Some thoughts on the role of the New Delhi office

 ..· 76836 -" S 0 ME T H0 UGHT S 0 N T HE R 0 L E 0 F T HE NEW DE L H I 0 F F I CE Jochen Kraske AS4DR Dec. 21, 1987  -i- /usr02/as4dr/tarloki/NDO DRAFT -- JKraske:tns-12/21/87 Summary and Conclusions {i) The New Delhi Office will continue to be a very significant element in the Country Department responsible for the Bank's program in India. Previous reviews have examined the functions performed by the New Delhi Office and suggested modifications in the light of the changing needs and emphasis of our program in India and the relationship between the Bank and the Government. This review has taken the Office as it evolved in the course of time and focussed on those further modifications which would now seem necessary in the light of the reorganization and the organizational changes which have taken place. (ii) The review has led to the following conclusions: The role of the Office is undergoing change~. The Office will be functioning more as an extension of the Country Department at headquarters and will be closer integrated in the departmental workprogram. Further improvements in communications through the introduction of electronic links should assist in this process. The workprogram for the Office wil~ be planned and monitored by the divisional managers and the lead economist in the Country Department. This will be reflected in the reporting arrangements and - in the arrangements for the staff performance plans and performance reviews.  -ii- The size of the office will be adjusted marginally downward. The total number of headquarters positi~ns in the field office has been reduced from 16 to 14. Furthermore, with the assignment to the New Delhi Office of a staff member responsible for population and health, there will be some shift in the sectoral allocation of field positions. Spe- cifically, the number of staff members in the agricultural unit will come down from 10 to 7 by the beginning of FY89 reflecting these changes. Several considerations would seem relevant with regard to the focus of the work program for the office; first, the practice of managing the preparation of the annual economic report in New Delhi has much to recommend itself; unless there are particular reasons to do otherwise, the New Delhi should continue to be in charge of this task. Economic reporting as distinct from research and special studies is expected to absorb a greater share of the time of economic staff than has been the case recently. This should be a consideration in recruiting economists for the office. The New Delhi office has been able to attract highly qualified and motivated staff: This has been essential for the success of the office and will be important for the future. To  -iii- facilitate recruitment of best qualified staff, flexibility in the grading of field positions is highly desirable. For this purpose, the positions of the Head of the Agricultural Unit and of the Senior Economist should remain ungraded, just as the position of the Chief of Mission is at present ungraded. Agricultural supervision is at present incorporating a significant technical assistance element. We should develop alternative means to meet this legitimate need either by involving Indian institutions more heavily or by tapping resources outside of the administrative budget to fund these activities. Consultant services funded through bilateral _u.ants ava~l,~bl,~~.-to; .t:b,~ _Bal\k could be a promising. _source of funds. The use of local staff offers advantage ~n terms of addressing more effectively a number of troublesome issues while at the same time achieving significant economies. Nonetheless, the scope for employment of local staff is limited by the staff and time available to manage and supervise their work. In the interest of maintaining flexibility and the capacity to respond to a variety of professional challenges the office should continue to have a generous allocation of consulting funds to be used for specific short term assignments.  -iv- The involvement in procurement and disbursement by the field office should be expanded. A separate unit supervised by one of the headquarters staff posted ~n New Delhi should be created to handle procurement issues in all sectors except power, industry, and telecommunications. These recommendations and the working out of detailed procedures should await the findings of the procurement survey at present being carrying out for the India program. (iii) The issue of efficiency has been a key concern of the reorganization and must obviously also receive close attention in our field offices, espe- cially where field offices, as in India, absorb such a large share of total available resources. The current squeeze on available resources puts the issue of priorities and efficiency into sharp focus and makes it necessary to address a number of issues expeditiously. It has not been possible to present a cost benefit analysis which would enable a comparison task by task of the advantages of assigning responsibilities to the field office over doing the same work at headquarters. It seems that much of the advantage of work performed in the field expresses itself in qualitative terms, and thus is a matter ~o.f.judgement more than of quantifiable benefits. This judgement has to, be made by the managers of the workprogram·based on their close under- standing of the tasks to be performed and the quantitative and qualitative requirements associated with the institutional standards applied to the product. These managerial decisions, however, will be meaningful only if the manager has complete control over the resources allocated to him both at  -v- headquarters and in the field. In budgetary terms this means that managers should not only be confronted with the additional cost of stationing staff members in the field, but should also be free to redeploy any savings accru- ing as a result of reducing the number of field staff. Obviously, any move towards dollar based budgeting will require greater managerial freedom in this regard and demand explicit judgements on the advantages or necessities of performing certain tasks in the field. It is not too early to begin to move in this direction and to articulate in the context of preparing workprograms more than this has been the case in the past, the reasons which led to assignment of responsibilities to the field office. This should provide the evidence for a more rigorous assessment of the size of the mis- sion about eighteen months from now.  -1- Introduction 1. The Delhi office was last reviewed by a team staffed jointly by OPD and the South Asia Region. The changes resulting from the recent reorganiza- tion make it important to consider again what role the New Delhi Office should play and how it is to relate to the new organization at headquarters. The Bank's management believes that resident missions need to be integrated more meaningfully into the workprogram and the decision making process, and be given a more specific role in the dialogue with our member countries. How can the New Delhi Office meet these expectations? 2. There is also the issue of the Bank's visibility in India which is an important concern of the Government of India, in particular of the Department of Economic Aff~i~s in t~e ~i~istry of: Finanee, ·the paYt of- the -Government which manages relations with the Bank. This has been a subject of discussion ever since 1967 when the o.ff:i;ce was first .. ataffed by an enlarged teani ()f economists. It has usually come up as and when the Bank decided to transfer additional positions to the New Delhi Office. The Department of Economic Affairs has asked for assurances that the size of the Office would not increase beyond the present headquarter complement of 16. However, there seems to be some concern that the Delhi Office, as it is, is too large. 3. It is also appropriate at a point in time· when a number of staff assignments, including the Chief of Mission and the Head of the Agricultural Unit, have changed or will change in the course of the normal rotation, to consider the role and responsibilities of the Office in the coming years.  -2- This could be helpful in setting the workprogram and in making the staffing decisions which have to be taken in the months ahead. 4. The 1984 review of the Delhi Office was the most comprehensive and thorough ever undertaken. This review concluded that the New Delhi Office was playing a most effective role in economic and sector work, and that the contribution of the Agriculture Division was highly appreciated by Bank managers and the Government of India. Apart from a variety of specific recommendations the review concluded that the New Delhi Office needed to provide coverage of non-agricultural sector as well to support both the lending and sector work in those areas. The recommendations of the review have been accepted with few exceptions and were implemented in the course of the last three years. 5. It is not necessary here to co.ver the.ground of the 1984 review again. However, in light of the changes which have occurred in the Bank, it would seem appropriate to examine two general questions: First, what is the intended role of the New Delhi Office, how is it to be related to and coordinated with the activities at headquarters? Second, what is the appropriate size of the New Delhi Office and what are the functions the office is best at performing within our workprogram? Evolution of the New Delhi Office 6. Since it was first established in 1957 as a liaison office, the New Delhi Office has grown in line with the needs arising out of our relations  -3- with the Government of India and our program. In 1967, the Office first expanded beyond the representational role and became instrumental in monitor- ing the performance of the economy in the wake of the Bell Mission and the policy reforms introduced by the Government at that time. A staff of four to five macro and sector economists, in addition to the Resident Representative, contributed importantly to the Bank's understanding of India's economic problems and furthered the joint efforts of India and the consortium of aid donors to accelerate India's economic development. To this day the Office continues to perform a key role in our economic workprogram centered around the preparation of the annual country economic memorandum. 7. The focus of the New Delhi Office began to shift in the mid-1970's. The substantial increase ;in .tha. level .of the Bank! s .lending to India and the rapid growth of the number of projects under supervision made it inevitable that the Office assumed greater operational responsibilities. The opera- tional role of the Delhi Office was concentrated on the agricultural sector. Some agricultural staff had be.en posted to New Delhi initially to work on a broad range of sector issues, laber in agricultural extension and research. In 1977, a separate operational unit began to emerge which increased rapidly and in 1980 was formally established as a separate Agricultural Division. It was during this period that the New.Delhi Office recruited local contract staff to handle procurement and disbursement issues and eventually take over substantial supervision responsibilities. Ad hoc decisions were made on the transfer of certain operational tasks from headquarters to the Delhi Office; however, from the beginning the core of the Delhi Office's agricultural  -4- workprogram consisted of supervision responsibilities, especially of irriga- ~ tion and extension projects. 8. In recent years, responsibilities of the New Delhi Office in sectors other than agriculture have also been recognized with the stationing in New Delhi of two staff members concerned with energy and industry respectively. The addition of a staff member concerned with population and health resumes representation of these sectors on the New Delhi staff, which had been intra- duced when the Bank first entered the population field in 1974, but was later abandoned because the volume of work did not seem to justify the posting of a separate staff member. 9. Another noteworthy aspect in the recent evolution of the Office has been the growing involvement of lo-cal economist staff and of local economi~ consultants. It was thus possible to ext.end the range of economic work and to cover detailed analysis of special issues beyond the capacity circum- scribed by the three remaining economist positions. 10. This sketchy overview of the evolution of the New Delhi Office indi- cates the major shifts that have taken place in the course of the 30 years of the Office's existence. The periodic rotation of staff posted in New Delhi, particularly changes in the heads of the Office, facilitated the gradual changes in the orientation of the Office. The role and responsibilities of the New Delhi Office have been shaped by the evolving objectives and priorities 9f the Bank in India. But perhaps more than the organizational units at headquarters, the workprogram of the New Delhi Office and the  -5- character of the Office has been a function of the personalities of the staff members assigned to New Delhi Office and their interpretation of their responsibilities. The most recent statement of responsibilities 1s a state- ment of objectives dated February 1986 for the period January 1986 to June 1987 (Attachment 1). 11. The New Delhi Office has contributed importantly to the Bank's work in India. The performance of the Office has been of a high standard. Output of the staff assigned to New Delhi has been large and of excellent quality. Staff assigned to the New Delhi Office is of high caliber; the opportunity to enhance professional expertise through thorough understanding of specific country conditions has attracted well qualified staff members and given the Bank's work in India a- q-ualitative· ·dimEmsion wbic1i could: not have be'en- '- achieved without a field presence. 12. Looking at the variety of tasks which might benefit from assignment to the New Delhi Office and looking back at the many activities which have in fact been performed by the New Delhi Office with success, a reasonable hypothesis would be that there are very few tasks in our country and project work that could not be carried out advantageously by the New Delhi Office. Since the:re is a definite limit to the overa 11 size of the Office imposed by the Government- and since staff assigned to our Resident Mission is substan- tially more costly, the issue is td identify and select those activities for assignment to the field office which have the greatest comparative advantage. ROLE OF NEW DELHI OFFICE  -6- 13. Throughout its evolution the New Delhi Office enjoyed a high degree of autonomy. The workprogram of the Office, discussed and agreed with headquarters, contained many elements which were relevant because they could be carried out in New Delhi. The remoteness from the pressures at head- quarters and the freedom to pursue instead analytical work intended to provide broad and detailed understanding, attracted many outstanding economists to work in the New Delhi Office. The work done by staff in the New Delhi Office served the agreed objectives of the Bank in India, but this work was done by means and at a pace different from that prevalent at the operational end at headquarters. The New Delhi Office sought to support the objectives of the Divisions at headquarters, especially the Programs Division, t-hrough-.(i1 its own .analy.tical. work, G~U dis~'-!ssions with analysts, policy makers, and staff responsible for program design and implementation in a wide variety ~£ institutions, and (iii) guidance to headquarters' staff and missions in their work. The New Delhi Office thus played an active role in seeking to understand needs for change in India, exploring the locus and timing of decision making, and finding ways of play- ing a constructive role in the design of operations and policy. 14. This vision of the New Delhi Office has characterized much of the ... economic work of the Office~· A large proportion of the time of economists assigned to the New Delhi Office was devoted to the investigation of specific subjects. The work by Roger Grawe on population, John Hansen on industry, and now by Garry Pursell on trade characterizes this work. Coordination of  -7- the workprogram was based on informal discussions; staff in the New Delhi Office was largely left to define within the parameters of their assignments and within the limitations of the budget, how they could most effectively further the agreed country objectives. The New Delhi Office was tradition- ally involved closely in the preparation of the annual economic report; in fact, it was usually the New Delhi Office which managed the preparation of these reports under the leadership of the 26 level economist _working on India. This required obviously close inter-action with the Programs Department at headquarters and served in a wider sense to focus the economic workprogram of the Delhi Office. With the economic report the New Delhi Office did contribute a very important operational output. Direction and coverage of the economic reports was left largely to the judgement and experience of staff in New Delhi. The C'Olls:itnent 1righ~ qua.tit-y-·of:; t'he: country economic reports prepared by the New Delhi Office owed much to the fact that they were prepared in the field b-y a staff which could concentrate on the task without interruption and which experienced first handthe problems which were analyzed. 15. The situation was somewhat different for projects staff posted in New Delhi. At the time when the agricultural group in New Delhi started to expand and became involved in project work, close coordination with head- quarters became essential. The New Delhi Office staff performed functions, such as project supervision, which were an integral part of the workprogram of headquarters' divisions; it performed these functions either in the role of managing specific tasks or in support of tasks managed by headquarters  -8- staff. It seems evident, however, that the transfer of responsibilities to New Delhi Office entailed qualitative changes in the way the job was being done. Generally, the detail and intensity with which tasks were being per- formed tended to increase if done in the field. This has been most obvious in the way projects supervision evolved into implementation assistance incor- porating significant elements of technical assistance. It should be noted, however, that the type of projects assigned to NDO for supervision were often those that required intensive staff involvement; in this sense the presence of agricultural staff enabled the Bank to move into areas which it would have been very difficult to tackle otherwise, such as agricultural extension reforms, watershed development, agricultural research. 16. This understanding of the role of the New Delhi Office has changed. - This is in part a result of the reorganization; but it is also a development reflecting the size of the New Delhi Office in relation to the resources devoted to the India program at headquarters. It is also clear that advances in telecommunications technology and improvements in the wor~ing of the telephone system between New Delhi and Washington have significantly affected the role of the New Delhi Office in relation to headquarters. The report of the Steering Group on the Reorganization of the Bank contains only a brief reference to Resident Missions. The Steering Group felt that Resident Missions play an important and growing role in our organization, that they needed to be closer integrated into the decision making process at headquarters, and that the Resident Representative himself should perform in the role of the deputy to the Country Director vis a vis his host government.  -9- The Steering Group did not have time to define in further details the role of Resident Missions or of Resident Representatives; this remains to be done by a Task Force recently appointed. The guiding concerns of the reorganization obviously were to provide through the field offices a means of making the relationship of the Country Departments and the Country Director with the client government more effective. Resident Missions would serve to make our analytical and operational work more relevant to the problems and circumstan- ces of the countries and would, in particular, enhance the quality of our policy dialogue. Resident Missions are clearly seen as extensions of the Country Department organization, the Resident Representative himself as an alter ego of the Country Director in the field, speaking on behalf of the Country Director with the government and making decisions, as required, on behalf of the Country Diiector~ -The rble~of~the~New Delhi-Office; as it i~­ evolving now, and the relationship between the India Country Department and the New Delhi Office reflect this understanding of the function of Resident Missions. Reporting Arrangements 17. The reporting relationships reflected the autonomous role of the New Delhi Office. Staff posted in New Delhi was responsible to the Chief of Mission, who in turn reported to the Program Director. This arrangement was modified with the creation of a distinct agricultural unit and eventually a separate Agricultural Division. The agricultural staff posted in New Delhi then reported to the Division Chief who in turn reported to the Assistant  -10- Director in the Projects Department. In this sense the technical staff has been functioning for some time as an extension of the Projects Department working at the behest of the departmental management on specifically assigned tasks. The Chief of Mission remained the manager of all non-agricultural staff and maintained overall responsibility for the staff of the Office, especially in relations with the Government of India. 18. In the previous organization the agriculture division in the New Delhi Office was one of three agricultural divisions. Two headquarters' divisions dealt with agriculture and irrigation respectively and shared some of their work with the division in New Delhi. Despite the number of divi- sions involved in agriculture in India (which at one time was five), the day to day operational relations were generally extremely good and the staff's « productivity high. The system appears to have worked well, although a great deal of time and effort seems to havegone i~to defining the division of responsibilities among the different units. The new organization should help to simplify this process; the agriculture unit in-New Delhi will be an exten- sion of the single agriculture division in the Country Department and the head of the unit will report to the Division Chief. 19. The responsibility for economic work was similarly divided between the field~ office and the programs division at headquarters. The New Delhi Office had initially principai responsibility for the economic work~ However, as the operations program expanded so did the need for economic skills at headquarters. The number of economists positions in the Programs  -11- Division increased, to some extent at the expense of the economists positions in the field office. Eventually, the Senior Economist position, which had been in the field office, was transferred back to headquarters. In the new organization the senior divisional economist became the lead economist in the Country Department who will establish the workprogram for the economists in the New Delhi Office and provide the headquarters link. 20. Messrs. Karaosmanoglu and Wright reviewed the role of the New Delhi Office in economic and sector work in 1978. They saw advantages in having the.Senior Economist responsible for country economic work stationed in New Delhi where he can maintain day to day contacts with other aid donors and keep the Bank in touch with what is going on in India. This task, they felt, required the exercise of mature judgement in discriminating between the many different sources of information and opinions about the Indian economy. These arguments still have validity today. The transfer of the lead economist's position back to headquarters a year ago was meant to bring the management, planning and monitoring of economic work back into the Country Department and establish the important link between the country strategy and the economic and sector work needed to determine the focus and conditionality of our lending. This decision also took into account the nature of the relationship between the New Delhi Office and decision makers in the Government of India. The scope for direct and personal contact with India's leaders and decision makers on economic matters is much more limited in India than it is, for instance, in Indonesia or, perhaps, in China. The presence  -12- of a senior, high caliber economist for the purpose of day to day interaction with decision makers is, hence, less important in India. 21. It is only logical that the model of reporting relationships for the agricultural and economic staff also be extended to the staff dealing with non-agricultural sectors; each of the three staff members now assigned to the New Delhi Office to deal with infrastructure, industry, and the social sec- tors would report to the division chiefs in charge of the respective sector divisions. 22. The workprogram of the individual staff members posted in New Delhi will be discussed and agreed with the relevant sector division chiefs and the lead economist who will also supervise the work and ensure appropriate quality. In line- with the operationa.1 management prac~;ices now. adopted by the Bank, field staff will be assigned responsibility. for the management of particular task; as necessary, the completion of·the-se tasks may involve the support by headquarters staff. In turn, field office staff may be assigned a supporting role in the performance of tasks managed by headquarters. The Chief of Mission will be consulted when setting the principal contours of the workprogram for the staff in the field. He will settle ad hoc any conflicts arising out of competing..claims on the staff time available in the field. This arrangement should make for effective coordination between headquarters and the Field Office. It would achieve effective integration of the field staff into the Departmental workprogram.  -13- 23. It is important, however, to recognize that this closer alignment of staff in the field with the organization at headquarters could have undesirable consequences for the effectiveness of field staff and the quality of their work. There will be a temptation to rely on the staff in New Delhi as a convenient way to expedite the solution of the many daily problems and irritations which interfere in the smooth progress of our work. There will also be a temptation to introduce at short notice changes in the workprogram and the priorities of assignments for the staff working in the field. This must be avoided as it would prevent us from gaining the benefit of the com- parative advantage of posting staff in the field at the considerable cost associated with the field location of our staff. These benefits manifest themselves in the greater intensity of the work done by field staff, the greater thoroughness of supervision,· the depth and,breadth of th~ artalytical work which results from the ability of field staff to familiarize· themselves closely with the local conditions~ and from the fact that field staff is relatively protected from the day to day pressures of our bureaucracy and able to devote undivided attention to particular assignments. Loosing these characteristics of our field work would also make a field assignment less attractive and would make it difficult in the future to recruit the high caliber seaff which· the Delhi Office has been able to attract in the past. 24. It will thus be important for the responsible workprogram managers at headquarters to achieve a reasonable balance in allocating respon- sibilities to the New Delhi staff which will leave the field staff to operate with a high degree of autonomy and yet will also make for close inter-action  -14- between headquarters and field staff, and thus take full advantage of the perspective which field staff can bring to the Bank's work. It will be necessary to exercise discipline and resist the urge to use field staff as a convenient means to expedite the solution of every problem. It will be desirable to identify tasks which form part of the divisional core program unlikely to drop out of the program so as to avoid frequent resetting of the individual work programs and permit reasonably long lead times. In addition to the time programmed for specifically identified tasks, there will have to be a relatively generous allocation of non-programmed time available to provide for regular reporting activities and the unavoidable liaison role which has to be played by staff in the field. It is, of course, also impor- tant that the discipline in managing the workprogram of field staff is - · . -·-. I ' ' ' ' '- ' ' ' -"> ' • • • I t ~ reflected i~ ~ensible and responsive attitudes to the perceived D.eeds of the headquarter organization by the staff in the field. While the managers in the Field Office should protect field office staff from being side-tracked into clerical routine functions, they must recognize the need to provide facilitating support and attempt to provide the support through the use of the administrative support and assistant level staff available in New Delhi. 25. The close coordination between the divisions in the Country Department at headquarters and the Field Office in setting the workprogram will also characterize the PPR process for the field office staff. The head of the agricultural unit and the senior economist in the New Delhi Office will be responsible for the review of the staff reporting to them. They will conduct the performance review following consultations with the agriculture  -15- sector divisiou chief and the lead economist respectively. The agricultural division chief will review the performance and performance plan of the head of the agricultural unit; likewise, the other sector division chiefs will be responsible for the PPR of the operational officers in their respective fields. The lead economist will carry out the PPR for the senior economist in the New Delhi Office. The sector division chiefs and the lead economist will consult with the Chief of Mission before the discussions with the staff member. The Chief of Mission in consultation with the Country Director and on his behalf will be responsible for the management review of the entire staff assigned to the field office. To facilitate the necessary close con- sultation between headquarters and field in the PPR process, the Chief of Mission. spould normally visit W~shington for extensive discussions at the outset of the-annual review. Responsibility for the PPR of local staff will be..assigned to the staff member who supervises the work of the staff member. The management review for all local staff will be conducted by the Chief of Mission in close consultation with the head of the agricultural unit, senior economist or operations officer concerned. 26. The New Delhi Office has been able to attract highly qualified and motiva.ted staff members in the past. It is important that the staff in the New-Delhi Office will continue to be above average in terms of professional qualifications and performance. This is essential given the important and exposed role of our staff in field assignments. Furthermore, the Indian environment places particular demands on personal sensitivities and diplomatic skills of resident staff. Success in matching the best qualified  -16- staff member with the available job in the field mission does not alone depend on the interest of the candidate and agreement of the hiring manager; many other factors, including family circumstances, health and dietary con- straints enter into the picture. In the circumstances, it is desirable to have arrangements where the grading of positions does not interfere unneces- sarily as a further encumbrance in the recruiting process. Staff positions in the field office are generally graded at the 23/24 level. As a rule it has been possible to find suitable candidates at that level; however, in order to accommodate candidates particularly suited for a specific assignment, there should be the freedom to recruit exceptionally staff mem- bers at the 25 level. Similarly, it may be difficult in future to recruit staff who combine high caliber professional qualifications with managerial experience to head up the economic and agriculture unit, unless it were possible to recruit staff currently occupying structured positions as divi- sion chiefs or senior advisors. To provide adeqriate flexibility:and yet maintain the existing differentiation from the lead economist and the agriculture sector division chief at headquarters, it would be desirable to keep these positions ungraded, just as the position of the Chief of Mission is at present ungraded. 27. In sum, the arrangement now would be that: The workprogram for the individual staff members in the New Delhi Office will be the responsibility of the lead economist and of the sector division chiefs in the Country Department;  -17- Expatriate staff in the New Delhi Office would have a line relationship with their respective headquarter's division or with the lead economist, the senior economist 1n the Field Office, and the head of the agricultural unit being responsible for day to day management of their respective teams; The lead economist and the sector Division Chiefs will supervise the quality of the work of the staff assigned to field office in their respective areas of activity. They will be responsible for the PPR of the individual staff members reporting to them; The Chief of Mission will share the supervisory respons- ibility of.·the:teacr'ec.onomist and the sector division chiefs. He will have the ultimate responsibility for the management of the Field Office and the conduct of the staff in the Field Office. Together with the head of the agricultural unit and the senior economist, the Chief of the Mission will provide support and supervision of the staff in New Delhi within the parameters of the agreed program. He will have overall responsibility for contacts of missions from head- quarters and staff of the Resident Mission with Government agencies in India; -- The Chief of Mission will report to the Country Director.  -18- 28. The effectiveness of the New Delhi Office and the role it plays is, of course, not only a function of decisions taken by the management of the Bank or of the attitude of individuals posted in New Delhi. It is also very importantly a function of the Government's attitude towards the Resident Mission and of the role it attributes to the mission. There is every indica- tion that the work of the Resident Mission in New Delhi is appreciated by the Government. This is especially evident the closer one gets to the levels ~n the bureaucracy directly concerned with the practical problems of program and project implementation. The fact that the Department of Economic Affairs has kept a close watch over the size of the Resident Mission does not seem to be a reflection of a lack of appreciation for the contribution which the Resident Mission is making; rather this concern seems to be inspired by the general concern of the government about the high profile of the Bank in India which, of course, is a function of the volume of assistance provided by the Bank and not of the size of the Resident Mission. There has been some confu- sion occasionally among the channels of communication between the Department of Economic Affairs and the Bank. The Department of Economic Affairs has at times relied on the office of the Executive Director when it would have been more efficient to use the presence of our staff in New Delhi to resolve issues-affecting the preparation or implementation of particular projects. It is clearly important that as·we clarify the role of the New Delhi Office within our own organization, we also clarify this role vis a vis the Department of Economic Affairs and achieve a better understanding of the responsibilities assigned to the New Delhi office and the assistance which  -19- the New Delhi Office may be able to provide to the Department of Economic Affairs in solving the problems it faces in the management of our program. It goes without saying that the relationship with the Department of Economic Affairs will need to be given careful attention by staff posted in New Delhi. Size of the New Delhi Office 29. The New Delhi Office had until recently a total of 16 authorized headquarters positions. This complement had remained unchanged since 1984 when the Office was last reviewed. In the course of the reorganization two of these positions were transferred back to headquarters. There are at present 16 headquarters staff assigned to the New Delhi Office, one of these held against a position temporarily provided by the Technical Department; another member of. the. agric.uH;1,1r~J. 1,1ni~ ~iP-;.-re~"!;n .yith_bis posi~ion to the Technical Department in December 1987. Apart from the Read of Mission there are three economists, .three sector specialists dealing with infrastructure, industry, and populatiqn and health respectiyely, and 8 agriculturists including the Read of the Agricultural Unit. Attachment 2 is a list of the headquarters staff assigned to the New Delhi Office, including their designa- tions and the date of their assignments to the field. 30. There is a large staff of local professionals working alongside the staff assigned from headquarters. A total of 23 higher level local staff includes three economists, two projects officers supporting our work in infrastructure and population, sixteen agricultural specialists, and two staff members with administrative responsibilities. With the exception of  -20- five staff members who are held against regular positions, higher level local staff is employed on fixed term with contracts of varying durations. Attachment 3 provides a list of the higher level local staff, including their date of assignment and current expiry of contracts for those who are on fixed term. 31. There are also working in the Office a total of 6 long term consultants, typically employed on annual contracts and engaged in various economic tasks. Attachment 4 provides a list of the consultants, including the current term of their contract. In addition, the economic group and the agricultural unit employ short term local consultants for specific jobs. Fees paid to the consultants in the agricultural unit are Rs. 450 per day upto a maximum of 26 days per month for individuals; and upto Rs. 600 per day . r. ' . '• •I' ' -1 ' o , . ..., •• , . . . . . ·- '""'' ~. ~ j " ..... ~-~ for individuals hired through consulting firms. Fees of economic consultants vary as some receive lumpsum payments, others receive between Rs. 200 per day and Rs. 1,000 a day. 32. There are a total of 48 local support staff working with the profes- sional staff and in a separate administrative unit. In addition to secretaries and research assistants, support staff performs the various functions ..required by· the operation of a field office·: drivers, sweepers, maintenance,. travel services., etc. At·tachment 5 includes a list of the local support staff members. 33. There is thus a total of 93 people associated with the New Delhi Office. Leaving aside the 6 long term consultants, the total of 87 compares  -21- to a total of 59 authorized positions at the time of the last review of the New Delhi Office. There has been a very significant expansion of the local staff of the office, particularly of the higher level local staff which increased by 20 in the last three years. 34. The total administrative budget of the New Delhi Office for FY88 is approximately $2.96 million. This is 28 percent of the total administrative budget of the India Country Department in FY88. Attachment 6 provides an overview of the administrative budgets of the New Delhi Office going back to FY79. Over this period the administrative budget has roughly doubled in nominal terms with only a relatively modest increase in the last three years. It is unfortunately not possible to examine how the administrative budget has developed in relation to the total administrative budget for our India work because historical figures cannot be broken out separately by country. 35. The New Delhi Office has contributed substantially to the workprogram. In FY87 the New Delhi Office accounted for 1,939 staffweeks. This was 38 percent of the total number of staffweeks invested in the country workprogram in that year. Attachment 7 shows the evolution of workprogram of the New Delhi Office between FY81-FY87. In the course of these seven years the number of staffweeks, net of overheads, available in the New Delhi Office has almost doubled. On the face of it, the New Delhi Office would thus appear to be highly efficient -- 28 percent of the Department's total expen- ditures provided for 38 percent of the output measured in staffweeks. This is obviously a reflection of the relatively low cost of local professional  -22- staff time. The economies which could be achieved through expanding the involvement of local higher level staff have indeed been a principal con- sideration which led to the expansion of the Office in recent years. 36. By any standards the New Delhi Office looms large within the context of the Country Department. Depending on the focus anywhere from one fifth to two fifth of the total resources available to the Department are accounted for by the New Delhi Office. To put this in perspective: expenditures on field offices Bankwide account for 6 percent of the Bank's administrative budget; these expenditures account for 14 percent of the administrative budget of the four Regional Offices in the operations' complex. Given the magnitude of the resources allocated to the New Delhi Office, concern about the appropriate size of the office becomes important •... . ,,rl J ' 'Workprogr.am of the New Delhi Office 37. Ultimately the size of. the New Delhi Office as well as its. respon:- sibilities will depend on the Bank's objectives and its program in India. Our country objectives and the specific program of economic and sector work, lending and supervision will be manifested in the workprogram which is deter- mined by the management of the Country Department. Divisional managers and the lead economist will have the responsibility to determine which parts of the .. workprogram. should. be carried out by t!J.e field office •. The departmental workprogram for FY88 has been set and the New Delhi Office has been assigned responsibility to manage specific tasks in the economic and sector workprogram (Attachment 8) and in the agricultural workprogram (Attachment  -23- 9). The workprogram for FY89 and FY90 has yet to be firmed up and the tasks to be managed by the New Delhi Office within this longer term workprogram identified. 38. It is not possible to establish firm rules for workprogram managers which could help in deciding which part of the workprogram must be carried out in the field. There are no definite, absolute criteria which determine those tasks in the workprogram which could be performed with advantage by the field office. It has not been possible to carry out a quantitative cost- benefit analysis of the work performed by the New Delhi Office which could provide some guidance. It is easy enough to identify the cost of the New Delhi Office but the value of the benefits is not readily measured in Dollar terms. Any comparison between the work performed in the field office and the 39. Nor does the tradition established by the New Delhi Office and the experience-gained with the division of responsibilities' between .headquarters and field provide clear and unambiguous guidance. It is probably correct to say that tasks of economic and sector workt project preparation: or project supervision performed by the field mission have always tended to be qualita- tively different from similar tasks performed at headquarters. Greater familiarity with local circumstances, better access to data and sources of informationt the ability to work with less distraction by other demands, above all the complete immersion in the atmosphere of the country have all contributed to this phenomenon.  -24- 40. It is possible to identify certain core functions which by their nature are location specific and must be carried out by the Resident Mission. These include representation, liaison and coordination, and management of local staff. These tasks absorb a significant amount of time in a country the size of India with a federally structured government and a large number of institutions relevant to our work. It is for these reasons that a resi- dent mission was established in India as early as 1957. The important leadership role of the Bank in the Consortium and the size and diversity of our lending program and of the portfolio of ongoing projects required that the office merely to perform these core functions would have to include a number of people. We would need a staff of at least four in India. This would include, in addition to the head of the office, an economist, an agricultural expert, and an experienced generalist who could attend to the operational co.nc~rns in th't! ~ke.y sect.ors. o.ther.. than agriculture~ The. ., · activities whicb.have been carried out.with advantage by the. field office may serve as an indication where and to what exteat the siz.e of the field office should be expanded beyond this minimum core. Economic Work 41. Looking at our economic work the following considerations would seem to have determined the assignment of tasks to the field office: i) Monitoring the Indian economy's performance·and policy changes in key areas to guide and support operational decisions by the Bank and the direction and timing of our policy dialogue;  -25- ii) Offering guidance to Bank staff and consultants in their work with Government officials in India; iii) Management of tasks involving extensive field work, data collection, and repetitive contacts with Indian institutions; iv) Managing local staff and supervising economic tasks undertaken for the Bank by Indian institutions; and v) Establishing rapport with Indian policy makers and providing informal input into the decision making. 42. Messrs. Karaosmanoglu and Wright in their review of the economic and sector work performed by the New Delhi Office concluded that the sensitivity of our relation.ship with the .Government of India,~:_in, ~Pa;:tic.ul,.ar '· ~require.d that an important share of our econo~ic work be carried out in New Delhi. They felt that organizing the work connected with the an,~ual economic report, putting the report together, and clearing it with the Government of India in the field was "a.method of operation well attuned to the sensitivities of Indian officials who are not particularly receptive to missi~ms descending on them from Washington". They also observed that "the decline in the number of staff engaged in economic and sector work in New Delhi has made it more difficult for··tne·Bank to monitor ongoing developments in India and to com- municate effectively with all the different centers of economic work in India . --at the level of the State Governments as·well as at the Center and includ- ing all the numerous universities and research institutions scattered around  -26- the country". They concluded that as a minimum a nucleus of three or four economists should be retained in the New Delhi Office. 43. A review of the current economic and sector work program would still support these conclusions made almost ten years ago. The present complement of three economists in the field office, supported by three higher level local economists as well as by the sector specialists posted to the New Delhi Office, should be adequate to perform the various functions identified above. The FY88 economic and sector workprogram calls for 148 staff weeks of economic work on programmable tasks managed by the New Delhi Office, includ- ing the country economic memoranda for FY88 and FY89. This is equivalent to 62 percent of the total available higher level staff time in the economic group of the office, not including any time of the sector specialists. The shar·e of the ·economic worlt;assigned 'to the- New Delhi ·Offfce· woutd ·seem· reasonable and would include all the tasks which would fall within the natural competence of a resident staff of economists. 44. Unless there are particular reasons which call for different arrangements, the preparati~n of the country economic memorandum should remain, as in the past, a task which will normally be managed by the New Delhi Office. In addition to the reasons which Messrs. Karaosmanoglu and Wr:i:ght:-cited in support of this arrangement, the work on the country economic memorandum provides the needed focus to the economic work performed by the· · Office. It is around the preparation of the country economic memorandum that the other tasks performed by the New Delhi Office can be coordinated; it is  -27- also a convenient instrument to record the results of the ongoing policy dialogue in which the Delhi Office is meant to determine the pace and timing, and to map out the further direction of this dialogue. The limited number of economist positions available in the Country Department and the emphasis on regular monitoring and reporting of the country's economic performance, represented, for instance, by recent request for a quarterly update on major economic parameters, have implications for the kind of economists which should be recruited into the available field positions. The need would be for broad gauged economists who can turn their hands to a variety of tasks, experienced in country economic work, sensitive to the political and social environment, and skillful in their interaction with Government officials. It goes without saying that in addition to these criteria, top professional competence is an essential prerequisite. A complement of three economists supported by local counterparts would not leave time to pursue special and detailed investigative work involving large blocks of time for extensive field work. This aspect of economic work is expected to be de-emphasised relative to the tasks directly related to the need to provide uptodate infor- mation and direct support to the continuing policy dialogue. The vast volume of research conducted by countless individuals and institutions in India and abroad should cover most requirements. Any further original research still required to be done would have to be performed by local staff or consultants within limits of time available to properly manage and supervise those activities.  -28- Agricultural Work 45. There have been extensive discussions about the most appropriate assignments for the field office in agricultural project work. The point has been made to assign to the field office staff responsibilities for the entire processing cycle of selected agricultural projects. The reasons turned on the observation that ultimately preparation, appraisal, and super- vision of projects were closely linked and the experience gained through work on one phase of the project cycle would be a valuable input into subsequent phases of project cycle. It was argued that it was inefficient to separate the different phases and give responsibility for the management of the dif- ferent phases in the cycle to different organizational entities. 46. The prevalent view has been that resident missions have particular comparative advantage in project preparation and supervision, while the responsibility for appraisal should t;e• managed by the headquarters staff. Headquarters staff would be in a better position to handle the appraisal of projects mainlybecause of the close inter-action required between the responsible Division and other units in the Bank and because of the review process internal to the Bank. Project preparation and supervision, on the o·ther hand, offer particular opportunities to field staff to work closely with the Government agencies and to pr·ovide detailed guidance. · The experience of the New Delhi Office seems to have clearly demonstrated that supervision of agricultural proje~ts is most effectively done by the field office. This is not only true for projects requiring substantial amount of technical assistance, but also for projects requiring less or no such  -29- assistance. Knowledge of local conditions, proximity to the implementing agencies, and ability to respond quickly when problems arise are the key factors which have made for the success of the New Delhi Office staff in supervision. 47. Indeed, agricultural staff assigned to New Delhi has devoted practi- cally all its time to preparation and supervision of projects in several agricultural subsectors. The primary focus has been on irrigation and exten- sion projects. The reasons for focussing on these projects had to do with the fact that these projects tended to be highly dispersed, were frequently multi-faceted, included often innovative pilot components, and invariably had important institution building objectives. Local contract staff was used to do ~ iarge sha~e of the ~o~k invo lve'd; 'tl:ie 'abilit{'t'o use lo'cal' staff; at . great savings was often the key consideration which determined the assignment of particular tasks.to the field office. This was true especially in project supervision, where local staff could take care of much of the detailed review, which headquarters staff had not the time to handle. 48. Responsibility for project supervision has absorbed the largest share of the time of the agricultural staff in the New Delhi Office. This is still the case in the current workprogram of the agriculture unit where supervision activities account for 67 percent of expatriate, and 90 percent of the total higher level staff time available in FY88. Of the 45 agricultural projects under supervision in India today, staff in the New Delhi Office are task managers for 33 and involved in the supervision of all but four of the  -30- remaining projects. However, the share of supervision in the workprogram is also large because the time devoted to individual projects goes far beyond the Bank's normal loan administration requirements and includes a large dosage of project implementation assistance, or technical assistance. 49. Supervision input figures reflect the particular innovative, technical, institutional, administrative, and locational asp~cts of project activities. Several nation- and state-wide programs supported by the Bank in fact represent aggregates of large numbers of individual projects, each of which of substantial size and demanding individual supervision attention. In other projects our participation in the implementation was instrumental to gain the experience needed to design follow up projects. Our role in -- ·~ ... agricultural extension is a good example. As long as the agricultural exten- sion concepts were new and not yet firmly established, intensive supervision and proselytization, including the organization of workshops and seminars, were essential to the success of the program. Finally, the weak constitu- tional and actual role of the Central Government in many areas related to project implementation is also a frequent reason for extensive supervision responsibilities falling on Bank staff. 50. Nonetheless, it is difficult to justify why on average our supervi- sion involvement should go beyond the Bank's standard requirements of monitoring progress at regular intervals for the purpose of bringing to the attention of all concerned parties any problems which threaten to interfere with the implementation. It is not easy to understand why it should not be  -31- possible in a country like India with ample skills and strong institutions to reduce our supervision effort below the Bankwide average. Apart from the specific project related reasons referred to above which have required a heavy supervision input, there seem to have been two reasons which have contributed to this phenomenon. First, a natural tendency to get drawn into project implementation. While project preparation and appraisal are phases in the project cycle which have built in limitations on the ~ount of time that will be devoted to their completion, this is much less the case in project supervision. The closer staff are to the execution of a Bank-supported project, the greater will be the temptation to increase par- ticipation and to get involved in project management. Second, the reluctance of the Government ~o accept explicit provision for. technicll~. -~s~~stance ~y local, and especially expatriate, consultants has tended to shift the burden for providing the missing technical advice on to our supervision staff. 51. This is not to say that the technical assistance provided by the Bank is not beneficial, rather that these activities should be covered by dif- ferent means and out of a separate budget. Attachment 10 presents an analysis of supervision time by the agricultural unit in FY87 and project~d for FY88 which shows estimates of the proportion of supervision time devoted to technical assistance. While these estimates are necessarily judgemental in nature, they do provide an indication that the amount of time devoted to technical assistance type activities is quite substantial. Over the coming  -32- three years we should pursue various avenues to decrease the Bank's agricul- tural supervision input. These should include the following depending on the circumstances of individual projects or sub-sectors: improving the operation of GOI-level project "cells" for extension, research, water management, irrigation design, watershed development and othe~ fields -- these generally do not fulfill anything like their intended role; the reduction of the Bank's supervision input by using the ample skills and strong institutions available in India will occur most directly and immediately where these advantages are put to use in existing projects as ·generally intended' and ~budgetted for in the ·desigli of·. · these projects; having project implementation authorities hire the assistance (local or foreign) they are assessed of needing during project preparation/appraisal; supporting projects that primarily transfer funds into existing structures but with limited technical or institutional change (e.g, AB.DC/NABARD, National Dairy II, Drought Relief Project); and assuming a relatively passive role in supervision, coupled with formally-reduced supervision requirements  -33- (e.g., one mission and 590/supervision report annually). 52. The agricultural unit in New Delhi has at this time only limited involvement in agricultural sector work. It would seem important that the agricultural unit develop some capacity to follow developments in the agricultural sector overall and, in particular, the evolution of agricultural policies in areas such as pricing, taxation, land tenure, and the various special programs launched from time to time by the Government in the pursuit of particular objective. In addition, responsibility for special sector work tasks could be assigned to the New Delhi Office where extensive field work and close interaction with Indian institutions, including local consultants, would be a factor. 53. As a result of the reorganization the number. of authorized head- quarters positions in the New Delhi Office was reduced from 16 to 14. This decision was taken in a context and for reasons not directly related to the workprogram of the New Delhi Office; it reflected the transfer of two posi- tions from the India Country Department to the Technical Department of the Region. Since at the same time a decision had been taken to shift a staff member assigned to the population and health sector to the New Delhi Office, whose position had to be absorbed within the total of the available 14 positions, the size of the agriculture unit is slated to decline by a further position. Instead of 10 headquarters positions authorized in New Delhi, there will be, starting in FY89, only 7 authorized headquarters positions Ln  -34- the agriculture unit. Considering the scope for gradual reduction of our involvement in project supervision and keeping in mind the experience and high professional caliber of the local professional staff supplemented by short term local consultants, the reduced agricultural team should still be able to handle the supervision of the traditional share of agricultural projects and, in addition, assume responsibility for agricultural sector work. The shift in the workprogram of the unit should be reflected in the selection of future staff. The expatriate staff of seven should be con- centrating on each of the following areas: irrigation engineering, Narmada and selected large scale engineering issues, water management and minor irrigation, research and extension, resource conservation and rainfed farming, agricultural economics. In addition, there would be the unit chief, half of whose time can be included in the workprogram. 54. This would lead to the conclusion_that the number of expatriate staff in the Office should gradually come down from the pre~ent 16 to 14. It will be important to develop a specific timetable for the transfer of staff scheduled to return from New Delhi Office which will take into account the established reentry commitments. Local Staff 55. One of the key factors in the rapid expansion of the New Delhi Office has been the recruitment of local professional staff. Including higher level staff on regular positions and fixed term appointments, and consultants employed on long term contracts, there is now a total of 29 local profes-  -35- sional staff working in the New Delhi Office. This development reflects both the availability of large numbers of well trained and experienced profession- als in New Delhi and also the relatively low cost of employing local staff. There is a large number of highly experienced professionals who retire from Government service and are looking for employment and income additional to their retirement pension. Many of these people would be competitive interna- tionally and could well be qualified to be recruited at headquarters. Indeed, some of them are, but the majority prefer, at this stage in their career, employment in India even if it means sacrificing potential earnings. There are also large numbers of well trained and qualified professionals graduating from Indian universities and professional schools in search of employment opportunities. Many of them look to working in the New Delhi Office as an opportunity to gain additional experience and a potential springboard to finding a job abroad at World Bank headquarters or other international organizations. 56. The salaries of a local professional staff are relatively modest. On average the direct cost of local professional staff is about one-sixth of the cost of a headquarters staff member posted in New Delhi. Two trips to or from headquarters cost about as much as one year of local consultant or two research assistants. All of the New Delhi Office consultant budget is equiv- alent to the cost of one headquarters position. The remuneration of local staff is determined in line with Bankwide policy, that is to say it is based on the salary structure of the UNDP. It appears that the salaries paid by the Bank are quite competitive, in particular since remuneration for service  -36- to United Nations Organizations is free from income tax. This puts local employees of the Bank's New Delhi Office very high on the scale among net income earners in India. 57. With one or two exceptions local professional staff in the New Delhi Office are effectively working in conjunction with the staff assigned to the New Delhi Office from headquarters. In other words, they do require supervi- sion and management, and in that sense, absorb a significant share of the time of staff assigned to the field office from headquarters. This is pos- sibly the most significant cost associated with the employment of much of the local professional staff. There are differing views on what appropriate ratios between headquarters' and local staff should be. In the view of observers of the agricultural unit this ratio should be somewhere between two and three; in the case of economists the prevalent view is of a ratio some- where between one and 1.5. 58. Local professional staff generally contribute skills which expatriate staff members usually do not possess. These have to do with the better understanding and greater familiarity of local conditions and sensitivities. Retired Government employees bring special understanding of the ways of the Government bureaucracy and frequently the ability to deal informally with the network of former colleagues. But these advantages, unless exploited in a limited, technical context, can also lead to problems by placing local professional staff into conflicts of interests and raising suspicions about undue Bank interference.  -37- 59. The availability of well qualified local professional staff and the fact that large numbers of local professionals could be employed without going beyond the parameters of the normal allocation for consultants has, no doubt, contributed to the inflation of some of our supervision coefficients. The supervision of many of our agricultural projects, especially the supervi- sion of local procurement arrangements, would have been prohibitively expen- sive without the ability to rely on local professional staff~ In as much as responsibility for routine supervision responsibilities could be shifted to local professional staff, time of headquarters staff became available to focuss on activities more generally in support of project implementation and technical assistance. . . 60. There is no doubt that the contribution of local professional staff has significantly affected the quality of Bank-supported projects. In this sense one might well ask why it should not be appropriate to expand the staff of local professionals further and rely even more on their support. This, however, raises fundamental questions about the role and objectives of the Bank in India. If there are professionals adequately qualified to supervise and manage implementation of Bank-supported projects in India, why should it be necessary for the Bank to employ these professionals? It would seem more appropriate for the Bank to explore ways and means to arrange for the Government, if necessary through contracting local institutions, to avail itself of the services of these professionals. This is not to rule out the employment of local professionals, because there are many functions within the framework of the Bank's elementary responsibilities which can be per-  -38- formed by local professionals; however, there is a limit determined by the scope of these responsibilities covered through the Bank's administrative budget. 61. The number of higher level local staff employed by the Office could, in the short term, increase by one or two if the decision is taken to trans- fer procurement responsibilities for sectors others than agriculture to the New Delhi Office. This increase could, however, also be accommodated by a shift in the work assignments. As the supervision workload in agriculture diminishes with a gradual decline of the portfolio from 44 at present to between 35 and 40 projects in 1989, positions could be shifted into procure- ment and disbursement activities. These adjustments should take place within the pattern of contract renewals or retirement of staff. The reduction in the number of expatriate staff positions should also lead to a corresponding reduction in support staff which should be synchronized with the actual departure of staff from Delhi. 62. In addition to local higher level staff on regular positions, the New Delhi Office employs long term consultants who perform recurring functions or a variety of tasks very much like regular staff members. The Office further- more uses its allocation of consultants funds to recruit short term consult- ants for the performance of specific, delimited tasks. It will be important both for the agricultural unit as well as the economic group and operations officers to have a reasonably generous consultants budget. This will provide the flexibility needed in the management of the tasks assigned to the field  -39- office. However, to retain this flexibility the use of consultants funds should be concentrated on the short term employment of specialists required for specific jobs. The number of long term consultancy contracts should be kept to a minimum and presumably reduced to one or two when current contracts run out. More generally, it should be borne in mind that the direct employ- ment of consultants by the New Delhi Office will involve costs of overhead, management and supervision which should be weighed by looking at the alterna- tive of entrusting some of the jobs to be performed to one of the many Indian institutions active in technical, managerial, or economic research. The fee for a job contracted out may be somewhat higher, but the savings in terms of overhead and the time required for the supervision of individual consultants could outweigh these additional costs. Procurement and Disbursement 63. Procurement matters represent a very significant element in the supervision activities of the New Delhi Office. The recruitment of local contract staff was first thought of as a cost efficient way to deal with the supervision of the large volume of relatively small civil works contracts funded by the Bank under irrigation projects. There are now two higher level local staff dealing exclusively with procurement under agricultural projects. A total of 80 staffweeks is allocated in FY88 in the New Delhi Office to deal with procurement. 64. The total workload arising out of procurement supervision Ln the Department is very significant and increasing. It is estimated that the 109  -40- projects in the active portfolio generate as much as 2,000 contracts awarded per annum. By far the largest share of these contracts are typically small civil works contracts financed under projects in the agriculture, urban and water supply, and transportation sectors. Of the total number of civil works contracts about 200 to 300 exceed a value of $100,000 in recent years, requiring pre-award rev1ew of tender documents and of bid evaluations. The remainder are subject to selective post-award review. The large majority of these contracts are below the threshold, specified in the legal agreements, for which the borrower is required to send copies of confirmed contracts to the Bank. Practically all civil works contracts are awarded to Indian contractors either through local competitive bidding or through inter- national competiti-ve bidding but with limited prospects for any foreign participant, except in the very few· cases.- of. large., multimillion dollar contracts. 65. The involvement of procurement staff in New Delhi-Office has beea substantial at the stage of tender preparation and invitation to bid. This has included technical assistance in the form of procurement workshops or discussions of specific procurement matters. The major advantage which New Delhi Office staff had over headquarters staff at this stage of the procure- .. ment process is the ready access to project agencies to have frequent and detailed exchanges on the preparation of tender documents. 'The review of bid evaluations occupied a relatively small share of the time of procurement staff because the number of contracts to be reviewed has been relatively small. In addition, procurement staff in the New Delhi Office reviews on  -41- a selective basis procurement action under contracts below the size for which the borrower is required to send copies of contracts to the Bank. 66. The nature of the activities involved, the need for close contact with project implementation agencies, and the need for good understanding and familiarity with the environment in which local institutions have to operate, all argue in favor of assignment of greater responsibility for procurement supervision to the field office. The possibility of using highly expert local staff for this purpose makes such a choice particularly attractive. It would seem sensible to extend responsibility for procurement supervision beyond agriculture and to cover the other sectors with a high incidence of civil works contracts as well. ... • t • -~ 67. Consideration shoul<Fbe ~gi-&en to· create a separate unit within the New Delhi Office staffed with three to four local higher level staff and supervised by a headquarters staff member experienced in procurement matters and thoroughly familiar with the Bank's approach and policies. While segregating the supervision of procurement and the administration of con- tracts from the regular supervision functions may have some disadvantages, it would seem inevitable given the very large number of contracts involved. It is essential, however, that staff of the procurement unit participate in the appraisal of projects to be able to make the input into the planning of the procurement action subsequently to be supervised by them. There are poten- tial advantages in dealing with procurement through a separate unit serving more than one sector. Such an approach could lead to greater consistency and  -42- might be helpful to producing an acceptable standard for the procurement process and bidding documents. It may also be easier to balance the workload among staff members and to facilitate some peer review in the process of reviewing bid evaluations. 68. It will be essential that such a procurement unit is given the neces- sary authority to deal with the categories of procurement for which it is responsible. At the same time it is important to define very clearly the size and types of contracts administered by the unit. The unit should be given responsibility for all contracts awarded on the basis of LCB as well as for those ICB contracts which are not likely to generate foreign interest. It would not be advisable to assign work on very large contracts, especially equipment~conttacts, to the unit which are likely to attract much contentious foreign interest. Procurement under power,. indu-stry 2 and telecommunication projects, would be cases in point. In these casas procurement specialists· at headquarters would be better equipped-to carry out the review and adjudi- cate any conflict because of their access to- the __ Office of the Procurement Advisors and the Legal Department. It would be desirable to provide for periodic briefing of the staff in the procurement office at headquarters, as it would be for regional and departmental procurement advisors to visit the field office and review the operations and procedures followed by the procurement staff. 69. One of the objectives of shifting responsibility for procurement to the field office would be to save time otherwise lost in communicating over  -43- long distances or waiting for the next supervision mission. It would also be an objective to focus on the general procedures followed in procurement and less on the review and clearance of individual procurement decisions. Unlike in the case of ICB contracts where the principal concern of the Bank is to attest to the fairness of awards, in procurement cases involving exclusively local bidders the principal concern is the efficiency and economy of the process. Emphasis should, however, be given to building the capacity of institutions in charge of project implementation to take on responsibility for a growing share of contracts and to reduce the direct involvement of the Bank by gradually increasing the various thresholds. Frequent transfer of project staff in the borrowing agencies has often frustrated our institution building and training objectives. But this must not discourage us and should ;,..·' , .. .. ,,, ' ,, .. lead us to develop ways and lllaaris .. of instif!ut:i:'onalizing the· syst:ems which we belie¥e will adequately safeguard the-interests of the borrowers as well as our own. 70. It will be sensible to assign responsibility for disbursement to the same unit. In any event, disbursements under contracts administered by the procurement staff should be handled in the field office. Depending on the workload, staff responsible for disbursements could also assume respon- sibility for other loans and credi:ts. · Again, it· will be essential to delegate sufficient authority to- the· field office staff to avoid the time consuming transmission of large volumes of papers and duplication of reviews between field office and headquarters. Greater involvement of the field  -44- office could speed up the disbursement process and represent a contribution to reducing the large overhang of undisbursed commitments. I I Attachment 1 Page 1 of 2 New Delhi Office (NDO) Objec~ives: January 1986 ~o June 1987 1. This no~e sets out NDO's objectives for the period January 1, 1986 to June 30, 1987, to guide the work of the office and ~he content of staff and consultants' objectives for this period. It draws on the agreed conclusions of the NDO Review (Hay 21, 1985) and the overall objectives se~ for the operations complex. The operational objectives of the Agriculture Division for FY86 are elaborated in a separate note prepared by Mr Grimshaw. 2. The overall aim of NDO is to help the Bank make the best possible contribution to growth a~d poverty alleviation in India, through encouraging ' capital flows and helping ensure that resources are put to good ~se. It will do this through analytical ou~puts, support for the lending program, and conduct of a dialog on the policy, institutional and management conditions. for the success of projects and programs the Bank supports. NDO will back up this work by nurturing Bank-borrower relations, undertaking appropriate staffing and training~ and providing cost-effective administrative support for its own and visiting staff. 3. Analytical outputs are to help the Bank's management make judgements, to advise consortium or o~her lenders, or to raise issues with borrowers and project beneficiaries. Outputs should be action-oriented, timely, of top quality, and desigl'l:~d foE. ~£l~_chosen audience •. T'fiey would draw on both original analysis hy the Bank and work on India done elsewhere.· Given the time-lags involved and the variety of sources of work, careful planning of ESW to meet analytical n~eds is important, as is selectivity. The main fields in which NDO will undertake work in FY86-87" are poverty aHeviation, industry policy, trade policy, agriculture policy, the balance of payments, public finance and monitoring current events. There will be a particular emphasis on policy tools relevant to the new stress on market-based decisions. Outputs will include major grey-cover reports (e.g. the 1987 CEM on industry), supporting papers, independent studies, shorter policy notes, conferences and training. Capacity and time will be retained for involvement in policy issues at short notice as opportunities occur. 4. Support for operations will concentrate on energy, power, roads (esp.ecially rural), rail transport, telecommunications and industry, with the.aim by FY87 of acquiring the capacity to provide support to the social sectors and other infrastructure also. These are the sectors in which there is a major COPD invoJ_vement and a correspondingly. greater need for field support. The aim in these sectors is to contribute by helping identify key issues and advising headquarters divisions how best to address them, well in advance, through appropriate contacts, studies and the design of operations. A further aim is to help borrowers understand the workings and interests of the Bank. Three Higher Level Local Staff will be appointed in the above fields by end June 1986. 5. At any one time there will be a number of issues, of legitimate concern to the Bank, under discussion between the Bank and borrowers. NDO's aim, being responsible for the day-to-day conduct of this dialog, is to advise I I Attachment 1 Page 2 of 2 on how best to address the main issues so as to achieve understanding, and on occasion to conduct the discussions. In order to avoid the unproductive or even counterproductive experience of addressing issues without adequate time or preparation, NDO will support ASAIN in its further development of a policy agenda. 6. The broad range of lending and issues addressed by the Bank, and the plural nature of decision-making processes, both in Government and the Bank, requires that issues be carefully chosen, well in advance, and pursued systematically with appropriate partners. Given the importance of the Bank to India, and vice-versa, and the often sensitive issues that comprise the substance of our work, it is essential that the Bank in India maintain a low profile but a high degree of professionalism. The job of NDO is to keep persons in India well informed about the Bank's interests, and the Bank well informed about India, such that the Bank's goals can be appropriately set and effectively achieved, preferably by consensus at both working and political levels. 7. A management information system providing systematic access to the mass of information necessary for the above functions,as well as administration, is essential to assist NDO in carrying out its responsibilities. This should be designed by end-September 1986. By that time, also, a pilot Visiting Mi-ssions Support Unit should be in operation. By the end of 1986, adequate computers should be in place to assist in analysis and administration. and word-processors should be accessible to all. This mechanisation will require appropriate staff training. There are both short a:nd·lcirig-term problems of office accomodation and housing. ·· On the latter, a plan for providing better servic~ should be prepared by September 1986. We should be ready to invite bids for the NDO building construction by January 1987, so as to bring together in one building; by end-1988, all Bank staf( and consultants. ~ E. Bevan Waide February 1986  Attachment 2 New Delhi Resident Mission Headquarters Staff Date of arrival Name Designation at NDO Waide, E. Bevan Chief of Mission 01/14/84 Economic & Operations Group Hanson, James A. Senior Economist 10/16/86 Bentjerodt, Roberto J. Senior Operations Officer 09/05/85 Lieberman, Samuel S. Senior Economist 09/02/87 Pursell, Garry Senior Economist 03/13/85 Wogart, Jan Peter Senior Operations Officer 10/27/85 DESIGNATE - Heaver, Richard Senior Operations Officer mid-October Agriculture Unit Baxter, Michael W. Agriculture Unit Chief 08/08/87 Berkoff, Jeremy Senior Economist 05/15/84 Bredero, Thomas J. Senior Agriculturist 08/04/85 Des Bouvrie, Cornelia Senior Irrigation Engineer 09/09/86 Epworth, Robert S. Senior Agriculturist 08/01/84 Fauss, Gerald Senior Irrigation Engineer 08/02/86 Greenfield, John C ~ Agriculturist 04/21/85 Hall, John Senior Projects Officer 04/01/85 Zagni, Anthony F. Senior Irrigation Engineer 08/01/84 VACANT Economist  Attachment 3 New Delhi Resident Mission Higher Level Local Staff Current Expiry Date of Date of Designation Assignment Contract* Economic and Operations Group Kar, Trilokinath Projects Officer 07/01/86 06/30/88 Khetrapal, Poonam Projects Officer 07/01/87 12/31/89 (PHN) Ravishankar, V. J • Economist 07/16/79 12/31/88 Sengupta, Sunanda Sr. Economist 11/01/69 Designate-Subbarao,K. Sr. Economist 12/17/87 Agriculture Unit Bhavanishankar, B.S. Irrigation Engineer 10/0l/86 09/30/88 Banerjee, A.K. Forestry Splst. 10/08/84 10/07/87 Bhattacharya, S.K. Procurement Engr. 07/01/81 Galgali, G. R. Agriculturist 08/16/85 09/30/87 Jain, T. C. Agriculturist 10/01/86 09/30/89 Nair, P. S. D. Agriculturist 07/01/86 06/30/88 Nawathe, C-. S. Roads Engineer 10/01/82 09/30/89 Pai, A. A. Irrigation Engineer 01111/84 01/10/88 Rahman, Obeidur Agriculturist 07/01/83 09/30/88 Raman, Natrajan Procurement Splat. 08/01/87 07/31/90 Sandhu, B. S. Irrigation Engineer 10/17/86 10/16/87 Satnarayana, K. Credit Splst. 10/01/86 09/30/89 Salam, Abdul Projects Officer 04/01/87 03/31/89 Singh, Harbans Agriculturist 07/01185 10/31/88 Subramanian, S. Financial Analyst 04/01/79 03/31/89 Designate - Sr. Projects Offer- Venkatraman, A. Extension 12/01/87 11/30/90 Administration Unit Bissell, Bimla N. Inform. & Staff 10/16/75 Relations Officer Singh, Kanti Office Manager 05/01/74 * Applicable to staff on Fixed Term Contracts only, as the other staff are on indefinite appointments. ~I Costs chargeable to AS4TE. ~I Costs chargeable to AS4PW. ~/ Two-thirds of Mr. Nawathe's costs are chargeable to AS4TE.  Attachment 4 New Delhi Resident Mission Local Consultants Title Type of Appt. Begin Date End Date EONOMIC AND OPERATIONS GROUP Beg, Mirza Faisal Research Asst. Long Term 87/07/01 88/06/30 Mohammad Sharif Economist Long Term 87/07/01 88/06/30 Ram, Kewal Research Asst. Long Term 87/07/01 88/06/30 Gupta, Anand Economist Long Term 87/07/01 88/04/13 Ahluwalia, Deepak Economist Long Term 87/08/01 88/06/30 Bashir, Sajitha Programmer/Analyst Long Term 87/07/01 88/06/30  Attachment 5 'PJ:~ap 1 of 2 New Delhi Resident Mission Local Support Staff Current Expiry Date of Date of Designation Assignment Contract* Chief of Mission's Office Hildreth, Molly Sr. Secretary 09/18/67 Economis & Operations Group Rajagopalan, P. Research Asst. 10/20/80 06/30/88 Edwards, Monica Secretary 09/01/81 Extross, Anne Secretary 05/25/81 Kirpalani, Shukla Secretary 11/01/86 12/31/87 Rajput, Ram Singh Mimeograph Oper. 11/15/73 Sharma, Indira Sr. Secretary 11/01/73 Agriculture Unit Ahmed, Jamil Sr. Driver 09/01/66 Anand, Nina Secretary = 09/01/81 Bhatnagar, Nischi~t Secretary 04/04/'83 Dayal, Rama Mngmt. Information 02/01/76 Assistant Gamat, Lalita Secretary 11/06/84 11/05/88 Grover, Man Mohan Sr. Driver 05/14/72 Jolly, Kanta Secretary 07/01/79 Joseph, Elizabeth recept/Tel. Oper. 07/01/87 12/31/89 Khanna, Usha Rani Sr. Secretary 01/01/72 Krishan Bearer 01/01/82 Nath, Chabi mimeograph Oper. 07/01/66 Panthaki, Zenobia Secretary 11/01/86 12/31/87 Rai, Jagdish Messenger 04/01/86 03/31/88 Sen, Shirin Secretary 07/01/84 06/30/88 Sharma, Om Prakash Sr. Driver 04/01/65 Sidhwa, Hilla Secretary 11/15/76 Singh, Amar Sr. Mimeograph Oper.l2/01/70 Singh, Arjan Sr. Driver 04/08/68 Singh, Nira Secretary 02/01/87 12/31/88 Tawankal, Ram Gardener 01/01/82 Vacant 1/ Secretary * Applicable to staff on fixed term contracts only, as other staff are on indefinite appointments. l/ Presently filled by a temporary staff - Ruksana Bhat.  Attachment 5 2 Of 2 'PAO'A Current Expiry Date of Date of Designation Assignment Contract* Administration Unit Churamani, Veena Recept /Tel. Oper. 10/09/67 D'Costa, Margaret Secretary 11/01/85 10/31/87 Homji, Harjeet Secretary 12/08/75 Jha1ani, Jyotika Secretary 01/15/82 Kakar, K. Admin. Off. Travel 02/12/68 Kishanlal Messenger 04/01/86 03/31/88 Kripalani, Tara Secretary 08/01/85 12/31/88 Lepps, Mina Secretary 09/05/73 Madanlal Messenger 04/01/86 03/31/88 Nader, Janet Supervisor, VMSU 07/20/70 Nair, Mani Librarian Off/01/73 ·Prakash, Ved Driver 09/01/72 Rai, Kuldip Maintenance Asst. 07/01/77 Rawat, Gabbar S. Bearer 01/01/82 Singh, Avtar Driver 07/01/82 Singh, Daulat Clerk 03/14/72 Singh, Kulinder Sr. Driver 01/01/68 Singh, Nirmal Communications Asst.09/0l/82 Sood, A. Driver 02/21/83 Theophilus, Krishna Secretary 04/01/85 12/31/88 Thomas, Maggie Secretary 07/03/78 Vacant JJ Travel Assistant Temporary Staff Chopra, Gita 1./ Secretary Krishan, Hari 1/ Sweeper Ram, Mangtoo !!,./ Sweeper * Applicable to staff on fixed term contracts only, as the other staff are on indefinite appointments. l/ Presently filled by a temporary staff - Anil Saxena. 11 Working in Admin. Unit during Jyotika Jhalani's LWOP.  Attachment 6 New Delhi Resident Mission Administrative Budgets (FY79-FY88) NEW DELHI OFFICE TOTAL i!BS38 I !8539i 3-rEAR COMPARISONS OVERALL FY88 FY87 FY86 FYBS FYB4 FV83 FY82 FY81 FY80 FY79 FYBS-97 FY82-84 FY79-81 AVE?.A6E POSITIONS BUDGET EST. ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET ACTUAL ACTUAL AVERAGE AVERAGE AVERAGE FY79-87 Higher Level 14 1b 15 17 16 16 14 1b 15 13 16 15 15 15 Support Total 14 !b IS 17 16 !b 14 16 15 13 lb 15 IS 15 Local Staff 77 61 58 40 38 28 27 65 38 2.8 STAFFYEARS Higher Level 13.6 15.7 15.3 16.0 !5.7 !5.8 14.5 15.6 14.5 14.5 15.6 15.3 14.9 Support Local NA 60.6 59.0 49.7 .)9.3 36.8 30.0 27.0 56.4 36.2 28.1 DISCRETIONARY COSTS ($000) Regular Salaries NA 1058.3 976.9 964.0 893.3 837.0 730.2 674.0 586.9 526.5 999.7 620.2 595.8 805.2 Te•porary 13.0 10.6 15.5 17.0 17.3 4.0 10.0 4.0 B.b 6.9 14.4 10.4 6.5 10.4 Overti1e 0.0 0.2 0.0 0.0 0.0 0.5 0.1 0.0 0.0 0.1 0.1 0.2 0.0 !) • t Staff Travel 3!9.0 253.3 239.7 310.7 157.6 222.4 190.3 147.0 140.5 ~5.7 267.9 190.1 127.7 195.2 Consultant Travel 0.0 102.4 123.2 0.0 205.3 94.4 23.0 55.3 0.0 0.0 75.2 107.b 18.4 67 l 9 Representation 7.0 : 3.4 6.0 4.0 6.. L - 4.1. &.2.. 5.0 : 4.3 2. 7 4.5_ 5. 9 4.0 4.a Hospitality 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 (t o'i Consultant Fees 0.0 172.6 182.2 145.4 283.8 101.0 204.6 54.7 35.4 0.0 166.7 196.5 30.0 131. l Cent. Services 10.0 7.4 0.0 0~ 0.0 0.0 0.0 5.0 0.0 0.0 2.6 0.0 1.7 1.4 &1rect Co11unications 83.0 52.6 56.1 40.7 81.7 79.2 78.6 65.0 50.6 59. I 49.8 79.8 56.2 l~ternal Co•puting 10.5 5.9 5.0 · 0.1 0.0 0.0 O.Q 0.0 0.0 0.0 3.7 0.0 0.0 Suo-totai 441.5 lbbb.7 lo04.6 1482.4 lb45.7 1343.2 1243.0 1010.0 B2b.3 691.0 !584.6 t410.b 842.4 c~rRECT COSTS ($000) Lwcal Staff 561.0 439.3 42b.9 239.8 199.4 173.9 167.1 lo0.5 125.9 I 14.6 .)o8. 7 180. l 133.7 Post All ounces 57&.0 483.4 456.1 367.3 421.3 402.7 369.1 321.8 322.0 259.11 435.6 397.7 301.1 ::e. 1 Other Travel 283.0 103.0 144.2 173.0 316.2 190.6 347.7 248.4 214.5 148.9 140.1 284.8 Office Gccup. 192.0 93.4 91.6 81.9 140.8 197.3 120.5 88.1 66.0 73.5 89.0 152.9 75.9 Equip1ent - Field 116.0 Bb.b 133.0 99.8 32.6 92.1 71.6 b8.b 15.9 29.7 IOb.5 65.4 38. I E~u1p.-F1e1d Depr. o.o 1.2 0.0 o. !) 0.0 0.0 -23.2 !),') 0.0 0.0 0.4 -7.7 •.l.O Staff Benefits 0.0 0.0 o.o i), !) 0.0 1!8.5 114.9 56.0 93.1 1!5.4 (l,i} ""1 .... I' • t:l 7!. 5 Other Misc. 60.0 69.6 77.6 57.5 ~9.1 47.6 31.3 20.3 13.1 15.9 68.2 4b.O 16.4 Sub-total 1798.0 1276.5 !329.4 1019.3 1169.4 1~22.7 1199.0 963.7 650.5 707.6 1208.4 1197.0 B40.o ; ·,:-. TOTAL 2229.5 2943.2 2934.0 2501.7 2815.1 25o5.9 2442.0 1973.7 1676.8 1398.6 ~~,~.o 2b07.7 1683.0 ====== ====== ====== ====== ====== :::::: :::::~ ====== ====== ====~= ====== ======  Attachment 7 New Delhi Resident Mission Work Programs (FY81-FY87) (Staffweeks) NEW DELHI OFFICE !18538 ; 1B539i 3-YEAR C011PARISONS F'r87 F'IS6 FY85 F¥84 Ft83 FY82 F'i81 FY85-87 FY83-65 FY81-S3 FY8H7 ACTUAL ACiUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL AVERAGE AVERAGE AVERAGE AVERAGE OPL Operational Planning 6.7 4.4 o.o 0.0 o.o 0.0 0.0 o.o o.o l.o LDV Lending Developtent 88.2 58.8 4.8 0.0 0.0 11.4 1),(1 StU 1.b 3.8 SCW Gen. Country Work 0.0 0.7 6.6 13.3 8.3 0.0 0.0 2.4 9.4 2.8 ~.1 LEN Lending Operattons 105.8 200.7 225.2 147.9 151.3 121.7 146.7 177.2 1i4. 8 1.!.9.9 LOP Loan Processing 19.4 ~.0 D.~ D.~ 0.0 0.0 !),0 6.5 0.\i 0.0 ::.a Sub-total Lending 213.4 '~u., 236.6 16!.2 159.6 133.1 146.7 236.7 185.8 146.5 181' 3 ERA Econottc Reports 438.4 288.8 187.2 203.7 190.1 230.3 188. l 304.8 . 193.7 202.8 SRA Sector Reports 75.7 21.9 21.1 51.3 30.7 tu.2 3.6 39.6 34.4 14.8 3t). 0 EWO Other Econo11C Work 50.8 62.9 72.3 43.4 4s.a 40.1 30.3 112.0 53.8 4t), 9 50.3 SWO Other Sector Work 4.1 b. 7 7.2 3.4 35.6 101.5 29.3 6.0 . 15.4 55.5 Sub-total ESW . 569.0 380.3 267.8 301.8 302.2 382.7 257.3 412.4 297.3 314.1 354.4 SPN Supervision 968.4 1051.5 762.1 918.2 696.6 560.0 382.7 v27.3 792.3 546.4 762,8 PIR Proj. lmplem. Review 0.0 0,5 0,0 0.0 0.0 D.O O.u 0.2 o.o o.o· i)' l PCR Pro). Co1pl. Reports 2.1 22.4 0.0 0.0 0.0 0.0 0.0 8.2_ o.o o.o PAD ProJect-Adltn. 9.4 1.1 0.0 thO 0.0 iJ.O O.t) 3;a· o.o.. o.o. Suo-total Portfol1o 979.9 107D.3 762.1 918.2 696.6 560.0 382.7 939.4 792.3 546.4 COF Ccfinancing 0.0 0.0 0.0 0.0 0.0 0.0 o.o !),!) o.o 0,0 AOC Atd Coord. Meettngs 0.6 o.o a:i 6. 1 ~.9 7.0 ' i ·.1•1.. li.1 i:..7 SAC Sen. Aid Coordination 4.2 4.0 0.0 0.0 !),0 1).0 v.•J ~ ~.I ' 0.1) Sub-total Coord. Atd 4.8 4.0 8.9 • J •• 'j o. t o.9 7.0 5.1 b.l 1:;.7 RES Research Project !).0 1),0 1. 4 (t,l} S.b 0.5 i ' -1>11'.; REC Res. Cocrdinatton 0.0 0.0 0.4 v.u TAS Tech. Ass1stance i). tj 1),1) Ll t). t) 4.1 8.9 5. 4 1.4 -. ! I 1 4.8 UN!S UN&PIIFAD Supervision i9.o 2(•.3 O.v . i;,(J iJ.O 0.0 i},i) 13.3 o.o MAA Manage~ent and Ad11n. 0.0 11.9 12b.7 122.3 98.1 100.3 1!5.9 46.2 115.7 MIA lnternai Ad11ntstration 145.3 l53.b 47.1 64.3 39.6 o.o o.o i!5.3 50.3 i.3.2 GEN &eneral 0.0 0.0 0.0 0.0 0.0 63.9 61.4 o.o 0,0 4!.3 OVT Dv er tt:ee 0.0 u.O 170.1 186.4 273.2 145.9 l03.o 56.7 2t)9. 9 174.: Sub-total Other lb4.9 IBb.~ 349.4 381.3 419.9 319.1 281.4 233.7 383.5 340.: TOTAL !net of ovrhd.l 1933.7 19!2.1 bH.3 1765.7 i5B4.'i !M.8 1t!75.1 1831.9 1664.1 1353.7 . ... .:. ====== ====== :::::: :::::: ;::::: =====~ ====== ====== OVERHEAD 376.9 3b3.0 24~:,,7 :75,D 251.7 201.8 178.3 328.9 258.0 21u.~ TOiAL \w1th overhead) 2315.6 2275,! :a9!.5 204!.3 ISJ6.0 1603.b 1253.4 2!b0.7 !922.9 i5o4. ~ ~===== ====== ====== ====== ====== :::::; :::::: :::::::: ======  (X) ~ c:: Ql ] u 111 ~I REVISED ECOIIDtllC SECTOR IIJRK PRO&RAII FOR NDO FY88 7127187 lllo.tf Stiff Meelsl '! BEIJ. l TOTAl TOTAL 'TOTAl TOTAl till PERSONNEL: HANSON PURSEll llEI.lal IID6ART HQ XAR RAVI. SEMSUPTA SUBDA. Ill IDO Hll STAFF !liDO + f!GI ACTIVITIES CDI88 Trade lacentivas CII 19.0 - 6.0 16.0 10.0 - 6.0 - 40.0 16.0 - - - 20.0 4.0 . - - 24.0 - - 64.0 16.0 10.0 50.0 Jadast.Adjust (JJ Prod. Incentives in Agr.(AI 2.5 - 8.0 5.0 - 2.0 - - 10.5 7.0 - - - - - - . - - - - 10.5 7.0 CEll 89 - - 10.0 - - 10.0 - - - 11.0 11.0 21.0 - -21.5- - - Poverty Studies lbl 1.0 - 10.0 ll.O .. 25.0 25.0 :36.0 Other £cono•ic lark l 4.0 6.5 9.5 15.0 35.0 22.0 5.5 49.0 84.0 Sapport to II (; ,, ECOII l SECT MORK TOTAL 25.5 41.5 41.5 21.0 129.5 - 41.5 26.0 .,. 41.5 109.0 .238.5 '. 'LDY ' LOP - - - 62.0 62.0 41.5 - 15.5 " ,, - 57.0 l!9.0 - - - - - AID COORDIMATIDM 7.0 - - - 7.0 - 7.0 IliA 9.0 - - - 9.0 - - - - 9.0 &RAMO TOTAL --- 41.5 41.5 41.5 Bl.O 207.5 ----------- 41.5 41.5 41.5 _____ ___ 41.5 166.0 313.5 ..._. .., lotrs: [Al rtfers to .urt Aqritultart; [ll,ladastry 01 [il Includes till spent at HU up to Stptelber 1987. [bl Excludes HQ tontrib•tio• of USS 150 1 000 to 601 pa¥erty study.  l~DIAN AGfllCULIURE ''fll I fl 81 Mt I'RO~M ••R I!AIIPOIIER ~QIJIR£ft(~l~ hutt4 ''" I?·IHt!l ftiS COli£ P~mr _______ ....._.. _________________________________ PI.MW:t Slllr li{US DI!RIIIfl ff II __.. __ _____ ,__.,. ,.. HHUSIIIllfl lohl SO told ~.s Cantu I hnt fNJC UUA ~lAS Dthrr C0111UI lint AS IAli AS!Ioii ib<ii.i H.CI fGrtlf• ~ llllS loCI I 0\ SECTOR WORK C""' COIJII!Rf M' S~Cl:)ll ~r ISaA! ~ lt~e~.~;~~~ W:~m., ~s.AEVIU IS 0 ;, ~ ~ IS 5 0 5 0 5 0 P..<CKlt• Ql 0 411ISROU R!SE.:rit:K AU(VIE• iO 55 10 5 20 5 5 5 5 IS [!li.(~j if ..-1 mos.~m r~:? ~\UDP~ENT snr.ms ~n 60 10 5 0 2J ii 5 3 v iloUUS u tl ~SlltU RH:!...~£COHS£RYA II 011 10 40 15 5 0 5 8 1 0 0 vA• DE Pill t1l ~ Ql co 41.,SR0!1 Ol~ A~& WATER P.AIA5!:.'1UI u 15 5 0 0 s io s v v fRED£UCISE• ~ t1l 41N9SRO~I 6P.ilU1uWta R£YIU 20 • 20 5 5 0 3 6 1 0 0 CUIIXIISII.\1! <(Po. SJ3 IHYD<OI.O!iiCAl STUDIES! ·---- ________ 10 10 __ ____ ____________... __ .............. .,. 5 ,. s ________________________ 0 .., 0 0 0 0 ,.. .., 0 SHA~"MPERRY 230 m 55 20 20 51 25 29 15 15 --------------------------·---- ................ ____ __ ____ ..__ ... .... ______ .................- .. .., .., ,.. ,._ ,.._ SUBIOI.t S£t10R WCRX no 215 55 20 20 Sl 25 2' IS 15 LENDING OPE~ATIONS lEKill•i i{;";t~~·;~: ll~'/1 tu:a:~ ;E~·. u~t.N:~.l .. .. ....... -_,.. ___________ 5~ ... . ..,,.._____ ,. _______________ 20 .., ______ . 5 ......_ c ................ ________ 10 .. _____ ___ ,.. .,. 55 55 20 20 0 5 i iv i 0 I'!!EAP!'UlSA!. !l!lf'l 4111DP~m Xm!lll.l!. I~TUS~D l)fY, "CSI 20 20 0 0 0 10 5 5 v 0 iii iii.~ 41QPA291 DRISSII COIII'OSJI[ IRR15.190SI so 14 10 4 0 rREDERllSEN 411DPA2'17 RESooatE COISERVAIJDII IMU 5$ 65 65 25' 5 It 2 5 Iii 14 iv .v 5 i iii VE P!X.l 4UDPA309 W~IHAJI IRRJ6AIIOI Jll I'OSJ 40 40 10 5 10 0 8 1 0 0 Al.lll$011 UNIIPAlll UPPER UISIOIA IRRI&.II 1881 IS IS 2 0 0 0 (I 3 ii v iiUi 4UOPAl72 AS.It. Eli£1SION "OSI 40 40 20 5 0 s 10 0 0 0 SltMM 4UDPA380 I'UIJAJ 111116.11 IMSI 15 12 I 0 v i l iiiiifi 41MDPA!99 U.P. 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Ill' MttAliD 35 35 JO s 0 0 0 0 0 0 liUii lll0fl001 SCII:OIAIIS 20 20 s 10 0 ~ i s v il t~Niiliiiu IIJlS IHNI CAll~ II s i ioi.iil5iiii 411DI'A008 15 2 15 5 0 0 0 v ' 0 ;, 411DPAOII U. llOUII IRIU51111* IOill 7l 2 13 10 0 --·- 20 0 0 i ,; i iv v ' itiOiii • • 1 -••••n•• •• •••• •• ••:r:tw •••• 1 t••••e. t t:aa:tn ~t:•••u•w:tt: tt: t:::J Jr:w::r :rx t••• a a •:•••• ••• 1 t t•1' •••• • ••• rlltawa UAIQI IC!At UAIII:•IrADI ms :~o& !If m 138 l06 611 m as 2S9 :r Jn:: !"ll'fl ex 1':11.' :'!" t :r :-~ :-:::~ r:c '!''!''tJ't': t• 1 y t:r:ntt!: rat • •• • •• 1: !Is .-1: t'!l 1n·s1: :t• :tl' 1::r :r ,. :r 'IIIli' :I.' -rr • t se1t: r • t 1• • t :r n 'tt 'IS 'f • • • • • t  INDIA 0 AGRICULTURE F'ROJECTS .-I N ~ ACTUf'L <FY 87>, F'RO}ECTED AND ESTIMATED <FY 88> SUF'ERVlSI.Q~.....B.E.PUIREMENTS c~ Ql 0 ] .-I FY 87 SPN <isW41)- AS4NA FY 88 SPN REQ!SWl COMMENTS () 11:1 Cll PROJI:OC_.!. F'ROJ~REA INCL.O'THIE EXCL:O'TIM~ ~ !;AM"'" EST.- TA ~ 110 ~,11:1 <al Ex ten!!..!..Q!I. <P< Tamil Ne~du Extn.• 1 state 14.0 (5. Ol ~, 14.0 3'0 I ( l> ~:" 1 PCR only in FY88 HPll E~tn.* 3/4 state 4.7<3.3) 4.1 .0 15(14) 12 Haha.Extn.* l state 4.0(1.4) 4.0 0 1(0) 1 PCR only in FY88. A.P. Extn.• 1 state 15.3(2.0) 13.7 50 15<15) 12 NAEPI* NAEPll* . 3 states, GOI SSP"' 4 states - 45.3( 14.6) 46. 7(8.8) 41.1 43'.3 35 35 35(30) 41 (32) 30 40 NAEPIII* 5 states, -~, 62(5(1) 5(1 GOI ,SSP <1:)) Research NARPI14 17 states, 191.8<47.0) 166.5 50 91(66) 60 12Q+sub.proJ., 27 SAU'S. :· (c) Rainfed Kandi* proj. 36.2 <13. 8) 31.6 30 area Himl. Wished* 1 proj. 60.7<15.9) 53.7 .40 area Pilot Wished• 4 dist./ 89. 5(26. 8) 76.8 50 states,GOI (d) Social Forestr~ West Bengal* state 1.3(0)~,. 1.3 0 1::5( 14) 8 J&l< Haryana 2 states 4. 3 (!)) ~,. 4.0 0 17(12) 16 l<arn,ataka state 7.2<0>~' b.O 0 13 ( 12) 10 l<erala* 5tate 4. 9 ((I)~-- 4.3 20 17(12) 8 National 4 states 13.8(0}~ 12. 1 20 40(24) 4(1 ------·------ 4 indicates project for which AS4NA is Task Hanager •. 1./ Of which, <HU-based AS4NA staff). :IIY Incl. local consultants and staff from all sources. ,, AS4NA figure in ( l, to which local consultant input could be added. . ,.,. 4/ .. Special sub-projects <now 18 for NAEP Il. Preparation/appraisal ·Only in FY87s was b4.3 SW AS4NA input. Substantial HQ SPN input not recorded here •  - 2 - FY 87 SPN <SWl - AS4NA ~88 SPN RED<SW> ~0~1M_ENl S PROJECT PROJ. AREf'! INCL. 0 'T HIE EXCL.O'TlME Y. TA CAM 2 " EST.- TA <e> Cre.Q.Lt 0 ...-I N NABi\RD ~"' 20 dist.i 65.3<13.41 60.6 50 38 <:::;a> 41) ~ 1=11.1.4 15 states CLI 0 1! tJ N (f) Other Non- Jr:-rj_gati_Q•:L Cl1 CLI ~ Oil ~ Cl1 Karn. Sericulture 1 state 8(0) < jl, Inland Fisheries - stottes 8<0) NCOCII - states 15(0) NCDCIII state"i .35<10) NAE<ARD~" National 27(0) Nat.Seeds III - states 14(4) Nat.Oairy 11 - states 15(0) (g) Irrigation .. Guj. ~1ajor * 3 areas 17.5<10.5)~" 15.8 15 24 (15) 22 Kar. Tanks * 79 tanks 24.4 (0. 2) 20.1 15 .30(16) ·20 Haha. Barr ages* 2 areas, 5. 9 (0. 2) ~... 5.4 ,.0 17 ( 7) 15 WM :" HF' Medium* 16 MIPs,4 WM """ 48.0(2.2) 45.8 JO 16 ( 15) 15 FY87 incl. R~R and credit extn.inputs. Kallada• 1 area 38.5(2.6) 35.8 .20 25<17) 23 11P Hajor* 2 areas 41.0(3. 1) 37.8 :is 30( 15) 30 R&:R important Subernarekha* 1 area/ 69.2(6.0) 65.4 20 35< 19) 30 FY87 rescue opera- 2 states tion Hotryana I I 1 state 9.2(0)'•-' 8.5 :·o 18(4} 20 UP Tube. II* 1 state 17. 1(8. 1) 15.1 0 31(17) 25 HP Chamba1 tt• 1 area 40 •., (5.2) 36.5 ~ JO 28(20) 25 HWUP* 5 areas 21.2110.0) 17.6 15 31(24) 25 Upper Ganga* 1 area 28.2<3.5) 26.7 10 35(18) 28 Periyar Vaigai• 1 area 29.3(4.4) 25.8 20 25<21) 20 Guj. Medi \.tm* 29 NIF's 17.9(6.2)"'" 16.2 10 34 ( 11) 34 Orissa l'ledium 18 HIPs It). 7 ((1. 9) ~/ 1(1. 1 10 40(8) 37 ·- Narmada Guj. <D>* 1 area 11.9(11).9)~" 10.5 37(2(1) 42 " . (Cl* 1 10\rea to. 5 ( 1(l. 5) ~... 9.2 0 (I 27111) 32 AP Comp. I 1* 2 areas 31. 1 <2.0) 27.4 10 30<18) 30 H. Bengal Hi nor• 1 state 20. 7<10.4) 18.<1 ·o 20(13) 20 NWI'IR* 3 states 19.5(13.6)~~ ... 17.5 5o 9(1(45) 4(1 ~ GOI~,.. Bihar Tubewel1s* 1 state 12.6(3.4} 12.4 .o 30 ( 19) 25 c,i HCIPII I* 1 area <15.3(9.5) <10.3 JO 45( 18) 45 FVB7-B8 Reformula- tton. Raj.Canal UFAD) 1 area 14. 1 <4.0) 13.2 0 15<0) 0 ··-------~----..,-··--------- ··----- .,., .- .... - Pilot project only • Less pilot project . ..,,.. WH =Water management operation ·~... F'lus 87 SW on appraisal in FY87 ''"More states to be incorporated.