
technologies & practices?
5 Has the sub-committees of the WUA constituted?
6 If constituted, are the sub-committees carrying out
their roles?
7 Has the WUA collected water taxes regularly in the
past?
8 Is the WUA maintaining its records & books
regularly?
9 Does the WUA have any past experience of
procurement of material and services?
10 Does the WUA have any existing O&M funds
available?
11 Are there any other sources from which the WUA is
receiving funds?
12 Are there any funds available at the district level
which can be availed by the WUA?
II. Preparedness for planning

1 Has the WUA ever carried out local level planning in
the past?
2 Has there been any attempt to train and / or provide
technical backstopping to WUA for local planning in the
past?
3 Is the WUA aware of its responsibility & power to carry
out local level planning for the O&M of its tank system?
4 Does the WUA have any data base available for
carrying out local level planning?
5 Does a WUA level monitoring and evaluation cell exist?
6 Does there exist any possibility of convergence of the
WUA level plans with other sector plans in the GP?
7 Is integrated multi-sectoral planning at the WUA level
possible / being done?
219
III. People’s Participation

1 Has any action been taken to promote people’s
participation in WUA?
2 Have people been consulted during planning of WUA
activities in the past?
3 Have people participate in terms of labour / finance in
past WUA plan activities?
4 Have people made any contribution in cash / kind in
past WUA activities?
5 Have people participate in O&M activities implemented
by WUA in the past?
6 Are the people willing to pay water charge to the WUA?
7 Are the people willing to carry out O&M activities on
the tank system under WUA co-ordination in the future?
8 Are the people willing to carry out water audits and crop
planning under the co-ordination of the WUA?
9 Are the people willing to adopt efficient water use
practices and technologies under the co-ordination of the
WUA?
10 Are the people willing to make contribution in cash &
kind towards the project?
220
Annex 3
Segregation of Activities by Funding Source
Sl. Activities Intervention Intervention Intervention Intervention

No. Implemented Implemented Implemented Implemented
Through Through Project Through Through Credit
Community Resources Convergence / Financing
Resources Linkage
1 Civil Works
i
ii
iii
2 Land / Water Resources Management Activities
I
Ii
iii
3 Production / Livelihood Activities
I
Ii
iii
4 Social / Environmental Management Activities
I
Ii
iii
5 Institutional / Management
I
Ii
iii
6 Trainings
I
Ii
iii
221
Annex 4
1. Tank Improvement and Management Plan
Sl. Objective Output Tasks Involved Monitoring Cost

No. Activity Indicator
1 Civil Works
222
Sl. Objective Output Tasks Involved Monitoring Indicator Cost
No. Activity
2 Land / Water Resources Management Activities
223
Sl. No. Objective Output Tasks Involved Monitoring Indicator Cost
Activity
3 Production / Livelihood Activities
224
No. Activity
4 Social / Environmental Management Activities
225
No. Activity
5 Institutional / Management Aspects
226
No. Activity
6 Trainings
227
GANTT CHART
Year -
SN. No. Name of Activity January February March April May June July August September Octobe Novem Decem
r ber ber
228
Procurement Plan
Sl. No. Name of Activity Required Facilities Required Equipments & Required Services Responsible Person
Materials
229
Annexure to TIMP
1 Tank System Profile
1. General Information
Name of the Tank / WUA

Name of the Villages
Name of the WUA President
Name of the Competent Authority
Name of the Support Organization
Name of Sub Division
Name of Division
Name of the Mandal
Name of the District
2. Details of WUA & Managing Committee
Social Groups
Water User Association
SC ST OBC Others
Members
Position Name SC ST OBC Others
President
Vice-President
Territorial Constituency
Members
Works Sub-Committee
SC ST OBC Others
Finance Sub-Committee
SC ST OBC Others
230
Monitoring, Evaluation and Training Sub-Committee
SC ST OBC Others
Water Management Sub-Committee

SC ST OBC Others
3. Salient features of the tank

Year of Construction
Register No. of Tank
Longitude
Latitude
Type of Tank
TBL
MWL
FTL
Catchment Area (km2)
Independent
Nature of Catchment
Average Rainfall (mm)
Water Spread (Ha)
Gross Tank Capacity (MCM)
Live Capacity Of Tank (MCM)
Designed Ayacut (Ha)
Present Ayacut (Ha)
Tank Bund Length (m)
Maximum Height (m)
Waste Weir
Type
Length
Crest Level Discharging
Lining To Canals : Whether Done Or Not
Type Of Lining : RR Masonry
Sluices 1
Sluices 2
Sluices 3
Sluices 4
231
4. Land Use
Description Tank Catchment (Acres) Tank Ayacut (Acres)

Total land
Cultivable
Non Cultivated Waste
Forest
Rainfed
Irrigated Land
5. Water Resources
Type of Water Resources Numbers

Ponds Tank Catchment Tank Command
Check Dams
Nala Bunds
Percolation Tanks
Tanks < 40 ha
Open Wells
Bore Wells
6. Socio-Economic details
Tank Catchment Tank Command

Total Population SC ST OBC Others SC ST OBC Others
Men
Women
Households
Literacy Rate - Men
Literacy Rate - Women
Large Farmers
Medium Farmers
Small Farmers
Marginal Farmers
Landless
Livestock Keepers (Only)
Manufacturing /
Processing
Fisher Men
Potters
232
7. Tank Stakeholders
Occupational Groups Households Depending on Tank

Large Farmers
Medium Farmers
Small Farmers
Marginal Farmers
Landless
Livestock Keepers (Only)
Manufacturing /
Processing
Fisher Men
Potters
Others
8. Cropped Area under Tank Irrigation

Crops Area Under Tank Irrigation (Acres) Crop Productivity (Quintals / Acre)
233
Tank Area PRA Report
234
Detailed Design and Cost Estimates of Civil Works
235
Annex 5
Agreement on TIMP Implementation between WUA and DPD
In continuation to the MoU signed between the _______________ WUA and the DPD,
District ____________ dated ___________ the WUA has prepared the enclosed TIMP,
which has been adopted by the General Body of the WUA vide. Resolution No.
____________ passed in the General Body meeting held on ________ (date). Under the
TIMP, the WUA proposes to take up the following activities towards revival and
restoration of the tank system. The total cost estimate for the TIMP is Rs.
______________ (Rs.________________________ __________________ and the
community contribution Rs. ___________ (Rs.
___________________________________) as per the details below.
Sl. Name of Activities Estimated Cost (Rs) Estimated Community

No. Contribution (Rs)
5 % Cash 5 % Kind
1.
2
3
4
5
6
7
8
9
10
11
12
TOTAL
The details of the activity design and cost estimates, the implementation schedule and the
procurement plan are provided in the attached TIMP.
The WUA agrees to utilize the funds sanctioned for implementation of the TIMP as per
the approved designs and estimates and according to the implementation and procurement
norms of the project.
In turn, The DPD agrees to provide to the WUA the required funds, resources, technical
support, supervision and training to implement the TIMP.
236
In acceptance to the above contents of this Agreement, the WUA through its
representative and the DPD give their consent to enter into the Agreement. In the
presence of two witnesses, both parties hereby put their hands and seals / rubber stamp on
the Agreement in two copies, one each to be retained by either of the party, on this day of
Agreement as mentioned above.
On behalf of WUA District Project Director
President WUA Executive Engineer
Witness 1 Witness 2
Signed this day, the _____/______/_________ (dd / mm / yyyy).
237
9. Procurement policy, plan & strategy
9.1. Procurement policy
The aim of procurement is to obtain the right quality of works, goods and services at
reasonable and competitive prices, giving equal opportunities to all individuals,
companies, firms, manufacturers, contractors who are capable of delivering the goods,
works and services to the laid down specifications, standards and provisions of the bid
document. A procurement policy is also to provide incentive and encouragement for
development of national manufacturers, contractors, firms, institutions and consultancy
firms etc. The procurement policy is based on the following principles:
• Economy and efficiency in implementation of the project
• Economy and efficiency in procurement of goods, works and services involved
• Equal opportunity to all eligible bidders in providing goods and works by providing
timely and adequate notification of bid documents
• To encourage development of domestic contracting and manufacture industries and
consulting firms
• Transparency in the procurement process
9.2. Procurement plan
The Procurement Plan will include the description of the contracts for goods, works and
for services required to carry out the project. It will be consistent with the project
principles and estimates, technical and administrative approval and the proposed methods
for procurement over the total agreed implementation period. It will also be consistent
with the budgetary allocations for the project. The Procurement Plan will be updated
annually or as needed throughout the duration of the project. The Procurement Plan is
critical for:
• Ensuring satisfactory implementation of project
• Ensuring speedy transfer of resources by way of disbursements
• Achieving economy and efficiency
• Ensuring success of the project
A sound Procurement Plan and public procurement is a vital arm for promoting good
governance and better fiscal management of the project.
Under the Procurement Plan, works, goods and services to be procured are identified
year-wise over the implementation period. List of works to be procured under the project,
year-wise with estimated cost and method of procurement is detailed out in it.
The Procurement Plan for the project will be furnished to the Bank for its review and
approval. The Procurement Plan and the method of procurement and categories of goods,
works and consultancy services to which they apply are specified in the loan/ credit
agreement which will govern the legal relationship between the Bank and Borrower
(Govt. of Andhra Pradesh through Govt. of India) and will be updated once in six month.
238
The Bank will disclose the initial Procurement Plan to the public after the related
loan/credit has been approved including disclosing of additional updates after the Bank
has approved them.
9.3. Methods of procurement
Method of procurement includes:

For goods, works and services (other than consultancy services)
• International Competitive Bidding (ICB)
• National Competitive Bidding (NCB)
• Shopping
• Community Driven Procurement
• Direct Contracting
• Force Account
For Consultancy Services
• Quality and Cost Based Selection (QCBS)
• Quality Based Selection (QBS)
• Selection under a Fixed Budget (FBS)
• Least Cost Selection (LCS)
• Selection Based on Consultants Qualification (CQ)
• Single Source Selection (SSS)
• Individual Consultant (IC)
For Community Driven Procurement
• It is an effective tool of community empowerment, but is apparently not cost
effective because of inexperience of the community. In order to make the system
efficient, cost sharing to the extent of 10 % (5 % in cash and 5 % through kind) is
introduced in the project. It is proposed that the non-technical works such as
rectification of feeder channels, removal of weeds, foreshore plantation, silt
clearance in main distributaries, etc. be undertaken by the WUA under the
supervision of the technical staff of DPU thorough community contracting
The various institutions at different level involved in procurement of works, goods

and services for the project are as follows:
For civil works:
• Civil works contracts pertaining to above Rs 5 lakhs - by DPU
• Small civil works less than Rs 5 lakhs - by the WUA (if they are willing and
have the capacity)
• Civil work under the groundwater component - by the Groundwater
Department
For goods:
• Goods, equipments vehicles required for the PMU - by the PMU
• Vehicles, computers and other goods required at the district level - by the
DPU (following the departmental delegation of powers)
239
• Small procurement under the livelihood component - by the respective line
departments
• Goods pertaining to groundwater component - by the Groundwater
Department
For consultancy services / trainings
• All international and major consultancies - by PMU (TOR for the
consultancies will be cleared by the PMU)
• Procurement of Chartered Accountant, Support Organization and Resource
Persons for training required at the district level - by the DPU
9.4. Financial delegation
For implementation of project in a time-bound manner, the financial delegation of various

authorities shall be as under:
Sl. No. Description Approving authority

1. Administrative approval for rehabilitation • Government (project specific) beyond 10
of a tank lakhs full powers
• Chief Engineers MI up to Rs. 10 lakhs
2. Technical sanction of detailed estimates • Chief Engineers full powers to the extent of
administrative approval
• Superintending Engineer above Rs. 10 lakhs
and up to Rs. 50 lakhs*
• Executive Engineer up to Rs. 10 lakhs*
3 Contingent expenditure • State Project Director (PMU) / District
Project Director (DPU)
4. Tender acceptance (works) • Commissionerate of Tenders beyond Rs.
200 lakhs
• Chief Engineers above Rs. 50 lakhs and up
to Rs. 200 lakhs
• Superintending Engineer up to Rs. 50 lakhs
• Executive Engineer up to Rs. 10 lakhs
* SE / EE of MI Department from the districts
Invitation of bids: Bids for all tank civil works will be invited by Project Director, DPU
(Executive Engineer) in the office of DPU / Superintending Engineer in the office of the
Superintending Engineer following the departmental norms.
Opening of Bids: All bids will be opened at the specified place and date by the Executive
Engineer / Superintending Engineer as per the departmental norms.
Evaluation of Bids: All bids will be evaluated by the Executive Engineer / Superintending
Engineer of the department who are entitled for calling tenders.
Tender Acceptance: The acceptance of the tenders will be done by Executive Engineer /
Superintending Engineer / Chief Engineer / Commissionerate of Tenders as per their
respective financial powers of acceptance.
240
In case of consultancy, for each consultancy a three member committee constituting of
Superintending Engineer (PMU), Subject Matter Specialist and Accounts Manager will
be constituted for opening and evaluating bids, which will be headed by the State Project
Director. The State Project Director will have the full power to allot the consultancies.
In case of purchase of goods for the PMU, for each procurement a three member
committee consisting of Superintending Engineer (PMU), Deputy Project Director and
Accounts Manager will be constituted for opening and evaluating bids, which will be
headed by the State Project Director or his nominee. The State Project Director will have
full power to accept the tender and its approval. All powers for procurement of goods will
be vested with the State Project Director.
The procurement of goods at the district level will be carried out following the
departmental financial delegation of power.
In case of works, tenders will be called by Executive Engineer or Superintending

Engineer depending on the value of works using appropriate bid document in relation to
cost and the terms and conditions thereof. Tenders for works up to 10 lakhs will be
evaluated by the Executive Engineer, up to 50 lakhs by the Superintending Engineer and
beyond that by the Chief Engineer.
The details of the project procurement procedure and plan are given in the Project
Procurement Manual.
241
Procurement Procedures to be adopted for various items under different components
Sl. Project Component Contract items Agency Procurement Method Category

No.
1 Institutional Strengthening SO Selection DPU Consultant Qualification Services
(CQ)
WUA Stationery DPU Shopping Goods

PRA Stationery DPU Shopping Goods
TIMP Document DPU Shopping Goods
Training for SOs, WUAs, Project Staff PMU/DPU Direct Contracting/CQ Services (training)
2 Tank System Improvement Civil Works DPU NCB/Shopping Civil Works
Civil Works WUA CC Civil Works
Piezometer GWD NCB Civil Works
Creation of MI Database PMU CQ Services
Surface Water Assessment of Tanks PMU SS Services
Third party Quality Control PMU SS Services
District Level Engineering Support DPU Individual Services
Consultancy
Engineering Staff at DPU (Wherever DPU Individual Services
Vacancy Exists)
Training for groundwater users and GWD DPU Direct Contracting/CQ Services (training)
staff
District level QC labs DPU Shopping Goods
Engineering Survey Equipment DPU Shopping Goods
GMIS software PMU/DPU Shopping Goods
AWLR GWD ICB Goods
Upgradation of State GW Data Centre GWD NCB Goods
Upgradation of District GW Data Centre GWD NCB Goods
Upgradation of 6 labs GWD Shopping Goods
Measuring devices, water level indicators GWD Shopping Goods
etc.
3 Production and Livelihood NADEP Pits WUA CC Civil Works
Enhancement
Vermi compost Pits WUA CC Civil Works
Site Preparation and Nursery Raising WUA CC Civil Works
242
Promotion of New Business Opportunities PMU CQ Services
Studies at State and District level
Consultant for strategic guidance PMU Individual Services
Consortium activities /innovative pilots PMU SS Services
Capacity Building training for the entire DPU Direct Contracting/CQ Services (training)
Component
SRI Eqipments DPU Shopping Goods
WUA Level Equipments DPU Shopping Goods
Ram Lamb Units DPU Direct Contracting Goods
Breed Improvement equipments DPU Shopping Goods
Venture capital for milk route expansion DPU Shopping Goods
Computers DPU Shopping Goods
Printing stationary for computers DPU Shopping Goods
Village collection center equipment DPU Shopping Goods
Cluster level collection center equipment DPU Shopping Goods
Fingerlings to FCS DPU Direct Contracting Goods
Ice boxes to fisherwomen Shopping Goods
4 Project Management WUA Audit PMU/DPU CQ Services
M & E external Consultancy PMU QCBS Services
MIS design PMU QCBS Services
Contractual Project Staff (PMU) PMU Individual Services
Contractual Project Staff (DPU) PMU Individual Services
Special studies and action research PMU QCBS Services
Capacity Building for M & E staff PMU CQ Services (training)
Staff training (including international) PMU SS Services (training)
Vehicles PMU/DPU Rate Contract Goods
Office Establishment (Computer, Xerox, PMU/DPU Rate Contract Goods
Furnitures etc.)
243
Procurement process and threshold limits
Item of procurement Documents to be Threshold Method of procurement

used
Works W1 Contracts beyond US$ 50,000 and less than US$ 100,000 NCB
per contract
W2 Contracts beyond US$ 1,00,000 and up to US$ 10 million NCB
W6 Contracts upto US$ 15000 CommunityDriven Procurement
W5 Contracts up to US$ 50,000 SHOPPING
W9 Contracts up to US$ 50,000 Local Competitive Bidding
Goods E1 Contracts beyond US$ 50,000/ and less than US$ NCB
2,00,000/
E5 Contracts less than US$ 50,000 DGSD/ SHOPPING
E6 Beyond US$ 500,000 ICB
Consultancy Contracts up to US$ 50,000 CQ/SS
Contracts more than $50,000 and upto $200,000 CQ
Contracts beyond US$ 200,000 QCBS/QBS/FBS
Training and workshops Contracts up to US$ 50,000 Direct contracting
244
10. Financial Management
10.1. Annual Action plan preparation
The project proposes to rehabilitate tanks following a project mode approach with well
defined indicators. The cycle of renovation of a tank system is proposed to be of 24 to 30
months consisting of 4 phases. Each tank would have a detailed Tank Improvement and
Management Plan (TIMP) prepared jointly by the WUA, and SOs. The District Project
Director (DPD) will consolidate the action plan of tank for proposed for restoration year
wise requirements depending upon the phase of each tank and fund requirements of
activities under the phase. Such consolidated annual action plan of each district will be
aggregated at state level by PMU and indicated for the budget requirement as a separate
Head of Account under Commissioner, CAD / Chief Engineer, Minor Irrigation. The
funding of the project is in the ratio of 75:25 with 75% being the loan component from
World Bank and 25% being the grant from Government of India.
10.2. Head of Account
The Government of India has proposed to release the Government of India share of 25%
to state government through a ring fenced fund under AIBP as AIBP – RRR.
A separate head of account for the project would be introduced by state government
which would be operated by Commissioner (CADA) / Chief Engineer, Minor Irrigation.
The budget provision under this head of account would be both for the 75% of State
government covering World Bank loan part and 25% Government of India grant.
10.3. Drawing Disbursing Officer
At district level, District Project Director / Executive Engineer would be the Drawing and
Disbursing Officer. At State Level the Accounts Officer O/o Commissioner, CADA
would be the Drawing Disbursing Officer.
10.4. Fund Release Process
The project consists of four components, namely:

1. Strengthening of community based institutions
2. Tank system improvement
3. Agriculture productivity enhancement
4. Project Management component
Strengthening of community based institutions: This component is primarily for capacity

building, exposure visits and training of WUA members and engineers, N.G.O cost etc.
The expenditure under this head would be incurred by state and district units. The funds
would be drawn by Accounts Officer O/o Commissioner CADA as AC bills, as and when
required, and disburse to the PMU and concerned DPU or other agencies as per the action
plan.
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Tank System Improvement: This component covers all civil works related to restoration
of tanks (catchment area, tank and command area). The entire expenditure under this
component will be incurred at district level. The funds will be allocated through LOC
system to concerned PAO. The District Project Director (Executive Engineer) being the
Drawing Disbursing Officer at district level, would present the work bills to the
concerned PAOs and disburse to contractors.
Subject to the financial limits set by the government, a WUA could implement some of
the works such as of repairs to feeder channels, jungle clearance, revetments and
distribution channels, if they so desire and have the requisite capacity. For such works, an
advance up to 40 % of the cost of the work will be provided, if required, in installments
to WUA to be deposited in the works account through a Letter of Credit by the District
Project Director for facilitating WUA to start work.
Agriculture productivity enhancement: The component involves activities like

demonstrations, market linkages, WUA’s, capacity building, professional services,
consolidation of Rytu Mitra Groups, organizing Farmer Field Schools, and exposure
visits etc. The funds would be drawn by Accounts Officer O/o Commissioner CADA as
AC bills, as and when required, and disburse to the concerned DPU or other agencies as
per the action plan.
Project management component: This component involves project management activities

like cost of hired staff, consultants, professional services, studies, research, work shops,
seminars, and other office expenditure and support facilities. The expenditure under this
component would be incurred at both district and State Level. The funds for this
component would be drawn by Accounts Officer O/o Commissioner CADA as AC bills,
as and when required, and disburse to the PMU, concerned DPU or other agencies as per
the action plan..
The funding of the project is in the ratio of 75:25 with 75% loan component from World
Bank and 25% grant from Government of India. The Government of India has proposed
to release the Government of India share of 25 % to state government through a ring-
fenced fund under AIBP as AIBP–RRR.
A new Head of Account will be created for the Project.
10.5. Audit
The entire accounts will be audited by Accountant General as per the usual procedure in
vogue. In addition, the accredited Charted Accountant will also conduct audit of WUA
level accounts and of the Saving Bank accounts.
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11. Monitoring, Learning and Evaluation
11.1. Background
Monitoring, Learning and evaluation (MLE) are important management tools to aid
effective implementation of programs and projects. Typically, major emphasis during
MLE is laid on quantitative aspects relating to inputs and activities covering physical and
financial progress. This leads to low/ inadequate attention on results /outcomes of project
interventions. Also very little attention is paid on monitoring key development indicators
such as functioning of new institutional set up created at village level, process of
empowerment etc.
The Andhra Pradesh Community Based Tank Project aims at the revival and restoration
of minor irrigation systems with active multi stakeholder participation. The project caters
to both infrastructure improvement and institutional strengthening involving a well
defined set of processes. A striking feature of the project lies in the inclusion of tank
based livelihoods component into the project that provides a platform for multi user
interaction while bringing adequate focus on supplementary and complementary agro-
based activities. Capacity building agenda encompasses a wide set of stakeholders
synchronizing with the project interventions.
In view of the above, the project needs a Monitoring, Learning and Evaluation (MLE)
system which is comprehensive and helps to keep the project on right track and also
integrate learning’s through the implementation process during the project period itself by
the stakeholders.
11.2. Objectives
The project has adopted result based management. The MLE system will monitor both
key processes during implementation as well as the outputs and outcomes of the project.
The system has multiple objectives based on the overall approach of the project. These
include:
• Facilitate results-based management by integrating focus on outputs and outcomes
• Understand effects of development interventions and understand the progress in
comparison with baseline situation through ongoing evaluation and impact
assessment
• Generate, document and disseminate the learnings generated from project experience
for use by the stakeholders as well as wider community
11.3. The Approach
The main focus of the project MLE system will be on

• Results-based management (timely monitoring, analysis and feedback on project
activities)
• Evaluation (of project outputs, outcomes and impacts, using appropriate baseline and
controls)
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• Self/participatory MLE (for learning and capacity building of participants)
• Periodic Benefits tracking on sample basis to understand poverty status and changes
The system will also be used for

• Planning and Defining Course of Action
• Learning for all Stakeholders
• Empowerment and Capacity Building
The implementation of activities under the MLE component will focus on building the
internal capacity of PMU and CAD to monitor not only the inputs but the results through
the MIS and periodic reviews by the PMU. The MLE system aims at introducing multiple
M LE activities which will help the PMU to gain an external perspective of the work
being carried out under the project through a field visit based monitoring to be taken up
an agency external to the implementation and project management unit. This kind of
monitoring will support the PMU to understand the critical issues of implementation and
keeping the MIS and GMIS to specific inputs and outputs and not overloading the same
with too much of information. The MLE will have primary focus on empowering the
community members by facilitating the participatory monitoring and evaluation having a
major thrust on self monitoring tools and methodologies.
Learning will be a continuous process through different activities as part of the MLE
strategy. Learning will be at various levels and will be generated through participatory
methodologies in data collection, data sharing through joint reviews, theme based studies,
process documentation and annual evaluation.
11.4. The MLE framework
The overall MLE framework has distinct but inter-related aspects or “constituents” as
presented in the above schematic diagram. First, the project will regularly monitor the
project’s physical and financial inputs and outputs through project MIS. The MIS
information will be used for project management through a progress review system on a
regular basis.
Second, the field based monitoring is planned to concurrently monitor and evaluate
project processes, institutional strengthening and measurable output/outcome impacts.
Monitoring of quality of civil works will be one of the important activities as part of field
based monitoring. Field level implementation is planned to be monitored by selecting a
sub-set of tanks within each major area for intensive monthly visits and monitoring; and
rotating monthly visits among the rest of the tank sub-sets within each major area. Six
monthly reviews are proposed under the system.
Third, there will be system of participatory MLE to engage beneficiaries of this multi-
stakeholder project, with a decentralized implementation structure, in assessing progress
and achievements of the project. Going beyond extraction of information through group-
based methods, the participatory MLE process would aim to involve key stakeholders in
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developing a framework measuring results, evaluating achievements and learning from
the project experience, i.e., as joint originators and evaluators of information. This will
also help build up local capacity to reflect, analyze, propose solutions and take actions.
Where possible, the process would try to ensure that marginal voices are heard. The
project would also undertake issue and theme based studies as identified by the joint
reviews and six monthly reviews. These themes/issues are likely to relate, inter alia, to
implementation processes, identification of constraints (technical, administrative,
financial) and estimation of project output/impact. Impact of the project on poverty status
and changes will be covered through a longitudinal study on sample tanks and households
tracking in tank areas.
Fourth, an independent MLE agency will carry out a baseline survey to benchmark the
pre-project situation and will undertake impact evaluations at mid-point and at
completion of project implementation. Annual evaluations will be also undertaken to
review project performance and assess key implementation issues arising.
MLE System
MIS and Field based Theme Baseline,

GIS Monitoring Based MTR &
(Web Studies Impact
enabled) Evaluation
Self Rating Quality Process

by WUA Monitoring Documentation
Concurrent
Monitoring
Evaluation
Periodic Benefits
tracking
Sustainability
Monitoring
Annex 1 presents the details of the framework covering the methodology of each MLE
component and responsible persons and proposed use of information.
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The results framework
Annex 2 presents the use of information at the project level to take management
decisions on implementation strategies and mid course corrections. Annex 3 presents the
results framework covering the outcomes and outputs of the project along with the
indicators, anticipated changes during the project period and MLE component to generate
information on the specific indicator.
11.5. Component-wise details of MLE
MIS and GMIS
The MIS will be an important tool for project management. It will cover primarily the
input and output monitoring. The input monitoring will be linked to financial
performance. The project will develop a system of voucher based monitoring of inputs.
Standard reports on inputs against the annual action plans will be produced and used by
the project teams to assess the progress on inputs.
The output information will be collected through reporting formats prepared by the MLE
team of PMU based on the strategic result based monitoring framework. The data
collection responsibility for this information will rest with the NGO/facilitating
organization. Annex 2 presents the details of the performance indicators (results
framework) mutually agreed. Performance targets will be finalized for each of these as
part of the annual action planning workshop. Progress and variances against these will be
tracked by the MIS. Review meetings of DLIC and joint reviews on a quarterly basis will
focus on understanding the reasons of variances and support requirements.
Development of MI database
The Technical Unit of PMU will undertake work on developing a comprehensive

database of minor irrigation sources across the state. This will provide an overall status
and coverage of irrigation through minor irrigation sources. The budgetary provision for
this is made in Component 2 Budget. The database development will focus on developing
and updating tank memoirs for each tank which are currently not available at a
centralized location for analysis and use for planning,
Field based monitoring
Quality monitoring: Monitoring of civil works for quality is one of the crucial
requirements. At the same time, the challenge lies in introduction of concurrent
monitoring during the construction phase and ensuring the feedback in timely manner.
The project has planned to hire an external agency with mobile facility of works quality
checking. Such monitoring is being done by I&CAD currently. The project will adopt the
same system.
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Concurrent Monitoring Field level implementation would be independently monitored
by identified external MLE agency. This will be done by selecting a sub-set of tanks
within each major area for intensive monthly visits and monitoring and rotating monthly
visits among the rest of the tank sub-sets within each major area.
These reviews will focus on understanding the critical processes as well as the progress
of performance indicators. Field visits will also include random verification of the
information of progress reports as well as understanding the sequencing of events. The
progress reports data will be used to understand overall progress
Six-monthly progress reports would be prepared covering the following-
• up-to-date physical and financial expenditure data compared to annual and end-
project targets
• updated Key Performance Indicators (KPI) compared to annual and end-project
targets
• successes and problems encountered during the reporting period with suggested
remedial actions
• Socio-economic and environmental impacts of the project
Joint reviews of the project will be undertaken on a six monthly basis wherein a number
of stakeholders will participate to discuss progress and achievement of results compared
to the plan. The joint review teams will use quantitative input / output data from the MIS
database, supported by analysis, as well as processing monitoring and other information.
Periodic benefit tracking (longitudinal study) Impact of the project on poverty status
and changes will be covered through a longitudinal study on sample tanks and households
tracking in tank areas. The longitudinal study will focus on detail understanding of
progress and changes in the identified tanks by special and detail monitoring of result
framework indicators Specific support will be provided for comprehensive data gathering
by installing measuring devices and introducing detail record keeping of physical aspects
relating to rainfall, inflows, outflows, tank surplussing etc. The household information on
cropping pattern in head, mid and tail reaches, wage employment at local level, income
generated from other tank based livelihoods etc. will be collected on a regular basis (six
monthly) to monitor these tanks and gain understanding of overall project results. The
households in these tanks will be tracked over the entire project duration. The sampling
methodology will be developed for this purpose.
Post Project Sustainability Monitoring
The project envisages coverage of all tanks in three batches. Each tank has a project cycle
upto 30 months. This implementation arrangement provides an opportunity to understand
the issues relating to post project sustainability. The MLE team will undertake monitoring
of tanks after completion of works for the subsequent years throughout the project
duration. Monitoring of these tanks will be done on a half yearly basis by the
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implementation team. It will focus on key post project sustainability indicators developed
by the MLE team and will provide an insight into WUA self management.
Theme based studies The multi-disciplinary interventions under the project as well as
well as the multi-stakeholder partnerships create a need of in-depth understanding of
various issues during the project cycle and phasing. Considering this need, the
programme will conduct a number of issue or theme based studies to gain a better
understanding of the processes and outcomes involved and to learn from experience.
These studies will directly contribute to the sum of information on the results/outcomes
as well as newer dimensions of the project. The project would undertake, as appropriate ,
a focused study on themes and issues arising out of implementation processes to generate
in-depth understanding of various issues. Process documentation on a regular basis
during the implementation and monitoring process, will help to generate learning’s for
the stakeholders.
Baseline and impact assessment
Baseline Survey A baseline survey will be undertaken by the project to understand the
pre-project situation on key parameters covering socio-economic dimensions as well as
the environmental aspects. The baseline survey will not only cover the project areas but
also relevant “control sites” which will be used to assess the (incremental) impact of
project interventions vis-à-vis generic growth influences over time. The MLE resource
person will provide support in finalizing the coverage and sampling strategy of project
tanks, villages, farmer groups, and keeping in mind issues of statistical validity and
operational feasibility.
The baseline survey will be completed and a draft report prepared before the end of the
fourth month after effectiveness of the project.
Impact Assessment Two full-scale impact evaluation studies will be undertaken at mid-
point (Mid-Term Assessment Report) and at completion (Final Assessment Report) of
project implementation. The studies would include comparative analysis of performance
in project areas with those of selected “control sites” in non-project areas.
Mid Term Assessment The study would include an impact assessment of the project to
date, but also focus on implementation processes and recommend adjustments in the
project design and/or implementation arrangements to overcome identified bottlenecks.
The Assessment Report would be a comprehensive overall impact assessment including
quantitative and qualitative assessment of progress against project development
objectives. The assessment will include socio-economic and environmental impacts of
the project.
Final Assessment The Final Assessment will be taken up towards end of the project. It
will focus on understanding the outcomes of project interventions and effect of the same
on the target population and compare these with the baseline situation to assess the
effectiveness of the project in terms of physical infrastructure development, socio-
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economic changes environmental impacts as well as institutional strengthening and
decentralized management of assets by community members through WUA platform.
The study will also compare the results with the “control” to have a realistic picture. The
Final Assessment Report would be a comprehensive overall impact assessment including
quantitative and qualitative assessment of progress against project development
objectives. The study results will be useful to define the future course of action by the
CAD & ICAD, GOAP.
Both the impact assessment will update the financial and economic analysis of project
returns undertaken at the start of the project. These assessments will also undertake
analysis of issues relating to sustainability of project outcomes and impacts.
Social and Environmental Management Audits The MLE agency will undertake two
audits during the project period to assess the implementation of Social and Environment
Management Framework (SEMF) of the project. These audits will focus on
understanding the implementation and outcomes of the social and environment
management measures proposed in various stages of project cycle and also changes that
have occurred in the project villages with respect to key concerns identified by the
SEMF. Two audits will be undertaken – one in the mid-term of the project and second at
the end of project period. The detailed plan and coverage of issues will be presented by
the MLE agency to I&CAD and consent will be taken prior to proceeding further on the
field assessment.
11.6. Participatory monitoring and learning
Institution building long with the infrastructure development is the prime focus of the
Project. The former includes the capacity building of WUAs and its functionaries in the
overall management. It includes institution management, system management (O&M),
water management and corpus management. The WUAs are expected to take over regular
O&M as defined in the Act and mobilize resources from various sources, with major
portion coming from water charges collection. Against this backdrop it is essential that
WUA becomes an active partner in the overall process. Participatory Monitoring is thus
proposed as an instrument for facilitating active participation of WUAs in the overall
process and continuing the same beyond the project with enhanced capacities.
The inputs provided in the project and the outputs achieved against them are monitored
through an input output monitoring linked to MIS. The participatory MLE also gets
linked to the outputs part of the MIS providing a prominent space to the WUAs in the
monitoring framework. The WUA functionaries comprising Management Committee
members, Sub committee members and other users will participate in the MLE activities.
Transparency, performance assessment and lesson learning are important aspects of
participatory MLE. The following two types of participatory MLE activities are
proposed:
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WUA Self rating
WUA functionaries are required to perform different roles both on day to day basis and
periodically. The functions are related to institution management, system management
(Operation & Maintenance), water management and corpus management. The functions
to be performed by different WUA functionaries are broadly defined in the APFMIS Act.
The project through specific interventions targets the institutional strengthening that also
requires specific roles to be performed by the WUA functionaries. Self rating enables the
WUAs to assess their own performance vis-à-vis the functions related to the aforesaid
areas.
Self rating is designed keeping in view the simplicity in understanding, analyzing and
awarding suitable marks by the WUA functionaries and other water users to their
performance (Annexure 4). Some parameters are identified on which the performance is
rated as per the marks fixed. Each sub parameter is further broken up into statements
leading to measurable outcomes. Self rating will be carried out on a quarterly basis. .
Participatory assessment and cross learning
Institutional strengthening is expected to result in the active participation of WUA

functionaries in the project in all the stages of the projects, namely, pre planning,
planning, implementation and post implementation. There are defined roles of WUA in
this process enunciated in the project. They are sequential and follow a step-by-step
approach linked to the project cycle with specific milestones. The processes along with
the outcomes are expected to result in the overall capacity of the WUAs to manage
conflicts among all the water users thereby maximizing the utilisation of the resource and
system’s O&M. Livelihood component brings in new dimensions to the project with the
active involvement of different tank users. Capacity building through training or exposure
visits alone may not bring in the required change unless WUAs are part of the learning
process. Participatory Assessment and cross learning provides space and scope for
learning and improving in a collective action.
The exercise enables the WUAs understand the implementation of the project with focus
on the WUA’s role in resolving issues related to stakeholder identification and the
interventions proposed. It examines the sequence of activities and crossing the milestones
as defined in the Project Implementation Plan (PIP) and the Tank Improvement and
Management Plan (TIMP). It also therefore throws light on understanding different
interventions proposed under livelihood component in different tank systems.
A simple tool of Quantified Participatory Assessment (QPA) will be developed and used
to enable WUAs to carry out the exercise. The Quantified Participatory Assessment
facilitates the understanding on critical issues of implementation by providing graded
answers with marks allocated to each answer. WUA members will be encouraged to
understand the status, discuss on issues and processes adopted and award marks
accordingly to each item.
It is proposed to involve WUAs from one tank to evaluate the other WUA performance
on annual basis. This arrangement will provide a cross-learning opportunity to the
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WUAs. It will help them to learn about the methodologies and processes adopted by other
WUAs working in similar situations as well as presenting themselves to the other WUAs.
The monitoring tool is thus expected to result in exchange of ideas among the WUA
functionaries while promoting constructive competition among them.
11.7. Organizational structure / implementation arrangements
The operational responsibility for planning and coordinating MLE activities would rest
with the state level Programme Management Unit (PMU). The data and information
would be consolidated and managed by PMU at state and District Support Unit at district
level. The MLE structure is presented as Annex 5. Annex 6 presents the roles and
responsibilities of each position / personnel associated with MLE. The PMU will hire a
resource person on MLE This resource person will provide support to PMU not only to
develop the overall MLE system but also periodic review of the MLE as well as the
periodic project review. In the initial period, the resource person shall help develop
component-wise performance indicators in consultation with the state and DPU MLE
staff and the subject experts. Finalization of operational modality for each constituent of
MLE system will be done during this phase.. The sampling framework for various sub-
components of MLE will also be developed by the project in consultation with the
resource person. The resource person support will be availed by the project for a period
of about 3 weeks every year including the field and desk work.
The MIS development will be taken up by an identified agency, which will develop the
MIS for the State PMU by not restricting the scope limited to the project. The MIS will
provide information for project management as per the project cycle. The MIS data will
be converted into GMIS to provide a quick and easy understanding at the project
management level. The web enabled GMIS will facilitate use of information at various
levels. The management of the MIS & GMIS will be responsibility of District Support
Unit –MLE staff. The computerization support will be provided at each Irrigation Circle
office, where the primary data entry will be done by a data entry operator. The Irrigation
Circle office will outsource this work on annual basis. Data compilation and feedback to
the users will be coordinated by the DPU – MLE staff through joint reviews and DLIC
interactions.
Six monthly reviews will be undertaken by the state and district MLE teams together
prior to the joint review by the World Bank Supervision Mission. The PMU will
constitute a team of four members who will undertake the field visits on a monthly basis.
This team will be divided in two teams and will be supplemented with the subject matter
specialists at PMU level. This three member team along with the District MLE officer
will visit two districts every month and cover about 10-12 tanks per month. Each team
will visit one tank per day. After the field visits, the team will report to the District
Project Director about the progress of work and implementation issues. Considering the
project phasing and sampling proposed, these teams will visit each district twice in a
year. Supplementation of the MLE teams with subject matter specialists will facilitate
integration and comprehensive review of project activities at the tank level. It will also
facilitate the specific subject review based on field visits by the subject specialist.
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An external agency will be involved in undertaking concurrent monitoring of the project
on a sample basis The agency will develop the methodology which will be approved by
the PMU. The monitoring will focus on understanding the progress on outcomes/results
of project interventions and their effect on the participating families in the tank areas.
Along with the regular data collection, the agency will be involved in undertaking the
process monitoring, assessment of sequencing of activities as per the project cycle
phasing and household surveys. Review of the capacity building interventions, institution
building processes, NGO performance assessment, etc. will also form part of the
concurrent monitoring as a component of reviewing the project support systems and
enabling environment.
The regular monitoring of the project activities will include monitoring of progress on
indicators specified in the Social and Environmental Management Framework. The MLE
agency would also monitor the implementation activities under SEMF. Specific focus
would be required on resettlement plan, tribal development plan, dam safety measures,
cultural property and gender action plans.
The external agency will undertake detailed monitoring of a selected set of households
from beginning to end of the project (“panel” data analysis) to understand the impact of
project interventions on, inter alia: (a) production patterns and incomes; (b) access to and
efficiency in use of water resources; (c) skill formation as well as (management) capacity
for community resource management; (d) distribution of benefits across various
categories of land holders and different socio-economic groups. The methodology as well
as sample selection for this analysis will be agreed in advance with the PMU.
Participatory monitoring and learning The participatory monitoring is envisaged as a

capacity building process of the Water Users Association. The proposed participatory
monitoring consists of two sub-components viz self rating and quantified participatory
assessment of performance by the WUAs. The NGOs/support /facilitating organizations
will play a crucial in initiating and facilitating these activities. Quantified participatory
assessment by WUAs will be the other constituent of participatory monitoring. This will
also be facilitated by the NGO/support organization.
Each Irrigation Division will constitute teams of WUA members from various tanks
within the mandals. A group of WUA representatives from a cluster of WUAs at mandal
or a sub basin level will form a team which will carry out the activity in all the WUAs
forming part of the cluster or mandal. These teams will monitor the progress and
performance of other WUAs in the same irrigation Division. Each team will visit
approximately 5 other tanks/WUAs. The experience sharing and presentation of the
review will form part of the joint review sessions at the district level. Planning of these
exercises will be undertaken by the District MLE officials.
Impact assessment Two full-scale impact evaluation studies will be undertaken at mid-
point (Mid-Term Assessment Report) and at completion (Final Assessment Report) of
project implementation. These studies will be conducted by an external agency which is
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involved in the baseline assessment The agency shall develop component-wise
performance indicators in consultation with the component teams and MLE staff at
district and state level. The detailed methodology to be used will be finalized at the time
of planning of the exercises.
11.8. Capacity building
Monitoring and Learning component of the project envisages active role of different
stakeholders in the process while capturing the information through different means and
adopting a variety of tools. This requires building the capacities of different actors
involving project staff, department staff, support organizations, WUAs and other key
participants at community level.
Capacity building interventions for MLE will cover training programmes on overall
approach of MLE, result based management, participatory monitoring and learning,
process monitoring etc. The orientation trainings will be provided to all staff members.
The specific skill trainings such as various tools on participatory MLE, GMIS etc will be
provided specifically to the MLE and MIS staff so as to cater to the project needs. Major
focus of capacity building on MLE will be laid on creating and facilitating mechanisms
and instruments promoting analysis of data gathered, generating learning’s from MLE
processes and event and promoting two way information flow. The learning and
dissemination component of MLE will require a number of theme based workshop,
experience sharing by other agencies not only at state level but also at national level.
.
An indicative table of various stakeholders and their training requirements for specific
MLE components are presented below.
Stakeholders MLE Components

Six monthly MIS Participatory Monitoring Baseline and impact
Reviews and Learning assessments
Project staff – State Orientation Training Orientation Workshop
level
District Support Orientation Training Orientation Workshop
Unit
District MLE staff Training Training Training Workshop
Department staff Orientation Exposure Orientation Workshop
visits
Support Orientation Training Training Workshop
organization
WUA MC Orientation Exposure visit, training Workshop
WUA members Orientation Orientation
11.9. Reporting arrangements
Format and frequency of reporting

The project envisages development of a comprehensive result based Monitoring Learning
and Evaluation System. Hence, the thrust is on generating information and knowledge for
learning and informed decision making through various sources and methodologies. The
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overall set of information can be grouped into quantitative and qualitative information.
The same is further categorized into sub items and frequency of reporting is finalized. It
is based on the consideration of following factors
• Availability of information during the period
• Effort and cost of information collection and reporting
• Use of the information based on the adequate time period gap between two
events of data collection and reporting
.
Sr Type of Information Nature Frequency of Link to MLE Component
No reporting
Information on inputs and Quantitative Quarterly MIS & GMIS
outputs
Information on results and Quantitative Annual Six Monthly Reviews and
outcomes Concurrent monitoring
Information on impacts on the Quantitative Once in two Baseline, Mid Term
target population years Assessment and Final
Assessment
Information on processes Qualitative Six monthly Field Based Monitoring
Information on institutional Quantitative Quarterly WUA Self Rating linked to
development and MIS, Theme based reports
Qualitative
Information on progress of Qualitative Six monthly Six Monthly Reviews and
works MIS
Information on sequencing of Qualitative Six monthly Six monthly Reviews and
events MIS
The quantitative information will be captured in the MIS and will be used for periodic
reporting both physical as well as financial. Information on inputs will be captured
through a voucher based reporting system and will be available as per the update of
financial data.
Output related information will be generated as reports to be prepared by the facilitating

organizations and DPU engineering staff. This will be generated in the form of a
quarterly progress report which will be compiled and processed by the MIS. Standard
reports will be generated at various levels to understand the progress of project activities.
These reports along with the participatory monitoring reports will be used in interactions
during the joint reviews. The participatory monitoring includes both qualitative and
quantitative information. The same is converted into marks and grades and included in
the MIS so as to obtain an overall picture not at WUA level but also at the project level.
Other qualitative information includes understanding of sequencing of interventions as
well as participatory process. These will be covered in six monthly audits and theme
specific studies.
Information relating to results and outcomes is envisaged to be collected on annual basis

and this will be done both by the project staff as well as the household specific
information will be gathered and reported by the external agency as part of the
Concurrent Monitoring Report.
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Reporting formats for MIS will be developed during the first four months of the project
effectiveness and identification of agency for MLE.
Information use and dissemination strategy
Andhra Pradesh is the first state which has formalized the Participatory Irrigation
Management through an enactment. (APFMIS Act, 1997) After the initial success, AP I
&CAD is geared to take the reforms to the next stage by evolving ways and means to
sustain community interest in tank management as well as maximizing benefits from the
tank based livelihoods. The project approach, operational modalities and implementation
process is expected to generate valuable experience which will not only be useful for
GOAP but also for other states where PIM initiatives are being taken up. The MLE
system would like to have a systematic approach of compiling the learning’s and
repackaging them for wider use.
Apart from the external dissemination of learning’s, most critical requirement is creating
instruments and mechanisms within the MLE system to ensure two way information
flow and use /learning from the information/insights generated at each level. The
primary focus of MLE system will be on promoting use of information generated at the
same level for planning actions and decision making. Some of the critical information
will only be forwarded to the higher level The MLE system has created a scope of
generating learning’s from various components.
Details of these two specific requirements are detailed below:
Two Way information flow within the project and learning opportunities
The main internal monitoring components viz. participatory monitoring, six monthly
reviews are primarily based on interactions within the groups. Theme based studies and
ongoing evaluations (annual) will adopt the participatory methodologies. This will mean
that every MLE event will be an opportunity of interaction, generating learning’s and
information dissemination event.
Self Rating by WUA: This will necessarily be a tool not only to understand the WUA
performance but also an opportunity to interact and discuss about the best practices of
self management. Moreover, the measurement criteria of rating informs about the same.
The facilitation done by the Support Organization/NGO will generate discussion on
experience of other Water Users Associations
QPA and cross learning; The second component of participatory monitoring encourages
WUA members to monitor the progress of other WUAs by forming a team at circle level.
This provides an opportunity of interaction and understanding the methodologies and
processes adopted by other WUAs. This provides for information sharing and learning
from one another.
259
Six monthly reviews: The six monthly review process includes field visits and review of
progress at district level on a six monthly basis. The joint review process at the district
level starts with analysis of MIS data with respect to achievements of targets and the
interactions during the review focus on analyzing the reasons of slow /better
performance. This interaction ensures use of MIS/GMIS data as well as the field visit
experiences by the MLE team.
Annual review and planning workshops: The project envisages annual planning of
interventions. It is proposed to conduct annual review and planning workshops at state
and district level wherein the focus will be to analyze the performance based on results
framework and annual plan . Findings of theme based studies and other socio-economic
information through GMIS will feed into the information dissemination within the project
stakeholders. These workshops will be of three days duration where first one and half day
will be spent on project review and balance for next year’s focus area sand targets. This
exercise will promote use of all MLE information for generating a common and shared
understanding about the progress, issues and required implementation strategies. The
baseline and mid term assessment findings will also feed into these workshops in specific
years.
The Research and Documentation Officer of PMU will document these processes/events
and generate learning’s for dissemination at project level and also the wider circle.
Dissemination of information for wider use
The PMU with the MLE team will make specific efforts to disseminate the learning’s as
well as learn from others experiences. This will be achieved through the following
measures
• Conducting theme based experience sharing workshops at national level which may
have influence the policy environment of minor irrigation
• Publishing the theme based study reports, process documentation and related material
• Promotion of web based communication through creation and regular updating of
website
• Dissemination and sharing of information at international level through publications
in online journals, books, and presentations at various fora
260
Annex 1
Monitoring and learning framework
MLE Type of Methodology Who will LEAD this Who will USE the information Links to other
Component monitoring component components of
MLE
Participatory Self rating by WUAs use the pictorial posters and rate WUAs with support from WUA for actions planning, Joint monitoring
monitoring at WUAs their performance as per the Facilitating organization Project team, Joint Review reviews
community level measurement criteria (and booklets (NGO) teams
under preparation)
Annual review WUA of other tank areas will review the WUAs with support WUA for learning from other Joint monitoring
by WUAs performance through Quantified organization (NGO) and WUAs, reviews
participatory Assessment methodology District MLE Officer for
scheduling
Quality Civil works Random site selection and quality External MLE agency District Implementation Unit, -
Monitoring of quality monitoring checking through a well- engineering staff, WUA
works monitoring equipped mobile van. Quality monitoring
done during the construction phase ----
% sample sites will be covered.
MIS & GMIS Finance linked -voucher based State and district monitoring Project staff at state and district WUA self rating,
monitoring of inputs, reports on inputs teams with support from level for progress monitoring concurrent
against the annual action plans n Information Team of and management decision monitoring
standard formats prepared District Implementation making , reporting
output information collected through Unit , MIS agency
reporting formats based on the strategic
result monitoring framework
Web enabled system to facilitate data
entry and access to information at
various levels
Field Visit based work progress, External MLE agency Project team to understand the
monitoring - Sequence and process monitoring status and sequencing of events
Six monthly project review will be taken State Level team drawn Project teams, PMU & DPU and Internal review
261
MLE
by State and District PMU to understand from PMU along with World Bank Theme based studies
the progress and process of work based District teams, NGOs,
on MIS and GMIS report after the field MLE resource person and
visits mentioned above World Bank team will
key performance indicators of result participate in two events per
framework as well as Input-Output annum as planned
monitoring will be used. through external MLE
agency
Sustainability Six monthly monitoring of rehabilitated DPU MLE officer and WUAs, PMU, I & CAD and
monitoring tanks on WUA functioning by the implementation team World Bank
implementation team
Periodic review Field survey Tank level assessment and Household External MLE agency Project teams, PMU & DPU and -
and tracking and tracking of level survey of identified households to World Bank
identified understand the impact of interventions
tanks and and water inflows & outflows
households
Theme based Issue and Themes identified based on project cycle PMU MLE team and Results from thematic studies -
Studies theme based and issues emerged from the results of contracted agencies will be used to inform
studies baseline study, on-going monitoring , management on the topics and
which require further investigation and issues being researched in order
research, issues arising during to learn lessons from the
implementation on which managers experience and to improve the
require further insight, approach and results being
obtained at operational, and
governance levels
Process Participatory Implementing team and MLE team will Project team members, Project teams, PMU & DPUand Theme based studies
Documentation monitoring documents the field visit reports – with external subject experts, World Bank , joint monitoring
reasons of success, failures, gaps, case resource persons etc. reviews
studies, documentation of proceedings of
various meetings at state and district
level. Analysis of the information
generate to document the processes
262
MLE
Specific subject experts visiting the field
to understand critical processes and
documentation of the same
Baseline and Baseline study Initial study to be taken up in first four External MLE Agency Project teams, State and District Mid Term and Impact
Impact months of project initiation covering Implementation Units and Evaluation
Evaluation baseline situation of tanks, tank World Bank to refine the
stakeholders with respect to livelihoods implementation strategy of the
and economic levels, issues relating to project and for use in monitoring
water management etc and comparing changes through
Control group also to be covered in the results monitoring framework
sample
Mid Term Mid term review and learning of External MLE Agency Project teams, PMU & DPU and Baseline Study
Evaluation accomplishments of the project, World Bank to plan for mid- Impact Assessment
constraints, gaps to achieve the course corrections and finalizing
objectives. Review of strategies for future implementation strategies
implementation through field assessment
on sample basis, social and
environmental audit. An external agency
in consultation with State and DPU staff
household surveys, analysis of project
information and consultative workshops
Impact Study to be taken up at the end of project External MLE Agency I & CAD department, WUA, Baseline study and
Evaluation covering sample tanks including control and the government staff and Mid term evaluation
group and assess changes with respect to World Bank for generating
baseline situation, identify areas for learning for future planning
sustaining the changes and social &
environmental audit
.
263
Annex 2
Results framework
PDO Project Outcome Indicators Use of Project Outcome Indicators

4
Tank based producers improve 1. Increases in productivity/intensity: YR1 – YR3: checks balance in project design
agricultural productivity and water • % increase in crop productivity (paddy, maize, groundnut, vegetables) between physical investments and social and
user associations manage tank systems (wrt WOP5) economic interventions
effectively • % increase in cropping intensity (wrt WOP)
• % increase in fish productivity (wrt WOP) YR4 – YR5: determines if project strategy needs to
• % increase in milk productivity (wrt WOP) be adjusted
2. Improved tank management:

• % of WUAs in rehabilitated tank systems whose O&M expenditure is
as per agreed annual O&M plans
• % of water users in rehabilitated tanks systems satisfied with WUA
operation and maintenance
Intermediate Outcomes Intermediate Outcome Indicators Use of Intermediate Outcome Indicators
Outcome 1: 1. Improved institutional performance (in rehabilitated tanks):
Improved effectiveness and financial • % WUAs holding regular General Body meetings YR1 – YR3: Low levels suggest possible weaknesses
viability of irrigation water • % WUAs maintaining appropriate cash books and water regulation in mobilization and training.
management and distribution by registers
WUAs • % WUAs having co-opted members YR4 – YR5: Low levels have implications for
sustainability, and hence design of exit strategy
2. Improved financial performance (in rehabilitated tanks):
• % of total current-year assessed water charge collected
• % of WUAs with fisheries receiving their share of lease income (from
award of tank fishing rights)
Outcome 2: 1. Improved water distribution in command areas of rehabilitated tanks: YR1 – YR5: Low levels suggest problems in
(i) Tank irrigation infrastructure • % area fully irrigated (under “normal” rainfall conditions) planning and implementation in physical tank system
restored to operational condition as per • % of middle- and tail-end farmers reporting improved water improvements
4
Includes farmers, fisher folk and livestock rearers
5
“Without Project” (WOP) situation
264
requirement of the command area availability
served by the system
2. % increase in value of crop output per unit of water in command area of
(ii) Monitoring and utilization of rehabilitated tanks
groundwater in tank influence zone
improved
3. % increase in value of crop output per unit of groundwater for
Groundwater User Groups
Outcome 3: YR1 – YR3: Low levels suggest problems with

(i) Tank-based producers (TBP) adopt 1. Enhanced production technology in project tank areas: mobilization of producer groups, formulation of
better production (including NRM) • % farmers in tank command adopting improved production locally relevant plans, and appropriateness of
techniques techniques technology/livelihood support packages promoted
• % paddy area under SRI paddy cultivation in rehabilitated
tanks YR4 – YR5: Continuing low-levels suggest presence
• % of tank fishing communities in project tanks adopting of other over-riding constraints (riskiness, access to
improved production/ harvesting techniques suitable finance, exploitative input/output market
• Increase in no. of improved breed cattle in project tank areas links) which need to be factored into the project exit
strategy
2. Output diversification:
• % increase in command area under non-paddy crops (wrt
(ii) TBP diversify their productive WOP)
activities
3. Improved price terms and market linkages for producers:

• % increase in share of final sale value obtained by farmer
(iii) TBP undertake more effective marketing groups in targeted commodities (wrt WOP)
marketing
• No. of functioning farmer marketing groups established
• No. of formal/contractual marketing agreements reached by
Farmer interest Groups (FIGs)
• % beneficiaries satisfied with the volume and relevance of
market information (in tank areas with market information
networks)
265
Annex 3
Results framework and monitoring
Outcome Indicators Baseline Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Frequency of Data Collection Responsibility

Reporting Instruments for Data
Collection
1. Increases in
productivity/intensity:
% increase in crop Annual Survey External MLE
productivity (wrt Agency
WOP6):
Paddy 0% 0% 5% 10% 20% 25%
Maize 0% 0% 5% 10% 20% 30%
G’nut 0% 0% 5% 10% 20% 25%
Veg 0% 0% 5% 10% 20% 25%
% increase in cropping Annual Survey External MLE
intensity (wrt WOP) 0% 0% 2% 5% 10% 15% Agency
% increase in fish 0% 0% 50% 100% 200% 300% Annual Survey External MLE
productivity (wrt WOP) Agency
% increase in milk 0% 0% 50% 100% 150% 200% Annual Survey External MLE
productivity (wrt WOP) Agency
2. Improved tank
management
% of WUAs in 0% 0% 0% 80% 80% 80% Semi- Survey External MLE
rehabilitated tank Annual Agency
systems whose O&M
expenditure is as per
agreed annual O&M
plans
% of water users in 0% 0% 0% 50% 70% 75% Semi- Consumer External MLE
rehabilitated tank Annual Satisfaction Agency, WUA
systems satisfied with Surveys through
WUA operation and participatory
6
“Without Project” (WOP) situation
266
maintenance MLE
Results Indicators for Each Component
Component 1
1. Improved institutional
performance (in
rehabilitated tanks):
7
• % WUAs holding BL(%) 40% 60% 80% 80% 80% Semi- WUA records PMU, WUA
regular General Annual through
Body meetings participatory
MLE
• % WUAs BL(%)2 40% 60% 80% 80% 80% Semi- WUA records PMU, WUA
maintaining Annual through
appropriate cash participatory
books and water MLE
regulation registers
• % WUAs having 0% 40% 60% 80% 90% 90% Semi- WUA records PMU, WUA
co-opted members Annual through
participatory
MLE
2. Improved financial
performance (in
rehabilitated tanks):
• % of total current- BL2 - 50% 60% 80% 80% Annual WUA records PMU, WUA
year assessed water through
charge collected participatory
MLE
• % of WUAs with 0% 0% 40% 60% 90% 90% Annual WUA records PMU, WUA
fisheries receiving through
their share of lease participatory
income (from award MLE
of tank fishing
rights)
Component 2
1. Improved water
7
Information to be collected by baseline survery
267
distribution in command
areas of rehabilitated
tanks:
• % area fully 32% 32% 32% 60% 75% 75% Semi- Implementation PMU
irrigated (under Annual Records
“normal” rainfall
conditions)
• % of middle- and 0% 0% 0% 50% 60% 75% Semi- WUA records PMU, WUA
tail-end farmers Annual through
reporting improved participatory
water availability MLE
2. % increase in value of 0% 0% 5% 10% 15% 25% Semi- Survey External MLE
crop output per unit of Annual Agency
water in command area
of rehabilitated tanks
3. % increase in value of 0% 0% 5% 10% 15% 25% Semi- Survey External MLE
crop output per unit of Annual Agency
groundwater for
Groundwater User
Groups
Component 3
1. Enhanced production
technology in project
tank areas:
• % farmers in tank 0% 0% 5% 10% 15% 20% Semi- Implementation PMU, External
command area Annual records, Survey Agency, Farmer
adopting improved groups through
production participatory
techniques MLE
• % paddy area under 0% 0% 2% 4% 7% 10% Semi- Implementation PMU, External
SRI paddy Annual records, Survey Agency,
cultivation in Fishery groups
rehabilitated tanks through
participatory
MLE
• % of tank fishing 0% 0% 25% 50% 80% 80% Semi- Implementation PMU, External
268
communities in Annual records, Survey Agency, Dairy
project tanks groups through
adopting improved participatory
production/ MLE
harvesting
techniques
• Increase in no. of 0 0 80000 160000 250000 350000 Semi- Implementation PMU, External
improved breed Annual records, Survey Agency, Farmer
cattle in project tank groups through
areas participatory
MLE
2. Output
diversification:
• % increase in 0% 0% 15% 50% 75% 100% Semi- Implementation PMU, External
command area Annual records, Survey Agency,
under non-paddy Marketing
crops (wrt WOP) groups through
participatory
MLE
3. Improved price terms
and market linkages for
producers:
• % increase in share 0% 0% 4% 6% 8% 10% Semi- Survey External
of final sale value Annual Agency,
obtained by farmer Participatory
marketing groups in MLE
targeted
commodities (wrt
WOP)
• No. of functioning 0 0 750 1000 1250 1500 Semi- Survey External
farmer marketing Annual Agency,
groups established Participatory
MLE
• No. of 0 0 10 25 50 100 Semi- Implementation PMU
formal/contractual Annual records
marketing
agreements reached
269
by FIGs
• % beneficiaries 0% 0% 40% 50% 60% 75% Semi- Consumer External MLE
satisfied with the Annual Satisfaction Agency, WUA
volume and Surveys through
relevance of market participatory
information (in tank MLE
areas with market
information
networks)
270
Annex 4
WUA rating
S. No Items Total Criteria Marks Marks

marks obtained
I Water Distribution 45
i. Rotation/ Warabandi 10 a) Advance Water distribution schedule prepared with dates and 10
adopted by WUA.
b) Warbandi will be in practice either on irrigation officials insist 5
or
during water scarcity.
c) No regulation on water. 0
ii. Tail end area receiving water. . 10 a. 90 % above tail end area receiving water and additional area 10
brought
under cultivation.
b. 75 to 90 % tail end area receiving water. 5
c. Tail end area problem persists. 0
iii. Area under Rabi crop 5 a. > 80% command area 5
b. 36-80% 3
c Upto 35% 0
iii Water user Efficiency (Ac/ Mcft) 10 a) 8 ac/mcft and above 10
b) 5 to 8 ac/ mcft 5
c) below 5 mcft 0
iv. Innovations in water 10 a) New practices discussed, introduced and adopted by >75% for 10
management and cropping pattern cropping & 100%l for water management
b) New practices discussed, introduced and adopted 50 percent 5
c) No New practices discussed, introduced and adopted 0
II OPERATION & 25
MAINTENANCE AND TAX
i. O&M works implementation 5 a) Plans for normal O&M prepared and implemented by WUA 5
b) Plans prepared by Dept and done by WUA 3
271
marks obtained
c) NO O&M plans and works not done 0
ii. Conflict Resolution 5 a) Management Committee resolves conflicts successfully 5
b) Conflicts exist, discussed by WUA but partially resolved 3
c) Conflicts persist, not resolved 0
iv. Joint Azmoish of water charges 5 a) Both WUA and CA participation in Joint ajomish every crop 5
season.
b) Secretary will assess by his own 3
c) No assessment 0
v. Water charges collection 10 a) 90 % above tax collected 10
b) 40 to 89 % tax collected 5
c) below 40 % tax collected 0
III MANAGEMENT 30
i. Management Committee Meetings 5 a) Managing committee meetings held > 10 5
b) Managing committee meetings held > 6- 10 3
c) Managing committee meetings held < 6 0
ii. Attendance 5 a) > 85 % attendance 5
( General body meetings) b) 50 to 85 % attendance 3
c) < 50% 0
iii. Maintenance of Records 10 a) Necessary Records maintained, up-dated with nominated book 10
writer.
b) Necessary Records maintained on ad hoc basis. 6

c) No records maintained. 0
iv. Transparency 5 a) Reading of income and expenditure particulars in meetings 5
and displayed at public places.
b) Only TC members know about WUA activities and display 3
boards are fixed not updated.
c) President of WUA and few others know about the WUA 0
matters
v. Status of distribution network 5 a) Farmers .maintain the network on regular basis 5
272
marks obtained
b) Irrigation officials maintain on availability of funds 3
c) Inadequate maintenance 0
100
Rating criteria Example
Water Distribution WUA 1 Marks obtained 22, 18, 10 A B+ B
A+ > 25 WUA 2 Marks obtained 20, 25, 22 A A A
A 21 - 25 WUA 3 A+ B+ C
B+ 16 – 20 WUA 4 A+A+A+
B 11 -15
C < 10
O & M and tax * Regular meetings- General body once in a crop season, Managing
committee one in month or need based.
273
Annex 5
Organizational structure of monitoring, learning and evaluation
Commissioner, CADA
Spl Commissioner,
CADA
State Project Director
M&E Agency
M&L and Information Resource Units
M&L Documen GMIS MIS

MLE Resource Subject Matter
Coordinato tation Manager Manager
Person Specialists
r & Field Officer
team
(1+4 nos)
MIS Agency
Executive Engineer
District Project Director
MIS Agency
EDP and GMIS M& L Subject Team
Manager and Officer members
support staff (1+1)
Data Entry
Operators at
Irrigation
Circle
274
Annex 6
Key roles and responsibilities of MLE staff and other resources
Sr No Official Roles and responsibilities relating to MLE

MLE resource Support to creating a framework and defining periodicity as well as
person (Subject sampling framework for monitoring, learning and evaluation
consultant) system
Technical support to designing individual MLE components
Participation in field testing
Support to overall planning and scheduling of MLE actions in
consultation with the Programme Coordinator
Integrate use of result based monitoring framework in planning,
implementation and monitoring
Support to designing systems for community based self monitoring
Planning and scheduling of theme based studies in consultation with
the MLE Team leader (defining contents, methodology, etc)
Planning baseline study, review of study design, indicators and
methodology
Review of draft baseline report
Integrate use of baseline information in defining implementation
strategy (priorities), defining future study
Participation in joint reviews twice a year
Review and refinement in MLE system
MLE Coordinator Co-ordination among various components of MLE system
Liaison with resources person, institutional partners and external
agencies
Planning for capacity building for MLE at various levels and
generates a common understanding among all stakeholders on
performance, outcomes, etc.
Identification and promotion of new IT tools for community based
monitoring
Participation in field based monitoring
MLE Team Planning and scheduling of MLE events with state and district MLE
staff
Field based monitoring through regular tank visits (15 days field
work per month)
Regular review and monitoring of pilot / operations research
activities
Planning, organizing and coordinating training programmes on
MLE in close coordination with Capacity building team member
Documentation of processes during regular field visits
Feedback on monitoring through presentation in review meetings
both at district and state level
MIS Professional Overall management of input-output monitoring at programme level
Support agency Designing and developing proformas for data capture and reporting
as part of input-output monitoring system in close association with
MIS officer
Field testing of proformas and subsequent refinement in association
with MLE team leader and MIS Agency
Ensuring collection and compilation of information on input-outputs
from districts
275
Presentation of information analysis for review (work in close co-
ordination with IT team leader and members
Designing & developing graphical presentation tool for data
analysis and interpretation
Designing a Geographical MIS to facilitate easy and objective
decision making by PD and state officials
Planning for downward information flow for monitoring in
consultation with PMU team
Participation in Joint Review Meetings at state and district level
Research and Process documentation through periodic field visits
Documentation Participation in process monitoring on a regular basis
Officer Documentation and wider dissemination of MLE learning’s
Organizing theme specific workshops on yearly basis
Liaison with theme based study and wider dissemination of
learning’s
MIS officer Overall management of IT support to the programme both at district
and state level under the guidance of Project Director, PMU
Liaison and coordination with MIS agency Liaison and coordination
with district level MIS managers
Planning and conducting trainings, regular reviews with respect to
data management systems
Periodic review of software applications in consultation with the
resource person, MIS agency and PMU team members
Adapting and managing geographic information system and
orienting all members for use of the same for easy data
interpretation and decision making
Subject Matter Defining analysis requirement for the subject area in consultation
Specialists (PMU with PMIAS team and Special Commissioner
team members) Discussing the findings in review meetings at Programme level and
district levels (Ensuring data use for monitoring of the subject area)
Managing downward information flow and use by the stakeholders
generating the information for monitoring in consultation with
Special Commissioner (APRLP) and team members
Field visit based monitoring of performance related to the subject
area
District Level
District MLE Co-ordination among all IC staff, NGOs, DLIC external M LE
Officer agency to ensure streamlined operations of MLE(input-output,
follow-up studies, trainings etc)
Ensuring collection of information from NGOs /facilitating
organizations
Analysis of data in consultation with subject team members and the
Project Director
Presentation of information analysis for review (work in close co-
ordination with GMIS manager at district level
Planning for downward information flow and use for monitoring in
consultation with Project Director and APD (APRLP)
Planning and Participation in Joint Reviews and six monthly audits
Organizing and co-coordinating follow-up studies, trainings relating
to MLE in consultation with the Supdt Engineer and state MLE
team
Periodic field visits for process learning and monitoring
3 EDP and GMIS Input-output monitoring reports generation
Manager Training of data entry operators at irrigation circle level
276
Graphical presentation of input-output monitoring information (in
close consultation with MLE officer for various levels
Analysis of information and presentation in a commonly agreed
format (in consultation with state GMIS manager)
Compilation of information from various sources (satellite
imageries, topo-sheets, cadastral maps etc) for wider use
4 District level Defining analysis requirement for the subject area in consultation
subject expert with District MLE team member
team members Discussing the findings in review meetings at district levels through
DLIC (Ensuring data use for monitoring of the subject area)
Field visit based monitoring of performance related to the subject
area
277
12. Project Disclosure Strategy
12.1. The approach
Realizes the need and importance of transparency as a principle of good governance and
the enabling environment of Right to Information Act (both National and State) has
encouraged the project to adopt disclosure as one of the important aspects of project
management. Apart from suo moto disclosure, the project plans to introduce transparent
operational systems, pro-active disclosure of information, grievance redressal
mechanism, responsive communication strategy and efficient monitoring and learning at
various levels. All of this together, is aimed at creating an open environment that would
provide equal opportunity and access to all concerned stakeholders. It would also lead to
creation of multi-level forum for building accountability towards larger audience.
12.2. Lessons learnt
The project has designed its disclosure strategy from learning’s generated by various
projects and programmes within the state. These include projects such as Indira Kranti
Pathakam (formerly known as Velugu), Andhra Pradesh Rural Livelihood Programme,
Community Forestry Management Project, etc. which have promted and fostered
community based organizations like the Village Organization, MACS societies, Van
Sarankshan Samitees (VSS) and shown the way to set up self management systems with
greater transparency and accountability. Experience from these programmes indicate the
need for specific actions in building downward accountability through transparent
systems and operational autonomy.
The GOI sponsored pilot project Revival, Restoration and Renovation of Minor Irrigation
Tank Systems brought forth the need and importance of an operational system focusing
on the quality of civil works as well as improved procurement procedures for works that
involve the WUAs.
Vigilance teams from within the state have helped to improve handling of complaints
with more objectivity and reduction in time for scrutiny. Use of Management Information
Systems and communication through IT enabled systems have contributed in improving
efficiency in reporting and concurrent monitoring.
All these experiences have been integrated in designing the Disclosure Strategy for the
project and consequently, the scope of the strategy has widened beyond RTI and
disclosure and progressed towards improved governance.
12.3. Pro-active disclosure
State Level disclosure through project web-site
The project plans to set up an exclusive project web-site which will host the following
information:
278
Policy & Legal Project Information Safeguard Disclosure
Environment
• Legal and Legislative Acts • Project components • Social and Environment
and provisions relating to • Project Preparation Study Management Framework of
Irrigation Management reports the project
• APFMIS Act 1997 and • Project operational manuals • Project R&R policy
Rules • Project Budget and Annual framework
• CAD Act 1984 budget • Tribal Development Strategy
• Andhra Pradesh Water, Land • Annual action plan • Tank Safety Plan
and Trees Act • All Project concerning GOs • Cultural Property Plan
• Right to Information Act issued • Strategic Social and
• National Framework for • Project related Grievance Environment Assessment
renovation of water bodies in Redressal Mechanism Study Report
India • Project Baseline Report • Public Consultations –
• AP Rural Employment regional and state level
Guarantee Scheme Human Resources • Monitoring reports of Social
• AP Rehabilitation and • Project Team members: and Environment Audit
Resettlement Policy • State / District
• Government orders relating • Project Steering Committee
to water bodies and Gram • District Level
Panchayat, Fisherfolk Implementation Committee
• Consortium Members
State Minor Irrigation Sources Project related Announcement Progress Update of Project
• MI tanks marked on the state • Tender Announcements and • District wise tanks and
map awards progress of work
• Goods and service • Project News letter
Procurement Announcement • Project M&L reports
• Information/Announcements • Theme specific Study reports
on project training events, • Case Studies
public consultations, • Project Photographs
workshops • Proceedings of workshops,
public consultations
State Ground Water Resources Enabling Environment for PIM WUA Information
• Ground Water assessment • Best WUA Award Scheme • Information on Water Users
units details, application Association - Managing
• Ground water status of the procedure, Criteria for Committee and sub-
state Award and Results committee members and
Competent Authority
• Latest WUA Self rating
• Water Taxes – Demand,
Collection, Balance (DCB)
The project web site will be managed by the M&L Unit of PMU through the Research
and Documentation Coordinator and a Web designer. The Research and Documentation
Coordinator will be responsible for preparing the web site contents, while the Web
designer will regularly update the information in the Web Site and monitor its use and
handling other operational issues, if any. If required, external expertise will be hired to
design and develop the web site.
279
District level disclosure through information display and website
The project offices at the district level will display the updated information of tanks
selected, work plan, achievements, WUA performance procurement etc. Apart from this
information, the DPU office will also display the information relating to announcement of
project specific events, trainings camps, etc. Any additional information relating to
project implementation and action plans will be made available on specific requests.
Tank level disclosure through community based interactive systems
The participatory approach adopted by the project considers transparency through

disclosure of information and consensus building as an important operational principle.
The consultations and consensus building will start right from the pre-planning stage of
the project. Community willingness will form one of the critical criteria for tank
selection. WUA members will be involved in identification of works and prioritization of
the same. During implementation, WUA works sub-committee will be involved in
certification of works and authorization of payment along with the engineering staff.
Gram Panchayat members will be co-opted into the WUA, which will help in wider
disclosure of tank Improvement and management plans in the village.
Social Audit: Institutional strengthening of WUA lays major thrust on actions / processes
that would ensure operational transparency. This is planned to be done by encouraging
them to disseminate information to tank stakeholders through various communication
means such as wall writings, group interactions, etc. The displayed information will
include information on finance as well as implementation such as work allocation,
assessing quality of works etc. The information will not only be displayed in a common
and prominent place, but also be presented in the WUA General Body meetings. It will
provide an opportunity to the community members to ask for additional details or
explanations about implementation. The Support Organizations will facilitate the process
during the initial stages of the project, which will then be internalized into the working of
the WUA over time. The WUA Operational Manual and the Support Organization
Operational Manual contain the details of these activities.
Safeguard disclosure
The project planning integrates an environmental and social assessment framework

(SEMF) to take care of safeguard issues. The SEMF consists of identified social and
environmental concerns of the project area and the measures to address them. The SEMF
has been developed through public consultations at regional and state level with
stakeholders and civil society representatives. The SEMF has been posted in I&CAD
website www.apwaterreforms.in and will be included in the project website once it is
established.
The SEMF has been widely disclosed and the information about it is available with the
following district level officials / agencies:
• Project Management Unit at State level
280
• Minor Irrigation Department and DPU at the district level
• District Collector
• District Information, Publication and Dissemination Officer (IP&DR)
The information on implementation of the SEMF will be available on project website

through periodic social and environment management audits and reports.
12.4. Consultations
The project plans to adopt public consultations as one of the modes of disclosure of
information on project implementation. This has already been initiated with the project
preparation studies. Public consultations have been conducted at regional and state level
to inform people at large about the issues identified for the project and the
implementation strategies finalized for it.
Similar consultations will be undertaken by the project in Year 3 to disclose project

learning’s as well as for refining project implementation strategies as part of mid term
review . End of project consultation will focus on disclosing the project results and
achievements, along with the failures, if any.
These consultations will be carried out involving government departments, agencies,

research and training institutions, support organizations and professional agencies.
12. 5. Implementation of RTI Act
Right to Information Act (RTI) 2005 has become operational across India since October
12, 2005. It entitles access to information by people in public interest. In compliance to
the RTI Act, all project related information will be available at the district level with the
District Project Director. The same will also be available through the District Information
Officer, as per the requirements of the RTI Act. The State RTI Act defines the functions
of the Information Officers at the state and the district level, which is as follows:
Level Functions of the Information Officer

State Information • to deal with request from persons seeking information and render reasonable
Officer assistance to the persons seeking such information, taking the assistance of
any other officer, if considered necessary by him or her for the proper
discharge of duties (Section 5(3) & 5(4))
• to ender all reasonable, where request for information cannot be made in
writing, to the person making the request orally to reduce the same into
writing (Section 6(1))
• to dispose request for information under the Action, either providing the
information requested on payment of prescribed fee or rejecting the request
for reasons to be specified with in the time period stipulated under the Act
(Section 7(1))
District Information • to receive applications for information or appeals under the Act for
Officer forwarding the same forthwith to the Central Public Information Officer or
the State Public Information Officer or appellate officer or the Central
Information commission or the State Information Commission, as the case
may be (Section 5(2))
281
12.6. Project management systems facilitating transparency and public disclosure
Efficient project management with built in checks and balances contribute to improving
the effectiveness of development interventions. It is essential for community based
activities where transparency and accountability are crucial for collective action. The
systems being adopted in the project are detailed out below.
Quality assurance and monitoring
The project will lay a major thrust on quality aspects right from the selection of tank.
Towards this, the I&CAD Department has planned to set up a Quality Control Cell. A
Superintendent Engineer will be responsible for ensuing the quality of works in the field
through the Quality Control Sub-division as defined in the Quality Manual. State level
quality control experts will provide guidance and ensure monitoring of quality standards.
Apart from internal quality monitoring, the project proposes third party (external)
monitoring of civil works in progress. An external agency (NCCB) having well equipped
mobile testing facility will be contracted for undertaking on site inspection of quality of
material and construction. I&CAD Department has used the services of this agency in the
GOI pilot project of ‘Revival, Restoration and Renovation of Minor Irrigation Tanks’ in
two districts> It proved to be useful in bringing transparency at the field level. Similar
arrangement will be made for the project.
The process of third party quality control monitoring is as follows: the contracted agency
prepares a monthly schedule of visits to tank locations with the mobile testing facility,
which is communicated to the local people in advance with an open invitation to be
present during work inspection to seek clarifications and satisfy queries on quality of
construction through interaction with experts available with the mobile testing facility.
This provides an opportunity to the stakeholders and aggrieved parties to get their doubts
cleared. The agency submits a report on the quality control monitoring to the DPU and
PMU covering the status of implementation, work quality and implementation issues, if
any emerging out of the monitoring.
Self monitoring by WUA
The monitoring and learning system of the project proposes to develop a rating system
and tool that would facilitate the WUA to assess its performance. The WUA rating tool
would be based on indicators covering self-management, performance of the tank system
and innovations. Periodic review of performance by the WUA using this tool would assist
them in identifying gaps in their functioning and plan actions to improve WUA
management. Details about the tool is present in section on Project Monitoring and
Learning System.
282
Self-rating by the WUAs will bring in accountability and improved performance among
them. The ratings will be displayed in the WUA office, and at the district level and the
project web-site.
Vigilance and enforcement
The State government has a well laid out system of vigilance at both regional and state
level. Each region has a multi-disciplinary professional team, which is engaged in on-site
inspection and verification of expenditure and revenue. The vigilance team acts suo moto
as well as on complaints / requests received. The system ensures fast scrutiny of
complaints leading to need based actions. It will also be an independent mechanism
outside the project.
12.7. Grievance redressal mechanism
Grievance redressal will begin right from the tank level, where the WUA will be
responsible for addressing the grievances of the WUA members. The APFMIS Act 1997
defines the offences and penalties on violation of rules. Further the Act also prescribes
the dispute settlement mechanisms and procedures, which will be followed in the project.
The State and District Information Officers will be the designated officers for grievance
redressal for the project. At the district level, the District Level Implementation
Committee (DLIC) with the District Collector as the Chairperson will be responsible for
redressal of grievances relating to the project. The District Information Officer will
provide information support to the DLIC for decision making.
I&CAD Department will nominate an Executive Engineer not directly associated with the
project to handle project specific grievances at the state level. An internet based
grievance redressal system, similar to the one developed by Center for Good Governance
for the Commissioner Information, will be developed for the project for disposal of
complaints.
R&R committee
Any dispute related to R&R in the project will be redressed through the state level R&R
Committee as per Section 7.1 of the State R&R Policy. The Committee will function as
per the State R&R Policy Sections 7.2. to 7.7. This is included in the project SEMF and
has been disclosed to the public through the modalities detailed out in the earlier section.
12.8. Implementation arrangements
The project will adopt multiple disclosure instruments and mechanisms to improve its
operational transparency and governance. The coordination of disclosure over the project
web-site will be that of the PMU M&L Unit through the Research and Documentation
coordinator. Simultaneously, I&CAD Department will designate an officer of Executive
283
Engineer rank at state level, who will be responsible for implementing actions relating to
the RTI Act. The same officer will also handle grievance redressal.
The table below provides details of disclosure functions and responsibility at the three
levels of project implementation.
Function Disclosure Functions & Disclosure Functions & Disclosure Functions

Responsibility at State Responsibility at & Responsibility at
level District level Tank level
Proactive Disclosure
Information Generation Research & District M&L Officer WUA
and compilation Documentation Officer
Web site Management M&L Unit
IT Expert
Information Information Officer of District Information WUA, Competent
Dissemination and I&CAD Officer Authority
Implementation of Right
to Information Act
Consultations Research & District Project Director Support Organizations
Documentation Officer supported by District
M&L Unit M&L Officer
Project Management Systems

Quality Monitoring – Quality Control Cell Superintendent Engineer WUA Works sub-
Internal headed by Executive not directly linked to committee
Engineer not directly implementation
linked to
implementation
Third Party Quality External Agency External Agency
Monitoring
Financial Audit CAG CAG Chartered Accountant
hired by WUA
Social and Environment External M&E Agency External M&E Agency
Audit
Vigilance State Vigilance Cell Regional teams of
vigilance cell
Grievance Redressal Executive Engineer not District Level WUA,
directly linked to Implementation Competent Authority
implementation Committee
Chaired by the District
State level R& R Collector
Committee Supported by the
District Information
Officer
Review and Monitoring Project Director District Level Support Organization,
Project Steering Implementation WUA
Committee Committee
External Monitoring External M&E agency
284

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Andhra Pradesh Community

Based Tank Management Project

Project Implementation Plan

28th February 2007

I&CAD Department is already implementing a project on “Repair, Renovation and Restoration of

Chapter / Chapter / Section Name Page No.

2 About the Project

3 Project Component 1: Strengthening community

4 Project Component 2: Tank systems improvements

4.2 Participatory groundwater management

5 Project Component 3: Agricultural livelihoods

6 Project Component 4: Project Management

7 Social and Environmental Management Framework

8 Tank Improvement and Management Plan (TIMP)

9 Procurement policy, plan & strategy

11 Monitoring and Evaluation

12 Project Disclosure Strategy

1.2. Agro-climatic features

1.3. Geographical distribution of tanks

Source: I&CAD Department, GoAP

1.5. Reason for decline to tank irrigation

A comprehensive programme for restoration of tanks and revitalization of irrigation potential

1.6. State strategy on tank management

The salient features of the APFMIS Act are:

1.7. Community involvement in tank management

The process of formation of a WUA entails the following steps:

Minor Irrigation Tanks

1.8. Groundwater and tank

In Andhra Pradesh, close to the global trend, groundwater is predominantly developed by

Growth of wells and area irrigated under groundwater

1971-72 6.90 1.13 8.03

1 Managerial Tax collection

1.10. GoI National Framework for design of project

The objective of the project will be:

The key design principles of the project will be:

1.11. Related Bank projects

The related World Bank funded projects in the state are:

The four components of the project are:

1. Strengthening community based institutions to assume responsibility for tank system

2. Tank systems improvement – including physical investments in tank systems with

3. Agricultural livelihoods support services – including promotion of farmer interest groups,

Scope of the project

The project will be implemented in 499 Mandals of 22 districts of Andhra Pradesh.

Strategy for decentralization and convergence with other programmers of Government

The key stages of results based management strategy are:

Thus, integrating complementary information from both evaluation and performance

To facilitate implementation of convergence of the project with on-going government

The districts are sequenced on the basis of

The next stage of selection involves identification

2.3. Project approach and strategy

Defining tank system and its stakeholders

A tank is a water body, which gets water collected

The objectives of the participatory strategy will be to:

The basic principles of the participation strategy will be:

Tank based livelihood management

2.4. Project financing

Extent of World Bank finance

GoI cost share

3.1. Over all objective, design principles, benefits

Signed this day, the _//_______ (dd / mm / yyyy).