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Document of
The World Bank
Report No: ICR0000855
IMPLEMENTATION COMPLETION AND RESULTS REPORT
(IDA-36020)
ON A
CREDIT
IN THE AMOUNT OF SDR 117 MILLION
(US$ 149.2 MILLION EQUIVALENT)
TO INDIA
FOR THE
UTTAR PRADESH WATER SECTOR RESTRUCTURING PROJECT
23 April 2012
Rural Development Sector
India Department
South Asia Region
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CURRENCY EQUIVALENTS
(Exchange Rate Effective 00000000)
Currency Unit = Indian Rupee
At Appraisal Rs. 1 = US$0.0208, US$1 = Rs.48.06
At Completion Rs.1 = US$0.0218, US$1 = RS 45.80
FISCAL YEAR
April 1 – March 31
ABBREVIATIONS AND ACRONYMS
CAS Country Assistance Strategy
CCA Cultivable command area
DASP Diversified Agriculture Support
Project
DSS Decision Support System
ERR Economic rate of return
FRR Financial rate of return
GGB Ghagra-Gomti basin
GGBDME GGB Development and
Management Entity
GoUP Government of Uttar Pradesh
FM Financial management
IBS Imamganj branch sub-basin
IBSDMB IBS Development and
Management Board
ICR, Implementation Completion
Report
ID Irrigation Department
IDA International Development
Association
IPM Integrated pest management
IPNM Integrated plant nutrient
management
ISR Implementation supervision
reports
JBS Jaunpur branch sub-basin
JBSDMB JBS Development and
Management Board
Kharif Wet season (April-September)
MIS Management information
system
Mm3 Million cubic meters
NGO Non-governmental
organization
NPV Net present value
PACT Project Activities Core Team
PAD Project appraisal document
PDO Project development objective
PIM Participatory irrigation
management
PIP Project implementation plan
Rabi Dry season (October-March)
SDR, XDR Special Drawing Rights
SEA Social and environmental
assessment
SEMP Social and environmental
management plan
SHG Self-help group
SWaRA State Water Resources Agency
SWaRDAC State Water Resources Data
Analysis Center
SwaTReC State Water Tariff Regulatory
Commission
UP Uttar Pradesh
UPID UP Irrigation Department
UPWaMReC UP Water Management
Regulatory Commission
UPWSRP UP Water Sector Restructuring
Project
VRS Voluntary Retirement Scheme
WUA Water users’ association
Zaid Third crop season (March-
June)
Vice President: Isabel Guerrero
Country Director: Roberto Zagha
Sector Manager: Simeon Ehui
Project Team Leader: Winston Yu
ICR Team Leader: Robert Paterson
INDIA
Uttar Pradesh Water Sector Restructuring Project
CONTENTS
Data Sheet
A. Basic Information
B. Key Dates
C. Ratings Summary
D. Sector and Theme Codes
E. Bank Staff
F. Results Framework Analysis
G. Ratings of Project Performance in ISRs
H. Restructuring
I. Disbursement Graph
1. Project Context, Development Objectives and Design 1
2. Key Factors Affecting Implementation and Outcomes 4
3. Assessment of Outcomes 7
4. Assessment of Risk to Development Outcome 12
5. Assessment of Bank and Borrower Performance 13
6. Lessons Learned 14
7. Comments on Issues Raised by Borrower/Implementing Agencies/Partners 15
Annex 1. Project Costs and Financing 17
Annex 2. Outputs by Component 18
Annex 3. Economic and Financial Analysis 48
Annex 4. Bank Lending and Implementation Support/Supervision Processes 59
Annex 5. Summary of Borrower's ICR 61
Annex 6. List of Supporting Documents 72
Map of Project Area 73
Data Sheet
A. Basic Information
Country: India Project Name:
Uttar Pradesh Water
Sector Restructuring
Project
Project ID: P050647 L/C/TF Number(s): IDA-36020
ICR Date: 04/23/2012 ICR Type: Core ICR
Lending Instrument: SIL Borrower: GOVERNMENT OF
INDIA
Original Total
Commitment: XDR 117.00M Disbursed Amount: XDR 85.95M
Revised Amount: XDR 90.47M
Environmental Category: A
Implementing Agencies: Uttar Pradesh Irrigation Department, GoUP, Lucknow
Co-financiers and Other External Partners: GoUP
B. Key Dates
Process Date Process Original Date Revised / Actual
Date(s)
Concept Review: 05/18/2000 Effectiveness: 03/27/2002
Appraisal: 03/20/2001 Restructuring(s):
Approval: 02/19/2002 Mid-term Review: 07/29/2005 09/30/2005
Closing: 10/31/2007 10/31/2011
C. Ratings Summary
C.1 Performance Rating by ICR
Outcomes: Moderately Satisfactory
Risk to Development Outcome: Moderate
Bank Performance: Moderately Satisfactory
Borrower Performance: Moderately Satisfactory
C.2 Detailed Ratings of Bank and Borrower Performance (by ICR)
Bank Ratings Borrower Ratings
Quality at Entry: Moderately Satisfactory Government: Moderately Satisfactory
Quality of Supervision: Moderately Satisfactory Implementing Agency: Moderately Satisfactory
Overall Bank
Performance: Moderately Satisfactory
Overall Borrower
Performance: Moderately Satisfactory
C.3 Quality at Entry and Implementation Performance Indicators
Implementation
Performance Indicators QAG Assessments (if any) Rating
Potential Problem Project
at any time (Yes/No): Yes Quality at Entry (QEA): None
Problem Project at any
time (Yes/No): Yes Quality of Supervision (QSA): None
DO rating before
Closing/Inactive status:
Moderately
Satisfactory
D. Sector and Theme Codes
Original Actual
Sector Code (as % of total Bank financing)
Agricultural extension and research 15 2
Irrigation and drainage 35 73
Other social services 15 4
Renewable energy 1 0
Sub-national government administration 34 21
Theme Code (as % of total Bank financing)
Administrative and civil service reform 25 14
Other rural development 25 2
Rural services and infrastructure 25 76
Water resource management 25 8
E. Bank Staff
Positions At ICR At Approval
Vice President: Isabel Guerrero Mieko Nishimuzu
Country Director: Roberto Zagha Edwin Lim
Sector Manager: Simeon Ehui Keith R. Oblitas (acting)
Project Team Leader: Winston Yu Srinivasan Raj Rajagopal
ICR Team Leader: Robert Paterson (FAO)
ICR Primary Author: R. G. Paterson
F. Results Framework Analysis
Project Development Objectives (from Project Appraisal Document)
The main objectives of the Project are: (i) to set up an enabling institutional and policy
framework for water sector reform in the State for integrated water resources management; and
(ii) to initiate irrigation and drainage sub-sector reforms in the State to increase and sustain water
and agricultural productivity. PDO was not revised.
(a) PDO Indicators (from PAD)
Indicator Baseline Value
Original Target
Values (from
approval
documents)
Formally
Revised
Target
Values
Actual Value Achieved
at Completion or Target
Years
Indicator 1 : Establishment and operationalization of water sector apex institutions for
integrated water resources planning and management
Value
State Water Resources
Agency (SWaRA), State
Water Resources Data
and Analysis Center
(SWaRDAC) and State
Water Tariff Regulatory
Commission (SWaTReC)
not in place
SwaRA,
SWaRDAC and
SWaRTReC in
place and
operational;
SWaRA and
SWaRDAC were
established in 2003 and
function well.
UPWaMReC Act 2008
authorizes UPWaMReC
(same as SWaTReC).
Chairman appointed;
two of the four
members appointed in
October 2011
Date achieved 03/27/2002 10/31/2007 10/31/2011
Comments
(incl. %
achievement)
In order to operate successfully as the state apex water institutions for knowledge
and analysis on integrated water resources management SWaRA and SWaRDAC
should become independent of UPID, which it is currently associated with.
UPWaMReC has been formed (which in itself is a major reform achievement in
the State) but only the Chairman and two of four Members have been appointed
so far. It is not yet functioning on an operational level.
Indicator 2 : Setting up of Ghaghra-Gomti (GG) river-basin entity.
Value
No GG river basin entity
in place and no branch
sub-basin development
and management boards
(BSDMB) exist
GG Basin
Development and
Management
Entity (GGBDME)
set up
A sub-basin entity
within the GG river
basin was setup. The
Jaunpur BSDMB was
established and is
operational with
resource management
decisions being taken.
GGBDME was not set
up.
Date achieved 03/27/2002 10/31/2007 10/31/2011
Comments
(incl. %
achievement)
The sub-basin entity in the project area, JBSDMB, was established and an office
building in Sultanpur was constructed. This reasonably fulfilled the outcome for
indicator 2 as the focus of project activities was limited to the Jaunpur branch.
District level committees formed enabling interaction amongst water users, UPID
and other stakeholders.
Indicator 3 : Preparation and use of socially and environmentally sustainable river basin
development plan for the GG basin
Value
No plan
Plan exists and has
been agreed
A basin plan, including
an environmental and
social assessment has
been completed
Date achieved 03/27/2002 10/31/2007 10/31/2011
Comments
(incl. %
achievement)
The basin plan is currently held by SWARA and will eventually be used to
identify investments for optimum utilization of water resources for the GGB and
in decision regarding water use allocation.
Indicator 4 : Rightsizing UPID and establishment and use of modern information
management systems
Value
Total staff in groups A to
D 84,699. Minimum
information technology
(IT) tools in place.
Outdated processes. No
effective modern
information management
systems. Over-staffing,
poor training
Total staff in
groups A to D
45,910. All UPID
divisions
computerized and
interconnected.
Communication,
designs,
monitoring and
other key
transactions done
electronically
Total staff in groups A
to D 77,073. All UPID
divisions computerized
and interconnected.
Effective MIS.
Communications,
designs, monitoring and
other key transactions
done electronically.
Date achieved 03/27/2002 10/31/2007 10/31/2011
Comments
(incl. %
achievement)
The reduction in staff by natural attrition is 22% of planned. The rightsizing that
was expected to take place under the government run Voluntary Retirement
Scheme was less than expected because the Government of Uttar Pradesh never
went forward with its own program. The project put in place modernized
management information systems (MIS) to encourage the continued reduction of
staff. Computerization of UPID has been largely achieved. A major institutional
study was completed with further recommendations for modernization.
Indicator 5 : Modernized operation of irrigation and drainage infrastructure covering
about 300,000 ha.
Value
No adequate legal
framework for
participatory irrigation
management (PIM). No
WUAs. Irrigation and
drainage infrastructure in
poor condition with lack
of control of water and no
Adequate legal
framework for
PIM. 600 WUAs
established. Irrigation and
drainage
infrastructure
rehabilitated and
PIM Act 2009 and
Regulations 2010
passed, key UPID staff
trained, PIM cells
established in each
district office of UPID.
WUAs formed and
trained. Rehabilitation
measurement of water
flows, which is essential
for modernized
operation.
modernized with
control and
measurement of
water flows.
and modernization of
343,0401 ha of
irrigation and drainage
infrastructure with
control of water flows.
Improved measurement
and more rehabilitation
are still needed.
Date achieved 03/27/2002 10/31/2007 10/31/2011
Comments
(incl. %
achievement)
The whole project area is covered by 8858 outlet committees, 805 WUAs at
minor level and 28 distributary committees formed under the UP PIM Act (this is
a major reform achievement under the project). WUAs need much more
strengthening but nevertheless establishment targets were 100% achieved.
Though targets for rehabilitation were largely met, some minor canals returned to
poor condition due to lack of maintenance and inadequate upkeep by local
groups. Significant drainage improvement impacts were observed in the field.
(b) Intermediate Outcome Indicators
Indicator Baseline Value
Original Target
Values (from
approval
documents)
Formally
Revised
Target
Values
Actual Value Achieved
at Completion or Target
Years
Indicator 1 : Establishment and effective use of modern information management
systems
Value
Almost no computers and
no modern MIS in UPID
Modern MIS
installed and
operating
throughout UPID.
MIS developed and
used, though not to its
full capacity.
Computers operating
throughout UPID. Local
Area and Wide Area
Networks and e-mail
systems operational
connecting 189
locations throughout the
state.
Date achieved 03/31/2002 10/31/2007 10/31/2011
Comments
(incl. %
achievement)
Need eco-friendly generators and system for regular servicing and replacement of
hardware.
Indicator 2 : Sustainable improvements in irrigation intensities and crop yields in
intervention areas
Value
117,427 ha irrigated by
canal. Crop yields: Rice
2.02 t/ha, Wheat 2.59 t/ha
215,564 ha
irrigated by canal.
Crop yields: Rice
180,400 ha irrigated by
canal. Crop yields: Rice
2.75 t/ha, Wheat 3.39
1 During implementation Imamganj Branch was dropped and Haidergarh Branch was taken up along with
the Jaunpur Branch. CCA of Haidergarh Branch is 20,290 ha. Hence, total CCA has become 343,040 ha for
the project as a whole.
2.59 t/ha, Wheat
3.47 t/ha
t/ha
Date achieved 03/31/2002 10/31/2007 10/31/2011
Comments
(incl. %
achievement)
Increase in irrigation area is less than the target (but positive nonetheless). Rice
yield exceeds target and wheat is close. Drainage improvements are responsible
for adding new rabi and kharif areas in the Jaunpur Branch. These positive
outcomes are despite the fact that flows into the Jaunpur system have decreased
during the project period.
Indicator 3 : Improvements in stakeholder income levels in areas where reforms are
piloted
Value
Stakeholder income levels
need increasing
Stakeholder
income levels
increased.
Stakeholder income
levels increased by 78%
Date achieved 03/31/2002 10/31/2007 10/31/2011
Comments
(incl. %
achievement)
About 401,000 farm households have increased annual income by an average of
Rs 11,325 and about 40,100 farm families have been moved above the poverty
line.
G. Ratings of Project Performance in ISRs
No. Date ISR
Archived DO IP
Actual Disbursements
(USD millions)
1 07/05/2002 Satisfactory Satisfactory 5.00
2 01/31/2003 Satisfactory Satisfactory 5.00
3 09/30/2003 Satisfactory Satisfactory 6.01
4 03/31/2004 Satisfactory Unsatisfactory 7.78
5 09/30/2004 Satisfactory Unsatisfactory 9.53
6 06/13/2005 Satisfactory Moderately
Unsatisfactory 22.27
7 12/19/2005 Satisfactory Moderately
Unsatisfactory 24.30
8 06/28/2006 Satisfactory Moderately
Unsatisfactory 30.47
9 12/20/2006 Satisfactory Moderately
Unsatisfactory 34.92
10 06/27/2007 Satisfactory Moderately Satisfactory 37.99
11 09/22/2007 Satisfactory Moderately Satisfactory 39.50
12 06/30/2008 Satisfactory Moderately Satisfactory 47.33
13 12/29/2008 Moderately Satisfactory Moderately Satisfactory 57.61
14 06/23/2009 Moderately Satisfactory Moderately
Unsatisfactory 64.04
15 11/30/2009 Moderately Satisfactory Moderately Satisfactory 85.93
16 05/23/2010 Moderately Satisfactory Moderately Satisfactory 93.08
17 12/10/2010 Moderately Satisfactory Moderately Satisfactory 111.21
18 06/10/2011 Moderately Satisfactory Moderately Satisfactory 116.01
19 08/12/2011 Moderately Satisfactory Moderately Satisfactory 116.49
H. Restructuring
The project was extended three times for a total of four years. There was no other formal restructuring.
I. Disbursement Profile
1
1. Project Context, Development Objectives and Design
1.1 Context at Appraisal
The Uttar Pradesh Water Sector Restructuring Project (UPWSRP) was designed to initiate a
comprehensive, integrated, reform-based and sequenced investment program of support to
effectively develop and manage the water sector and irrigation and drainage subsector. The
design was consistent with the World Bank’s India Country Strategy (CAS) discussed by the
Bank’s Board of Executive Directors on April 5, 2001. A principle of the CAS was to focus on
states that were implementing wide-ranging reform programs. Uttar Pradesh (UP), one of the
poorest states in India, had embarked on an extensive program of overall fiscal, governance and
sector reforms. The UPWSRP was to be the first phase of a long-term program (12-15 years) for
socially and environmentally sustainable development of the water resources of the state in
general and of irrigation and drainage management in particular. Of the many reform programs
initiated at the time of appraisal, this program in the water sector is the only operation that
remains in Uttar Pradesh.
Given the enormous size of the water sector in UP, any effective program to reform the sector and
modernize the irrigation and drainage systems would have to be large to have an impact. The
magnitude of the investment program is indicated by the fact that the "piloting" reform options in
UPWSRP cover an area of more than 300,000 ha, which was only 3% of the entire irrigated area
in the state.
UPWSRP was to contribute directly to and strengthen the overall fiscal and governance reform
program in UP through measures designed for institutional restructuring and right-sizing and
improving performance of the UP Irrigation Department (UPID) together with pricing reforms in
the water sector. Such measures were to be complemented by user participation, agricultural
linkages and private-sector participation in the irrigated agriculture sector. Reforms in the
irrigation sector were considered crucial for the success of the overall reform program in UP,
given the fiscal burden imposed by irrigation on the exchequer. The main water sector issues at
appraisal were:
(i) Lack of effective institutional coordination
(ii) Inadequate mechanisms and knowledge base for planning, allocating, developing,
and managing water resources in each river basin taking into account social and
environmental issues
(iii) Lack of an appropriate legal, regulatory and administrative framework for a
financially sustainable water sector
The main irrigation and drainage sub-sector issues were:
(i) Lack of effective user participation and private sector involvement leading to poor
services, heavy subsidies and lack of accountability
(ii) Low productivity of water due to the unreliable irrigation supply and inadequate
extension services
(iii) Lack of critical management skills, particularly in the technical organizations that are
expected to manage water and provide improved water services in the future
(iv) Large establishment costs in the sub-sector that take up a substantial portion of the
state budget leaving only a small and inadequate amount for maintenance
2
1.2 Original Project Development Objectives (PDO) and Key Indicators
The original PDO is (i) to set up an enabling institutional and policy framework for water sector
reform in the State for integrated water resources management; and (ii) to initiate irrigation and
drainage sub-sector reforms in the State to increase and sustain water and agricultural
productivity.
The key performance indicators of UPWSRP, as described on page 2 of the PAD, are:
1. Establishment and operationalization of the following institutions for integrated water
resources planning and management:
a. State level: State Water Resources Agency (SWaRA), State Water Resources Data
and Analysis Center (SWaRDAC), State Water Tariff Regulatory Commission
(SWaTReC);
b. Basin level: Ghagra-Gomti Basin Entity;
c. Sub-basin level: Development and Management boards in two selected sub-basins.
Operationalization would be indicated by the preparation and use of environmentally
sustainable basin/sub-basin development plans to guide future investments, rationalized tariff
setting and community-led management of village water resources in the selected sub-basins.
2. Business process re-engineering including right-sizing of the UPID and establishment and
effective use of modern information management systems (MIS). Right-sizing would be
indicated by elimination of redundant staff and introduction of modern skills and tools.
3. Modernized operation of irrigation and drainage infrastructure covering about 300,000 ha in
selected sub-basins with agricultural intensification and diversification.
4. Operation and management of irrigation system of at least one distributary in the selected
sub-basins by the private sector including the formation and operationalization of 600 water
user associations for participatory irrigation management.
5. Increases in stakeholder income levels with improved equity in distribution of incomes in the
selected sub-basins.
1.3 Revised PDO (as approved by original approving authority) and Key Indicators, and
Reasons/Justification
The PDO and key indicators were not formally revised during implementation.
1.4 Main Beneficiaries
The PAD (p13) identified a primary target group of 47,000 farm families, who would be moved
above the poverty line by increasing agricultural production. In addition, all other farmers in the
project area (about 498,000) would be direct beneficiaries. Landless agricultural labor households
would gain employment opportunities in the irrigated farm holdings.
1.5 Original Components
The components, which remained substantially unchanged during the project, were:
3
Component A: Creation of Apex Water Institutions and Strengthening Social and
Environmentally Sustainable Multi-sectoral Water Resources Planning, Allocation and
Management Capacity (US$12.27 million, including contingencies). This component was the
first PDO and supported the setting up and putting into operation of SWaRA, SWaRDAC,
SWaTReC and the Ghagra-Gomti Basin Development and Management Entity (GGBDME).
Component B: Irrigation Department Reform, Capacity Building and Business Process Re-
engineering (US$38.52 million). This component was to initiate measures required to rationalize
and streamline the manner in which irrigation and drainage investments are planned,
implemented, managed, operated and monitored. This was to involve institutional reform, UPID
capacity-building and business process re-engineering, including the introduction of a
computerised management information system (MIS).
Component C: Piloting Reform Options in Water Resources Management (US$9.35
million). This component sought to operationalize the concept of integrated water resources
management in a basin framework with decentralized basin development and management
institutions. Given the large number of river basins in UP, it was considered appropriate to begin
in selected sub-basins supported by demonstration pilots, involving the creation and strengthening
of the Jaunpur Branch Sub-basin Development and Management Board (JBSDMB) and the
Imamganj Branch Sub-basin Development and Management Board (IBSDMB), development of
Decision Support Systems (DSS) through information systems and modelling for socially and
environmentally sustainable optimal water resources management in the JBS and IBS, rainwater
harvesting and piloting canal-based small hydro development.
Component D: Piloting Reform Options in Irrigation and Drainage Operations (US$100.19
million). This component was to put into operation the concepts and provide the necessary
investments for (i) reliable delivery of water, measured and supplied on an appropriate volumetric
basis to improve system performance, cost-recovery and the accountability of the service
provider, (ii) effective drainage network operation and management and conjunctive use to assist
in effective water management, (iii) an outcome-oriented approach with integrated sustainable
agricultural intensification and diversification and private sector participation to complement
effective water management, and (iv) unbundled operational management of the irrigation and
drainage systems, including participatory user management and private sector participation. The
component was to involve rehabilitation and modernization of the irrigation and drainage systems
in about 300,000 ha, agricultural intensification and diversification, piloting replicable
management options for irrigation and drainage systems operations and agricultural
diversification.
Component E: Feasibility Studies and Preparation Activities for the Next Phase (US$6.12
million).
Component F: Project Activities Coordination (US$7.25 million). The project activities were
to be coordinated by a multi-disciplinary Project Activities Core Team (PACT). This component
was designed to assist the PACT with its role in facilitating and guiding the implementation and
monitoring of all project activities, ensuring synergy and coordination amongst activities and
agencies implementing these activities, preparing consolidated reports and facilitating training.
The proposed components are described in more detail in Annex 2, which also describes the
outputs from each component.
4
1.7 Significant Changes
Following an Indian Ocean tsunami on December 26, 2004, the Bank developed an emergency
rehabilitation project for Tamil Nadu and Puducherry, financed from forecast savings from 15
active lending operations in India. The UPWSRP reallocated SDR26.53 million (US$40 million
equivalent) to the new emergency project, based on forecasted savings while maintaining the
original project targets. Despite this reallocation, a formal restructuring of the project was not
needed due to depreciation of the USD against the SDR. The closing date was extended three
times for a total of four years to October 31, 2011, along with minor reallocation of funds across
components. At closure, the remaining undisbursed IDA credit of US$5.1 million was cancelled.
During project implementation the objectives and components remained relevant. However,
there were minor changes in the subcomponents, e.g. the Voluntary Retirement Scheme (VRS)
was not adopted by the Government of Uttar Pradesh and the canal-based hydro-electric
development (small investments of less than US$1M) was not taken up. Rehabilitation of the
Haidergarh branch canal (0 to 23 km) (CCA 20,287 ha) was added after the Imamganj Branch
canal (CCA 22,000 ha) was omitted due to the restriction from the Government of India to do
survey and design work in an area that is close to the border with Nepal.
2. Key Factors Affecting Implementation and Outcomes
2.1 Project Preparation, Design and Quality at Entry
The rationale for Bank involvement was strong and the PAD comprehensively analyzed the
background issues to justify the Bank’s intervention. At the time of preparation, the GoUP was
implementing wide-ranging reform programs and the project was designed to leverage this
reform-minded government. The PAD drew well on lessons from earlier projects and
incorporated a wide range of activities to take advantage of this reform-minded government with
the hope of making large gains in one of the poorest states in India. However, the design
overestimated the speed with which contracts for critical aspects such as survey and design could
be awarded.
Assessment of Project Design. The PDOs were reasonably clear (see 2.3), realistic and important
for the sector and focused on outcomes for which the project could reasonably be held
accountable. The project had four main components, divided into 15 sub-components, almost
entirely in the UPID. There was a comparatively large construction component (Component D,
58% of project costs) providing an incentive to the Government of UP (GoUP) and UPID to
adopt the project and therefore implement the non-structural components such as Apex Water
Institutions and UPID reforms (e.g. business process re-engineering). The project was intended as
the first phase in a long-term (12 to 15 years) program to allow time for water planning and
management on the basis of river basins to become fully rooted.
Government commitment was demonstrated during project preparation by the adoption by GoUP
in 1999 of the State Water Policy, which gives the framework for much of the institutional
aspects of the project, some initial UPID reforms, including some computerization, an Executive
Order for WUAs in January 2001 and an Executive Order setting up SWaRA, a body to act as the
technical secretariat to State Water Board (established 1996).
Risks identified at appraisal were substantial: waning political commitment by GoUP, overall
reforms in UP being derailed and impacting on UPWSRP, political instability in the state, reforms
not penetrating throughout UPID, inability to unbundle ID operations, failure of operationalizing
integrated water resources management, inadequate operating funds for the MIS component,
5
inadequate funds for operation and maintenance (O&M) of the irrigation and drainage
infrastructure, failure to mainstream intensification and diversification of agriculture, failure to
establish adequate incentives for long term viability of WUAs, weak institutional commitments to
the change process, failure to maintain adequate coordination arrangements, GoUP failing to meet
timely and adequate counterpart funding obligations, VRS-related risks, lack of willingness of
stakeholders to participate. These risks were well identified and the mitigation measures put in
place were executed as effectively as possible. However, many of the pre-identified risks have
impacted the project implementation.
Quality at entry was not measured by the Quality Assurance Group. The ICR rating is
Satisfactory.
2.2 Implementation
a) Factors outside the control of Government and the Implementing Agency
Following the tsunami in December 2004, $40 million (SDR26.53 million) was released from the
Credit.
b) Factors generally subject to Government control
There was considerable political uncertainty in the early years of the project following state
elections in April 2002 and six months of President’s Rule from Delhi. There were frequent
changes during implementation of the Chairman of PACT, resulting in delay in making important
decisions. There have been 19 Chairmen (Project Director) during the project. This lack of
continuity in leadership has been a major reason for the substantial delays observed during the
implementation of the project.
c) Factors generally subject to implementing agency control.
Construction was delayed by awarding the contract for topographical survey about eight months
after the dated planned for the start of construction. There were substantial delays in the
procurement of civil works, aggravated by a lack of suitable contractors to bid for large contracts,
resulting in contracts having to be rebid and/or broken down into smaller contracts. Although
some work started in 2006, most of the construction contracts did not start until 2007, shortly
before the original closing date of the Credit. Work on the retendered contract for branch canals
did not start till 2008. Though construction was substantially complete by 2010, some works (at
Haidergarh head regulator and new gates for heads of minors) will continue beyond the end of the
project. Some institutional milestones were only reached after the original closing date of the
Credit.
2.3 Monitoring and Evaluation - Design, Implementation and Utilization
Design: There are few quantitative targets in the PAD. For instance, in the PAD (pg 20-22) it
states that baseline data collected during preparation and implementation prior to beginning work
on each intervention would be used to assess project impacts. Considerable attention was paid in
the PAD (pg 30) to monitoring social development outcomes.
Implementation: Monitoring physical and financial progress was generally satisfactory. The
monitoring of agricultural benefits during the project was not satisfactory. To improve the
project’s ability to measure results, during implementation the project initiated an impact
assessment in 2009. The PACT organized baseline, initial and final impact assessment studies of
the project benefits. However, these studies lacked proper guidance, supervision and monitoring
to ensure a project-specific approach to objectively assess the project impacts. The baseline and
6
impact assessments had some limitation regarding data coverage, quality and analysis. For ICR
analysis, project benefits are quantified based on PACT in-house data covering irrigated area,
cropping intensity, crop yields and technology adoption with 2008/09 as the end-of-project
reference year for agriculture-related impacts. For the control area, administrative block level data
was used for the period covering the baseline and end of project to assess the productivity
changes (See Annex 3). A key feature of the modernization of the irrigation system was to have
been the reliable delivery of water, measured and supplied on a volumetric basis. The
introduction of new measuring gates at the heads of minor canals is an important step towards this
but measurements in some branch canals are not satisfactory. While there is no reason to doubt
the measurements at the head of the Jaunpur branch canal, those at the head of the Haidergarh
branch canal appear to have failed to take account of the changing cross-sectional area due to
siltation in the branch canal.
Utilization: Monitoring of physical and financial progress was used in regular project reports.
Monitoring of groundwater levels throughout the project area has been carried out since 2005 and
all automatic piezometers were functioning up to 2010. Only 134 of the 500 were reported
working in October 2011. Much of the information collected by the MIS is used for regular
management but much, such as that collected by the irrigation and water management module, is
not used. The MIS has the capability to collect a large amount of data, which could be, but has
not been, used to evaluate project performance.
2.4 Safeguard and Fiduciary Compliance
At appraisal, the safeguard policies triggered by the project were Environmental Assessment, Pest
Management and Project on International Waters. A waiver for notification of riparian states was
provided by the regional vice-president. Only compliance with the environmental safeguard has
raised concerns during project implementation, mainly having to do with the removal of silt
deposited in canals. Suitable clauses were inserted in contracts to ensure satisfactory disposal of
the silt. The Social and Environmental Management Plan (SEMP) was undertaken at the time of
preparation and, in conjunction with the Basin Social and Environmental Assessment (SEA), laid
out the issues and targets for the project as described in the PAD. The project made significant
progress on the key issues through building awareness of environmental issues and improving the
knowledge base and institutional capacity within the department and through the water user
associations (WUAs) among the farmers. For irrigation and drainage reform, the SEA and SEMP
outlined issues related to limited knowledge of integrated pest management, soil fertility and
nutrient management, lack of attention to drainage, lack of diversification and little modernization
of tools and techniques. Consultation and rehabilitation issues were also identified. Generally
most of these aspects were adequately covered within the project with numerous studies, plans,
demonstrations and training materials being developed (see Annex 2; Outputs by component).
There were no issues of resettlement in the project.
Procurement: Throughout the project there were substantial delays due to slow procurement. The
procurement post review found that contract management and understanding of Bank
procurement procedures were weak at the PACT and UPID division levels. Follow-up actions
relating to procurement post-review findings were slow with regard to major issues relating to
inappropriate application of post-qualification criteria and bad quality road construction. The
project did not publish award decisions on its web site. The quality of construction, particularly
concrete and brick lining of canals, despite the presence of third party consultants, has been called
into question. The Bank withheld expenditure on substandard work until it was brought to a
standard acceptable to the Bank.
7
Financial Management: The financial management (FM) rating on the project ranged from
Satisfactory to Moderately Satisfactory for most of the period of the credit. Receipt of audit
reports was usually delayed by one to four months. The FM arrangements resulted in timely
availability of funds, but variation in the arrangements were partially responsible for the
following systemic issues: (a) persistent weaknesses in internal controls (advances to WUAs
remained unadjusted for long periods of time; weak contract management; senior management
not paying adequate attention to audit findings; weak monitoring of non-governmental
organizations (NGOs) etc.); (b) resolution of FM weaknesses was very mechanical and paper
based and thus ineffective; (c) responses to FM weaknesses pointed out by the Bank were delayed
in many instances.
2.5 Post-completion Operation/Next Phase
As the project was designed as part of a long term development program, one component was to
prepare Phase 2, for which a detailed project report and implementation plan (PIP) have been
prepared. Contracts have been let for a social and environmental assessment for the Phase 2 area
and for survey and design of the works for the first year of the proposed Phase 2 project. UPID
and WUAs will continue operating and maintaining the irrigation system. Despite the success in
the first phase of initiating the irrigation sub-sector reform of participatory irrigation management,
there is still need for improvement and strengthening of both UPID and WUAs. The UPID
operation of the branch and distributary canals encourages the deposition of silt in the system.
This is expensive to remove. WUAs need strengthening to gain experience in estimating their
water requirements and requesting water by volume2, dealing with shortfalls in water supply,
maintaining minor canals and constructing field channels. They will require assistance in the
future, and sustainability is more likely with continued support from a Phase 2 project (as was
conceived in the original design and discussed in the PAD e.g. 15 year reform program).
3. Assessment of Outcomes
3.1 Relevance of Objectives, Design and Implementation
The project objectives of setting up an enabling institutional and policy framework for water
sector reforms and initiating irrigation and drainage subsector reforms continue to be highly
relevant and are aligned with the six priority reforms3 of the water sector in the CAS of FY 2009-
12. Agriculture will continue to play an important role in alleviating poverty in UP and given the
strong impact that irrigation has on agricultural productivity and growth, the continued reform
2 This will be helped by orifice modules, acoustic flow measuring equipment and other modernization
provided by the project.
3 These six reforms on page 15 of the CAS include: 1) enabling water policies and institutional and legal
frameworks to improve stewardship of the resource; 2) inter-sectoral approaches at the basin level that
integrate surface water with groundwater; 3) restructuring of public sector institutions (including through
capacity building and the strategic realignment of incentive structures and skills mixes) and the
establishment of new institutions (including regulatory authorities, water users associations, river basin
agencies, and public private partnerships); 4) decentralized and participatory service delivery mechanisms,
with a particular focus on improving customer/user service, enhancing accountability and transparency, and
extending service to the poor; 5) modern management practices and technology applications, including
improved operations and maintenance through asset management planning, and the development of a
comprehensive knowledge base and decision support tools; and 6) financial sustainability of resource
management and service delivery through rational charges and tariffs and improved financial management,
including removing distorting subsidies and moving towards user charges that reflect at least O&M costs.
8
and investment in the sector remains a priority. The core design principles of policy reforms and
investments in infrastructure are important to bring about the modernized irrigation systems that
the project set out to achieve. The project implementation was improved by the role of PACT,
which was originally designed to function as a coordinating agency but took on some of the roles
of an implementing agency during implementation due to reporting structures that were not
functioning properly. This improved the implementation of the project; however, the ownership
of UPID was affected.
3.2 Achievement of Project Development Objectives
The key performance indicators are shown on page 2 of the PAD.
PDO (1): To set up an enabling institutional policy framework for water sector reform in
the state for integrated water resources management
By encouraging GoUP to (i) adopt the State Water Policy (during project preparation), (ii) pass
the UP Water Management Regulatory Commission (UPWaMReC) Act 2008 and (iii) the
Participatory Irrigation Management (PIM) Act 2009 and (iv) establish SWaRA and SWaRDAC,
the project has successfully assisted in establishing an institutional and policy framework for
water sector reform and water resources management in the state. This is a significant
achievement. SWaRA and SWaRDAC collect surface water, groundwater and water-use data
amongst other information and generate specific studies and knowledge products requested by the
State. Some of this analysis will be used for basin planning in the GGB and other basins. In
addition, SWaRDAC maintains and updates a comprehensive database on the project areas to
fulfill its mandate as the institution to collate, verify, analyze and disseminate information for all
aspects of integrated water resources management and to provide assistance in basin planning.
The professionals in these institutions come from a wide range of sector disciplines. Currently
SWaRA and SWaRDAC reside within UPID. In order to operate successfully as the state apex
water institutions for knowledge and analysis on integrated water resources management, they
should eventually become independent. When UPWaMReC becomes operational, SWaRA and
SWaRDAC will operate as independent organizations under the jurisdiction of, and be the
technical secretariat for, UPWaMReC. UPWaMReC has been established in principle with the
appointment of the Chairman but it has not yet begun to function as a regulatory commission with
the requisite staff and resources. The GGBDME has not yet been formed, though a social and
environmental assessment report and an environmental management plan for the GG basin have
been prepared as part of a decision support system tool and were used in a GG Basin
Development and Management Plan by SWaRA in 2009. The Jaunpur Branch Sub-basin
Development and Management Board (JBSDMB) was constituted by Government Order in
October 2003 and is working. There has been no progress on rationalized tariff setting. Bearing in
mind the success of SWaRA and SWaRDAC, the establishment of UPWaMREC and JBSDMB,
the achievement of this objective is Moderately Satisfactory.
PDO (2): To initiate irrigation and drainage sub-sector reforms in the state to increase and
sustain water and agricultural productivity
The introduction of modern information management systems in UPID has been fairly successful
with 2157 desktop computers and 153 laptops supplied to UPID. The establishment and effective
use of modern MIS have been successful in some respects (see Annex 2). Local area and wide
area networks and e-mail systems are operational connecting 189 locations throughout UP. The
irrigation and water management MIS module relies on input material from divisional offices,
only one of which so far is doing this fully. Most of the other project divisional offices make
9
some returns but most non-project divisions do not. Moreover, the reduction in UPID staff by
natural attrition is 22% of planned. The rightsizing that was expected to take place under the
government run Voluntary Retirement Scheme was less than expected because the government
never went forward with its own program. The project put in place modernized management
systems to encourage the continued reduction of staff. This is a minor shortcoming in light of the
overall modernization of UPID under the project. In total, these may be considered moderate
shortcomings, so the rating for this sub-component is Moderately Satisfactory.
Modern topographical survey equipment (including 56 total survey stations) and other modern
equipment and software have been supplied to UPID, including 884 groundwater monitoring
wells (piezometers), 26 automatic weather stations, five acoustic flow measurement devices, and
extensive training on all of these devices (See Annex 2). Exposure to new approaches to
measurement has been a positive experience. However, the need for maintenance and
replacement of ageing equipment has not been fully taken into account. Computers purchased in
2006 are now getting to the end of their useful life. A shortcoming is that appreciable numbers of
automatic piezometers, weather stations and acoustic flow-measuring devices are non-functional
in some places and contracts for their maintenance are not in place. As a result, the rating for this
sub-component is Moderately Satisfactory.
The modernization of irrigation and drainage has been only partially successful. The introduction
of 41 duckbill weirs, four rebuilt cross-regulators on the Jaunpur branch canal and a new cross
regulator on a distributary and other structures have significantly improved the water delivery in
some places but there is still need for much more improvement to the system. An ongoing
contract for the supply and installation of flow control and measuring gates (“orifice modules”) at
the heads of 150 minors should help with the control and measurement of the flow in minors. The
large amount of silt entering the system is a cause for concern. There is a major management
issue in maintaining flow rates, removing silt and finding disposal sites for the silt removed4. This
was identified as a concern at project preparation and a study to find a way to improve the
situation was included in the project. However, this study never materialized. Minor canals are
often in poor condition, particularly in their lower reaches. Maintenance remains of concern.
These are significant shortcomings. The rating for this sub-component is therefore Moderately
Unsatisfactory.
The project has improved drainage by rehabilitating 2369 km of old drains in the Sarda Sahayak
Command area, including the masonry works. Using the land use information (LANDSAT) from
2004/05 and 2008/09, the PACT commissioned study (see Annex 3) calculated the water logged
area and conversion of water logged area into cropped area in the project command area. No
agriculture cropped areas was observed in an area of 28,905 ha which remained water logged
during 2004/05. Water logging persisted in about 7973 ha during 2008/09. Hence, improved
drainage area is estimated at 20932 ha, which is 40% of the PAD projected area. Kharif paddy is
observed in 19770 ha and rabi wheat in 15,020 ha following improved drainage interventions.
Incremental benefits due to improved drainage is conservatively estimated at Rs 19,700 per ha of
drained area. The rating for this sub-component is therefore Satisfactory.
4 The feeder canal at the head of the system is closed whenever the silt content of the water exceeds 4,000
parts per million. Since the start of construction in 2006, the number of days that the Jaunpur branch canal
has been closed due to excessive silt or for construction and maintenance needs has increased from an
average of 97 days (2002 to 2005) to 166 days (2007 to 2010).
10
The passing of the PIM Act in 2009 and the issue of PIM Rules in 2010 have successfully
established a legal framework to enable user participation in irrigation and drainage operation and
maintenance. PIM cells have been established in divisional offices of UPID. The establishment of
WUAs and the changed attitude of many UPID staff to PIM have initiated irrigation and drainage
subsector reforms in the state. There have been considerable achievements in the establishing of
8858 outlet committees, 805 WUAs (407 for minor canals and 398 for grouped outlets from
distributaries) as well as 28 WUAs at distributary level. Experienced NGOs were deployed at
each division for the task of WUA formation and farmer mobilization and facilitated strong
partnerships between farmers and the UPID. UPID engineers are now considered to be more
accountable for water service delivery to their client farmers and the farmers and their
organizations feel more empowered than they were at project inception. Focus on farmer
mobilization and emphasis on equitable water distribution, inclusion of the disadvantaged and
accountability of the management committees strengthened WUAs. Although many of these
WUAs have been in existence since 2005 or earlier, they have all very recently been reconstituted
under the PIM Act 2009 (formalizing these arrangements). All outlet committees, minor WUAs,
and distributary WUAs have been elected in accordance with the PIM Act 2009 and therefore
most of them have not had the benefit of earlier trainings. Most WUAs do not have the skills or
resources to operate and maintain canals adequately and construct field channels and require
continued support from UPID and any future project. If this support is lacking, there is a risk that
WUAs would wither and the canals continue to deteriorate. For these reasons, the rating for this
sub-component is Moderately Satisfactory.
It is estimated that basin stakeholder income levels in areas where reforms have been piloted have
increased by 78% at 2011 prices due to project interventions. See Annex 3. Irrigation coverage
has not increased as much as originally expected in the PAD. Cropping intensity has increased by
15%, mainly due to the introduction of the zaid5 pulse crops. Double and triple cropped area in
the command area has gone up by 21% after project implementation. Crop productivities of
cereals, oilseed and pulses have also increased by 29% to 54%. The agriculture interventions
included covering 16955 demo farmers for rice and wheat, 7945 demo farmers for zaid green
gram and 800 demo farmers for mustard covering the period/seasons 2006 rabi to 2009 zaid. The
formalized linkage between the agriculture and water sectors has not been successful. Although a
MOU was signed by the project with UP Diversified Agriculture Support Project (DASP) to build
synergies between these departments this was eventually not implemented due to delays in
improving the irrigation infrastructure under WSRP. Moreover, the World Bank withdrew
support to DASP due to a disagreement between the GoUP and the Bank on agriculture
marketing reforms. An attempt to involve the private sector in growing sugar cane resulted in
some pilots but did not succeed in the long term with full private-public partnerships on the
management of irrigation infrastructure. The rating for this sub-component is therefore
Satisfactory.
Equity in distribution of incomes and the breadth of stakeholder participation have improved as
evidenced by the in-house studies. For instance, double-cropped area has increased across head,
middle and tail locations, accounting for 38%, 57% and 5% of the incremental double-cropped
area as documented in the impact assessment conducted by the project in the Jaunpur branch. The
rating for this sub-component is therefore Satisfactory.
5 Zaid: third season crop (March to June).
11
Water productivity has increased substantially from an average of 68 ha per million cubic meters
of water (Mm3) at the outlet from the minor canals in kharif in 2002 (0.14 kg of rice per m
3) to
324 ha/Mm3 in 2010 (1.3 kg/m
3) and from 129 ha/Mm
3 in rabi in 2002 (0.33 kg of wheat per m
3)
to 292 ha/Mm3 in 2010 (1.1 kg/m
3). See Annex 2. Agricultural yields with the project are
estimated to be 29% higher than without the project for paddy, 30% higher for wheat, 40% higher
for pulses and 54% higher for mustard. There has been negligible crop diversification. Cropping
intensity in the project area has increased by about 10% more than outside the project. The
drainage improvements added almost an additional 20,000 ha of previously un-productive lands.
The rating for this sub-component is therefore Moderately Satisfactory.
Taking account of the range of ratings above but giving some extra weight to the legal framework,
the achievement of the second PDO is rated as Moderately Satisfactory and the overall rating for
achievement of the PDO is also Moderately Satisfactory.
3.3 Efficiency
The estimated overall economic rate of return (ERR) is 17.6% somewhat lower than the PAD
projected ERR of 24.8%. Similarly, the project’s estimated overall financial rate of return (FRR)
is 16.6%, lower than the PAD estimated FRR of 21.9% The estimated economic net present value
(NPV) is Rs. 2,158 M at a discount rate of 12% (same discount rate as in PAD), which is 68%
less than the PAD estimated NPV of Rs. 6,722 M, after adjusting to 2011 constant prices using
price index based inflators. Despite achieving (i) 4% to 18% higher crop productivity for crops
like paddy and pulses, (ii) adoption of improved technologies in 36% of the cropped area and (iii)
increased cropping intensity due to the introduction of zaid pulse crops in the project area, missed
targets in irrigated area (37% less than estimated), crop area diversification (40% less than target)
and wheat and mustard productivity less than target, coupled with delayed implementation of
project interventions, pulled down the rate of return to the project investments. Farm financial
income showed 78% increase in the project benefited farms, which is 26% more than the PAD
target, but the spread of benefits was limited to about 60% of the PAD targeted farmer
beneficiaries. Annex 3 provides more details. Although the ERR is less than estimated at
appraisal, it is appreciably above 12%. Efficiency has therefore been rated as Moderately
Satisfactory.
3.4 Justification of Overall Outcome Rating
While the relevance is Satisfactory and the achievement of PDO is Moderately Satisfactory the
efficiency rating of Moderately Satisfactory results in an overall outcome rating of Moderately
Satisfactory.
3.5 Overarching Themes, Other Outcomes and Impacts
Poverty Impacts: The project benefited about 401,000 farm households by enhancing their
average annual financial income by about Rs 11,325 (in 2011 prices) per ha due to project
interventions. The project has generated about 16,600 jobs, providing sustainable on-farm
employment for about 10% of the landless agricultural laborers in the project area through
irrigated area expansion and agricultural intensification. At 2011 prices, about 40,100 farms with
holding sizes greater than 1.9 ha have moved above the poverty line due to the project
interventions. This is about 15% less than the PAD projected target.
12
Gender Aspects: Beyond forming self-help groups (SHGs) of women and men who do not own
land and getting them to provide agriculture and allied activity, it has not been possible to involve
such people intensively in WUA and PIM activities under the project. In the neighboring State of
Madhya Pradesh, the PIM Act has been amended to include one man and one woman from every
household as a member of the WUA with equal voting rights. It is proposed to suggest a similar
amendment to the UP PIM Act in due course. With such an amendment, there would be much
enhanced space for women to become active voters, participants and managers of the WUAs and
provide the WUAs the benefit of their practical decision making capability.
Social Development: Since membership of WUAs is constrained by land ownership in the
command area, the project simultaneously focused on formation of men and women SHGs of
those without land in the project command area. Many of these SHGs already existed in the area
formed under other projects including the UP Sodic Land Reclamation Project and the Rural
Women's Development and Empowerment Project. Under this project they were further
strengthened, in many cases with a view to providing input supply, fertilizer and agriculture
equipment to support the farmer members of the WUAs.
Institutional Change/Strengthening: The overall strategy of the project was to link the hydraulic-
boundary-based WUAs effectively with the existing administrative-boundary-based local
government institutions, Gram Panchayats, using the Water Management Committees (WMCs) of
the Gram Panchayats as the lowest basin level equivalents of the Basin Board organization for
integrated water resources management. This linkage between third tier local government
institutions (Gram Panchayats) and the WUAs is and will be the key focus of attention in the
years to come as without a collaborative approach amongst local organizations little will be
achieved. As it is, there is scope for misunderstandings between WUAs, whose role is described
in the PIM Act, and panchayats. In 2004 it was reported that in some minors the District
Magistrate had undertaken maintenance. The ICR mission noted a field channel constructed by a
panchayat without reference to UPID and the WUA. The responsibility for maintenance of drains
is an issue identified in the PAD but not yet resolved in practice.
Other Unintended Outcomes and Impacts: Monitoring of groundwater levels in the project area
has been augmented by a network of 884 piezometers (500 with automatic recorders). Analysis of
the data from some of these piezometers by SWaRA (see Annex 2) indicates that there has, in
general, been a lowering of the groundwater level in the project area. Further checking and
analysis would be needed to fully determine whether these impacts were due to improved
drainage, less rainfall, less irrigation, more pumping of groundwater or a combination of these.
4. Assessment of Risk to Development Outcome
Many of the risks identified at appraisal could endanger the continued development outcomes,
including:
(i) WUAs lose their enthusiasm and lack resources for operation and maintenance of canals
and construction of field channels. Substantial support and assistance is needed for some
time to come to alleviate this risk. This risk is Moderate.
(ii) SWaRA, SWaRDAC and UPWaMReC have all been established under the water
legislation passed in the state. There is, however, a risk to the effectiveness of their
regulatory and monitoring roles due to the uncertainty of contracted staff and vacancies
that remain unfilled. This risk is Moderate.
13
(iii) Continued siltation in the system unless properly dealt with may undermine the
performance of the rehabilitated system. Improved operation of canals, including
corrective measures at the head of the Feeder Canal, could go some way to alleviating
this risk. The risk of water supply being further curtailed due to continued silt is
Moderate.
(iv) Proper operation and maintenance of the improved irrigation and drainage infrastructure
by UPID continues to be inadequate. This risk is Moderate.
(v) Computers and other sophisticated equipment are not adequately maintained and updated
due to scarcity of funds. This seems to be a fact, rather than a risk so it is important that
funds are made available and equipment is maintained. This risk is Significant.
Overall Rating: Moderate.
5. Assessment of Bank and Borrower Performance
5.1 Bank Performance
(a) Bank Performance in Ensuring Quality at Entry The Bank identified, facilitated the preparation of and appraised the project in such a way that the
project was quite likely to achieve the planned development outcomes and was consistent with
the Bank’s fiduciary role. However, 15 critical risks were identified in the PAD (pp32 to 35),
about half of which came to pass and had considerable effect on the project. It is difficult to see
how better these risks could have been avoided, other than by not having the project. The Bank
seriously underestimated the time required for the award of critical contracts, such as for
topographical survey. The Bank performance rating is Moderately Satisfactory.
(b) Quality of Supervision There are 19 implementation supervision reports (ISRs) recorded in the archives before the ICR
mission, compiled by three different task team leaders. The Bank’s supervision was largely
affected by the high turnover of the PACT Chairman and caused many unforeseen delays along
with the issues that come from this lack of consistency in leadership. The Bank carried out many
missions and had frequent consultation with their PACT counterparts to mitigate these delays.
During implementation the Bank recommended the utilization of a consultancy to carry out an
impact assessment to measure the results of the project. By extending the Credit closing date by
four years the Bank enabled the development objectives to be achieved during the project. The
Bank performance rating for supervision is Moderately Satisfactory.
(c) Justification of Rating for Overall Bank Performance Taking account of the two ratings above the overall Bank performance rating is Moderately
Satisfactory.
5.2 Borrower Performance
(a) Government Performance Good features of Government performance included the promulgation of the State Water Policy
during project preparation and the passing of the UPWaMReC Act (2008) and the Participatory
Irrigation Management Act (2009). A sub-basin board has been formed but the basin entity has
not. GOUP failed to ensure continuity of employment of the Chairman of PACT: there were 19
14
during the project. There was a lapse in Government commitment during the early years of the
project. . The rating is therefore Moderately Satisfactory.
(b) Implementing Agency Performance
The performance of the implementing agency was most affected by the frequent changes of the
Chairman of PACT, resulting in delay in making important decisions. Despite this challenge,
PACT was able to accomplish a significant amount of success with the establishment of WUAs,
implementing the MIS, irrigation and drainage rehabilitation and modernization, and improving
crop yields, among others. The delays seen under the project can be attributed to very slow
procurement, both by PACT and by UPID field staff, aggravated by frequent transfers of staff,
dual charges and unfilled vacancies. The procurement post review found that contract
management and understanding of Bank procurement procedures were weak at the PACT and
division levels. Follow-up actions relating to procurement post review findings were slow with
regard to major issues relating to inappropriate application of post-qualification criteria and bad
quality road construction. The project did not publish award decisions on its web site. Moreover,
even now, claims submitted by a contractor on a contract that was stopped due to lack of progress
in 2007 have not been resolved, despite arbitration and ongoing court proceedings. The quality of
construction, particularly concrete and brick lining of canals, although supervised by UPID and
an international consultant, came in for some criticism. The Bank disallowed expenditure on
substandard work until it was brought up to a standard acceptable to the Bank. Although the
design consultants made recommendations concerning exclusion of silt from the head of the
feeder canal, UPID did nothing.
The FM arrangements on the project extended to the PACT at Lucknow and eight Divisional
Offices in nearby districts. An audit of some 400 WUAs found instances where 1) advances to
WUAs remained unadjusted in accounts at division level: 2) Supporting documents could not be
found and 3) WUAs were not maintaining independent books of accounts. Irregularities were also
found in the accounts of NGOs. Internal audit arrangements suffered from delay in receipt of
audit reports, recurrent audit findings and a lack of attention to audit observations, which were
considered solely as financial management matters rather than being dealt with at the correct level
of management. In light of the overall positive achievements of the project, and despite these
relatively minor shortcomings, the implementing agency’s performance has been Moderately
Satisfactory.
(c) Justification of Rating for Overall Borrower Performance Taking account of the two ratings above the overall Borrower performance is rated as Moderately
Satisfactory.
6. Lessons Learned
The project achieved considerable results against what are still very relevant and challenging
objectives to set up an enabling institutional and policy framework for water sector reforms and
initiate irrigation and drainage subsector reforms. The project was to be the first phase of a long-
term program for socially and environmentally sustainable development of the water resources of
the state. Therefore, the lessons learned from this phase should be applied to the design of the
second phase. Some of these lessons generated include:
Rehabilitation and Modernization of the Irrigation and Drainage System
(a) The sequence of investments for rehabilitation and modernization are important to
deliver results. The infrastructure investments to introduce control structures (e.g.
15
duckbill weirs, cross regulators, etc.) and water saving works (e.g. essential canal lining)
were effective to improve the delivery of water to the minor heads. In interviews with
farmers during the ICR mission they agreed that more water was being delivered to the
minor heads, however, supplying water to minor canal left the job half done. Properly
designed field channels are also necessary for the water to reach the crop. The lesson here
is that interest to build field channels will be generated at the farm level only once the
farmer sees that there is more water to utilize. This will increase the willingness for the
farmer to contribute in-kind to the development of field channels and increase the
sustainability of the field channel, as opposed to the fully funded government schemes
(i.e. CADA) which are often plowed over after a season by the farmers.
(b) The lack of reliability of service delivery from the canals begins with the high
siltation rates and must be addressed. Due to the high sedimentation it is not possible
to operate the system at full design flow, particularly during rainy weather when silt loads
are high, to minimize the deposition of silt in the canals. Operation at full supply level
would enable canals and field channels with inlets at comparatively high levels to receive
their designed flow rate. This issue of sedimentation begins at the head of the feeder
canal and a solution must be taken up, along with the other investments if the problem is
to be systemically fixed.
(c) Integration of water and agriculture investments. Good linkages between agriculture
investments (often carried out by the Department of Agriculture) and irrigation and
drainage investments (by UPID) would improve agricultural productivity. One way of
improving this would be to have at least one agricultural officer in each PIM cell in UPID
district offices.
Participatory Irrigation Management
(d) Strengthening WUAs. It is critical to include water users in the design and
implementation of system rehabilitation, to strengthen ownership and impart management
skills and conflict resolution. This technical know-how for the WUAs will improve the
formal handover process of fully rehabilitated canals to WUAs before they assume
responsibility for O&M. This requires substantial long-term effort, much more than the
limited training that was provided under the project. Democracy being what it is, new
officers will be elected who have not previously been educated in the requirements of
their position. It is therefore necessary to have provision for continued strengthening of
WUA members and officers.
(e) Consultation during design phase at the outlet level. During the design stage it is
critical to get the input of farmers to understand the current system of both formal and
informal outlets within a minor. The technical designs should be discussed by outlet
committees and the farmers should debate the trade-offs in order to come to agreement
for how the minor will be operated. This will decrease the risk that illegal cuts will be
made after the designs are implemented, which in turn compromise the ability of the
system to deliver the proper allocation of water to all the outlets.
(f) O&M contract management by WUAs to increase transparency and accountability. The management of contracts at the minor level by the WUAs will both strengthen them
in their roles, in addition to holding the contractors accountable to the clients of their
services. These O&M contracts are typically small by their nature but essential to the
operation of the minor and would be best handled by WUAs who know their minor best
and the way it is supposed to operate.
Project Management
(g) Designs ready at appraisal. In a phased program such as UPWSRP, where before
appraisal of follow-on phases, the risk to the Borrower of the project not going ahead is
16
comparatively slight, contracts that are needed at the outset, such as those for survey and
design, should be tendered and adjudication completed and submitted to the Bank before
the project is presented to the Board.
(h) Consistent leadership at chairman level. Frequent changes of senior management and
key staff can hinder efficient implementation. The more consistency that can be achieved
at this chairman level, the better performance the project will likely achieve.
Monitoring and Evaluation
(i) Remote sensing to monitor agricultural production. A key linkage can be made with
the UP Remote Sensing Agency to set up a third party monitoring for the project impacts
on cropping patterns.
(j) Year 5 M&E for ICR. Monitoring and evaluation of project benefits for the
implementation completion report should be carried out during the last year of the project
and should ensure that a suitable “without project” area is included in the survey to act as
a control.
7. Comments on Issues Raised by Borrower/Implementing Agencies/Partners
(a) Borrower/implementing agencies
The Borrower has requested that all ratings related to the project performance and the Borrower’s
performance be upgraded. The Borrower argues that UPWSRP was a “pilot” project with
amongst other things, new concepts being introduced involving multi-sector activities, new
procurement procedures for the Irrigation Department, and major institutional reforms. It is from
this context and what has been achieved that the Borrower argues that the overall rating for
achievement of the PDO and outcome rating should be Satisfactory and that the Borrower’s
performance should also be Satisfactory. Bank team feels that more diligence in avoiding costly
delays, the challenges with financial management, and lack of continuity of leadership all
severely impacted the performance of the project. The ratings remain as is.
(b) Other partners and stakeholders
(e.g. NGOs/private sector/civil society)
None.
17
Annex 1. Project Costs and Financing
(a) Project Cost by Component (in USD Million equivalent)
Components Appraisal Estimate
(USD millions)
Actual/Latest
Estimate (USD
millions)
Percentage of
Appraisal
A. Creation of Apex Water
Institutions, Strengthening water
resources planning, allocation and
management capacity
10.22 11.05 108
B. Irrigation Department reform,
capacity building and business
process re-engineering
32.10 21.37 67
C. Pilot reform options in water
resource management 7.47 1.30 17
D. Piloting reform options for
irrigation and drainage operations 80.38 114.70 143
E. Feasibility studies and
preparation for the next phase 4.96 0.02 0.5
F. Project activities coordination 6.02 14.07 234
Total Baseline Cost 141.15 162.52 115
Physical Contingencies
17.63
0.00
0.00
Price Contingencies
14.92
0.00
0.00
Total Project Costs 173.7 162.52 94
Front-end fee PPF 0.00 0.00 0.00
Front-end fee IBRD 0.00 0.00 0.00
Total Financing Required 173.7 162.52 94
(b) Financing
Source of Funds Type of
Cofinancing
Appraisal
Estimate
(USD
millions)
Actual/Latest
Estimate
(USD
millions)
Percentage of
Appraisal
Borrower 0.00 0.00 .00
International Development
Association (IDA) 149.20 130.99 88
Local Govts. (Prov., District, City) of
Borrowing Country 24.50 30.00 122
18
Annex 2. Outputs by Component
Summary
Output Indicator Output
(i) Creation of State Water Resources Agency
(SWaRA) and fully staffing it
SWaRA was established in 2003 and functions
well but some posts are vacant (since the ICR
mission) and most technical staff employed
under contract.
(ii) Creation of a State Water Resources Data
and Analysis Center (SWaRDAC) and fully
staffing it.
SWaRDAC was established in 2003 and
functions well but some posts are vacant (since
the ICR mission) and most technical staff
employed under contract.
(iii) Preparation of Ghaghra-Gomti River Basin
Plan, including the preparation of integrated
social and environmental management plan for
the basin.
A basin plan, including a social and
environmental assessment, has been completed.
iv) Creation of a State Water Tariffs
Regulatory Commission (SWaTReC)
UP Water Management & Regulatory
Commission Act 2008 authorizes
UPWaMReC, which has similar powers, but
only the Chairman and two of four members
have been appointed so far. The establishment
of this Act is a major achievement. Though, it
is yet to be fully functional
(v) Creation of Ghagra-Gomti Basin
Development and Management Entity.
No progress on the Ghagra-Gomti Entity but a
sub-basin board exists as a model
(vi) Downsizing methodologies developed for
reducing establishment costs of the irrigation
department.
Proposed Voluntary Retirement Scheme has
been dropped. Natural wastage is having scant
effect.
(vii) Formation and operationalization of two
sub-basin development and management
boards
Jaunpur Branch Sub-basin Development &
Management Board functions well. Imamganj
Branch has been omitted from the project, but
Haidergarh was taken instead (similar size
area)
(viii) Holistic development and management of
water resources in the two selected sub-basins
including development of canal-based hydros,
conservation and development of water bodies
and rainwater harvesting
Canal based hydro was proposed for the
Imamganj Branch and has been omitted.
Construction of check, dams and ponds and
pond rehabilitation may have helped to
recharge groundwater
(ix) Formation of WUAs on all minors in the
irrigation commands of the two sub-basins
(about 600 WUAs)
8858 outlet committees, 805 WUAs at minor
level and 28 distributary committees have been
formed under the UP PIM Act. WUAs need
much strengthening.
(x) Participatory rehabilitation and
modernization of the irrigation and drainage
systems of the two sub-basins
The Imamganj sub-basin has been omitted. The
Jaunpur sub-basin irrigation and drainage have
been partially rehabilitated with limited
modernization. Minor canals are often in poor
condition and field channels are often lacking.
(xi) Piloting alternative distributary-level
management mechanisms for water service
provision and maintenance
28 Distributary committees have been formed
with members appointed by minor level WUAs
but UPID still manage the distributaries (and
19
almost all minors)
(xii) Increase in irrigation and cropping
intensities and diversification to cash crops
There have been some increases in irrigation
and cropping intensity and limited crop
diversification. 180,400 ha irrigated by canal.
Crop yields: Rice 2.75 t/ha, Wheat 3.39 t/ha
(xiii) Project Implementation Plan and Project
Appraisal Document for the next phase
A PIP has been prepared but not the PAD. PIP
submitted to GoUP on 2 December 2011.
(xiv) Implementation of the project on-time
and according to IDA procedures.
The project has been implemented in
accordance with IDA procedures but took four
years longer than planned
Component A: Creation of Apex Water Institutions and Strengthening Socially and
Environmentally Sustainable Multi-sectoral Water Resources Planning, Allocation and
Management Capacity
SWaRA and SWaRDAC have been created and are functional. UPWaMReC has been created but
is not yet functional. GoUP has been funding these institutions since November 2010 and given
their permanent nature, they will likely continue after the UPWSRP program.
Component A1.State Water Resources Agency (SWaRA)
SWaRA was created by Government Order (GO) in June, 2001 to develop environmentally and
socially sustainable inter-sectoral water allocation plans and optimal water resources management
in a basin context throughout the State. It also serves as the technical secretariat to the State
Water Board and to UPWaMReC.
SwaRA has been functional since 2003 and generally successful in achieving its objectives which
include:
i) A plan for optimum utilization of water resources for Ghagra-Gomti (GG) Basin has been
prepared.
ii) Development of water use allocation potential.
iii) Implementation of the State Water Policy.
iv) Development of the Decision Support Systems (included in component C2) for the GG
Basin and the Jaunpur Branch Sub-basin.
v) An Environmental Cell has been established in SWaRA with a proposal to create an
Environmental Cell in UPID for monitoring and follow-up actions on environmental
issues on the canal and drainage networks.
The project provided support for SWaRA in the form of buildings, equipment, transport,
consultants, staff salaries and operating costs (on a declining basis). On November 8, 2011,
twenty of the 59 sanctioned posts in SWaRA were vacant and15 out of 20 technical staff posts in
SWaRA were employed on a contract basis. Currently, SWaRA resides within UPID and in order
to become the technical body for UPWaMReC it should become independent of the department.
Component A2. State Water Resources Data and Analysis Centre
SWaRDAC was also created in June, 2001 and has been fully functional since 2003. Its mandate
is to collect all surface water, groundwater, and water use data in a standard electronic format.
This data is intended for registered and approved users, to analyze in basin planning at in SWaRA.
20
SWaRDAC has a Confidential Data Unit and maintains and updates a GIS-based database on
climate, hydrology, geomorphology, topography, infrastructure, demography, socio-economic,
irrigation & drainage networks, water demand, agriculture, soil, land use, wetlands, groundwater
and surface water quality and quantity. Other activities on going at SWaRA/SWaRDAC include:
a) Compiling daily rainfall and climate data for all UP;
b) A website of monthly agricultural activities for farmers and crop calendars are available
with a Gauge Discharge Site Atlas;
c) GIS maps in seven layers for WUAs in the project area in a Cadastral Information
System;
d) Generated sub-basin-wise land-use statistics in the State including LISS III sensor data of
23.6 m resolution, CARTOSAT sensor data of 2.5 m resolution, block and district
statistics of UP Planning Department:
e) Collected flow quantity and quality data from CWC, UPID, UP Pollution Control Board,
SGWD, CGWB ,Jal Nigam, and Minor Irrigation to use in river flow data analysis for all
the basins of UP and sub-basin-wise water availability estimates for seven sub-basins;
f) A groundwater status map of U.P. showing groundwater quality, minor irrigation, private
tubewells and state tubewells;
g) Prepared and distributed a Water Resources Planning Atlas for JBSB, Land Use and Wet
Land Atlas for JBSB at Block Level and Land Use Atlas for GG Basin at District Level
with a River Basin Planning Atlas for UP is in progress.
h) Generated time series data on groundwater levels, rainfall and discharges as well as basin
features such as administrative boundaries (districts & block), roads, canal & drainage
networks, micro-basin delineation, geomorphic map, soil map (National Bureau of Soil
Survey & Land Use Planning) in GIS environment.
i) Regularly updates a website of SWaRA/ SWaRDAC with news, vacancies, achievements
and quarterly e-bulletin;
j) Estimated crop water requirements for field crops and vegetable crops for agro-climatic
zones and specific locations;
k) Completed work on drinking water data and land use mapping in Gomti with cost
calculations of water supply from shallow and deep tubewells;
l) Published a book on crop management and nutrition security in Hindi in SWaRA for use
by farmers and WUAs;
m) Prepared reports on: Public Private Partnership in Irrigation and Drainage Sector of U.P.,
Ground Water Scenario (2004) of UP, Concept document for Bundelkhand Region of
Uttar Pradesh, Arsenic Toxicity in UP, Hydro geomorphology for Lalitpur
(Bundelkhand); an Approach Paper for preparation of Basin Plans has been prepared and
circulated to the related Departments for necessary inputs; and
n) Provided technical support and data to various consulting agencies of the project.
Component A3 UP Water Management and Regulatory Commission (UPWaMReC)
A State Water Management Regulatory Commission was created in 2005 but its duties were
taken over by UPWaMReC when the UPWaMReC Act was passed in 2008. The Chairman of the
commission is in place with recent appointments for the members of water resources engineering
and drinking and wastewater. The members for agriculture and water resources economy have yet
to be appointed. The UPWaMReC Rules are being formulated but with only one executive
engineer as staff, progress is slow. Otherwise, UPWaMReC is not yet functional.
21
Component A4 Ghagra-Gomti Basin Development and Management Entity (GGBDME)
A Ghaghra-Gomti basin development and management entity was to be created to implement
environmentally and socially sustainable water resources development and management of water
resources of the Ghaghra-Gomti basin. Although this entity has not yet been established the
Jaunpur Branch Sub-basin Development and Management Board (JBSDMB) (Component C1)
was constituted by G.O. in October 2003 and is working. This example will provide good
experience for GGBDME, which is proposed to be taken up in Phase-II.
Component B: Irrigation Department Reform, Capacity Building and Business Process
Re-engineering
Component B1 Institutional Reform
The downsizing of UPID has not been successful. Only about 22% of the target reduction in staff
has been achieved and the proposed Voluntary Retirement Scheme has not been adopted. The
normal retirement age was increased in 2004 from 58 to 60 years old and downsizing is now to be
achieved by natural attrition.
An international consultancy was appointed to study and prepare proposals for restructuring of
the department both from the considerations of making it effective to meet the present day
challenges and carry out its functions to improve fiscal performance. The final report of Study on
Institutional Strengthening and Restructuring of Irrigation Department Uttar Pradesh was
approved and sent to U.P. Government, through Engineer-in-chief, ID UP, Lucknow in December
2008 and Chairman, PACT Lucknow in January 2009. It is now understood that any staffing
reduction required will be achieved by judicious planning and natural attrition as a result of
retirement. The implementation of PIM and the corresponding transfer of responsibilities to
WUAs will occur over a period of time and may eventually reduce the work load of UPID.
Component B2 UPID Capacity Building
A report on a study conducted by Indian Institute of Management, Lucknow, for Assessment of
the Training Needs and Training Plan Development was submitted in March, 2008. A framework
was developed to present the training needs across all levels and different functional area of
management and a number of training programs were suggested with institutional arrangements
for in-house training at WALMI. Zonal training centers have been established at Aligarh and
Gorkhpur. The details of training given to the UPID officials are given in the table below:
Topic No. of
Trainees
Basic
Training
Basic computer training on M.S. office, internet & mailing etc 4270
Advance computer training on AutoCAD, advanced Excel & Power
Point & software installation
514
Agriculture-related training 31
Management (HR & finance-related training) 596
Modern Survey (GIS & Total Station) training 433
Irrigation (Water resources related training) 313
Induction training (Group-C), manual rules & regulation, noting &
drafting, official works
90
Miscellaneous training (leadership skill, team building, motivation,
office management, water & crop management etc)
536
22
Additional capacity building of UPID entailed the procurement of modern survey equipment,
including total stations, automatic levels with leveling staff, tachometer plane table with prismatic
compass, static acoustic Doppler water velocity recorders and moving acoustic Doppler recorders.
Departmental personnel have been trained in using modern digital survey instruments including
advanced techniques using software such as AutoCAD, GIS, ESRI Arc view. Staff has also been
trained in AUTOMAP for Automatic mapping using Total station for generating 2D & 3D maps.
In addition, twenty-six online automatic weather stations have been installed at UPID offices with
a warranty period of 5 years.
Component B3. Business Process Re-engineering
The Business Process Reengineering activities involved setting up an extensive management
information system and supporting administration and water resource databases with associated
analytical and communication facilities to modernize and streamline UPID business processes.
One of the main project achievements has been development of 26 application modules for the
three distinct functions of the department i.e. executive, technical and support applications. The
executive function application modules include financial accounting, budgeting, revenue, project
monitoring, human resource management, knowledge management, contract, litigation
management and Decision Support Systems (DSS). Technical modules include development of
GIS-based Integrated Water Resource Management Information System (IWRMIS), and
computer aided design (CAD) applications for project planning and designing of structures.
Support function modules include information technology (IT) management, document
management system, internal communications network and systems for faster sharing of
information such as messaging and workflow management. These modules provide organization-
wide Intranet facilities to implement a transparent and cost-effective approach in government
operations.. The functionality of the application modules has been integrated with the main Data
Centre for channelizing the entire information system of the department.
The entire UP Irrigation Department offices have been divided into 11 zonal MIS locations
throughout the State. These locations are Lucknow, Kanpur, Jhansi, Aligarh, Meerut, Allahabad,
Varanasi, Faizabad, Gorakhpur, Gonda and Moradabad. They are connected to the Data Center in
Lucknow with a 2Mbps dedicated lease line. All offices within the zone are connected via a zonal
MIS location with 64 Kbps leased lines. 1000 desktop computers, UPS along with laserjet
printers have been installed in various offices of UPID during 2004-05 and 1000 desktop
computers, 1000 UPS, 550 dot matrix printers and 275 laserjet printers have been installed in
various offices of UPID during 2006-07. 137 desktop computers, UPS and printers have been
installed in PACT offices, 153 laptop computers have been made available to officers, experts
and field engineers for smooth and fast working of project work. UPID has the facility of an
integrated solution for Wide Area Network (WAN). Under the MIS system the basic data
generated at divisional offices can be transmitted up along the hierarchical departmental ladder to
Advanced
Training
RAP-MASSCOTE 70
MIS Application modules training 883
Workshops
etc
Workshop (Water resources & agriculture related ) 373
Seminar (Water resources & agriculture related ) 193
Exposure visit on PIM & agriculture extension 42
Formal
Courses
Ph.D/M.Tech /M.B.A/ Diploma in civil engineering 23
Total 8367
23
S.Es, C.Es, and E-in-C. The set of queries and data related to the application need both way
transmissions along this existing organizational ladder. This network is used for data connectivity
for intranet, internet, mail and messaging, work flow solutions and module application. Out of
188 WAN sites 187 WAN sites have been connected through BSNL lease line converging to
zonal MIS locations at the Data Centre in the Lucknow WALMI Campus, shared with 4 Mbps
internet lease line. There are 159 WAN sites connected with a 64kbps lease line, 13 WAN sites
connected with two 64kbps lease lines and 1 WAN site is connected with three 64kbps lease lines.
All 11 zonal MIS centers are connected to the Data Center with dedicated 2 mbps lease line
provided by BSNL.
LUCKNOW
MEERUIT
Router
Router
Router
RouterRouter
Router
Router
Kannauj
Santkabirnagar
Mau
Deoria
Fatehur
Banda
HamirpurOrai
Auraiya
Etawah
Router
SantravidasnagarMirzapur
Karvi
Kaushambi
Pratapgarh
Kushinagar
Ballia
Ghazipur
Chandauli
Dudhi
Robertsgang
Chunar
Janpur
Azamgarh
Router
Router
Router
Router
Router
RouterRouter
Router
Obra
Router
Router
Router
Router
Basti
Ambedkarnagar
Tanda
Nanpara
Bahraich
Balrampur
RouterRaebareli
Schematic Diagram of Wide Area Network
Router
ALIGARH
JHANSI
MORADABAD
KANPUR
ALLAHABAD
GONDA
FAIZABAD
GORAKHPUR
VARANSI
Router Router
Maharajgani
Bansi
Siddharthnagar
Router
Router
Router
Router
Router
Router
Router
Router
Router
Router
Router
Router
Router
Router
RouterRouter
Router
Router
Router
Matatila
Sultanpur
Lalitpur
Mahoba
Unnao
Router
Router
Router
Router
Router
Router
Router
Router
Router Etah
Mainpuri
Firozabad
Agra
Mahamayanagar
Mathura
Khurja
Router
Router
Router
Router Router
Router
Router
Router
Router
Router
Router
Router
Router
Router
Router
Router
RouterHaidergarh
Barabanki
Router
Lakhimpurkheri
Sardanagar
Sitapur
Hardoi
Router
Router
Router
Bijnore
Hardwar
Okhla
Roorkee
Saharanpur
Muzaffarnagar
GhaziabadBulandshahar
Nazibabad
Kalagarh
Router
Router
Router
Router
Shahjahanpur
Bareilly
Pilibhit
Farukhabad
Budaun
Chandausi
Jyotibaphulenagar
Rampur
2/3/4 Mbps
64/128/256/320/384/512/704 Kbps
Router
Router
Router
Router
Router
The connection of different computers in various offices of UPID falling under 188 WAN sides
for efficient and fast communication has been achieved through a Local Area Network, which has
been established in the divisional offices/unit of UPID. The LAN established in the designated
sites of UPID will be extended to terminate on the WAN. Training to more than 426 users has
been given at the respective sites. Video conferencing equipment has been installed and is
functioning at the headquarters of divisional offices at Haidergarh, Raebareli, Sultanpur,
Pratapgarh and Jaunpur in UPWSRP Pilot Area. Three ISDN lines are installed through BSNL
for smooth video conferencing with PACT office and World Bank office. Video conferencing
between Lucknow, New Delhi and Washington (U.S.A) has been successful several times.
The database for the application systems developed, will act as a technical data library for UPID,
which will not only consist of all the transaction details associated with technical functions but
also contain records that will aid effective decision making. The records will also act as major
inputs for generation of information for periodic reports. MIS equipment provided is summarized
below.
MIS Equipment (Hardware/Software) Target Achievement
Desktop computers, two for each office 1052 2157
Laptop computers 5 153
Printer, one for each office 526 1000
24
Laser printer, one for each office 526 1000
General office software (MS Office.) one for each office 1052 2157
CAD software (AutoCAD), one for each of CE, SE and group
of twenty EE offices. Procured 8 and 7 upgraded new licences
of Auto CAD software version 2011
154 15
UPS 2KVA (on-line), one for each office 526 3
Generator 5kVA, one for each office 526 0
Generator 20 kVA, two for Lucknow 2 0
UPS 5KVA (on-line), one for each VSAT 26 1
Server (High end) 4 6
Mail Server 26 5
WAN sites established 188
LAN sites established 489
High speed wireless internet USB data cards 550 227
Lotus Notes installed 550
Networking switches 526 423
Video Data Projector 1 5
MIS Application System (26 Modules) of Irrigation
department has been developed and under implementation
26
Data Center of UPID at Walmi Campus, Lucknow established. 1 1
The Information System Organisation (ISO) has a Chief Engineer and an Executive
Engineer working but seven temporary IT staff are employed on contracts. Strengthening
of the ISO is required.
The management information system comprises 26 modules as shown below.
UPID MIS Application Module Description
1. EXECUTIVE FUNCTIONS
1.1 Financial Accounting
This module is designed to maintain the details of grants and cash handling in the department to
generate reports related to Public Works Accounts prevailing in the department and this module
also covers all type of cash transactions and grants and credit limits.
1.2 Audit and Draft Para Management
This module is designed to maintain the details of Audits report by the Auditor General. One can
go through all the objections raised in the audit report and the details of draft para .
1.3 Contracts Management
This module is designed to maintain all the records of registered contractors for different
categories and class with their general background and also generate measurement book details
1.4 Human Resource Management System
This module has been designed to maintain the personal records of all the employees and officers
in the department. This will give the information regarding the Manpower Estimation and
Sanction, Recruitment, Personnel Record Keeping, Leaves, Transfer, Deputation, Performance
Appraisal, Training, Travel, Complaints Management and Grievance Management.
25
1.5 Payroll Accounting
This module has been designed to generate pay roll every month in all offices of the department.
This enables all the employees to generate their pay slips on a click of a button and one can also
know the details of their GPF, Loans and advances.
1.6 Litigation Management
This module has been designed to give all the details of court cases in different courts, and their
current status.
1.7 Stores Accounting
This module has been designed to maintain the movement of Stock and T&P in the offices and its
present status. One can generate various returns through this module.
1.8 Revenue
This module has been designed to know the status of Irrigation revenue generated in the office.
One can easily take stock of all details of revenue raised, revenue realized and the balances. All
the ID statements like Jamabandi and Tauzi can be generated through this module
1.9 Budgeting
This module is designed for preparation of estimates, raising the demand of budget and all the
information for maintaining the estimate wise records of cash credit limits and its updating under
various head of accounts.
1.10 Procurement & Tender Management
This system is designed for effective management of tender and procurement procedures. It also
helps user in preparation of tender specifications for works and material procurement and bid
evaluation. One can easily download the tender form.
1.11 Assembly and Parliament Questions and their Reply Management
This module enables the user to know the current status of all the Assembly and Parliament
questions and their reply with details.
1.12 Asset Management
This module is designed to keep record of location and project wise assets owned by the
department and their net worth. It can maintain the details of land owned by the department
through modern GIS based information. This module can also be used for auction of the assets.
2. TECHNICAL FUNCTIONS
2.1 Irrigation & Water Management System
Through this module one can assess the information about all irrigation works in the department,
including the operation and maintenance of dam, barrages and reservoirs & maintenance of canal
system. One can easily generate reports of various kinds required for monitoring of the irrigation
systems. This module has been developed through consultancy and includes maintenance and
operation of civil structures (dams, barrages and canals), preparation of irrigation rosters, khasra
shudkar and bandi shudkar (records of irrigation), jambandi (final record of irrigation, showing
area of each irrigated crop), irrigation slips, osrabandi (canal roster), tail feeding details, khasra
bandobast, irrigation register, benefitted area, farmers details, canal longitudinal section, gauges,
silt clearance, water indent and water use, defect details of structures, hydrographic survey of
structures. However, this relies on input material from divisional offices, only one of which so far
is doing this fully. Most of the other project divisional offices make some returns but most non-
project divisions do not. The ICR mission seemed to be the first to ask for this sort of data.
2.2 Drainage Improvement and Maintenance
This module is designed to give the details of the drainage network and can be used for
improvement of the drainage system in the area.
2.3 Flood Control and Management
26
This module gives the details of floods, their occurrence and the remedial measures taken at
various levels and monitoring. This module keeps the record of flood related data for previous
years, which can be useful for future planning.
2.4 Investigation and Planning
The data required for planning and investigation will be maintained in this system and this system
will cater to preparation of long term and short term scheduling and monitoring of project
planning & investigation works.
2.5 Design of Works
The system is designed to maintain the data required for design of works. This will help in
carrying out long term and short term plans of design of works and also various guidelines for
designing of the new project.
2.6 Construction of Projects
The Construction Management System comprises various sub-systems viz. land acquisition,
rehabilitation and resettlement, schedule of rates, construction monitoring, project management,
resource requirement planning, environment management plan, quality control and Water Users
Associations etc.
2.7 Mechanical Works
This module is basically designed to have the details and maintenance & operations of all
mechanical works like Tube Wells, Lift Canals, Pump Canals and Hydro-mechanical equipments.
2.8 Dam Safety Monitoring
The proposed system will cater to improved management of stipulated and recommended dam
safety monitoring activities carried out for dams for all dams and reservoirs in UP. This includes
the inspection and health status reports of each dam/reservoir with provisions for maintenance.
2.9 Monitoring and Evaluation
The system is designed to help in monitoring and evaluation of various activities performed in
UPID. This will assist in reducing the gap between targets and achievements.
2.10 Research & Development
This module has been designed to identify needs of research areas, maintain data on all research
projects carried out, maintain list of technical memoranda and other research documents, maintain
data on developmental work such as rainwater harvesting structures, recharging wells, shallow
wells etc.
3. SUPPORT FUNCTIONS
3.1 General Administration
This module has been designed to maintain details for issuing gate pass, details for issuing
identity cards, all data pertaining to public relation activities, vehicle management details and it
facilitates various offices in preparing schedule for publishing press notes and articles.
3.2 Document Management System
Document management is the automated control of electronic documents page images,
spreadsheets, word processing documents, and complex, compound documents. The range of
functions that a DMS may perform includes document identification, storage and retrieval,
tracking, version control, workflow management, and presentation.
3.3 I. T. Management
This module records MIS maintenance, system details, vendor details, standard system problems,
hardware details, report on hardware details. Records are kept for maintenance IDs, module
names, office names and posts. In system details the name, username, status of functioning,
system type and admin unit are recorded.
3.4 Intranet
27
This module provides an advanced search facility to locate links and documents available on the
Intranet, along with all the \information necessary to support formulation of various policies by
the department. It also helps in entry of data/information regarding implementation of each policy
formulated by the department in order to help understand the response and any need for change/
enhancement.
The extent to which these modules have been used to some extent or another is indicated in the
table below.
Module Status Report of PACT 7 Divisions till 6 December 2011
Module Name SSK 45 IDS*
SSK
28
SSK
36
SSK
41
SSK
49
SSK
51
1 Question Management Yes Yes Yes No Yes Yes No
2 Asset Management Yes Yes Yes Yes Yes Yes Yes
3 Audit & Draft Para
Management Yes Yes Yes No Yes Yes Yes
4 Budgeting No Yes Yes Yes No Yes Yes
5 Contracts Management Yes Yes Yes No Yes No Yes
6 Litigation Management Yes Yes Yes Yes Yes Yes Yes
7 Human Resources
Management Yes Yes Yes Yes Yes Yes Yes
8 Financial Accounting No Yes Yes Yes Yes No Yes
9 Payroll Accounting Yes Yes Yes Yes Yes Yes Yes
10 Procurement & Tender Yes Yes Yes No No No Yes
11 Revenue Yes Yes Yes Yes Yes Yes Yes
12 Stores Accounting No Yes Yes No Yes No Yes
13 Monitoring & Evaluation Yes Yes No No Yes Yes Yes
14 Construction of Projects No No Yes No No No No
15 Dam Safety Monitoring No Yes No No No No No
16 Designs of Works Yes No Yes No Yes No Yes
17 Drainage Improvement &
Maintenance Yes No Yes No Yes No Yes
18 Flood Control & Management No No No No No No No
19 Investigation & Planning No Yes Yes No No No Yes
20 Irrigation & Water
Management Yes Yes Yes Yes Yes Yes Yes
21 Mechanical Works No No Yes No No No No
22 Research Activities No Yes No No No No No
23 General Administration Yes Yes Yes Yes Yes Yes Yes
24 IT Management Yes Yes Yes Yes Yes Yes Yes
25 Intranet/Support Function Yes Yes Yes Yes Yes Yes Yes
26 Document Management
System Yes Yes Yes Yes Yes Yes Yes
Grand Status Yes 17 21 22 12 18 14 20
No 9 5 4 14 8 12 6
28
*IDS is Irrigation Division, Sultanpur
Public Private Partnership Haidergarh Chini Mills (HCM), situated in the Haidergarh branch command in Barabanki district
was associated in a limited way for implementation of one PPP pilot scheme. A MOU between
PACT and HCM described the specific duties and responsibilities of both partners. PACT was to
support the sugarcane demonstration input cost and HCM was to orient the farmers willing to
participate in implementation of the activity and build the capacity of farmers through trainings,
field days etc. In the end, 179 sugarcane demonstrations were conducted on farmers’ fields by
HCM with an average yield of 61 t/ha, compared to the State’s average yield of 52 t/ha. However,
after a short time the cooperation with HCM was discontinued and HCM did not take over O&M
of the canal.
Component C: Piloting Reform Options in Water Resources Management
Component C1. Creation and Strengthening of Jaunpur Branch Sub-basin Development
and Management Board (JBSDMB).
JBSDMB has been established for taking decisions regarding planning and management of water
resources in the sub-basin area. Creation and functioning of JBSDMB has created awareness
among the users through meetings held at division level providing a platform for interaction
between the user and service provider. The Imamganj Branch and therefore its Sub-basin
Development and Management Board were omitted from the project.
The JBSDMB was created by GO in October 2003 defining JBSDMB responsibilities. Public
representatives have been nominated by GO dated 15th February, 2007, and later revised by GO
dated 29 September, 2008, which also includes water users/stake holders/ citizens. A 15 member
Management Committee is authorized to take all decisions on behalf of the Board and to prepare
Perspective Plans and Annual Plans for all uses of water, development and management for the
sub-basin. SWaRA provides assistance in formulating the sub-basin water plans. A permanent
office building of JBSDMB has been constructed at Sultanpur. The technical and administrative
support to the board is provided by Superintending Engineer, Sultanpur. District level committees
have been formed to support JBSDMB under the chairmanship of District Magistrates. District
level officers of different departments, stakeholders and NGO’s are the members of the
committees. The main objective of the committee is to prepare a water plan at district level,
taking account of different aspects, such as irrigation, soil conservation, rainwater harvesting,
fisheries, ponds, drinking, industries, sewerage and effluent disposal, flood and drainage,
including water quality and environmental flow aspects under the prevailing guide lines of the
central and state government. First round of meetings of district sub-basin water management and
development committees were organized at Sultanpur, Jaunpur, Raebareli and Pratapgarh.
Officers from different departments and other members showed their keen interest in water
management issues and alternative remedial measures.
Component C2 Development of Decision Support Systems (DSSs)
DSS uses appropriate tools to organize information on climate, agriculture, surface and
groundwater hydrology, irrigation and drainage network, water demands (irrigation, domestic,
industrial, hydropower, and environment), socio-economic and demographic details, topography,
water quality and wetlands. DSS uses optimization and decision support modeling tools to arrive
29
at optimal water allocations and investment strategies under a variety of hydrological, technical,
policy, infrastructure and other constraints and scenarios in an inclusive and participatory setting.
DSSs have been prepared:
To develop spatial knowledge base for integrated water resources management in the GG
basin;
To identify “Issues and Options” for water resources development and management in
the GG basin.
To evaluate the major related issues for the entire GG basin, micro sub-basins (MSBs)
and develop the basin DSS, which includes the knowledge base developed as well as various
linked models to assist in decision making relating to the planning and management of water
resources in the basin.
To prepare the “Basin Water Resources Master Plan” for GG basin.
A Basin Social and Environmental Assessment (BSEA) has been undertaken for the GG basin as
part of the DSS to mainstream social and environmental issues through the entire program
through the Social and Environmental Management Plan (SEMP). It was anticipated that the
BSEA and SEMP would provide the essential inputs into the preparation of the overall basin
development plans, which would guide investment decisions in the basin. Under BSEA, a sector
knowledge and information base has been developed for multi-sectoral planning, priority setting
and to give a framework for project preparation.
Component C3 Rainwater Harvesting
Rainwater Harvesting is the technique of collection and storage of rainwater at the surface or in
sub-surface aquifers, before it is lost as surface run off. The augmented resource can be harvested
in time of need. Due to uncontrolled development of groundwater and heavy withdrawal for
irrigation and other purposes in certain areas, especially in tail portions of the canal system and a
reduction in the supply of water in the Jaunpur branch canal and several dry years, groundwater
levels show a declining trend (as shown in the table below), particularly in Pratapgarh, Jaunpur
and Sultanpur districts where water levels were found to be declining over the years to lower than
10 m below ground level even during post monsoon periods. To improve the monitoring of
groundwater levels, 884 piezometers have been installed, of which 500 are fitted with automatic
water level recorders and 384 piezometers are manual type. However, data collection has
discontinued, due to the expiry of annual maintenance contracts causing insufficient automatic
recorders to be operating. Action is being taken to ensure that there is continuous operation and
data collection from the DWLRs.
Post Monsoon Groundwater Levels in Jaunpur Branch Sub-basin
(ha)
year 2005 2006 2007 2009 2010
No. of wells 357 219 295 289
307
Depth m Area ha Area ha Area ha Area ha Area ha
0-1 8,091 952 8,053 305 0
1-2 90,105 11,727 46,471 10,699 0
2-3 71,695 50,716 49,098 25,586 457
3-5 138,212 175,355 126,009 141,582 102,844
5-8 162,885 169,167 184,531 279,090 332,254
30
>8 71,733 134,805 128,560 85,459 107,166
Total area 542,721 542,722 542,722 542,721 542,721
In severely affected areas, rehabilitation and improvement of village ponds owned by Gram
Panchayats and construction of check dams on drains have been undertaken. Construction of 18
check dams and rehabilitation of ponds in Sultanpur Pratapgarh and Jaunpur districts have been
completed in areas with declining and low groundwater levels. These structures will not only
conserve the rainwater and recharge groundwater in the long term but also supply water for the
local population and livestock in lean periods. The main activities of this sub-component are
summarized below.
Development of Rain Water Harvesting
Activities Target Achievement
(1). Construction of check dams
IDSutanpur No. 5
SSK-51, Pratapgarh No. 5
SSK-36, Jaunpur No. 8
Total No. 200 18
(2).Rehabilitation of ponds
IDSutanpur No. 5
SSK-51, Pratapgarh No. 1
SSK-36, Jaunpur No. 3
Total No. 200 9
Check Dam on Bhadaiya Drain, I.D, Sultanpur
Fish culture in small ponds was initiated under the project in 94 small ponds of varying sizes
with a combined area of 67 hectares during the years 2007-08 and 2008-09. The demonstrations
and the training provided to the fishing community have not resulted in the sustained benefits
envisaged, due mainly to the failure of the link to the Fishery Department through UPDASP. The
fisheries development in the project area should have been tied with UP Department of Fisheries
(DOF) to not only improve and control the process but also to ensure its sustainability.
Six wetland areas, covering a total of 107 ha were selected in the project area. There were joint
walkthroughs with Dept of Fisheries /PACT at Hallor, Bariyarpur, Tamolia, Bhuwalpur,
Moongtal, and Hardoiya Tal. Feasibility reports of all six wetland were prepared with the EMP
31
and submitted to the World Bank. However, due to lack of required documentation they were
dropped by the Bank mission in August 2009. Rehabilitation of ponds and construction of check
dams may be carried out in the future for conservation of rainwater and ground water recharge. A
block level wetland atlas in GIS format has been prepared and water quality has been assessed for
three wetlands of JBS (two at Pratapgarh and one at Rae-Barely).
Component C4 Small Hydro-electric Development in Imamganj Branch Canal
This component did not materialize due to lack of assured water supply in Imamganj Branch
canal, which was omitted from the project.
Component D: Piloting Reform Options in Irrigation and Drainage Operations (PROIDO)
Component D1 Rehabilitation and Modernization of the Irrigation and Drainage System
The PAD recognized that in order to provide reliable water delivery, the irrigation system would
have to be brought back to design conditions and modernized to install necessary devices to
measure water delivered and to monitor performance of the system. The revised project area
comprises the areas commanded by the first 23 km of the Haidergarh branch canal (cultivable
command area 20,287 ha) and the entire command of the Jaunpur branch canal (CCA 322,753 ha)
and associated drainage areas. The gross command area is nearly 600,000 ha.
Siltation. The system is fed from the feeder canal, which takes water from Sarda Barrage across
the Sarda River. The sarda Sahayak feeder canal supplies water to entire Sarda Sahayak canal
system. A silt ejector at km. 0.300 of S.S. Feeder channel was constructed to release the
excessive silt load, this became non functional due to hydraulic and other problems. A model
study of the silt ejector was conducted by Irrigation Research Institute, Roorkee in year 2005-06
which suggested remedial measures to restore existing silt ejector for an optimal functional
efficiency. However, remedial measures could not be taken up. The Haidergarh branch canal
takes off from the feeder canal at km 171.6 and the Jaunpur branch canal takes off from km.
22.980 (right bank) of the Haidergarh branch canal. During wet weather large quantities of silt
enter the feeder canal and Haidergarh branch canal and thence into the project area. Much silt is
deposited in the beds of canals and at present the capacity of the Haidergarh branch canal is only
about 40% to 65% of its designed capacity due to siltation. The PAD recognized this problem,
and proposed that studies and analyses would be conducted to arrive at appropriate technical
solutions for the siltation problem. The international consultant for the design of the rehabilitation
and modernization of the irrigation and drainage systems studied the siltation problem and made
recommendations for further study of silt exclusion works for the head of the feeder canal. Some
modifications were made in left wing wall of the existing head regulator to reduce the siltation
problem. No decision was made by UPID to go ahead with further studies of the siltation problem.
Survey. The award of the contact for topographical survey was awarded about 18 months late and
some nine months after the planned start date of the design consultancy, which had to rely on the
survey data
Design, Design of the rehabilitation and modernization of the project area has been carried out
involving the farmers. Joint walk through surveys were carried out by the irrigation department,
the international design consultant and water users. All rehabilitation and modernization designs
were reviewed and approved by a high level Review Committee of the project.
Rehabilitation of Canal & Drainage Systems
32
In addition to the siltation problems described above, the canal banks and structures were in bad
condition, with canal banks as much as one meter lower than the designed levels. The distibutary
and minor canals had numerous cuts and large-scale formation of berms. Many outlets had been
tampered with. The drainage systems were inefficient and poorly maintained, being heavily silted
with extensive weed growth and obstructions by farmers. The following main activities were
carried out under rehabilitation of the canal and drainage systems.
i) Restoration of canal and drainage system physical profile as per the designs by re-
sectioning and making bank profiles to be able to carry the design discharges.
ii) Re-evaluation of the outlet command area, based on land use data and mapping in GIS
format.
iii) Improved communication facilities by way of providing metalled road on left bank and
brick on edge soling on right bank of Haidergarh and Jaunpur branch canals and selected
reaches of distributary canals. This provides not only all-weather communication but also
easy and fast access to the market for the farming community and their produce.
iv) Construction of new canal head regulators, road bridges on canals and drains for
facilitation of local communication and cross drainage works. In addition, bed profiles
have been constructed at every 500m in branch and distributary canals and drains. Bed
bars at 200m intervals have been constructed in minor canals. These define the bed
profile.
Modernization
In some places branch canals provided irrigation through direct outlets, which used to run
uncontrolled thereby, not only wasting water, but also causing land degradation. A new concept
of clubbing the direct outlets on branch canals into a single outlet delivering water through a
parallel minor canal alongside the bank of the branch canal has been implemented. The total
length of such parallel minors is 110 km. The clubbing of outlets facilitates formation of WUAs.
Direct outlets on distributaries could not be clubbed for want of land. The water delivery through
parallel channel arrangement can be seen in the following photograph.
Jaunpur branch, parallel minor at km 73.500, L/B
Control of water levels in canals is of paramount importance to ensure proper and equitable
distribution of water. A number of structures, some conventional and some new have been
introduced in the project. Four cross regulators on Jaunpur branch were rebuilt with new designs.
One additional cross regulator was built on Deeh distributary. Forty-one duckbill weirs for
33
control of water levels in distributary canals have been constructed. A special feature has been
added by providing free flow gate arrangement to avoid siltation, as shown in the picture below.
These weirs have significantly improved the water delivery to connected systems and are
generally appreciated and acknowledged by the farmer community.
Duck bill weir at km 14.300 on Tikri Dy,U/S
A number of checks, drops and crest walls on distributaries and minor canals have been
constructed to control canal water levels and new or modified gates have been provided.
A special feature has been to install flow regulation and measurement devices at the heads of
minor canals. These devices in various sizes and design features matching the specific
requirements are being procured from Spain and are being installed by the joint venture
contractors. They are designed to allow the passage of an almost constant flow from a distributary,
in which the variation of the water level is restricted. They also serve as a metering device and
would be suitable when water is supplied on a volumetric basis, as intended in the future. Five
fixed velocity profilers, one on Haidergarh branch, three on Jaunpur branch and one at the head of
Deeh distributary, have been installed for canal flow measurement. In addition two portable
profilers have been procured for measurements and calibration at any location.
The existing configurations of the right upstream wing wall of the Deeh distributary. and left
upstream return wing wall of the head regulator of Haidergarh branch were causing adverse flow
conditions resulting in varied discharge into the different bays of the head regulator. Model
studies were undertaken by the Department of Water Resources Design & Management, Indian
Institute of Technology, Roorkee, to verify the flow conditions and suggest modifications. Based
on the observations in the model it was found that the upstream left return wing wall of
Haidergarh branch head regulator in its present geometric configuration is causing variable flow
velocities across the width of the regulator through the different bays and excessive siltation is
attracted towards the first two bays from the left side. The Haidergarh branch regulator left wing
wall has been remodeled according to the findings of the model study. The model study has also
revealed that only 145 cumec flow can pass the head regulator under the present running
parameters as against the design discharge of 165 cumec. Construction of an auxiliary head
regulator and a channel to increase the capacity is about 80% complete but has stopped due to
lack of funds. 7,603 redesigned semi-modular pipe outlets with head and tail walls have been
provided on distributaries and minors of the command. This type of outlet is suitable to distribute
more or less equitably with variations in the canal water level within their range of operation and
also draw their share of silt. The lead-in pipe is set at or near the bed level and it opens into a tank
34
on the downstream side to which an open flume is fitted. The discharge of the semi-module is
independent of the water level in the field channel, but dependent on the water level in the supply
canal so long as a minimum working head is available for the outlet. Quality control was ensured
by subjecting all the construction work to third party supervision through a reputed international
consulting agency. Bi-monthly and tri-monthly (during closure period) reports were submitted by
the consultants for facilitating concurrent quality assurance and defect management issues for all
rehabilitation and modernization activities under the project. Construction works are summarized
in the table below.
Particulars Unit Target Actual Remarks
Haiderhgarh Branch km 22.98 22.98
Jaunpur Branch km 119.74 119.74
Imamganj Branch km 18.17 - Deleted from
project
Sub total (Branches Rehabilitation) km 160.89 142.72
Haidergarh Branch head regulator
improvement and link canal
1 80% Funds needed to
finish link channel
Rehabilitation of cross regulator no 4
Haiderhgarh Branch metalled roads km 22.80 14.98 8 kms of metalled
road already
existing
Jaunpur Branch metalled roads km 119.70 119.02
Imamganj Branch metalled roads km 14.50 - Deleted from
project
Sub total (Construction of metalled roads) km 157 134
Sharda Sahayak canal system including all
direct outlets modernization (civil works)
km 831.00 827.00
Saryu Nahar canal system including all
direct outlets (Behraich Dy.) civil works
km 54.00 - Deleted from
project
Construction of new cross regulator no 1 ``
Construction of new duckbill weirs
no 41
Sub total (Distributaries Rehabilitation) km 885 827
Minors of Sharda Sahayak canal system km 1301 1584 Constructed as
needed
Minors of Saryu Nahar canal system km 113 - Deleted from
project
Gates on minors nr 382 463 Constructed as
needed
35
Measuring structures on Jaunpur Branch
minors
no 382 150 Orifice Modules to
be installed at head
of 150 minors out
of 422 minors of
H.B. & J.B.
Measuring structures on Behraich Branch
Dy. Minors
no 21 - Deleted from
project
Sub total (New minors measuring
structures and outlets)
Construction of new piped minors for
connecting present direct outlets of
Jaunpur Branch & Behraich Dy
km 110 109.56 Parallel minors
constructed by
clubbing of existing
outlets from
branches
(a) Direct Outlets of Jaunpur Branch Nr 334 - Parallel Minor
Constructed for
branches instead of
Direct Outlets
(b) Sarda Sahayak System Distributarires Nr 2884
(c) Sarda Sahayak System Minors Nr 4257
Total (b+c) 7141 7684
(d) Sarju Canal System (Dy.+Mr.) Nr 490 - Deleted from
Project
Fixed velocity profilers for flow
measurement
no 5
Portable velocity profilers for flow
measurement
no 2
Drain rehabilitation < 0.5 cumec km 858
0.5 to 5.0 cumec km 1278
5.0 to 15 cumec km 198
> 15 cumec km 450
Total km 2784 2369
Masonry Work (New vehicle road bridge) No 428 398 Assessed as per
actual requirement
Repairing of old vehicle road bridge No. 742 not needed
Earth Work km 69.00 no new drains built
Masonry Work No. 52
Renovation of inspection house No 16
Renovation of Division office No 7
Renovation of colonies No 4
Jaunpur Branch Canal Operation
The water delivered by the Jaunpur branch canal has changed over the project period as shown
below. This table indicates that there was considerable over-irrigation in early years of the project
36
(over 10,000 m3/ha for a crop of kharif paddy) but more reasonable amounts are being applied in
recent years. These lower irrigation duties may also have contributed to the lowering of the
groundwater table.
Jaunpur Branch Canal Seasonal Water Supply
Kharif Rabi
Year Mm3 ha m
3/ha at Season Mm
3 ha m
3/ha at
Head irrigated head outlet* head irrigated head outlet*
2002 1030 47,073
47,073 21,881 14,660 2002/3 651 56,035 11,610 7,778
2003 727 61,209 11,873 7,955 2003/4 737 53,454 13,781 9,233
2004 906 59,747 15,157 10,155 2004/5 670 55,782 12,013 8,049
2005 1098 60,906 18,034 12,083 2005/6 459 52,673 8,560 5,735
2006 598 64,149 9,321 6,245 2006/7 411 53,863 7,636 5,116
2007 711 72,364 9,823 6,581 2007/8 357 59,085 6,036 4,044
2008 424 69,307 6,122 4,102 2008/9 422 56,315 7,485 5,015
2009 458 61,658 7,423 4,974 2009/10 305 54,318 5,617 3,763
2010 259 56,194 4,611 3,089 2010/11 349 68,401 5,106 3,421
* Flow at outlet from minor assumed to be 67% of flow at head of branch canal
Component D2 Drainage
Drainage rehabilitation works are summarized in the table below.
Drain capacity Unit Target Actual
< 0.5 cumec km 858
0.5 to 5.0 cumec km 1278
5.0 to 15 cumec km 198
> 15 cumec km 450
Total km 2784 2369
Component D3 Agriculture Intensification and Diversification (AID)
Overall, this sub-component has been moderately satisfactory: There appears to have been a
significant increase in the crops (mostly pulses) grown in the zaid season, which has improved the
cropping intensity and soil fertility. Productivity appears to have improved but very little
diversification appears to have taken place. There is now no linkage with the DoA for ongoing
agricultural support to farmers, the project failed to capture data to support increases in
productivity, adoption of techniques, or increase diversity and the interventions were poorly
linked to the irrigation investments.
Background: The AID sub-component was designed to ensure that the investments in the
irrigation assets would be realized through increased agriculture production and productivity. The
project was to provide support for extension, study tours and other training, and on-farm trials for
agriculture and horticulture and promotion of environmentally sustainable techniques (including
37
integrated pest management and organic farming), improvements in livestock management and
knowledge dissemination through village kiosks. Initially the component was designed to be
implemented by the DoA through the UPDASP (whose mission is closely aligned with the
projects and covers the same area). However in 2006 due to various reasons PACT took over
implementation of the sub-component, hired three agriculture experts, developed a strategy
covering the following priority topics; (i) quality seeds and seed replacement (ii) balanced use of
fertilizer (iii) timely sowings/transplanting, (iv) proper plant spacing (v) proper placement of seed
& fertilizer, (vi) timely irrigation through conjunctive use of water and (viii) eco-friendly pest
management. The activities were implemented using NGOs who conducted 2 demonstrations in
the head, mid and tail of each minor. These activities were initiated in the rabi crop of 2006 and
by kharif 2007 this approach had been scaled up to cover all 421 minors, and was supported by a
training and exposure program.
Outputs: The project reports that approximately 36,000 demonstrations (on rice, wheat, pulses,
vermi-compost, fodder, etc) have been conducted and touched approximately 169,071, 23,277
and 2,325 farmers through field days, trainings and exposure visits respectively. This accounts for
almost half the project beneficiaries. The final costs of the sub-component was approximately
USD 2.8 million, more or less in line with the post tsunami revised costs of approximately USD
2.5 million (the original allocation was USD 6.9 million). This represents less than 2% of the
overall project costs.
Outcomes: The ICRR outcomes of this subcomponent are linked to the PDO indicator
“Modernized operation of irrigation and drainage systems in about 280,000 ha gross command
area” with a target of “diversification, (incl. IPM/IPNM) in 75,000 ha. Strangely there was no
intermediate outcome indicator linked to this. The PAD outcome indicators (Annex 1) referred to
“formalized linkages between agriculture and water sectors, public and private sector institutions”
and “sustainable improvements in irrigation intensities and crop yields (intensification)” and
“substitution of higher value crops (diversification)”, with the output indicator for the sub-
component of “increase in irrigation and cropping intensities and diversification into cash crops”.
Despite these indicators, actual targets were poorly defined during preparation, nor were they
redefined when opportunities arose at MTR or during the extensions, which left the component
open to interpretation as to how to deliver. A list of indicators and results is presented in the table
below. The assumptions listed from the PAD are taken from the economic analysis and, while
these are not formal targets, they form the basis upon which many of the projects benefits will be
derived, hence they are included.
38
Baseline Assumptionsa
Project closurec
Indicator Unit Projectb Control
c Project Control
Productivity
Rice yield increase % 28%
Rice yield increase t/ha 2.02 1.95
2.75 2.67
Wheat yield increase % 34%
Wheat yield increase t/ha 2.59 2.64
3.39 3.11
Intensification Rice area increase %
-20% -14% 36%
Wheat area increase % -25% -18% -11%
Diversification Diversification (inc IPM/IPNM) ha
75000d
Crop Diversification Index 0.75
0.72 0.73
e
Cropping Intensity % 152%
195% 185% a PAD (pg 65) b DHV BASE LINE VALUES FOR IMPACT ASSESSMENT (2001/02) pg 12-17 c EGIS Impact assessment report, (baseline control – 2005/06 data, project closure - 2008/09 data) d Aide Memoire June 15-23 2006, page 43 e PACT ICR pg 98
Increased productivity. As expected, yields recorded from demonstrations were considerably
better than those recorded in the control and from both the impact and adoption surveys (Table 1),
(with the exception of green gram; no explanation was provided as to why this is the case). The
adoption surveys conducted by the outlet level WUAs and the support NGOs covered a large
number 6 of farmers and these yields seem to be reasonably representative of the situation
observed in the field at ICR and from discussions with farmers; however this data lacks a
counterfactual and one should use caution when comparing with the control (as the control
included non-irrigated areas).
6 A simple yes/no survey form was given to each president of the outlet level WUA, who collected information from
individual farmers. Support NGOs then collected and collated this information.
39
Table 1. Yield data from various project sources
Baseline “End” of Project
Units Project a
Control b
Impact
Survey b
Adoption
Surveys c
Demonstration
results d
Control b
Rice t/ha 2.02 1.95 2.75 3.94 4.56 2.67
SRI7 t/ha
5.82
Wheat t/ha 2.59 2.64 3.39 3.90 4.76 3.11
Green
gram t/ha 0.68 0.66 0.63 0.65 0.53 a DHV Baseline values for impact assessment 2001/2 (pg 12-16)
b EGIS Impact Evaluation final report main text (baseline control 2005/06 data, EOP 2008/09)
c Adoption Survey data, 2009 PACT data
d PACT ICR (pg 76)
Impact surveys. Data provided on productivity improvements from the impact surveys are
inconclusive (when compared to the control areas). It would appear that for wheat the project
farmers yields increased at a marginally better rate than control farmers, while paddy farmers did
not perform so well. However it must be noted that the results presented used 2008/09 survey
data, it is possible that yields in the project area increased further in the subsequent crops. It is a
limitation that another survey was not conducted in 2011. This would have better captured the
projects performance, and better represented the ‘control’ or without project scenario (as it
included un-irrigated areas). A fairer comparison would have been selection of non-project
command areas.
Discussions with project farmers indicated that there was very little interaction with DoA
extension staff. While it is not confirmed it appears that the DoA may have not overlapped their
regular activities in the project areas. If this is the case it would account to some extent for the
similar performance in the project and control areas.
Diversification
Diversification: The project is reporting virtually no change in the crop diversification where the
index dropped slightly over the project period. Curiously, the index dropped significantly from
the baseline value of 0.75 in 2001/02, to less than 0.50 in both 2005/06 and 2006/07, 8 but
subsequently recovered to 0.72 at the end of the project. The reasons for this were not
investigated.
Cropping Intensity (including IPNM/IPM):
The impact assessment reports indicate that the cropping intensity increased over the project
period in both the control and project areas, however increased almost 10% more in the project
situation, this would appear to be largely due to an increase in the pulses grown in the zaid
(March to June) period (see below). This is a positive outcome, where the project has been able to
successfully leverage the increase in pulse prices in recent times. Other likely reasons for the
7 System of Rice Intensification 8 EGIS, Final Impact Assessment Report, March 2010
40
increased cropping intensities include the reduction in waterlogged areas and improved water
supply to increase the cropped area.
Nutrient management (IPNM) was highly promoted under the project and mainly consisted of
training and demonstrating the use of balanced fertilizers, through targeted soil testing and
subsequent recommendations. An appropriate indicator for the adoption of this technology is the
(regular) use of soil testing, however the impact survey data shows that in the project area in
2005/2006 approximately 9% and 8% of paddy and wheat farmers were undertaking soil tests
however in subsequent surveys (2006/2007 and 2009/2010) this has declined to approximately
3% for both paddy and wheat. This is a reason for concern, as without regular monitoring of soil
fertility and health the sustainability of this intervention would be under question. At the same
time the number of farmers growing pulse crops, particularly in the zaid season (March to June)
has increased significantly, largely due to the efforts of the project. The impact survey indicates
that the area sown in the zaid season has increased from less than 0.5% of the gross sown area in
the command in 2005/06 to more than 4.5% in 2008/09. This is an excellent intervention, both in
terms of increasing farmers’ incomes and also improving soil fertility.
The achievement of the PDO indicator target of 75,000 ha is not reported in the Borrowers ICR.
From the information at hand, the increase in cropping intensity of around 10% represents about
30,000 ha. The area under which split application of fertilizer (one aspect of IPNM) is being
practiced appears to be more than 50% of farmers (compared with 10% in the control)9 while the
adoption survey reports that 36 – 40% of paddy and wheat farmers (Table 2) are using a balanced
fertilizer application (another aspect if IPNM), while 34% of wheat farmers have adopted part of
the IPM package of practices. This represents a considerable portion of the project area, the sum
of which would cover more than the targeted area, however due to issues already discussed it
would be difficult to attribute most of these successes directly to the project.
Adoption
Surveys were conducted by the outlet level WUAs and the support NGOs to assess the adoption
of various packages such as use of quality seed, balanced fertilizer use, timely cultural practices,
improved irrigation management and eco-friendly pest control. Data was also collected regarding
yields and area planted. The project reports to have surveyed approximately 440,000 farmers for
this purpose, in the rabi, kharif and the zaid seasons covering the main crops grown in each,
paddy, wheat, black and green gram. Statistically this was a massive task, with the combined
collection of in the vicinity of 8 million data points! Unfortunately the data lacks time series and
counterfactuals for comparisons, and poorly differentiates technologies promoted by the project
and those promoted generally by the DoA (for example IPM has been promoted by the DoA for
many years and the DoA has large schemes/programs supporting improved seed replacement
rates, balanced use of fertilizer, IPM, etc). The surveys generally indicated that there was good
adoption of the technologies in most cases with the exception possibly of moong, which would go
some way to accounting for the lower productivity improvements in this crop. From the data
provided it would appear that approximately 60% the farmers adopted one or more of the
technologies surveyed in the case of wheat and paddy, however a much smaller percentage of
farmers (26%) adopted one or more of the technologies for green or black gram.
9 PACT ICRR, Annex 1.
41
Of the five indicators monitored for adoption, most are promoted in one way or another through
regular DoA programs. For example, soil health and productivity are major areas of focus under
the RKVY10 scheme, which promotes balanced use of fertilizer. Two indicators that might be
unique to the project are line planting/transplanting and providing irrigation at critical times,
which respectively 22-24% and 40% of farmers report they have adopted (Table 2). In hindsight,
surveys should have either included a control or time series, or perhaps been more specific to the
technologies promoted by the project, for example for balanced fertilizer use where soil testing
was used, questions related to farmers continuing use of soil testing services, or the use of a
specific element known to be limiting within the project area, such as zinc. The statistics for urd
and moong (black and green gram)are misleading, as the survey was not limited to those growing
these crops. It is likely that the adoption rates were much higher and the data might better reflect
the number of farmers growing these crops, rather than the adoption of technologies related per se.
The data indicate that approximately 15% of farmers were growing these crops (which gives
some confidence in the impact survey data related to intensification).
Table 2. Adoption by farmers of various technologies
Crop Improved
seeds
Balanced
fertilizer use
Line planting
transplanting
Irrigation at
critical stages
IPM
Paddy 51% 36% 22% 40%
Wheat 53% 40% 24% 40% 34%
Urd and moong 15% 12% 7% 12% 5%
Implementation
The AID component was designed to be implemented through the Bank-funded Utter Pradesh
Diversified Agriculture Project (UPDASP), which closed officially in 2004. Although a second
phase did not eventuate, the project management and structure continued to function with budget
support from the DoA. In 2005 DASP was still very much considered to be able to deliver the
component and was asked to initiate demonstrations in the sub-component. When DASP failed to
take action, the responsibility was taken over by PACT and implemented by NGOs, the number
of which varied over the remaining period of the project. It would appear that in terms of delivery
this worked reasonably well, as the project reports that the targets set for various activities were
more or less met.
The project adopted an interesting implementation arrangement, whereby demonstration farmers
were reimbursed based upon actual expenditures. Although there was a condition that farmers
must complete a successful demonstration, it is reported that 100% were reimbursed. This
avoided many of the delays and problems associated with procurement of inputs by the project.
This is an innovative approach as it frees extension staff from the time consuming task of
procurement.
Risks to sustainability
The project is reporting considerable achievements in terms of raising awareness amongst farmers
of the dangers of over-irrigation. However, outlet committees and WUAs will need assistance in
10 RKVY, National Agriculture Development Plan (a centrally sponsored agricultural support scheme, worth about
USD 4.2 billion under the 11th plan)
42
planning for and ensuring equitable distribution of water. There is a risk that improvements in
productivity will be lost due to lack of maintenance of the canals.
Problems identified in the initial project scheme walks-through are different to what would be
found if walks-through were conducted today. From discussions held with farmers during the
ICRR, two issues that were not highlighted in the original walks-through became apparent: field
channels often do not exist and some outlets from minor canals give flow rates that are too low or
do not command the fields. Until water starts flowing, these issues are not apparent to farmers,
either because there is disbelief that the water will ever arrive or farmers do not appreciate the
detailed designs to understand water levels, flow rates etc. This would indicate that another walk-
through or similar consultative activity needs to occur at the outlet and minor levels.
Weed control in the minors and field channels, while underplayed as it is such an expected part of
irrigation, is a major issue. Weeds slow water velocity not only resulting in the depositing of silt,
that in theory is destined for the farmers fields, but also leads to reductions in efficiency and
increase accessions to the water tables. In theory weeds are controlled manually twice a season in
the minors (in some cases this is now undertaken by labor from the NREGA scheme) and more
often in the field channels. Without a systematic approach to controlling this problem, coupled
with adequate funding, this is likely to be a serious risk to system deterioration and sustainability.
Key observations from ICRR field visits.
More water is available in the minors
Farmers are often unable to distribute this water due to lack of field channels
Most farmers now want (and require) field channels
Some outlets cannot supply adjacent fields (survey of 6 minors visited had 49% of outlets
where ground level is an average of 36 cm above the FSL) o Farmers adjacent to outlet not interested in field channel as it does not serve their
field o These farmers pumping from minor (at a cost) - GoUP rates of irrigation per ha
by lift irrigation are almost half as compared to canal irrigation
Essential to promote conjunctive water use and sharing of this resource,
Field channels should have a dual role of distribution of both canal and ground water
Must remember that design of system is only ever going to cover 115% of the command
(67% in Kharif and 48% in Rabi)
Drainage is essential to ensure long-term sustainability of the irrigated area (salinization
and sodicity are real threats).
Many farmers who do not have field channels to supply them with water, pump
groundwater at some expense. This indicates a willing ness to pay for a reliable supply of
water.
Livestock and fisheries activities were envisaged in the PAD and fisheries activities were
reported to have been initiated in 94 small ponds (approximately 67 ha of pond area) during
2007-08 and 2008-09 combined with demonstrations and training to the fishing community.
However it was reported that these activities were not sustained. A Bank mission recommended
in 2003 that PACT employ a fishery officer and again at MTR. Subsequently, a wetlands officer
(from Central Institute of Fisheries) was recruited in 2006. In August of 2009, a Bank mission
recommended that, although the fisheries intervention appeared to be successful, it not be
43
continued in the extended project due to incomplete documentation and a lack of an
environmental and social assessment.
Also in August 2009 the Bank mission looked at the activities relating to Animal Husbandry
where it was agreed with the project that, if there was an extension of the credit closing date, a
pilot activity for the promotion of backyard quails/poultry in collaboration with KVK would be
supported. However this never came to fruition.
D4 Piloting Replicable Management Options
Legal Background Government made a resolution to implement participatory irrigation management on canal
irrigation systems for efficient and optimum use of water and thereafter issued a government
order in 2001 for the formation of WUAs at minor level. 396 WUAs were formed under the said
government order on the basis of selection of public representatives like gram pradhan etc. in the
district of Raebareli, Pratapgarh, Sultanpur, Barabanki and Jaunpur in 2002. NGOs were
deployed in the project area with the aim to create awareness about participatory irrigation
management among farmers and WUAs and to bridge the existing gap between them and UPID.
On the basis of experience gained, it was decided that the lowest functional unit of water users’
associations should be an outlet committee (kulaba samiti). Keeping this in mind a new
government order was issued in 2006. According to this order the water users associations were
to be constituted on the basis of elections to be held at outlet level. WUAs at minor level were to
be constituted by a federation of presidents of outlet committees. UPID conducted elections at
outlet level with the assistance of NGOs. 4678 outlet committees and 421 WUAs at minor level
were constituted under the above government order and registered under Society Registration Act
1860.
Uttar Pradesh Participatory Irrigation Management Act 2009 was passed on 20th February 2009.
Uttar Pradesh Participatory Irrigation Management Rules 2010 were published on 30th March
2010. The Act has been implemented in project area since 5th March 2009 and in entire UP since
1st January 2011.
Establishment and Training of WUAs
During the project, 8858 outlet committees, 805 WUAs at minor level and 28 distributary
committees have been formed under the UP PIM Act 2009. Management of distributary and
minor systems have been transferred to the WUAs and distributary committees. The current
situation after a long process of forming WUAs is shown below.
NGOs and Water and Land Management Institute (WALMI) were instrumental in building the
capacity of constituted WUAs in performing their day to day functions like water distribution,
irrigation recording, water budgeting, financial management etc. that was envisaged in the
government order. These water users associations were provided with command area maps as
well as other documents in order to equip them in familiarizing with the inventory and terrain of
command area so that they perform their functions with ease. Memoranda of understanding were
signed by WUAs and UPID to conduct operation and maintenance for a period of two years i.e.
2004-05, 2005-06. The WUAs operated and maintained the works for this period and the impact
of this activity was that the irrigation increased in the tail reaches of minors and the cost of
maintenance of the minor was reduced.
44
Formation of Water Users’ Associations
Description Unit Target Actual
Formation of Water User Association under GO 207 of year 2001
Formation of outlet committee (kulaba samiti) No. 0 0
Formation of minor samiti (WUA) No. 396 396
Formation of Water User Association under GO 2188 of year 2006
Formation of outlet committee No. 4678 4678
Formation of WUA No. 421 421
Formation of Water User Association under PIM Act, 2009
Formation of outlet committee No. 8858 8858
Formation of WUA No. 805 805
Formation of distributary (WUA No. 28 28
Training of WUAs representatives for efficient water use, maintenance of outlets, field
channels and field drains, discharge measurement etc.
PIM task team No. 44 35
Field training of WUA No. 117 100
Field workshop for sensitisation WUAs members No. 5 5
Field workshop for strengthening of WUA members No. 133 130
Project level workshop for WUA presidents No. 4 4
Technical training of WUAs No. 35 35
Financial training of WUAs No. 35 35
General training of WUAs No. 30 30
Training of WUAs on PIM Act and draft rules No. 30 10
Training of newly elected WUAs under PIM Act by divisional PIM
cells
No. 274 226
Block level awareness programme for farmers on PIM Act and
Rules
No. 29 28
Activity Unit Target Actual
Joint walkthrough for stakeholders participation in canal
rehabilitation work
Minors 421 421
Consent of command farmers on canal rehabilitation design and
proposed work
Minors 421 421
Development and distribution of a manual of construction and
maintenance of minors for WUAs
Report 1 1
Orientation workshops on manual for minors for kulaba samitis
members, WUAs, SHGs and PIM task team members.
No. 46 46
Formation & adoption of WSHGs (4 per minor) WSHG 1684 1949
Fixation of CCL for income generation small activities WSHG 1684 1189
Orientation workshops for bankers No. 7 7
Regular meeting savings & inter-loaning WSHG 1684 1949
Training to new WSHGs Batch 33 33
45
Organization of cluster level convergence camps Camp 89 106
Internal assessment and ranking of WSHGs by PACT WSHG 1684 1008
Sample
WSHGs
No.
Transfer of all WSHG related data on GIS maps WSHG 1949 Maps
prepared
for all 7
project
divisions
Exposure visits of farmers to other states made them realize that whatever they learnt during
capacity building programs can be practically executed. It also boosted their confidence for
execution of functions expected from WUAs.
PIM cells at divisions, circles and E-in-C level have been established to perform as a resource,
planning, facilitation, monitoring center for participatory irrigation management activities for
constituted WUAs as well as UPID. Five standard training modules have been prepared, covering
roles and responsibilities of WUAs & UPID, details about PIM cell, financial management, water
management and implementing civil works. Training on these modules has been given to the
WUAs by divisional officers/employees. WALMI has played an important role in disseminating
information regarding participatory irrigation management among WUAs and UPID. WUAs and
UPID have become aware of participatory irrigation management. An extensive capacity building
program for WUAs, including field training, sensitization workshop, field workshop, financial
training, technical training, training on water management and exposure visits has been conducted
by WALMI. A survey of office bearers of the water users’ associations during the course of their
training at WALMI found substantial increase in community participation. However, an auditor’s
report on water users’ associations found that there is no system of preparation of annual financial
statement i.e. receipts and payments accounts, which is required to be submitted to the Registrar
of Societies from time to time and preparation of periodical bank reconciliation is not satisfactory.
An audit of some 400 WUAs found instances where 1) advances to WUAs remained unadjusted
in accounts at division level: 2) Supporting documents could not be found and 3) WUAs were not
maintaining independent books of accounts. There is a need to identify local literate and numerate
persons in WUAs and train them in financial management. There is a lack of technical ability in
water users’ associations, which is largely due to there being no practical handing over of the
irrigation management to water users’ associations so that they have no hands on experience of
dealing with the technical issues. The non-participation of water users’ associations in
rehabilitation of irrigation systems was one major reason of creation of gap between theoretical
and practical knowledge in technical ability. It is also conclusive that lack of performing technical
works practically has caused the WUA to forget the technical training imparted theoretically. The
technical issues require skilled and literate persons to handle works like estimate preparation,
preparation of warabandi, preparation of water budget, preparation of annual work plan. Capacity
building of newly constituted WUAs under UP PIM Act 2009 through division level on the basis
of standard training modules is being carried out. A systematic time bound and low cost two days
training program is being followed by divisions.
WUA Buildings. UPID constructed four WUA offices in the project area as the registration of
old WUAs expired and new WUAs under the Act was not constituted at that time i.e. the absence
of legal body of WUAs. Land for these offices was provided by village panchayats to UPID.
These offices have been handed over to the respective WUAs. Since new WUAs have been
46
established under the Act henceforth the responsibility of construction of WUA office should lie
on them. Land and funds for construction should be transferred to the WUAs. Establishment of
office for WUAs will give them identity of an institution and provide safe and fixed place for
maintenance of maps, records related to financial transactions, technical matters, revenue records,
matters related to judicial procedures etc.
GIS maps with eight layers, base map, kulaba command map, warabandi, khasra map, kharif and
rabi cropping pattern map, soil fertility map and cartosat map were prepared and provided to
WUAs. These maps help them to identify the location of their fields related to the outlets,
knowledge about soil condition. Kulaba command maps were extensively used for the
preparation of kulaba sub-command and voter list required for the election purpose. With the help
of kulaba command maps demarcation of sub-commands was completed in very short time.
Participation of WUAs in Rehabilitation
WUAs were involved in design and planning of rehabilitation works that created enthusiasm
among them regarding PIM. But later on during rehabilitation their participation was negative
resulting in lowering down of enthusiasm and dissipating their technical capacity gained during
capacity building programs. Taking this into view PIM Act 2009 has made provision that the
rehabilitation of minors shall be done by WUAs. In case of their inability to do so the department
shall execute the work on the satisfaction of concerned WUAs. Capacity Building of UPID Officials
Capacity building program including sensitization workshops, exposure visits, shared vision
workshop and follow up programs were conducted for UPID officials. They came to understand
that PIM is a reality.
Guidelines regarding preparation of voter list, returning & presiding officers were issued for
conducting elections. These elections were conducted by UPID on the lines of panchayat
elections i.e. based on ballots.
Voter list was prepared by the officials and employees of division for outlet, minor and
distributary committees. Elections were conducted at outlet, minor and distributary level by UPID
itself with the assistance of district administration. The impact of election conducted on the basis
of ballot created a phenomenal awareness about PIM among the farmers. Out of 8978 outlets in
the project area 8858 outlet committees have been constituted by electing about 60,000
representatives. The other 120 outlet committee could not be formed because of unavailability of
land records as the records were sealed due to ongoing programme of land consolidation. Out of
421 minors, 407 minor committees have been constituted as well as 398 minor level committees
for outlets off-taking directly from distributary and branches. The elections for 14 minors were
not conducted because of land consolidation. Further, out of 31 distributaries in the project area
28 distributary committees were formed. 3 distributary committees could not be formed because
of non-formation of 14 minor committees. This provides WUAs as a legal entity and created
respect for them as an institution among the farmers. It also created a sense of ownership of
WUAs and thereby PIM by UPID.
Training of UPID Officials
Field workshop for sensitisation of UPID officials No. 37 24
Shared vision workshop for Senior officer of UPID, CADA and
Agriculture
No. 7 6
Follow up programme for Junior Engineer No. 11 9
47
Follow up programme for Seenchpal No. 13 11
Follow up programme for Assistant Engineer/ Executive Engineer
No. 6 6
Awareness programme about PIM Act and draft PIM Rule, 2009
No. 16 8
Training of officers on PIM Act and Rules 2009 (other than project
area)
No. 67 60
Workshop on PIM Act and Rule 2009 for officers of project area No. 2 2
Training programme for constituted PIM cell in project area
No. 2 2
Exposure trips to successful experiments of officers No. 3 3
Exposure trips to successful experiments of farmers No. 17 16
Financial Sustainability of WUAs
Financial sustainability is a prerequisite for running any institution. Hence it is important that
sources of finance as per provision made in the Act must be materialized. These are:
The Mahatma Gandhi National Rural Employment Guarantee Program (MNREG). The
Government has issued an order declaring WUAs as the implementing agency for the
execution of works related to construction of field channels and drains, O&M of minors
and distributaries under this program
State Funds. WUAs are entitled to 40% of irrigation revenues from their area but so far
few, if any, have received this. In lieu of this for 2011/12, the State Government has
made budgetary provision (Financial Year 2011-12) of Rs 1 crore as financial assistance
for WUAs to help WUAs perform their day-to-day works.
A single payment of Rs1000 per hectare, processed by CADA, the interest from which
may be used by WUAs for their expenses.
Future Assistance for WUAs PIM Cells have been established at division, circle and E-in-C level in accordance with UP PIM
Rule 2010. These PIM cells played a vital role in conducting elections of WUAs. Training of
WUAs at divisional level has been successfully conducted under the guidance and facilitation of
PIM cell at very economical rate compared to earlier training given by WALMI.
Although many of the WUAs have been in existence since 2005 or earlier, they have all very
recently been reconstituted under the PIM Act 2009 and often have new leaders who have not had
the benefit of the earlier training. WUAs do not have the skills or resources to operate and
maintain canals adequately and construct field channels and require continued support from UPID
and any future project. If this support is lacking, there is a risk that WUAs would wither and the
canals continue to deteriorate.
Component-E- Feasibility Study for UPWSRP-Phase II
With the completion of the present project, the State has initiated the Phase II of the project.
Based on the guidelines given in Project Appraisal Document, a Concept Document has been
prepared. A Project Report and Implementation Plan for Phase II has been prepared. The
48
Concept Document of Phase-II projects have been approved by the different nodal ministries and
Planning Commission, Govt. of India and have agreed with the proposal in principle with the
Concept Document. The D.E.A., Ministry of Finance, Govt. of India forwarded the said
document to the World Bank for consideration on a priority basis for credit assistance. The World
Bank approved the Concept Document in July 2011. A contract was signed in August 2011 for
Phase II Social and environmental assessment framework study in Bundelkhand area. The draft
final report is likely to be submitted in July 2012. This apart, survey and design consultancies
have already started the assignment for Haidergarh Branch (Km. 22.980 downstream) in Sarda
Sahayak project area and Rohini, Jamuni and Sajnam Dam canal system area in Bundelkhand
Region. The bill of Quantity and design of the works these areas are expected by September 2012.
Preparation of voters’ lists for WUAs in the Phase II area has begun. The proposed project area
would comprise 904,000 ha. in Sarda Sahayak (Ghaghra-Gomti Basin) and 735,000 ha. in
Bundelkhand Region.
Component-F- Project Coordination & Monitoring
A Project Activity Core Team (PACT), headed by secretary irrigation as Chairman and having a
Chief Engineer with experts and support staff drawn from UPID, line departments and from
outside on contractual basis, was established to implement the project. Consultants were engaged
for monitoring activities and quality assurance. For monitoring and evaluation, impact indicators
were developed. The consultant has also developed a Project Management and Monitoring
Information System (PMMIS) software for monitoring the components of the project. A web
enabled PMMIS application software has been developed to assist PACT to evaluate online
progress and performance monitoring of project activities. Procurement and financial
management tools, including a computerized financial management system, were developed
according to Bank guidelines and procedures. Two consultancies were assigned to evaluate
project impact. The first during calendar year 2007 and the second from August 2009 to March
2010. Sample household surveys on 43 representative minors were conducted by the consultants.
However the surveys were not suitable for use in this ICR.
Monitoring of ground water levels through water level recorders has helped to study and assess
water level fluctuations.
49
Annex 3 Economic and Financial Analysis
This project is the first phase of long term programmatic approach to support effective
development and management of the water sector and irrigation and drainage sub-sector in the
state. The PDO for the project was to set up an institutional and policy framework and to initiate
reforms in the irrigation and drainage sub-sector to sustainably increase water and agricultural
productivity. The project, while primarily focusing on enabling policy and institutional
framework in the water sector, has piloted reform options in irrigation and drainage operations
covering 343,040 ha of CCA in Jaunpur and Hydergarh branches.
A. PAD Estimated Project Benefits and Rate of Return
Project cost benefit analysis in PAD focused on quantifying benefits from two major sources
namely; (i) irrigated area increased by 106,275 ha and (ii) crop productivity increased by 28 to
34% for rice and wheat and crop diversification increased by 25%. Both these sources together
accounted for 90% of the annual incremental benefits. Other sources accounting for about 10% of
the annual incremental benefits include canal hydros, drainage improvement, village pond
fisheries development, VRS and MIS benefits.
The analysis was done for a 25-year period at 2001 prices using 12% as the opportunity cost of
capital. All project costs including contingencies were used in the analysis except for the
following adjustments: Cost of institutions with statewide impact like Apex Institutions and
Irrigation Department Reforms and Capacity Building is limited to one-third in the analysis. Cost
of the preparation for phase-II is excluded. Associated annual recurrent costs are included in the
analysis.
PAD estimated that across projects and farm sizes, increase in net income per farm due to project
at constant 2001 prices would vary from 58 to 92% in the project benefitted farms. FRR varied
from 13% for irrigated area intensification to 22% for irrigated area intensification and
diversification, with the inclusion of all sources of income.
Economic analysis was done in the PAD by using a standard conversion factor (SCF) of 0.9 for
internationally non-tradable project inputs and outputs. Parity prices are used for tradable inputs
(fertilizer) and commodities (paddy and wheat). Project costs are converted to economic costs
using the SCF. The ERR varied from 14.2% for irrigated area intensification to 25% for irrigated
area intensification and diversification, with the inclusion of all sources of income. The difference
between ERR and FRR is due to parity prices being higher than financial prices for the major
commodities like rice and wheat. The PAD documentation of cost benefits analysis in Annex 4 is
not clear about the CCA and irrigated area intensities. This discrepancy is observed in the PAD
main text also, making it difficult to assess the irrigated area impacts which is discussed in the
following pages.
B. ICRR Estimation methodology
1. The project rehabilitation and modernization interventions in the selected branch canal
command has expanded the irrigation coverage taking the gross irrigated area up to 180,400 ha by
the end of the project (EOP), an increase of 82% over the without project (WOP) situation.
Successful introduction of zaid season pulse crop has expanded the zaid cropped area, accounting
for 15% of the cropped land area. Agricultural intensification and diversification (AID)
interventions extensively promoted the adoption of improved crop production technologies in
about 40% of the area under cereals and oilseeds and 13% of the area under zaid pulses, which it
50
is assumed would be fully realized by year 10. Adoption of demonstrated crop technologies
helped in realizing higher crop productivity by about 29 to 54% across crops by EOP as
compared to WOP. Following similar methodology as adopted in the economic and financial
analysis (EFA) at appraisal, project benefits due to irrigated area expansion/intensification and
diversification are quantified using crop budgets for major crops, namely rice, wheat, mustard and
green gram. Intensification benefits captured the impact of expanded gross irrigated area due to
improved irrigation service following the system’s rehabilitation and modernization investments.
Diversification benefits captured enhanced crop productivity levels realized due to the adoption
of improved technologies, increased gross cropped area due to expansion in area under zaid crop,
enhanced adoption rate of the demonstrated technologies in cereals, pulses and oilseeds due to
intensive coverage under AID prorammes organized through WUAs. Drainage investments
helped to convert about 20930 ha of water logged area into cropped land area, which is estimated
based on landuse information (LANDSAT) for BL (2004/05) and EOP (2008/09). Incremental
crop productivity and income due to improved drainage is quantified and used in the EFA. Other
benefit sources, considered in the PAD EFA analysis are not considered in ICR analysis, since
canal based small hydros and VRS interventions were not taken up. Fisheries development
interventions resulted in the development of 67 ha of effective water spread area converted to fish
production but was not monitored for adoption, yield and income levels.
2. For cost benefit analysis, data from multiple sources are considered. PACT has organized
following studies11
: Baseline (BL) indicators for state level using the secondary published data
with 2000/01 as the data reference year, BL study for pilot project area level indicators with
2005/06 as the data reference year, Initial impact evaluation study with 2006/07 as the data
reference year and Impact evaluation study with 2008/09 as the data reference year. BL and
impact evaluation studies covered 1419 project farmers and 264 control farmers. 43 minors are
represented in the project sample. PACT data/documents generated through the above sources
suffer from lack of representativeness, poor data quality and data analysis. Continuous guidance,
supervision and monitoring of these studies would have ensured objective assessment of project
specific impacts. For instance; (i) state level indicators based on secondary data at district level
are used in the impact indicator table by PACT, (ii) control sample has no canal irrigation
network but depends only on shallow tubewell irrigation which is not comparable to the project
sample where, rehabilitation and modernization investments are taken up in the existing canal
irrigation system, (iii) due to delayed implementation of rehabilitation works, no impact in
2006/07 can be attributed to the project interventions, (iv) all analysis and documentation done
through the above studies clubbed cropped area, yield, production and income while the project
has specifically targeted to expand the irrigated area, irrigation intensity, irrigated yield and
income, (v) latest impact evaluation study used 2008/09 data, while actual project impacts have
started showing up only afterwards. This is more so due to the field observations of the mission
during 2011/12, clearly indicating increased trends in irrigated area, crop yields and area under
pulses in zaid season. The mission also observed, during its field visits in March. 2012,
significant discrepancy in the irrigated area recorded by the department staff at the field level12
.
11 Management of UPWSRP activites and development of PMMIS, DHV BV Neherlands, UPWSRP PACT, Irrigation
department, GoUP, May 2008; and Final Impact Assessment Report, EGIS India, UPWSRP PACT, Irrigation department, GoUP, March 2010.
12 The mission, during the field visits in March 2012 to three minors covering about 2200 ha of CCA, observed
substantial under reporting/billing of irrigated area by the order of 40 to 50%
51
3. ICRR EFA has used the PACT data compiled through in-house studies to capture the
irrigated area expansion, irrigation intensity improvement, irrigated crop productivity, irrigated
crop technology adoption, and increase in gross cropped area for the EOP assessment. As we
have these data only for 2008/09 for agriculture; and 2011/12 for irrigated area, quantified project
benefits for the ICR EFA are likely to be conservative. For BL and control, PAD EFA data,
supplemented with administrative agriculture data representing 25 blocks spread over four
districts in similar agroclimatic region (fully falling outside the UPWSRP Phase-I area), which
are now proposed by the PACT for UPWSRP Phase-II are used to quantify the project led
impacts.
4. Total project cost at constant 2011 prices is estimated at INR 9070 M. For ICRR EFA, the
same approach as in the PAD EFA has been followed in apportioning the component wise costs
which accounted for 88% of the total project costs. The analysis is done for 25-year project life
using 12% as opportunity cost of capital. Parity prices are estimated for tradable inputs and
outputs by taking the projected prices in constant USD for the mid-year of the project life and
converted to 2011 constant prices by using MUV index. PAD estimated costs and benefits are
also converted to 2011 prices for comparing with ICR results.
C. Quantification of Benefits
1. Irrigated area impacts
This is the most critical variable driving the ICR EFA. Hence, quantification of irrigated area
impact is discussed briefly below. Refer to Table 1 for more details on this.
Base Line: PAD estimated CCA varies from 270,000 to 275,000 ha for Jaunpur Branch and
22,600 ha for Imamganj Branch. PACT got the CCA reassessed at 322,750 ha by Tahal for the
Jaunpur Branch. Total CCA is taken at 345,355 ha for both these branches. As against this, PACT
data showed that 109,740 ha was irrigated (average of three years-1998 to 2001) in both kharif
and rabi seasons under Jaunpur Branch command. In the absence of data for Imamganj Branch,
area irrigated by Imamganj Branch is estimated at 7,685 ha based on the Jaunpur Branch
0%
30%
60%
90%
120%
BL WOP WP_PAD WP_ICR System Design
Fig.1 Irrigated area impact (% of CCA)
52
experience. Hence, total average area irrigated13
by both these branches is 117,430 ha, 34% of the
total CCA of 345,355 ha being the BL situation.
With Project: Imamganj Branch was dropped and Haidergarh Branch was taken up along with the
Jaunpur Branch. CCA of Haidergarh Branch is 20,290 ha. Hence, total CCA has become 343,040
ha for the project as a whole. PACT data showed that 180,400 ha are irrigated during 2011/12,
which is 53% of the total CCA of 343,040 ha, taken as the WP situation.
Without Project: PACT data showed that the average quantity of water delivered to the project
area has come down during the project implementation period. Three year moving average
analysis indicated that the quantity for the period ending 2011, is 20% less than the BL quantity
for the period ending 2001. PACT data show that the average irrigated area for the period ending
2001 was 116,64014
. Using the observed average water use efficiency ratio based on BL data on
irrigated area and quantity of water, WOP irrigated area by 2011/12 is estimated to adjust for the
reduced flow in the system. Estimated total irrigated area for WOP situation is 93,630 ha, which
is 27% of the total CCA.
To Sum-up;
i) BL gross irrigated area in kharif and rabi is 117,430 ha, 34% of the CCA
ii) WP gross irrigated area in kharif and rabi is 180,400 ha, 53% of the CCA
iii) WOP gross irrigated area in kharif and rabi is estimated at 93,630 ha, 27% of the CCA
iv) PAD projected incremental irrigated area is 106,275 ha, by expanding the gross irrigated
area to cover up to a maximum of 75% of the CCA as against the designed command of 115%
and BL irrigation coverage of 34% of the CCA. By EOP, the project has increased the irrigation
coverage up to 53% as against the WOP irrigation coverage estimated at 27% of the CCA.
v) Incremental irrigated area impact due to the project by EOP is 86,770 ha, which is 82%
of the PAD projected target. More importantly, this is realized only from the later years due to the
delayed project implementation.
vi) Both the Jaunpur and Haidergarh Branches have performed better with reduced water
flow in the system during the project period than BL situation, emphasizing the improved water
use efficiency due to the project interventions.
13 Gross irrigated area includes the area irrigated by surface water as well as area under conjunctive water use, since
area is considered irrigated even if only one irrigation is provided from the canal system.
14 Minor difference between 116,640 ha quoted here and 117,430 ha quoted under base line para is due to the minor
variation in the CCA of Imamganj Branch (dropped) and Haidergarh Branch (substitued). This variation in total CCA is only 0.7% and hence ignored.
53
The latest trend in the irrigated area is one of increasing irrigated area as the rehabilitation and
reform based investment results have just started showing up. Recent PACT data (Sep 201115
)
show that irrigated area has been showing increasing trend over the past couple of years, and,
even though this is most likely scenario in future, the current analysis pegs the irrigated area
coverage at 53% of CCA as observed now.
2. Agriculture technology adoption impacts:
Quantification of adoption rates is as follows. The project has organized crop demonstrations
extensively covering head, middle and tail reaches with two demonstrations in each location in
each minor in the project area for two consecutive years. A total of 36,000 demos backed with
field days, trainings and exposure visits exposed the demonstrated technologies to about 194,700
farmers. The project’s performance is impressive in exposing the improved production
technologies to more than half of the project area farmers, which occurred only after the scaling
up of demonstrations coverage from 2007 onwards. Equal emphasis was given to enhancing the
crop productivity in paddy, wheat and
mustard besides popularizing the
greengram in zaid season as a third crop
in the sequence. Improved seeds,
balanced fertilizer application, line
sowing and irrigation scheduling at
critical stages are the major components
of demonstration package focused by the
project. Adoption study conducted by
PACT covered the demonstration plot
and the extent of adoption by other
farmers. Analysis of 2008/09 adoption
data covering 1234 demonstrations on
rice, wheat and green gram revealed the
following:
i) Technology adoption by the
farmers ranged from 27 to 59% across
the technology components among the
major cereal crops rice and wheat
occupying 78% of the gross irrigated area and 8 to 17% for the technology components
demonstrated for green gram cultivation.
ii) Averaged across components, about 45% of the farmers adopted one or more critical
technology components demonstrated for cereals and 15% in case of zaid season green gram.
iii) WOP, crop demonstrations are organized by the department in the state, which are thinly
spread across large areas, resulting in an average ratio of one demo for 700 ha of cropped area. As
against this, average ratio achieved by the project is one demo for 25 ha of cropped area in the
project area. Intensive coverage in the project area is about 28 times better than the WOP
15 UPWSRP Phase-II, Project Report and Implementation Plan, PACT, Irrigation Department, Government of U.P,
Irrigation Department, Lucknow.
0% 20% 40% 60%
Overall Technology
Improved Seeds
Optimum Irrigation
Balanced Nutrients
Line Sowing
Fig.2 WP Techology adoption rates, 2008/09
(% of farmer adopters)
54
situation. Hence, the observed adoption impact in the project area is predominantly due to the
intensive demonstration coverage through AID interventions.
iv) Based on this, adoption rates of 40% for rice, wheat and mustard and 13% for green gram
are considered for this analysis. Since this is based on 2008/09 data, the adoption rate is expected
to improve further and stabilize at a level higher than the levels used in this as witnessed during
mission’s field visits.
v) But the demonstrations were scaled up only in the later years, and rehabilitation and
modernization works were also delayed to the later years. Adoption of agriculture technology is a
gradual process following the project-led AID interventions and rehabilitation investments.
Similar Bank funded project experiences suggest a period of 4 to 5 years for the adoption process
to pick-up and stabilize following the exposure to the demonstration package. To capture this, an
adoption matrix was constructed using the progression in AID and rehabilitation expenditure with
appropriate time lag. Based on this, adoption started only from PY-6 and will take about ten years
to reach the full adoption levels in the project area. For the remaining project life, adoption rates
are frozen at 40% for cereal and oilseed crops and 13% for greengram in zaid season.
3. Cropping intensity impacts:
Quantification of cropping intensity in the irrigated command area under the project is discussed
below.
As per the PACT data, WP average irrigated area (2011/12) is 87,820 ha in kharif and 92,580 ha
in rabi. Paddy is the dominant crop in kharif (100%). Wheat is the major crop in rabi (78%), and
the rest coming under mustard. Area under minor crops is captured through these major crops as
their proxies. Furthermore, the project has successfully introduced green gram as zaid crop
through AID interventions, which has started
spreading in the project area. About 30% of the
demos are allocated for zaid crop covering all
minors. PACT data has documented that about
6% of the gross cropped area in the command has
come under zaid season green gram in 2008/09 as
against negligible share in BL16
. This works out
to about 13% of the gross irrigated area in the
project area. For the same reasons explained
under agricultural technology impacts, no change
in the share of zaid crop in the gross cropped area
is expected WOP. In addition to this, PACT
organized a special study17
to quantify the
changes in agriculture land use covering the
16 UPWSRP Phase-I: Implementation Completion and Results Report, Nov 2011, PACT, Irrigation Department, GoUP,
Lucknow.
17 Chandrashekhar Biradar et al., Anju Gaur, Winston Yu and Pradeep Srivastava, Quantifying changes in agricultural
intrensification and extensification in India: A Pilot Study in Uttar Pradesh, by University of Okhlahama, World Bank and PACT, 2012.The data have been treated with caution due to doubts concerning ground truthing.
Table-1 UPWSRP: Cropped area impacts
Impacts ICR (2011)
WOP WP
Gross irrigated area (Ha) 93629 180400
Crop pattern (% )
Paddy 55% 48%
Wheat 35% 30%
Mustard 10% 9%
Pulses 0% 13%
Crop diversification (%) 10% 22%
55
Jaunpur Branch command. The study has shown that overall cropping intensity in the command
area has increased by 14%, more or less equitably under the existing system conditions; ranging
from 19% in head, 13% in middle and 10% in tail reaches. This analysis has also documented that
double and triple cropped area in the command area has gone up by 21% after project
implementation.
As observed during the mission’s field visits, the project’s efforts to introduce zaid green gram
crop in the cropping sequence is becoming popular among the project farmers. However, based
on the PACT data for 2008/09, area under green gram in zaid season is limited to only 27,060 ha,
by end of project in 2011/12. With this, total cropped area in the project area for EFA is arrived at
207,460 ha. Shift in crop area from cereals to oilseeds and pulses are limited to 12%
(incremental) as against the PAD target of 25% (incremenal). In PAD EFA, cropping intensity is
kept constant for both WP and WOP situations.
4. Crop productivity and income impacts:
Quantification of crop
productivity impacts is
discussed below. Analysis of
administrative agriculture data
during the decade ending 2010
for the selected control blocks
showed less than 0.25%
annual growth in crop
productivity for the major
crops considered in this
analysis. WP and WOP crop
productivity data are given in
Table 2. WP data is based on PACT in-house data covering 16,955 demonstration farmers for rice
and wheat; 7945 demonstration farmers for zaid green gram and 800 demonstration farmers for
mustard covering the period/seasons 2006 rabi to 2009 zaid. Compared to PAD projected crop
productivity impacts, paddy and pulses (green gram) registered higher productivity by 4 to 18%,
but wheat and mustard registered lesser productivity change by 10 to 12%. Farm net income
increased by 78% as against 67% projected at the time of appraisal.
5. Drainage impacts:
The project has improved drainage by rehabilitating 2,369 km of old drains in the Sarda Sahayak
Command area, including the masonry works6. Using the landuse information (LANDSAT) from
2004/05 and 2008/097, the PACT commissioned study calculated the water logged area and
conversion of water logged area into cropped area in the project command area. No agriculture
cropped area was observed in an area of 28,905 ha which remained water logged during 2004/05.
Water logging persisted in about 7,973 ha during 2008/09. Hence, improved drainage area is
estimated at 20,932 ha, which is 40% of the PAD projected area. PAD estimation was based on
WB funded UPSLRP experience. Kharif paddy is observed in 19,770 ha and rabi wheat in 15,020
ha following improved drainage interventions. For the analysis, we have taken 2/3rd
of the area to
be under sustained cropping in kharif and rabi with continued maintenance of the rehabilitated
drains. Using the WOP crop budgets, incremental benefits due to improved drainage is
conservatively estimated at Rs 19,700 per ha of drained area and included in the EFA.
Table-2 UPWSRP: Crop yield (t/ha) and income impacts (Rs)
Impacts ICR (2011) PAD
Projected
Change
Deviation
WOP WP Change
Crop productivity
(t/ha)
Paddy 3.10 4.00 29% 28% 4%
Wheat 3.00 3.90 30% 34% -12%
Mustard 0.65 1.00 54% 60% -10%
Pulses 0.45 0.63 40% 34% 18%
Farm Net Income
per Farm (0.6 ha) 13160 23440 78% 67% 16%
56
D. Economic and Financial Analysis Summary:
The estimated overall economic rate of return (ERR) is 17.6%, lower than the PAD projected
ERR of 24.8%. Similarly, overall project’s financial rate of return (FRR) is 16.6%, lower than the
PAD estimated FRR of 21.9% The estimated economic net present value (NPV) is INR 2,158 M
at a discount rate of 12% (same discount rate as in PAD), which is less by 2/3rd
than the PAD
estimated NPV of INR 6,722 M, after adjusting to 2011 constant prices using price index based
inflators. Major reasons for the wide deviations in the rate of return to investments are; (i) actual
increase in irrigated area less by 18%, (ii) delayed realization of incremental project benefits due
to time over runs18
, (iii) realized diversification less by 40%, (iv) achieved productivity increase
is less by 12% for wheat and 10% for mustard as compared to the PAD projected targets and (v)
small hydros, MIS and VRS benefits are not considered. On the positive side, the project has
achieved higher crop productivity levels by 4 to 18% than the targeted levels in case of paddy and
pulses; better adoption of improved technologies in 36% of the cropped area; and spread of zaid
pulse crops in 15% of the project benefitted area. But, prolonged delay in the implementation of
project interventions delaying the realization of agriculture benefits and missed targets in irrigated
area, crop diversification area and wheat productivity more than offset the positive impacts by
pulling down the rate of return to the project investments. Farm financial income showed 78%
increase in the project benefited farms, which is 16% more than the PAD target, but spread of
benefits was limited to about 80% of the PAD targeted farmer beneficiaries.
E. Financial income, poverty alleviation and employment impacts
The project benefitted about 401,000 farm households by enhancing their average annual
financial income by Rs 11,325 per ha due to project interventions. This is aided by increased
irrigation coverage up to 47% of the CCA, cropping intensity by 15% mainly due to the
introduction of zaid pulse crops, and crop productivity by 29 to 54% in case of cereals, oilseed
and pulses. Equity in distribution of irrigation benefits and the breadth of stakeholder
participation have improved as evidenced by the inhouse studies. For instance, double cropped
area has increased across head, middle and tail locations, accounting for 38%, 57% and 5% of the
incremental double cropped area as documented in the special study conducted by the project in
the Jaunpur branch5. With an annual farm income of Rs 14,500 (WOP) per ha, only farms with a
holding size of more than 3.3 ha can support the entire family of six persons (depending only on
farm income), to be above poverty line19
. With an annual farm income of Rs 25,820 (WP), farm
18 Cumulative project expenditure on the rehabilitation of canals and drainage systems accounted for only 26% during
the first six years (2002/03 to 2007/08) as against 68% accounted during the next three years (2008/09 to 2010/11). But,
agriculture intensification and diversification interventions peaked in 2004/05. All these resulted in the delayed
realization of the agriculture benefits in the project area.
19 Annual per capita income needed to be above poverty line is defined at Rs 7,990 at 2011 prices for rural U.P
families. (Ref: Report of the Expert Group to Review the Methodology for Estimation of Poverty, Planning
Commission, Government of India, November. 2009)
Table-3 UPWSRP: Economic and Financial Analysis Summary, 2011 prices for 25-yr project life
Project Interventions PAD ICR PAD ICR
FRR
(%)
NPV
(Rs M)
FRR
(%)
NPV
(Rs M)
ERR
(%)
NPV
(Rs M)
ERR
(%)
NPV
(Rs M)
With Intensification 13.0 504 12.1 29 14.2 1118 12.6 187.3
With Intensification and Diversification 21.9 5128 16.6 1887 24.8 6722 17.6 2158
57
holdings with more than 1.9 ha can support the entire family of six persons to be above poverty
line. Among the total farms, about 10% are falling between the holding sizes 1.9 ha and 3.3 ha.
Hence, project led improved farm income at 2011 prices has the potential of lifting about 40,100
farms above the poverty line due to the project interventions. This is about 15% less than the
PAD projected target. The project has generated 16,580 person jobs, providing sustainable on-
farm employment for about one-tenth of landless agricultural laborers in the project area, through
irrigated area expansion and agriculture intensification impacts.
Table 1 UPWSRP- Quantifying the irrigated area impacts (a) Base Line: Gross Irrigated Area Estimation
Project Area CCA Reference/
Source
Average Actual
gross Irrigated
Area (Ha)
(1998/2001)
Reference Actual Gross
Irrigated Area as
a % of CCA
Jaunpur Branch
CCA as per PAD 270000 PAD Page.63 109742 PACT Data 41%
CCA Reassessed by Tahal 322753 PACT Data 109742 PACT Data 34%
Imamganj Branch 22602 PAD Page.63 7685 Estimated as
(109742/ 322753)*
22602
34%
Total 345355 Estimated as
322753+
22602
117427 Estimated as
109742+ 7685
34%
Note: PACT Data in MS Excel File is attached, which is used in this calculation.
(b) With Project: Gross Irrigated Area Estimation
Project Area CCA Reference/
Source
Actual gross
Irrigated Area20
,
2011 (Ha)
Reference Actual Gross
Irrigated Area
as % of CCA
Jaunpur Branch
CCA Reassessed by Tahal 322753 PACT Data 180,400 PACT Data
20 Estimated as actual irrigated area in Rabi (2010/11) and Kharif (2011)
0%
20%
40%
60%
80%
100%
02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12
Fig.3 UPWSRP Actual expenditure (Per cent, cumulative)
Rehab Investments AIDP
58
Haidergarh Branch 21
20287
Total 34304022
Estimated as
322753+ 20287
180,400 Estimated as (151027+
9493)
53%
(c) Without Project: Gross Irrigated Area Estimation
Project Area CCA 1998-2001 2010-1223
Reference Actual Gross Irrigated
Area as % of CCA
Jaunpur Branch
CCA Reassessed by
Tahal
322753 (from 1.2)
Haidergarh Branch 8 20287 (from 1.2)
Average Cusec Days 844143 677609 PACT Data
Average Gross Irrigated
area (Ha)
11664024
93630
PACT Data
Estimated as (116640/
844143)* 677609
Total 343040 93630 27%
21 We consider Imamganj Branch similar to Hydergarh Branch based on their CCAs for this quantification.
22 Implementation Completion and Results Report on UPWSRP, PACT, Lucknow, November. 2011
23 We assumed rabi irrigated area and number of cusec days for 2011/12 same as rabi 2010/11.
24 We consider Imamganj Branch similar to Hydergarh Branch based on their CCAs for this quantification. The minor
difference for 1998-2011 average between 116640 here and 117427 for the same period in T-1 is due to the minor
difference between the CCA of Imamganj Branch and Hydergarh Branch, which is ignored.
59
Annex 4. Bank Lending and Implementation Support/Supervision Processes
(a) Task Team members
Names Title Unit Responsibility/
Specialty
Lending
S.Rajagopal Water Resources (Task Team Leader)
N. Harshadeep Environment (Co-Task Team Leader)
Shashank Ojha Information Technology
Walter Garvey Water Resources
K. Oblitas Operations
Shankar Narayanan Participatory Irrigation Management
Mridula Singh Resettlement and Rehabilitation
Mohammed Hasan Resettlement and Rehabilitation
Lars Lund Social Assessment
D. Baxi Procurement
Manvinder Mamak Financial Management
T. K. Balakrishnan Financial Management
G. Sethi Economics
S. Barghouti Agriculture
Sara Gonzalez Flavell Legal
Mohammed Nawaz Legal
Hyacinth Brown Disbursement
Lilac Thomas Team Support
G. Elizabeth Domingo Team Support
P.K. Subramanian Financial Management
Benson Ateng Economics
R. Beschel Civil Service Reforms
Supervision/ICR
Madhavan Balachandran Financial Management Specialis SDNCA
Dhimant Jayendraray Baxi Sr Procurement Spec. SARPS
Philip Beauregard Sr Counsel LEGES
Papia Bhattacharya Sr Financial Management Specia SARFM
Sara Gonzalez Flavell Sr Counsel LEGEM
Ramachandran R. Mohan Senior Social Development Spec SASDS
Harshadeep Nagaraja Rao Sr Environmental Spec. SASDN
Shankar Narayanan Senior Social Development Spec SASDS
Shashank Ojha Sr Financial Analyst CITPO
Manivannan Pathy Sr Agricultural Spec. SASDA
Ranjan Samantaray Sr Natural Resources Mgmt. Spe SASDA
Javier Zuleta Sr Water Resources Spec. SASDA
60
(b) Staff Time and Cost
Stage of Project Cycle
Staff Time and Cost (Bank Budget Only)
No. of staff weeks USD Thousands (including
travel and consultant costs)
Lending
FY98 2.44
FY99 150.35
FY00 37 209.09
FY01 87 454.55
FY02 43 162.24
FY03 0.00
FY04 0.00
FY05 0.00
FY06 0.00
FY07 0.00
FY08 0.00
Total: 167 978.67
Supervision/ICR
FY98 1.38
FY99 1.71
FY00 1.16
FY01 -0.14
FY02 11 54.35
FY03 35 97.69
FY04 26 84.80
FY05 66 289.12
FY06 40 162.50
FY07 34 135.79
FY08 27 128.55
Total: 239 956.91
61
Annex 5. Summary of Borrower's ICR and/or Comments on Draft ICR
(a) SUMMARY OF BORROWER'S IMPLEMENTATION COMPLETION AND
RESULTS REPORT ON UTTAR PRADESH WATER SECTOR
RESTRUCTURING PROJECT-PHASE-1
1- General:
1.1 While recognizing water resource as a State subject, and addressing to its specific requirements,
and need of it being in consonance with the "National Water Policy”, the U.P. State adopted a
State Water Policy in year 1999 with a structured frame work for sectoral reforms. The broad
objective of the policy is to ensure preservation and optimize the resources utilization,
management system improvement, community and users’ participation, equity and social
justice, basin/sub-basin as unit of development, built up effective MIS system and legal
framework etc. To achieve the objectives of the State Water Policy, the G.O.U.P. have received
a credit from IDA towards the cost of Uttar Pradesh Water Sector Restructuring Project
(UPWSRP) through Government of India.
1.2 The project embedded in a 15 to 20 years programmatic framework focuses on (i) institutional
and policy framework development for state-wide water sector reform; and (ii) the irrigation
and drainage subsector reform among the various water-related sub-sectors. UPWSRP, Phase-I
was initiated in year 2002 and completion extended up to October 2011. The project was
implemented through various structured components in 3.43 lac hectares culturable command
area of Haidergarh Branch (upto Km. 22.980) and Jaunpur Branch Canal Systems in Ghaghra-
Gomti basin in Barabanki, Lucknow, Raebareli, Sultanpur, Chhatrapati Shahuji Maharaj Nagar,
Pratapgarh, and Jaunpur districts.
1.3 The mandates, implementation status and impacts are discussed component wise in the
following para. Since UPWSRP Phase -1 was a pilot Project with new concepts involving
multi-sectoral activity, new procurement procedures and approach, the Engineers and the Staff
working in this project had to adopt in a new environment of involving the stake holder /
farmers and new procedure of financial management and book keeping. It was a learning
phase. The methodology was a novelty for most of the engineers and staff of this project.
In spite of various constraints and limitations, the project was implemented successfully as is
evident from the following summarized brief gist of achievements:-
2- Financial Details:
2.1 The GOUP have received a credit from IDA equivalent to US $ 149.2 million towards the cost
of Uttar Pradesh Water Sector Restructuring Project (UPWSRP) through Government of India.
Out of the total revised project cost of Rs. 7470.3 Million, expenditure of Rs.7358.200 Million
(updated) has been incurred. The reimbursable amount is Rs. 5928.642 Million(updated).
3- Component wise Report & Assessment:
3.1 Component A-1: State Water Resources Agency (SWaRA): SWaRA is mandated for
preparation of river basin plans for optimal utilization of both surface and groundwater
resources with social and environmental sustainability; water allocation capacity building for
various water use sectors; enactment for control and regulated use of surface and groundwater
and implementation of State Water Policy. SWaRA has been established and functional since
year 2003 and has to act as a Secretariat of the State Water Board. SWaRA has generally
accomplished the mandate objectives by preparing a plan for optimum utilization of water
resources for Ghagra-Gomti Basin; developing water use allocation potential; developing DSS
for GGBasin and for Jaunpur Branch sub basin; completion of Ghaghra-Gomti Basin Social &
62
Environmental Assessment; establishing Environmental Cell in SWaRA. A proposal for
creation of Environmental Cell in UPID is in pipeline.
3.2 Component A-2: State Water Resources Data and Analysis Center (SWaRDAC):
SWaRDAC is mandated for analysis of data obtained from various departments for each river
basin and storage of data in standard format and publication; preparation of website of these
data for use by authorized users; providing data to SWaRA and UPWaMReC; providing data at
national levels; analysis of rainfall/ flood data and frequency analysis and preparation of GIS
based water atlas. SWaRDAC is functional since 2003 and has accomplished its mandate. It is
providing technical support and data to various consulting agencies of the project. Development
of knowledge base by assimilating new technologies is being done. Data for GG basin is
collected in standard format. Confidential Data Unit & General Data Unit is established. The
Agency has done a large work of data collection, digitization and analysis. Various sub-basins
in state have been delineated using Shuttle Radar Topography Mission 90m. resolution
elevation data employing Arc-hydro data module. GIS map in seven layers has been developed
for WUAs’. Website has been developed and hosted, monthly agricultural activities for farmers
and crop calendar are available on web site. Analysis of Rainfall data, flood data & other data
for GG basin has been analysed and the process is continuing. Gauge Discharge Site Atlas is
prepared. Sub-basin wise water availability for seven Sub-basins is finalised. Ground Waters
status map of U.P. showing Ground Water quality, Minor Irrigation, Tube well and State tube
well is developed. Sub-basin wise land use statistics in the State is generated. Water Resources
Planning Atlas for JBSB envisaging diversified maps related to canal, ground water, agriculture,
land use, water logging etc. is developed. Apart from generation of basin features such as
administrative boundaries (District & Block), road, canal & drainage network, micro-basin
delineation, geomorphic map, soil map, time series data on ground water levels, rainfall and
discharges have been generated in GIS environment. Work on drinking water data and land use
mapping in Gomti Basin is completed. Data generation and analysis of JBSB has been
completed.
3.3 Component A-3: State Water Tariff Regulatory Commission (SWaTReC): An autonomous
SWaTReC had to be set up. However, “Water Management and Regulatory Commissioner
Organisation” was created in March’2005. Later on Uttar Pradesh Water Management &
Regulatory Commission Act was enacted and enforced in year 2008 to regulate water resources
within the State, facilitate and ensure judicious, equitable and sustainable management,
allocation and optimal utilization of water resources for environmentally, economically
sustainable development of the State, fix the rates for water use for agriculture, industrial,
drinking, power and other purposes and cess on lands benefited by flood protection and
drainage works from the owners of lands benefited through appropriate regulatory instruments.
The Chairman of the Commission, Member (Water Resources) and Member (Drinking Water
and Waste Water Management) are working. Member (water resources economy), and
Member (agriculture) have yet to be appointed.
3.4 Component A-4: Ghaghra- Gomti Basin Development and Management Entity
(GGBDME): A Ghaghra-Gomti Basin Development and Management Entity had to be created
to implement environmentally and socially sustainable water resources development and
management of water resources of the Ghaghra-Gomti basin. This entity has not been
established so far. However, Jaunpur Branch Sub-basin Development and Management Board
(JBSDMB) has been established. GGBDME is proposed to be taken up in UPWSRP Phase-II.
A detailed Social and Environmental Assessment Study for entire GG Basin with an
Environmental Management Plan has been completed through a consultancy assignment.
Environmental cell at SWaRA has been established and significant environmental knowledge
base has been developed. Environmental guidelines/check lists/ok cards have been developed
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for UPID. Principal Environmental Enhancement /Mitigation Measures in EMP of the Project
Appraisal Document have been insured.
3.5 Component B-1: Irrigation Department Institutional Reform: The study for Institutional
Strengthening & Restructuring of Irrigation department Uttar Pradesh has been done by
Consultant with the objective of making it an efficient and effective service delivery
organization with financial, human resource and legal professionalism. Proposal for
restructuring of the department has been sent to U.P. Government, with recommendations
through Engineer-in-chief, ID UP, Lucknow in December 2008 and Chairman, PACT, Lucknow
in January 2009.
3.6 Component B-2: Irrigation Department Capacity Building: A study was conducted for
assessment of the training needs and training plan development by IIM, Lucknow. Various basic
trainings, advance trainings, formal courses (sponsored higher studies) were launched and
imparted to UPID officials. Several workshops were also organized to update officials of UPID
with latest developments. About 8367 trainees were benefited through these programs. Further,
Zonal Training Centers have been set up at Aligarh and Gorakhpur. Officers/Officials have been
trained on various topics at these centers. 56 no. Electronic Total Station along with accessories,
automatic leveling machine with leveling staff, fixed acoustic doppler water velocity recorders
and portable acoustic doppler recorders have been procured and departmental officials at senior,
middle and junior level have been trained in using modern digital survey instruments. This has
created an environment of precision, accuracy and saving of time in preparation and execution of
project. 26 no. On-line Automatic Weather Stations with sensors have been installed and
connected, at various locations in U.P.
3.7 Component B-3: Irrigation Department Business Process Re-engineering- Management
Information Systems: The Business Process Reengineering envisaged setting up of an extensive
management information system and supporting administration and water resource databases and
associated analytical and communication facilities to modernize and stream line UPID Business
Process. 26 application modules have been developed for the three distinct functions of the
department i.e. executive, technical and support applications. Entire U.P.I.D. offices have been
linked with 11 Zonal MIS locations and main data center at Lucknow. 2157 no. desktop
computers, UPS, printers have been installed in UPID offices, 153 no. laptop has been made
available to officers. WAN, LAN & Mailing and Messaging solution have been established.
Video Conferencing Equipment has been installed & functioning at PACT office, Divisional
offices at Haidergarh, Raebareli, Sultanpur, Pratapgarh & Jaunpur in UPWSRP Pilot Area. The
database for the application systems is developed and acts as technical data library for UPID.
Information System Organization (ISO) has been established in E-in-C., UPID office, headed by
a Chief Engineer and supported by Executive Engineer. Also, seven IT persons are employed on
contracts. Strengthening of the ISO and planned effort for implementation of MIS and
Application System requires priority.
3.8 Component C-1: Jaunpur Branch Sub-basin Development and Management Board
(JBSDMB); Imamganj Branch Sub-basin Development and Management Board
(IBSDMB): JBSDMB has been established for taking decisions regarding planning and
management of water resources in the sub basin area. The Imamganj Branch has been omitted
from the project in June 2005. Creation and functioning of JBSDMB has created enough
awareness among the users through meetings held at division level providing a platform for
interaction between the user and service provider. Public representatives have been nominated
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and also includes water users/stake holders/ citizens. A 15 member Management Committee is
authorized to take all decisions on behalf of the Board and to prepare Perspective Plans/Annual
Plans for all uses of water, development and management for the sub-basin. SWaRA provides
assistance in formulating the sub-basin water plans. A permanent office building of JBSDMB has
been constructed at Sultanpur. The technical and administrative support to the board is provided
by Superintending Engineer, Sultanpur. District level committee’s have also been formed under
District Magistrate. District level officers of different departments, stake holders and NGO’s are
the members of the committee. The main objective of the committee is to prepare water plan at
district level.
3.9 Component C-2: Decision Support Systems; Identification of Issues and options for Water-
related Development in these-two Sub-basins: This activity envisaged issues and option for
optimal, socially and environmentally sustainable development of the water resources of the JBS
and IBS to be identified through development of a decision support system for the JBS and IBS.
Imamganj Branch Sub-basin had been excluded in June 2005 from this project. DSS has been
developed to create spatial knowledge base for integrated water resources management; to
identify “Issues and Options”; to evaluate the major related issues for the entire GG basin, micro
sub-basins and develop the basin DSS.; to prepare the “Basin Water Resources Master Plan” for
GG basin. A Basin Social and Environmental Assessment has been undertaken for the GG basin
as part of the DSS to mainstream social and environmental issues through the Social and
Environmental Management Plan. It was anticipated that the BSEA and SEMP would provide the
essential inputs into the preparation of the overall basin development plans, which would guide
investment decisions in the basin. Under BSEA, a sector knowledge and information base has
been developed for multi-sectoral planning, priority setting and to give a framework for project
preparation.
3.10 Component C-3: Canal Based Small Hydro: This activity envisaged development and setting
up by UPID, a state of the art canal based small Hydros power station at Imamganj Branch
canal in village Kakaraha, district Bahraich. However this could not materialize due to non
availability of assured water and this work was not taken up.
3.11 Component C-4: Rainwater Harvesting and Conservation and Development of small water
bodies: This activity envisaged improvement of village ponds to cater to drinking water needs of
the population and livestock; promote aquaculture development; and provide additional irrigation
water either directly or through recharge of groundwater. Rehabilitation and improvement of
village ponds owned by Gram Panchayats and construction of check dams on drains have been
undertaken. Construction of 18 check dams and rehabilitation of ponds in Sultanpur, Pratapgarh
and Jaunpur districts have been completed in the areas showing continuous decline and deep
water level over the years. These structures will not only conserve the rainwater and recharge the
ground water in long-term but also cater the need of local population and livestock in the lean
period and retain runoff of the catchment also. These structures will be handed over to groups of
farmers, who will share available water, keep records and maintain the structures. Further, 884
piezometers (500 automatic and 384 manual) have been installed. Data analysis has been done by
SWaRA. 18 new ponds for fish-farming have been developed. Fish culture activities were
initiated under the project in 94 small ponds of 67 hectares of pond area of varying sizes during
the year 2007-08 and 2008-09. The demonstrations and the training provided to the fishing
community have created a great scope of fisheries development in the fishing community in the
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project area through fish farmer groups. The fisheries development in the project area has now
been tied with U.P. fisheries department. A total of 6 wetlands having 106.85 ha area were
selected in the project area. Joint walkthrough with DOF/PACT was conducted at Hallor,
Bariyarpur, Tamolia, Bhuwalpur, Moongtal, and Hardoiya for its feasibility status and reports and
Environmental Management Plan (EMP) has been prepared. Block level wetland atlas on GIS
format has been prepared and is being used. Water quality has been assessed for 3 wetlands of
JBS (Two at Pratapgarh and One at Raebareli) for its general information and is being used.
3.12 Component D-1: Rehabilitation and Modernization of Irrigation System:
3.12.1 This activity envisaged bringing irrigation system to design condition, its modernization,
volumetric dispensation on canals and monitoring performance of the system. The target area for
project intervention was Jaunpur Branch, Haidergarh Branch (from head to Km.22.600) and
Bahraich distributary off taking from Imamganj Branch canal (deleted later). All the conveyance
channels were in dilapidated state. Rehabilitation work included re-sectioning of canals, repairs of
masonry works, metalled road on service road, new masonry works as required. All construction
work was subjected to third party supervision and quality control. Rehabilitation and
modernization of the canals system in the project area has been carried out through community
participation at all stages. In order to ensure that the benefits of the reform measures reach the
poor masses, a Social and environmental Management Plan for GG Basin was finalized.
Underprivileged section’s participation was ensured by inducting them into Kulaba Samitis and
WUAs. Manual on construction and maintenance of minors was developed and distributed to
each WUAs. 46 Orientation Workshops on this manual were conducted in all the Project
divisions. Around 1949 WSHGs were adopted/ formed and nurtured under the project. Capacity
building of WUAs, PTT and UPID were done through WALMI. Capacity Building of SHGs on
Group functioning and group management were done along with their exposure trips to
successful experiences of PIM. 40 Cluster level Convergence. Workshops with other line
departments were organized. Further 81 Cluster level Convergence camps were also organized.
Rehabilitation and modernization of irrigation systems covering a gross command of nearly 6 lac
hectares and CCA of about 3.43 lac hectares were chosen for piloting reform of irrigation systems.
Haidergarh Branch command from Km. 0.00 to Km. 22.98 and Jaunpur Branch Canal Sub Basin
were identified for piloting the reform programs. 22.98 Km length of Haidergarh Branch, 119.74
Km. length of Jaunpur Branch was rehabilitated. Similarly 827 Km. long distributaries and 1584
Km. long minors were also rehabilitated. Metalled road in 14.98 Km. length on H.G. Branch and
in 119.02 Km. on Jaunpur Branch was provided. As modernization measure, 463 new/modified
gates have been provided on the canals systems. 150 measuring structures on minors were
constructed. A new concept, for the first time in the country, of clubbing the direct outlets on
branch canals was implemented in 109.558 Km. length. Fixed type Velocity profilers, 1 no. on
Haidergarh Branch, 3 Nos. on Jaunpur Branch and 1 No. on head of Deeh dy. has been installed
for canal flow measurement. In addition 2 nos. portable profilers have been procured. Four X-
regulators on Jaunpur branch were rebuilt with new design. One no. new (additional) cross
regulator was built on Deeh dy. 41 Duckbill Weirs for control of water surface has been
constructed. A number of checks drops and crest walls on dys. and minors were constructed to
ensure water surface elevation control. A very special feature has been to install Orifice Module
flow regulation and measurement system on the minor canals of the project area. The first lot (18
no.) of these modules has been procured and are being installed. The existing faulty configuration
of the wing of the Deeh Dy. H.R. and return wing of Haidergarh branch H.R. were also rectified
after model studies. 7603 Nos. redesigned semi modular pipe outlets with head and tail walls
have been provided on dys. and minors of the command for equitable water distribution.
3.12.2 Evaluation by independent consultant indicates that the construction of parallel canal, duckbill
weirs, de-silting of the canals and improvising conditions of canal bed etc., helped in improving
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the distribution of water in all reaches of the canals / minors. An analysis of households data
conducted for year 2008-09 was compared with the results of year 2005-06 in Jaunpur branch
indicates that the project interventions including structural interventions with participation of
farmers and their awareness in managing water through WUAs helped to succeed to a greater
extent in bringing water equity distribution in all reaches and resolving various issues. The
availability of canal water in Jaunpur Branch during this period has not only improved in all
reaches but also benefitted even the farmers in tail reaches. Availability of water by percent
households in Jaunpur Branch in head, mid and tail reaches has increased from 36%, 34%, 19%
in year 2005-06 to 55%, 48%, 46% in year 2008-09 respectively. About 47% of the selected
farmers are using the improved irrigation techniques. Gross irrigated area as percentage of GSA
irrigated (canal only and canal & other sources) has been reported to have increased from 48.7%,
52.7% in 2005-06 to 52.1%, 67.7% in year 2008-09 respectively.
3.13 Component D-2: Rehabilitation and Modernization of Drainage System:
3.13.1 The command was also having inefficient and poorly maintained drainage systems, heavily
silted with extensive weed growth and obstructions. Rehabilitation and modernization of the
drainage system under Haidergarh Branch and Jaunpur Branch Canal Command area has been
carried out involving the farmers/stake holders. All rehabilitation and modernization designs of
the drainage system were reviewed and approved by a high level Review Committee of the
project. Quality control was ensured by subjecting all the construction work to third party
supervision. 2369 Km. long drains were rehabilitated and 398 bridges were constructed.
3.13.2 Evaluation by independent Consultant indicates that the project interventions have successfully
mitigated the natural distortion of the ecology like flooding, water logging, high water table and
prolonged excessive soil moisture in the field after monsoon. There were indications of improved
drainage of sub-surface water.
3.14 Component D-3: Agriculture Intensification and Diversification:
3.14.1 UPWSRP aims at alleviation of poverty by increasing productivity of irrigated agriculture.
Conjunctive use of surface and ground water is the key for optimization of sustainable agriculture
and environmental conservation. A modern agriculture plan for the project was prepared by the
design consultants who brought out the broad features of agriculture intensification and
diversifications along with crop rotation and cropping intensities. These proposals also included a
detailed crop water requirement analysis. A detailed ground water availability and quality study
in micro sub basins of the project was also carried out to facilitate planning of the conjunctive use
of surface and ground water. Ground water level changes in the command area are being
monitored through a total of 884 Piezometers (500 automatic and 384 manual) installed in the
project command. Modest increase in yield has been contemplated which is closer to state
average and is achievable in phases up to project completion. For rice and wheat, improvement in
yields by 28% to 34% respectively by completion of the project was anticipated. Thus more area
could be released for diversifying into fruits and vegetable cropping besides allocating more
resources for livestock enterprises. PACT initiated the AIDP activities in year 2006-07 for one
minor and expanded it gradually to 20 minors, then 396 and finally to 421 minors formulizing
linkages between agriculture and water sector. The main activities were under taken to utilize the
increased irrigation in enhancing the cropping intensification and diversification to cash crop and
other activities. Improved package of agricultural practices has been practiced in the command
area to increase the crop productivity focusing primarily on 1.Quality seeds and Seed
Replacement, 2.Balance fertilizer, 3.Timely Sowings/Transplanting, 4.Proper Plant spacing,
5.Proper Placement of Seed & Fertilizer, 6.Timely Irrigation through Conjunctive Use of Water,
7. Eco-Friendly Pest Management. Demonstrations were conducted at farmer’s field in head,
middle and tail reaches of minor canals, keeping average size of demonstrations plot as 0.4
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hectare. Capacity building of farmers was also undertaken through field days, trainings and
exposure visits in which 169071, 23277 and 2325 farmers participated respectively. The Rice
Intensification System, popular in South India has now been introduced for the first time in the
project command area. The banana cultivation has been introduced in the project area for the first
time which has emerged as a very remunerative horticultural crop for diversification. The
improved package of practices included the cultivation of leguminous short duration crops during
Zaid following with Paddy in Kharif and Wheat in Rabi seasons. For soil conditioning, an
important aspect of soil improvement, the farmers have taken up the Vermi-Compost
demonstrations. This sustainable package of practice has not only increased the productivity but
also conditioned the soil. The demonstrations with suggested cropping pattern have been repeated
on most of the minors for two consecutive years. Now from year 2009 Zaid the interventions are
initiated on outlets off taking directly from distributaries / branch. The outcome of the agricultural
interventions is very encouraging. Rice and Wheat demonstrations have shown that by adopting
package of improved agricultural practices the yields have been doubled. With the help of NGO
workers adoption status of improved practices demonstrated in Rice and Wheat have been carried
out which shows satisfactory rate. The farmers obtained an average yield of Moong 6.28 q/ha
against the project area average of 6.13 q/ha., Rice 26.26 q/ha against the project area average of
18.91 q/ha; Wheat 39.03 q/ha against the project area average of 26.39 q/ha. The yield obtained in
moong is 2.45% higher, rice is 38.87% higher and wheat is 47.86% higher than the project area
average.
3.14.2 Survey conducted by the Consultants shows marked improvement in land put under cultivation
i.e. increase from 87.8% (2005-06) to 91.1% (2008-09). Similarly 87.3 percent of the total owned
land was cultivated during kharif, 81.2 percent during rabi and 10 percent in zaid in 2008 -09 as
against 84.5, 74.6 and 0.01 percent of the total owned land by the farmers respectively during
2005-06. The cropping intensity in the project area during 2008-09 was observed 194.4 percent as
against 181.64 (2006-07) and 152.3 percent during the pre-project period (2001-02) thus showing
42.2 percent increase in the cropping intensity over 2001-02 and 12.86 percent over 2006-07.
There was a reorientation of the cropping in the project area which indicates farmers’ interest for
other high value crops also. The comparison with the status of 2006-07 to 2008-09 indicates the
reduction in the share of Paddy in the Gross Sown Area from 46 to 40 percent, with the
replacement by pulses, oilseeds and other short duration crops with high yields. There was a
reduction in the share of wheat also in the GSA from 45 to 37 percent. The area was replaced by
oilseeds, pulses and other commercial crops. An increase in the coverage of net sown area was
reported from 87.8 percent (2005-06) to 91.1 percent (2008-09). The coverage of kharif crops of
CCA increased from 84.5 percent (2005-06) to 87.3 percent (2008-09) and Rabi crops from 74.6
(2005-06) to 81.2 percent (2008-09) resulting in the improved cropping intensity from 189.5
(2006-07) to 194.4 percent (2008-09). The factors responsible for bringing positive impact due to
project activities were improved drainage of sub-surface water; better water delivery covering
larger area; better water management including conjunctive use of canal and ground water;
adoption of improved technology which may be the outcomes of trainings, exposure visits, crop
demonstrations and other motivational programs; improved awareness of farmers. Consumption
of chemical fertilizers worked out at 184.3 kg per hectare for GSA as against 168.3 during 2006-
07. During 2000-01 the fertilizer consumption was only 110 kg per ha. As a result of project
interventions the farmers are motivated to adopt more balanced nutrient application for better
production. The project has succeeded in this direction and the ratio of N: P: K use has improved
from the level of 7:2:1 (2005-06) to 6:3:1 (2008-09). It was reported from the impact assessment
that there is significant increase in the productivity of all the crops grown in the area. The
productivity of rice increased to 27.48 qtl/ha (2008-09) from the level of 20.88 qtl/ha (2006-07).
Similarly, the productivity of wheat also increased from 27.47 qtl/ha to 33.9 qtl/ha. The average
annual family income per farm or household in PPA works out to Rs. 67,286 as against Rs.
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47,068 during 2006-07 showing an increase of 43 percent. In the control area the corresponding
figure is Rs. 42,402 which is about 37 percent less than the PPA. The average annual total cost
per farm works out to about Rs. 63,000 on the basis survey in PPA. Between the two branch
canals, the average cost per farm i.e. Rs.63,763 in Jaunpur branch was higher than that of
Haidergarh branch (Rs. 61,161). Break up of total costs between fixed cost and variable cost in
PPA shows that the annual fixed capital cost per farm in the PPA is Rs. 29,628 and total variable
cost is Rs.33,954 during 2008-09. These figures are higher than that of 2006-07 due to increase in
depreciation, maintenance and higher input prices and their increased utilization. The average
annual net farm income per hectare (which includes gross crop income, income from milk income
from rentals, etc) in the project area works out to Rs 26,464 as against Rs 21,161 during 2006-07,
showing an increase of about 25 percent whereas it was about 50 percent more than that of
control area in 2008-09. Gross value of the crops produced (Rs. per hectare) in the project area is
Rs 59,451 as against Rs. 35,567 an increase of 67 percent. The gross farm crop production value
is about 16 percent more in the project area compared to the control area.
3.15 Component D-4: MANAGEMENT OPTIONS: The State Water Policy and the Project as well,
envisage Participatory Irrigation Management (PIM). Government made a resolution to
implement PIM on canal irrigation system for efficient and optimum use of water and thereafter
issued an order in Jan’2001 for the formation of WUAs at minor level. Accordingly 396 WUAs
were formed in phase-I area. Again 4678 kulaba samitis at outlet level and 421 alpika samiti at
minor level were constituted under the revised government order. These WUAs were provided
with command area maps and other documents for familiarizing with the inventory and terrain of
command area. MOU was signed between WUAs and UPID to conduct operation and
maintenance. To reinforce the concept of PIM and WUAs, Participatory Irrigation Management
Act was notified in February’2009 and subsequently rules were notified in March’2010. Election
was conducted at outlet, minor and distributary level by UPID. The impact of election conducted
created a phenomenal awareness about PIM among the farmers. Out of 8978 outlets in the project
area 8858 outlet committees have been constituted. Out of 421 minors, 407 minor committees and
398 federated minor level committees have been constituted. Further, out of 31 distributaries in
the project area 28 distributary committees were formed. This provides WUAs as a legal entity
and a sense of ownership of WUAs and thereby PIM by UPID.The management of all
distributaries and minors has been handed over to the respective WUAs. PIM cells at divisions,
circles and E.-in-C. level have been established Five standard training modules vis-a-vis roles and
responsibilities of WUAs & UPID; details about PIM cell; financial management; water
management; and execution of civil works were developed and training imparted to WUAs.
Extensive capacity building program for WUAs was conducted by WALMI. Capacity building
program were conducted for UPID officials also. 8 layer GIS maps vis-a-vis base map, kulaba
command map, warabandi, khasra map, kharif and rabi cropping pattern map, soil fertility map
and cartosat map were prepared and provided to WUAs.
3.16 Component E: Feasibility Study for UPWSRP-Phase II: With the completion of the UPWSRP
Phase-1, the State has initiated the UPWSRP Phase-II. The Concept Document of UPWSRP
Phase-II has been cleared by Ministry of Water Resources; D.E.A. Ministry of Finance; and
Planning Commission, Govt. of India and also cleared by the World Bank for Credit assistance.
Project Report & Implementation Plan of UPWSRP Phase-II costing approximately Rs. 4,944.53
crores is under examination at Govt. of U.P. level. The CCA proposed for intervention is 9.04 lac
ha. in GGBasin and 7.35 lac ha. in Bundelkhand Region. Survey of H.G. Branch (Km. 22.980
D/s) and Rohini, Jamni, Sajnam dam canal systems are underway for making and floating bids in
the first year of phase-II. TOR for SS Feeder study is also under preparation. Agreement for
consultancy services for preparation of SEMP of Bundelkhand region and updation of SEMP of
GG Basin has been drawn and work is under progress. 50 Piezometers are to be installed.
Agriculture plan on 4 distributaries in phase-I area for proposed OFD works through WUAs to
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derive full benefits is under preparation. Preparation of Voter list for conducting elections for
WUAs formation in Bundelkhand is in progress. Implementing agencies for activities of proposed
Project (Chiefships, Circles, Divisions with jurisdictions), line departments have been identified.
3.17 Component F : Project Coordination & Monitoring: A Project Activity Core Team (PACT)
headed by Chairman (Secretary, Irrigation rank) and having a Technical Advisor, Chief Engineer,
with host of experts and support staff drawn from UPID, line departments and from out sourcing
on contractual basis was established to implement the Project. As per the guidelines of the World
Bank, consultants were engaged for monitoring the activities and quality assurance. For
Monitoring and Evaluation, impact indicators were developed. The consultant has also developed
web enabled Project Management and Monitoring Information System (PMMIS) software to
assist PACT for monitoring the components of project; to evaluate progress online and
performance monitoring of project activities. Cohesive integration of project officials, capacity
building of stake holders, transparent working, constraint redressal, ensuring effective
participation of stake holders in review meetings, creating congenial environment for better
performance., weekly desk and field monitoring, corporate functioning with due logistic facilities,
adherence to instructions issued by GOI, GOUP & WB, orientation of contractor with work
culture of World Bank projects, ensuring timely release of payments against work done,
maintaining punctuality and discipline with better motivation and mobilization at all levels were
the strategies adopted during project period. Financial Management System (CPFMS) software
has been installed at PACT office, in 08 Divisional office and in 03 offices (SWaRA, WALMI
UPDASP) and the concerning staff trained (Year 2006-2008). CPFMS software is properly
working for accounting and reporting purposes at head office.
4- Lessons Learnt:
4.1 Since UPWSRP Phase -1 was a pilot Project with new concepts involving multi-sectoral activity,
new procurement and financial management procedures and approach, the officers/officials
working in this project had to adopt to a new environment. It was a learning phase. In spite of
various constraints and limitations, the project was implemented successfully as is evident from
the above summary. The assessment carried out by different independent agencies has reported
strong positive impact of the project activities in the project implementation area. Marked
improvement in majority of segments has encouraged to upscale and replicate the interventions in
new areas of the State.
4.2 However, the project in initial stage was delayed. Engaging the contractor/consultancy for survey
and design should have been done at the outset, which was delayed by more than two years.
Rehabilitation of canal and drainage works was delayed by more than three years. Time lines
could not be controlled. The cause of delay can be attributed to lack of monitoring, experienced
and trained staff and experts, frequent changes at senior management level, attrition of engineers
and staff, frequent transfers, dual charges, unfilled vacancies. There was initial delay in
establishing and making institutional mechanism functional by filling the various posts in
SWaRA and SWaRDAC. UPWaMReC ACT was passed in year 2008 and established but this
entity remained non operational. SWaRA and SWaRDAC remained as a UPID establishment and
still require recognition and importance. GIS based maps for WUAs were prepared but the basin
plan could not be prepared and finalized in time. Although SWaRA and SWaRDAC are involved
in identifying issues and putting proposal and specific impact assessment studies of ground water;
but implementation of its assessment and suggestions based on studies at ground level are yet to
start. GG Basin Development Board entity could not be established. JBSDMB was established
but not yet functional. Motivation and initiative is required to make the Board functional. District
Sub-basin Water Management and Development Committee in Districts under the Project area
have been established but require motivation to take interest in water management issues, and
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alternative cropping pattern based on water availability. DSS of distributaries and minors are to
be adequately implemented. The concept remained unimplemented. Although Social and
Environmental Management Plans were developed after assessment but significant identified
issues could not be effectively implemented. Capacity of IDUP’s trained officials remained under
utilized. Further, need based training and upgrading of survey and other equipment inventory
should be done in continuity. WALMI should be made Center of Excellence. Delay in initial 4-5
years in professional Financial Management of the project and related software and its training
were not desired. Implementation of developed MIS application system of UPID should be given
priority. Mechanism for real data collection and its entry into the modules should get priority.
Information System Organization of UPID should be strengthened. Voluntary Retirement Scheme
was not taken up. During initial stages, WUAs of 40 focus minors were formed and trained,
however, their work and responsibility was not clear, as such they could not progress up to year
2005. Handing over of canal management to new WUAs started after enactment of new PIM Act.
However, further training of WUAs is required. The delay in completion of UPWSRP Phase-1
was also due to initial delay in completion of Joint Walk-through survey. Two different
Consultants were engaged for Survey work and Design of civil works for rehabilitation of canal
and drainage systems. Under PPP activity in AIDP, Haidergarh Chini Mill was associated as
partner but the arrangement could not go a long way. Selection of potential partner and scope of
work are key to success for P.P.P. It is proposed to identify willing agencies with the help of local
administration in each district in phase-II for implementation of PPP on selected distributary
canals. AIDP was initially entrusted to UPDASP. However due to their exit, the above activities
were implemented by PACT, but experienced associate and support staff was not provided in
offices. The interventions in Animal Husbandry could not be taken up. Before initiating the
interventions, appropriate cadre of associates for agriculture, animal husbandry, economics and
horticulture at PACT and duly qualified support staff at divisional level along with experienced
workers at field level should have been created and trained to work in project mode. Continuity of
sustainable capacity building of farmers for adaption of better practices and efficient water use
are necessary. A host of under Ground Water Activities was carried out; however DSS
Implementation could not be done. The systematic implementation of conjunctive use of water in
the project area has great potential and need to be developed and promoted. Fish culture on some
selected ponds couldn’t sustain. The fisheries development in the project area should have been
tied with U.P. fisheries department to not only improve and control the process but also to ensure
its sustainability. Participation in conservation of rain water was lacking in Phase-I.
(b) PROPOSED ARRANGEMENTS FOR THE FUTURE OPERATION OF THE
PROJECT:
In UPWSRP Phase-2, it has been proposed to continue with the development of model
distributary plans of Phase-1 area endorsed by the WUAs and also with modernization of the
selected four distributaries namely Daulatpur Dy., Shahmau Dy., Gopalpur Dy. and Chilbila Dy.
Systems with installation of SCADA and telemetry systems and also saturating the command area
with development of On-Farm Activities.
Also, rehabilitation and modernization works of Haidergarh Branch (Km. 22.980 D/s) system,
Dariyabad Branch system, Sultanpur Branch system, Azamgarh Branch system, and Shahganj
Branch system of Sarda Sahayak Command area and Ken canal system, Arjun canal system,
Chandrawal Dam canal system, Kabrai Dam canal system, Rohini Dam canal system, Jamini
Dam canal system, Sajnam Dam canal system, Barua Dam canal system of Bundelkhand region
and FMIS works in Rapti basin and MIS modernization and implementation of P.I.M. Act and
formation of WUAs in remaining area of U.P. state have been included in UPWSRP Phase-2.
Regarding proposed arrangements for the future operation of the UPWSRP Phase-2, it has
been agreed that rehabilitation and modernization works will be executed under control of
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concerning Chief Engineer (Sharda Sahayak) and Chief Engineer (Betwa) and the proposed
agricultural, horticultural, ground water, social /rural development, minor irrigation and On-Farm
activities will be executed through the concerned line departments of U.P. State. The
multidisciplinary Project Activity Core Team (PACT) headed by Chairman with technical and
subject matter experts constituted by the U.P. Govt. vide Govt. order no. 7263/2001-27-SI-4
dated 24-10-2010, for the UPWSRP will have the specific functions of coordination of
implementation of the project with project implementation units, monitoring and evaluation,
Procurement of consultancies, implementation of proposed trainings, arrangement of budget from
State Govt., allocation and all financial management along with processing all sanctions from the
Steering and Executive committees and line agencies, including coordinating with Govt. of India
and the World Bank and financial reimbursements. It is proposed that the project work related all
officers/offices will be under control of PACT. In Phase-1 an independent agency was procured
for quality control as per World Bank guidelines. In Phase-2, one Superintending engineer/Circle
and one division each for monitoring of quality control of works under Chief Engineer (Sharda
Sahayak) and Chief Engineer (Betwa) have been proposed.
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Annex 6. List of Supporting Documents
The main supporting documents for this ICR are listed below.
World Bank. Report No. 23205-IN, November 16, 2001 Project Appraisal Document for the
Uttar Pradesh Water Sector Restructuring Project.
World Bank Group Sector-related Country Assistance Strategy for India. Report No. 22541-IN.
April 5 2001.
World Bank Missions’ Aides Memoire, October 2002 to September 2010.
Uttar Pradesh State Water Policy 1999
Uttar Pradesh Water Management and Regulatory Commission Act 2008
Uttar Pradesh Participatory Irrigation Management Act, 2009
Uttar Pradesh Participatory Irrigation Management Rules, 2010
Project Activity Core Team (PACT), Implementation Completion and Results Report on Uttar
Pradesh Water Resources Sector Restructuring Project Phase-1. September 2001
PACT, Implementation Completion and Results Report on Uttar Pradesh Water Resources Sector
Restructuring Project Phase-1. November 2001.
PACT. UPWSRP Phase II Project Report and Implementation Plan November 2011.
Report of Departmental Committee for Impact Assessment of Uttar Pradesh Water Resources
Sector Restructuring Project Phase-1.
Tahal Consulting Engineering Limited. Reports related to Canals and Drainage.
SMEC. Technical Examination of Rehabilitation and Modernization Works of Irrigation,
Drainage, Water Conservation Structure and Building Construction in UPWSRP
DHV. BV, UPID, Management of UPWSRP Activities and Development of PMMIS, May 2008
EGIS Assessment of Outcomes of UPWSRP March 2010.
Chandrashekher Biradar et al. Quantifying Changes in Agricultural Intensification and
Extensification in India 2012.
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MAP
