99512
INDIA
Rajasthan Agricultural Competitiveness Project (Cr. 5085-IN)
Fourth Implementation Review & Support Mission: March 9 to 12, 2015
AIDE-MEMOIRE
I.
Introduction
1.
A World Bank Mission1 visited Rajasthan from March 9 to 12, 2015 to conduct the fourth
implementation review & support mission of the Rajasthan Agricultural Competitiveness Project (RACP).
The main objective of the mission was to work with Government of Rajasthan (GoR), Rajasthan
Agricultural Competitiveness Project Management and Implementation Society (RACP-MIS), and the
participating line departments, on project restructuring, to address the observed problems in project
implementation. The mission also assessed the overall implementation progress, reviewed the progress of
actions agreed during the previous mission, status and performance of procurement and financial
management aspects of the project, compliance with the environmental and social safeguard requirements,
and monitoring and evaluation of the project.
2.
The mission held detailed discussions with the Additional Chief Secretary – Agriculture, Principal
Secretary - Finance, staff of the Project Management Unit (PMU) and the nodal officers of the six Project
Implementation Units (PIUs), and the partner agency (ARAVALI). The consolidated findings and
recommendations of the mission, including follow up actions were discussed and agreed at a wrap-up
meeting held on March 12, 2015 and chaired by Mr. C. S. Rajan, Chief Secretary– GoR, and attended by
head of the participating line departments, and senior officers of the implementing agencies and Project
Management Unit (PMU) of RACP-MIS. List of people met during the mission is given in Annex 1.
3.
This Aide-Memoire summarizes the Mission’s findings and agreements reached. The Bank team
would like to extend its gratitude to the officials and technical staff met and to staff of the PMU particularly
to Mr. Sampatram, and Mr. Ojha (Project Director), respectively, for the support provided throughout the
mission stay in Rajasthan.
Key Project Data
Key Project Data
Board Date
Effectiveness date
Closing date
Project age
Original IDA Amount
Amount Disbursed
(as on March 31,
2015)
March 27, 2012
July 02, 2012
April 30, 2019
3 years
SDR 65.90 million
US$ 1.11 million
(1.1% disbursed)
Key Performance Ratings
Summary Ratings
Achievement of PDO
Implementation Progress
Other Ratings
Project Management
Financial Management
Procurement
Monitoring & Evaluation
Last
MU
MU
Now
MU
MU
MU
MS
MU
MU
MU
MS
MU
MU
Ratings: MS = Moderately Satisfactory; MU = Moderately Unsatisfactory;
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Mme./Messrs., Manivannan Pathy (TTL and Sr. Agricultural Specialist), Samuel Taffesse (Sr. Operations Officer), Anju Gaur
(Sr. Water Resources Specialist), Helen Winifred Leitch (Sr. Livestock Specialist – Consultant, FAO-CP ), Jacqueline Julian
(Operations Analyst), Priti Jain (Sr. Procurement Specialist), Savinay Grover (Financial Management Specialist), and Varun Singh
(Sr. Social Development Specialist).
1
II.
Project rationale, Current Status and Project Restructuring:
4.
The Project Development Objective (PDO) of RACP is to establish the feasibility of sustainably
increasing agricultural productivity and farmer incomes, through a distinct agricultural development
approach, by integrating agriculture, water management and agricultural technology, farmer
organizations and market innovations in selected locations, across the ten agro-ecological zones of
Rajasthan. The aim is for the state to help farmers get more rupees per unit of water in compensation for
farmers using fewer units of water.
5.
The aim of the project is to help farmers get more rupees per unit of water utilized thereby to create
an incentive mechanism for farmers to move to a more water efficient agricultural production system.
RACP is developing and implementing large scale pilots for demonstrating integrated planning of water
resources (in three different hydrological scenarios – viz., groundwater aquifer, watershed and canal water
system) in conjunction with productivity improvement and comprehensive development of value chain.
RACP, being one of its kind multi-sectoral interventions, is conceptually demanding and operationally
challenging.
6.
RACP was approved by the World Bank Board in March 2012 and the credit became effective in
early July 2012. However, the core management functionality of the RACP, which the Bank was led to
understand to be fully in place, was significantly eroded, post project approval. The Project has also seen
very frequent change of the Project Director, Chief Financial Controller and other senior officers of the
PMU. Without a fully functional PMU during the initial project period and with frequent change of the
Project Director and key project staff, implementation has suffered and the progress has been very slow.
As of March 2015, the project has disbursed only US$1.1 Million out of the IDA Credit (or 1%), in contrast
to the original plan of US$ 16.50 million. This has led to a disbursement lag of 28 months. This is a
reflection of works not being initiated on the various project components, and it translates into delayed or
lost benefits to the intended farmer beneficiaries. Given this background and progress thus far, all ratings
for RACP, except for financial management, are retained at Moderately Unsatisfactory. This puts the
project in a critical juncture. After more than two years and eight months since project effectiveness,
progress in project implementation is dismal, requiring the immediate resolve of all involved in addressing
bottlenecks facing the project. From the Bank’s perspective, it is ready to provide close monitoring,
providing all the technical support required and improving the capacity of the PMU and others as required
to quickly restarting and revitalizing project implementation.
7.
To overcome the challenges in project design and implementation, the GoR developed a
restructuring proposal and shared with the Bank team before the mission. The key elements of the GoR’s
restructuring proposal includes: (i) addition of new geographic area as new project operational area; (ii)
change to applicable procurement guideline and institutional responsibility; (iii) addition of new activities;
(iv) change in implementation arrangement; and (v) change in financial management, specifically flow of
project fund that will now follow country systems. The participating line departments, the PMU and the
Bank team jointly reviewed the restructuring proposal and the following were agreed –
a. Inclusion of Four Water Concept in the project design: The project was designed around clusters to
demonstrate water resource management interventions, with respect to dominant form of water
availability in the given cluster. The aim was to balance the different forms of water, while considering
the interaction of the linked sectors of agriculture and energy. The four water concept is essentially
optimizing the use of rainfall, surface water, ground water and soil moisture. These forms of water have
been very well considered while conceptualizing the project and the project would further focus at
making use of this concept. Following the four water concept, the project area, where feasible, shall
comprise of catchment and command area, integrating the conservation of rain water, surface water,
ground water and soil moisture. Boundaries for project interventions shall be around the command
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areas and potential drainage line areas of the upper catchments, complying with the overarching
principles of four water concept.
b. Project geographies: Of the approximate twenty clusters to be supported under the RACP, a total of
seventeen have been finalized, based on the RACP’s water principles and taking into consideration
production parameters and opportunities for development of commodity specific value chains (see table
below). These clusters cover eight of the ten Agro-Climatic Zones (ACZ) of the state and have seven
clusters under surface irrigation system, seven under watershed and three under groundwater.
Agro
Climatic
Zone
Ib
District
Major water source
for agriculture
Name of Cluster
Sri Ganganagar
Surface Water
Z-distributary
12218 ha
Ic
Bikaner
Surface Water
Phoolasar Distributary
17970 ha
Jaisalmer
Surface Water
Kheruwala Distributary
20965 ha
IIa
Nagaur
Ladnu
14527 ha
IIIa
Jaipur
Watershed
(Index Catchment)
Watershed
Mokhampura
10240 ha
Ajmer
Ground Water
Pisangan
25000 ha
Tonk
Watershed
Dooni-Deoli
12746 ha
Alwar
Watershed
Bansur
12935 ha
Swaimadhopur
Ground Water
Bonli
31000 ha
Dholpur
Watershed
Bari
12387 ha
Chittorgarh
Surface Water
Orai and Bassi -Irrigation
Projects
12510 ha
Watershed
Orai and Bassi -Catchment
Area
LMC of Jakham -Irrigation
Project
5458 ha
IIIb
IVa
IVb
V
Paratapgarh
Surface Water
Area under the
cluster (approx.)
19529 ha
Watershed
Jakham -Catchment Area
4188 ha
Banswara
Watershed
Kushalgarh
12022 ha
Baran
Surface Water
Palaitha
8003 ha
Bundi
Surface Water
Gudha Irrigation Project
11380 ha
Watershed
Gudha -Catchment Area
7687 ha
Watershed
Ground Water
Manoharthana
Sangod
8988 ha
16500 ha
Jhalawar
Kota
Note:
i.
Livestock related activities will be implemented as per the need assessment of the individual cluster.
ii.
Geography of clusters identified in Banswara and Jhalawar districts may be changed. At the wrapup meeting, GoR sought the support of the project for the construction of minor / micro tanks and
associated activities for catchment development, along with command area development in these
two districts. The Bank’s mission opined that, though such activities would be in cognizance with
RACP design, however, since there are no existing minor irrigation tanks in these districts, denovo construction of such tanks would entitle a fresh look at the cumulative impact of social and
3
environmental safeguards of the project and could possibly result in change of the safeguard risk
category from Category B to Category A. This would also lead to the change in the Bank’s internal
processes of approval of the restructuring proposal
c. Revised Implementation Arrangements: Implementation would be through the six line departments viz.
Agriculture, Horticulture, Animal Husbandry, Water Resources (Canal), Ground Water, and Watershed
(within Rural Development). In each of these participating line departments Project Implementation
Unit (PIU) headed by a Nodal Officer from the respective line department has been established to
facilitate activities associated within the respective line departments and to coordinate between the line
department and PMU. The respective PIU will function under the overall guidance and control of the
respective head of the department and will coordinate closely with the PMU and oversee field level
implementation of activities of their department district. The line departments will be provided with
technical assistance and advisory services as needed to execute their respective activities. It was agreed
that for this implementation arrangement to be successful, participating line departments will provide
dedicated manpower to the PMU, PIU and at the district level. To support the implementation activities,
project will also contract additional manpower, as needed. Community mobilization, formation of
Producer Groups and Producer Organizations would be done through service provider / NGOs. It was
also agreed that based on the changes in the implementation arrangements, the operational manual
would be updated which will also include the coordination mechanism at the district level.
d. Revised Procurement Arrangements: Procurement will be carried out by the PMU, PIU’s of the six line
departments with option of small but time sensitive procurement requiring expedited implementation
being procured at the decentralized level. To account for the changes, the procurement manual and
procurement plan is being revised. (See section III below for details)
e. Revised Financial Management and Funds flow Arrangements: Following the change in institutional
arrangement, financial management has been revised to reflect the participation of six new line agencies
through their respective PIUs. In addition, financial management will now follow country system.
Therefore, in addition to the PMU, Mokumpura DPMU, ARAVALI and the Universities, six line
departments will also be involved in financial management. While ATMAs are also being proposed as
DPMUs, they will not be receiving any funds under the project. Auditing and FMR will continue to be
coordinated and sent by the PMU. However, to ensure smoother transition to the new funds flow and
FM arrangements, an interim arrangement has been agreed wherein till revised arrangement comes into
effect by June 30, 2015, payments would be done by PMU. To account for the changes, the financial
management manual is being revised and same would be submitted for the Bank’s review and
clearance.
f.
Annual Action Plan: The mission brought to the attention of the line department that the next three
months will be a period dedicated to initiate start-up activities, prepare for the Monsoon season and
finalize procurement documents for starting actual works at field level. With that background, the Bank
team reviewed and discussed the project implementation plan prepared by the different line
departments. Agreement was reached to revise the plans to realistically reflect what can be achieved in
the next three months and during the next one year. The revised plan will be sent to the Bank by end
of March 2015.
g. Sourcing of high quality bucks from RAJUVAS: A critical decision was taken to proceed with an MOU
with RAJUVAS to implement a nucleus breed improvement program to build state capacity for
production of high quality bucks. Under the restructured proposal eleven of the twelve target districts
are sirohi track, RAJUVAS will be financed to support the Sirohi program. (See Annex 4 for details)
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III.
Procurement:
8.
The mission introduced to the counterpart, Ms. Priti Jain- the Bank’s Senior Procurement
Specialist, who will be the project’s procurement specialist going forward. Ms. Jain, representing the Bank
mission, discussed future procurement arrangements and advised the counterpart that any procurement to
be carried out by any of the Implementing Agencies (IAs) under the project needs to be incorporated in the
procurement plan to be cleared by the Bank. Mission felt that the IAs need to familiarize themselves with
the agreed processes and procedures, bid document and contract formats to avoid inconsistency or
noncompliance. This becomes all the more relevant because of increased post review threshold. Mission
felt that previously lack of proactive engagement by PMU, non-availability of requisite procurement
officials, absence of procurement planning, led to delay in procurement. Given the project restructuring,
the PMU will need to ensure that these areas of concern are expeditiously addressed. Based on the
discussion held during the mission the PMU shall engage with respective line departments for preparation
of a realistic procurement plan for next 12 months. The plan shall be based on agreed cost table and action
plan and will be sent to Bank for review and clearance.
9.
Procurement Manual: The Procurement Manual (PM) prepared during the project preparation
requires thorough review to accommodate the changed implementation arrangements and the new business
model (of increased threshold that was earlier communicated to the project authorities). Mission reviewed
the revised draft PM prepared by the project and provided guidance for revising the same. The Mission
explained that the Manual covers all essential procurement as per Bank's procedure and its finalization need
not wait for the OGs to be finalized. The proposed changes of the manual should also take care of the
procurement likely to be undertaken by RAJUVAS and other implementing entities that may emerge due
the proposed restructuring. It was agreed that the revised and updated procurement manual will be
submitted by the project along with the detailed restructuring proposal.
10.
E-Procurement: Mission once again emphasized the need to the introduction of e-procurement for
the project. Technical and advisory support that may be required to establish a functioning e-procurement
can be provided by the Bank. The mission emphasized that e-procurement is now a mandatory requirement.
(See Annex 5 for details)
IV.
Financial Management:
11.
As of March 2015, disbursement stands at $1.1 million, which is about 1% of the IDA Credit. The
mission noted that in principle the proposed FM arrangement is acceptable to the Bank. These changes in
FM arrangement do presuppose the updating of the FM and Operational Manual and other related
documents and guidelines.
12.
During the mission the revised FM arrangements were discussed. The project will now be
implemented primarily through six line departments using the existing government systems (country
systems). While for procurement, the Bank's procurement guidelines will apply; for FM (budgeting,
payment verification and release etc.), the government rules such as GFR and other departmental manuals
will apply. The RACP Society will continue to play the project coordination role. Other than Mokumpura
cluster which has already been created and is operational, no further DPMUs will be created under the
RACP society. While ATMAs will be playing some of the roles of DPMUs, no project funds will flow to
them. ARAVALI and the Universities will continue to remain as Partner Agencies. The project budget will
be created under Department of Agriculture and will be distributed to DDOs in districts across the six line
departments. The RACP FM staff will have read-only access to the IFMIS system to directly view DDO
wise project budget and expenditure for reporting purposes. From the next FY (2015-16), separate budget
heads will be created for the project that will facilitate reporting under the project. The RACP Society FM
5
staff has to hold discussions with treasury department to understand how community payments will be
made by the line departments using the existing government systems. Bank would also need to carry out
quick FM Assessment of the six line departments. The FM Manual will need to be updated to document
the revised FM arrangement and would require Bank's no objection.
V.
Safeguards:
13.
The Mission met with the state project team and ARAVALI and held discussions on the
restructuring proposal. The mission noted that the proposed ‘four water’ approach would translate into more
integrated way of planning interventions and investments, including capturing of subsurface moisture
through water tanks. The project is also considering inclusion of minor irrigation tanks in some districts
and these would need to be screened for social and environment impact, and revisions would need to be
made to the existing safeguard frameworks. In case of land acquisition requirements, the project would
need to prepare resettlement plans as well as a resettlement framework and include them in the existing
social management framework. Greater implementation role for line departments would mean more
structured capacity building around environment and social safeguard mitigation measures. The Mission
noted that the Environment and Social Development Specialist engaged earlier through the manpower
agency have left the project. ARAVALI has held stakeholder workshops in many project clusters over last
year. It also did analysis of potential areas that would be included in the restructured project. ARAVALI
should prepare a formal training module on the Environment Management Framework and the Social
Management Framework of this project, using internal or external resource persons and include this in their
Annual Action Plan for FY15-16.
ANNEXES
Annex 1
Annex 2
Annex 3
Annex 4
Annex 5
List of officials met during the mission
Status Key Agreed Actions 3rd ISM
Key Agreed Actions for 4th ISM
Technical Notes – Livestock
Procurement assessment
6
Annex 1: List of Officials met during the mission
S. No.
Name of Officer
Designation
1.
Sh. C.S. Rajan
Chief Secretary, Rajasthan, Jaipur
2.
Sh. Ashok Sampatram
Addl. Chief Secretary, Agriculture, Rajasthan, Jaipur
3.
Sh. B. K. Meena
Addl. Chief Secretary, Horticulture, Rajasthan, Jaipur
4.
Sh. Shreemat Pandey
Principal Secretary, Rural Development & Panchyati Raj, Rajasthan, Jaipur
5.
Sh. Rajeshwar Singh
Principal Secretary, Animal Husbandry , Rajasthan, Jaipur
6.
Sh. Kuldeep Ranka
Commissioner and Secretary, Agriculture, Rajasthan, Jaipur
7.
Sh. Akhil Arora
Secretary, Planning, Rajasthan, Jaipur
8.
Sh. Ajitabh Sharma
Secretary, Water Resources, Rajasthan, Jaipur
9.
Sh. Dinesh Kumar
Secretary, PHED & GWD, Rajasthan, Jaipur
10.
Sh. M. S. Kala
Director, Watershed Development and Soil Conservation, Jaipur
11.
Sh. Suraj Bhan Singh
Chief Engineer, Ground Water Department, Jodhpur
Project Officials
12.
Sh. L. C. Ojha
Project Director, RACP, Jaipur
13.
Sh. Arun Surana
Nodal Officer and Jt. Director (Admin.)
Conservation, Jaipur
14.
Sh. J. S. Sandhu
Nodal Officer and Jt. Director (Agriculture & Horticulture), Agriculture
Department, Jaipur
15.
Sh. Dilip Jain
Nodal Officer and Superintending Engineer, Water Resources Department, Jaipur
16.
Sh. Lal Singh
Nodal Officer and Jt. Director, Animal Husbandry Department, Jaipur
17.
Dr. Vir Pal Singh
Project Coordinator (Project), RACP, Jaipur
18.
Sh. Anurag Bhatnagar
Project Coordinator (Horticulture), RACP, Jaipur
19.
Sh. Rajendra Singh
Project Director (Agriculture), RACP, Jaipur
20.
Dr. Pritpal Singh Kalra
Project Coordinator (Livestock), RACP, Jaipur
21.
Sh. M. L. Maheshwari
Project Coordinator (Surface Water), RACP, Jaipur
22.
Sh. M. M. Kant
Project Coordinator (Ground Water), RACP, Jaipur
23.
Sh. Anand Singh
Project Coordinator (Watershed), RACP, Jaipur
24.
Sh. B. K. Maheshwari
Nodal Officer and Sr. Hydro-geologist, Ground Water Department, Jaipur
25.
Sh. Mukesh Gupta
Ex.En. Water Resources
26.
Sh. Rajeev Kulshrestha
Asstt. Engineer, Watershed Development and Soil Conservation, Jaipur
27.
Sh. Rajkumar Singh
Dy. Manager (Agri.), RACP, Jaipur
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Watershed Development and Soil
Annex 2: Status Key Agreed Actions 3rd ISM
Action
By Whom
By When
Detailed project restructuring to be submitted to
the Bank, after due clearance from GoR and DEA
with restructured project components and cost,
implementation arrangements, funds flow and
procurement arrangements
GoR and
PMU
July 31, 2014
Immediate roll out of Mokhampura activities
GoR and
PMU
Immediately
PMU, DPMU
(Jaipur) and
ARAVALI
Immediately
Training of Mokhampura field team on
community mobilisation, institution building and
SMF; Operationalise a standard reporting
template to summarize cluster PRA finding;
Develop and Disseminate IEC material on core
RACP objectives, strategies and stakeholder
groups
Procurement
Revised procurement plan for the project
PMU
July 30, 2014
Revised procurement manual for the project
PMU
July 30, 2014
PMU
Immediately
PMU
Immediately
Financial Management
Resolve entrustment issue with CAG, AG
Rajasthan
Appoint internal auditors for the project
Status
Delayed, an advance
copy of the restructuring
proposal given by end
February 2015 and need
to be revised as per the
4th ISM discussions
Delayed, while social
mobilization has started,
investment activities are
yet to be commenced.
Ongoing
Delayed, an advance
copy of the restructuring
proposal given by end
February 2015 and need
to be revised as per the
4th ISM discussions
Delayed, an advance
copy of the restructuring
proposal given by end
February 2015 and need
to be revised as per the
4th ISM discussions
Completed
Review of FM Manual
PMU
Jul 31, 2014
Delayed, an advance
copy of the restructuring
proposal given by end
February 2015 and need
to be revised as per the
4th ISM discussions
Provide project external audit report to the Bank
PMU
Sep 30, 2014
Completed
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Annex 3: Key Agreed Actions for 4th ISM
Action
Annual action plan for FY 2015-16 submitted
Clusters geographies in Jhalawar and Banswara districts to
be identified and proposal submitted for Banks review and
clearance
Operational manuals to be updated and submitted
Designate of ATMA as DPMU
Rollout of investment activities under Mokhampura cluster
Launching the procurement of geo-membrane for
Mokhampura cluster
Launching the procurement process for NGOs
Procurement assessment information by all implementing
agencies (IAs).
Request for e-procurement
Revised /updated Procurement manual
Collated Procurement plan of all IA’S.
Appointment of procurement point persons for all
IA’s/PMU
Procurement Training of procurement point person
Financial management manual and grant agreement to be
updated and submitted
ARAVALI to prepare a training module on the
Environment and Social Management Framework and
initiate trainings for line agencies
Appointment of critical staff - Procurement Specialist,
Safeguard Specialists, Agribusiness Specialist at the PMU
9
By Whom
By When
PMU and IAs
Immediately
PMU
Immediately
PMU and IAs
Agriculture
Department
and PMU
PMU
April 30, 2015
PMU
Immediately
PMU
Immediately
PMU and IAs
Immediately
PMU
Immediately
PMU
Immediately
All IA/PMU
Immediately
All IA /PMU
Immediately
All IA /PMU
Next available
training
PMU
April 30, 2015
PMU and
ARRAVALI
June 30, 2015
PMU
April 30, 2015
Immediately
Immediately
Annex 4: Technical Notes – Livestock
1. The mission focused on finalizing the livestock activities for the immediate 3 month period (March to
June 2015) and to end of year 1 (March 2016) with agreed actions and deliverables in Table 2 and 3.
Discussions were also held with the Secretary- Animal Husbandry (Mr. Singh) and Director AH
Department (Dr. Maan). A critical decision was taken to proceed with an MOU with RAJUVAS to
implement a nucleus breed improvement program to build state capacity for production of high quality
bucks. Under the restructured proposal 11 of the 12 target districts are sirohi track, RAJUVAS will be
financed to support the Sirohi program only with a total budget of 7.5 C. The mission visited the
proposed Sirohi RAJUVAS farm at Chittorgargh. The sourcing strategy for quality bucks, under the
breed improvement program was finalized.
2. Of the total budget of INR 105 crore for the livestock subcomponent, INR 82 lakhs will be expended
by end June 2015, and by end March 2016, 27 C total (25.7% of total) of which 3 C to be disbursed by
RAJUVAS. Ultimately, the project will deliver the first at scale models of market oriented goat
production in Rajasthan, increase the profitability and productivity by 30% of 10,000 female farmers
who will be organized into over 670 Multi Task Groups; and eventually federated to form a producer
organization. A rural haat constructed in each district will enable farmers to capture higher margins.
Over 7000 bucks will be distributed to improve productivity and farmers will be enabled by support for
improved feeding and nutrition, and animal health and shelters enabled for water harvesting.
Development of 1200 ha of barren land for silvipasture will contribute to fodder needs. Rural
technology centers, 3 per district, will support farmers’ access to productivity enhancing services.
Training is another key component supporting AH staff, farmers and functionaries including nearly 70
lady link workers who will support last mile service delivery.
3. Buck procurement: Productivity improvement relies on supply of high quality breeding bucks - 7050
bucks based on the requirement of 6 bucks supplied to be each MTG and 40 MTGs in each of 12
clusters, 11 of which are in the Sirohi track. RAJUVAS will be contracted to supply high quality
performance recorded 100% Sirohi with preference to large commercial herds who will be contracted
as ‘multiplier herds’ to supply the large numbers of bucks required to the MTGs. The program will be
rolled out in a phased manner with bucks sourced as per table 1 below. An immediate need is to get
clarity on the number of commercial herds potentially available and which could be contracted to
supply the needed bucks. Only in 1 district (Jaisalmer) will the project require Mawari bucks; and due
to the few required (350 bucks) will be procured from the commercial herds only.
Table 1 – Sourcing strategy for quality bucks
Time period
April to June
2015
Year 1 end
2
Number buck to be
supplied to MTG during
this time period
150
1300
Sourcing strategy to supply the MTG
Sourcing from market & commercial
herds through shopping method.
Majority quality likely to be crossbred
lower quality sirohi likely 50%
Sourcing from market & commercial
herds through shopping method (650
bucks) & commercial herds contracted
as multipliers (650 bucks). Majority
quality likely to be crossbred higher %
sirohi blood e.g. 62% plus)
Further clarity on numbers supplied by RAJUVAS March 13 2015.
10
RAJUVAS2 supply
RAJUVAS to supply 100
performance
recorded
purebreds preference to go
to multiplier herds
Year 2 end
2100
Year 3 end
2150
Year 4
1350
Sourcing from market/commercial herds
(1000)
contracted
multiplier
herds(1000)
& RAJUVAS (100) Quality likely to be
atleast 62% sirohi blood & about 100
will be 100% (from RAJUVAS)
Sourcing from market/commercial herds
(750) contracted multiplier herds(1050)
& RAJUVAS (300) Quality likely to be
atleast 62% sirohi blood & 100% from
RAJUVAS
Sourcing from contracted multiplier
herds(1050)
& remainder from RAJUVAS (300)
Quality likely to be atleast 82% sirohi
blood & 300 will be 100%
RAJUVAS to supply 300
performance
recorded
with
preference
to
contracted
multiplier
herds
550 high quality purebred
performance
recorded
bucks
supplied
with
preference to contracted
multiplier herds
550 high quality purebred
performance
recorded
bucks
supplied
with
preference to contracted
multiplier herds
Table 2 agreed actions with PMU and DAH
I.
What
1. EOI issued for NGO3 who will mobilze the MTG
2. EOI issued for the Technical SP to build capacity and
support institution development (including building
capcity for Rural Haat management) for market oriented
goat4
3. Engage consultant5 to prepare Rural Haat plans with
support of WB consultant based on MACP
4. Engineers contracted (either through PWD or EOI) to
construct Rural Haat & Rural Technology Center
(RTC)6
5. Assessment report of availability and terms required
regarding sourcing bucks multiplier/commercial herds
and criteria for contracting qualifying multiplier
established
6. Bucks first batch (150) procured through local shopping
from commercial herds based on agreed selection
criteria
7. Does first batch (160) procured through shopping to
supply widows who are MTG members
8. Revised MOU issued with RAJUVAS 8 and first
installment
9. RAJUVAS adisory panel meeting
10. EOI for animal insurance
11. EOI for mobile vans & motor bikes to support animal
health camps & emergency calls9
12. Transfer money for animal health camps for 100 camps
13. Contract (single source FES) for Silvipasture Resource
NGO 14. Procurement of fodder seed through shopping based on
FES recommendation
3
Who
When
PMU
PMU
May 15th 2015
May 30 2015
PMU
April 15th 2015
PMU/DAH7
June 30 2015
PMU
May 30 2015
DAH
May 30 2015
DAH
June 30 2015
PMU
March 30 2015
PMU
PMU
PMU
April 30 2015
April 30 2015
May 30 2015
PMU/DAH
PMU (PC Watershed
& PC AH
PMU
April 30 2015
June 30 2015
Depends
on
contracting date
above
NGO will support MTGs across other subsectors eg agri, horticulture
to ensure smooth running of the market facilitating both buyers and sellers as well as agents involved in the marketing system and facilitate
capacity building support of farmers/MTGs for market oriented goat production
5
CQS method
6
When no electricity solar powered RTC (project will aim for 6 solar powered RTC out of 36 planned
7
If PWD does the work then DAH will be involved
8
Needs to be revised for only SIrohi nucleus program and farm at Chittorgargh
9
Each RTC A grade gets 1 mobile van and each RTC gets 1 motor bike
4
11
15. EOI Chaff cutters 10 and local shopping to supply
Mokhampora
16. Recruitment staff for RTCs (initally 8 vets 16 paravets)11
17. Recruitment Lady Link Workers and empowering
(training & equiping first batch (9) LLW for
Mokhumpura)
18. MOU with CIRG to undertake training of DAH staff,
multiplier farmers12,
PMU
June 30 2015
Human
Resources
agency
DPM Jaipur
June 30 2015
DAH
April 15 2015
June 30 2015
Table 3. Output targets and progress to date
Item Summary
Progress to Feb.By April to June 2015
2015
By March 2016
EOP
target
MTGs
56
362
672
4
12
MTA
subcommittee
-
Goat
RTCs
A
8-A Grade
12A grade
RTCs
B
9-B Grade
24B grade
4
12
100
1340
5380
Bucks
150
1450
7050
Does
160
1380
65801
200
1200*13
Haat
AH Camps
2
Silvipasture (ha)
Training
302
AHD staff
MTA
Subcommittee
Goat
12
Multiplier farmers
Lady link workers
MTGs
9
40
10
50
100+
360
60
362
672 (10,000 farmers)
likely 10 chaffers per MTG
until RTCs constructed staff located at animal hospitals. Affirmative action that if have 2 applicants both qualified hire the woman
12
RAJUVAS to be involved in training at CIRG
13
Nagaur, Alwar, Tonk, Dholpur, Jhalawar, Banswara, Chittorgarh, Pratapgarh and Bundi
11
12
Annex 5: Procurement
1. Implementation arrangements: Given the project restructuring, the procurement is proposed to be
carried out by the PMU and respective PIU’s of the six line departments with option of small but time
sensitive procurement requiring expedited implementation being procured at the decentralized level
under guidance and oversight of the PIU. Mission reiterated that any procurement to be carried out by
any IAs under the project needs to be incorporated in the procurement plan to be cleared by Bank.
Mission felt that IAs need to familiarize themselves with the agreed processes and procedures, bid
document and contract formats to avoid inconsistency or noncompliance. This becomes all the more
relevant because of increased post review thresholds. Mission felt that previously lack of proactive
engagement by PMU, non-availability of requisite procurement officials, absence of procurement
planning led to delay in procurement. Given the project restructuring, the PMU will need to ensure that
these areas of concern are expeditiously addressed.
2. Strengthening of Procurement Unit at PMU/PIU and Capacity Building: To ensure quality output
and effective engagement, there is a need for a full time trained procurement officer at the PMU and
respective PIU’s of all the six line departments. He/she shall be the main resource person to carry out
procurement as per agreed procedures and also compile procurement and contract information in a
timely manner. PMU agreed that it shall facilitate participation of all the procurement officials in the
next Bank procurement trainings to be held at ASCI, Hyderabad. The PMU agreed on the timelines
which are mentioned below.
3. Procurement plan: Mission discussed the draft procurement plan presented by PMU and various line
departments. Based on the discussion held during the mission, the PMU shall engage with respective
line departments for preparation of a realistic procurement plan for at least next 12 months. The plan
shall be based on agreed cost table and action plan and will be sent to the Bank for review and clearance.
Once procurement plan is cleared by the Bank the concerned IA’s shall take up procurement as per
agreed processes and procedures.
4. Procurement Manual: In view of the revised arrangements, the PMU shall suitably revise/update the
procurement manual and send to Bank for review and clearance.
5. Assessment of new IA: Given the change in implementation arrangements, procurement risk and
capacity assessment was carried out for the line departments. Mission noted that Surface Water,
Agriculture and Ground Water departments likely to carry out large value procurement, had been
previously engaged with the Bank funded Rajasthan Water Sector Restructuring Project and therefore
were familiar with Bank processes and procedures. Other three departments i.e. Horticulture, Animal
Husbandry and Watershed Development have not handled any Bank project previously so procurement
to be carried out by them shall be under guidance of PMU and shall not exceed shopping threshold.
Mission noted that presently the line departments followed State rules/GFR for procurement, however
they are aware that Bank procedures may vary from State procedures. As part of mitigation, mission
has advised PMU in regard to immediate appointment of procurement staff at all IAs, their training at
ASCI, preparation of procurement plan by all IAs, guidance to all IAs on following the project
procurement manual, and use of Bank bidding documents agreed with Bank.
6. E-Procurement: Mission again emphasized the need for introducing e-procurement for the project.
The PMU agreed that they will review and send a request to Bank in regard to e-procurement.
7. Contract and other related information: Mission reiterated that PMU, as nodal agency needs to be
the repository of all contracts and complaint information. There is need for proactive action and
coordination by PMU in collating contract information from all line departments for conducting
13
mandatory annual procurement post review by Bank in a timely manner. An MIS system needs to be
put in place such that this information is periodically sent by PIU to PMU for updating, collating and
sharing with Bank.
Actions to be taken:
Action Required
Action By
Procurement assessment information by all IA.
All
IA/PMU
PMU
PMU
All
IA/PMU
All IA
/PMU
All IA
/PMU
Request for e-procurement
Revised /updated Procurement manual
Collated Procurement plan of all IAs.
Appointment of procurement point persons for all
IAs/PMU
Procurement Training of procurement point
person
14
Date for completion of
Action
Immediately
Immediately
Immediately
Immediately
April 16,2015
Next available training