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This report presents a comprehensive analysis of the curriculum vitae (CV) submitted for Mr. Rahul Borse, the proposed key expert for the Deputy Team Leader position within the Third-Party Inspection Agency (TPIA) for Multi Village Drinking Water Supply Schemes (MVDWSS) under the Jal Jeevan Mission (JJM) in Madhya Pradesh. The assessment indicates that Mr. Borse possesses a highly relevant and well-developed skill set that aligns directly with the demands of the proposed role. His professional trajectory demonstrates a clear progression from hands-on site engineering to high-level project management and, crucially, a senior leadership role within a TPIA for a major JJM initiative.

The analysis confirms Mr. Borse’s robust experience in quality assurance, stakeholder communication, and the oversight of large-scale water supply infrastructure. His documented achievements, including the successful completion of 378 single-village rural water supply schemes, provide compelling evidence of his ability to manage a high volume of projects with a focus on quality and compliance. The report concludes with a definitive determination of his suitability for the Deputy Team Leader position, supported by a detailed cross-reference of his past performance against the specific tasks required for the assignment.

The objective of this report is to provide an in-depth, expert-level analysis of the provided curriculum vitae for Mr. Rahul Borse, who has been nominated for the role of Deputy Team Leader. This analysis is conducted to evaluate his qualifications, professional experience, and overall suitability to lead the Third-Party Inspection Agency (TPIA) team for the Multi Village Drinking Water Supply Schemes (MVDWSS) under the Jal Jeevan Mission (JJM) in Madhya Pradesh. The assessment goes beyond a simple review of the document, focusing on the strategic alignment of his career path and documented achievements with the specific responsibilities of the proposed assignment. The analysis will verify the depth of his expertise in quality control, project management, and stakeholder coordination, which are foundational to the success of this large-scale public works project.

The role of a Third-Party Inspection Agency (TPIA) is critical to the integrity and longevity of major infrastructure projects. A TPIA functions as an independent entity, separate from the client (in this case, Madhya Pradesh Jal Nigam Maryadit) and the executing contractor, to ensure the quality and quantity of work meet established standards and contractual specifications.1 This independence is mandated by international standards, such as ISO 17020, which stipulates that TPIAs must not be involved in design, procurement, or construction activities to maintain impartiality and integrity.2 This independent oversight provides an essential layer of quality assurance and risk mitigation, safeguarding the client's investment and ensuring the infrastructure is built to last.

This TPIA function is particularly vital within the framework of the Jal Jeevan Mission (JJM), a flagship national initiative launched by the Government of India with the ambitious goal of providing a functional household tap connection (FHTC) to every rural household by 2024.3 The mission's success is not measured solely by the number of connections but by the long-term sustainability of the water supply systems. To achieve this, the JJM places a significant emphasis on quality assurance and monitoring, explicitly mandating third-party inspections before payments are disbursed to contractors.3 This creates a direct link between the TPIA's role and the core objectives of the national mission. Mr. Borse's current experience as a TPIA Team Leader is therefore not merely a job title; it places him in a strategic position at the forefront of contemporary Indian infrastructure policy and execution, demonstrating a skillset that is both highly specialized and perfectly aligned with the client’s needs for this MVDWSS tender.

Mr. Rahul Borse's academic foundation is a B.E. in Civil Engineering, which he obtained from RGPV, Bhopal, in 2013.4 This qualification provides the necessary technical and theoretical basis for his subsequent career. His professional experience, which spans over a decade, demonstrates a methodical and logical progression from on-site construction to senior-level oversight. His career began with hands-on Site Engineer roles at M/s. Urvish Construction (2013-2014) and M/s Bansal Brothers (2015-2018), where he focused on the physical implementation of water supply components and project management fundamentals.4 He then transitioned to an Assistant Resident Engineer position with Aarvee Associates (2018-2020), which marked a shift towards a more supervisory and quality control-oriented function.4 His subsequent role as a Site Engineer at M/s. Yogi Construction (2020-2021) continued his direct involvement with project execution before he advanced to his current leadership position.4

The most significant aspect of Mr. Borse’s career progression is his shift from working for contractors and consultants to leading a Third-Party Inspection Agency team. This move from a party responsible for executing the work to an independent body responsible for verifying and assuring its quality is crucial. It indicates a comprehensive understanding of the entire project ecosystem, encompassing not only the technical aspects of construction but also the critical functions of quality assurance, compliance, and independent verification. This career path demonstrates a maturing skillset that has evolved from a foundational understanding of civil engineering to a specialized mastery of quality oversight and project governance.

Mr. Borse has documented proficiency in English, Hindi, and Marathi, rating his speaking, reading, and writing skills as "Good" in all three languages.4 This linguistic ability is a notable asset for the proposed role. While formal reports and tender documents are typically in English, the day-to-day work of a TPIA leader involves extensive communication with a wide range of local stakeholders, including on-site engineers, local government representatives, and contractors. Given that the project is located in Madhya Pradesh (a predominantly Hindi-speaking state) and its proximity to regions where Marathi is spoken, his proficiency in these languages is essential for fostering effective on-the-ground communication. This skill ensures that technical instructions, project issues, and compliance requirements can be conveyed clearly and without ambiguity, reducing potential delays and misunderstandings that can arise from language barriers.

Mr. Borse's most recent and most relevant experience is his current role as a Team Leader for a TPIA under the Jal Jeevan Mission.4 In this capacity, he acts as the principal representative and is directly responsible for ensuring the "Quality and Quantity of work being executed by the Contractor".4 His duties include a comprehensive array of TPIA-specific activities, such as assessing the adequacy of materials, reviewing test results and certificates, and undertaking additional tests as a part of a "2nd tier quality control" process.4 He is also responsible for scrutinizing designs and drawings to ensure they align with the JJM Guidelines and CPHEEO Manuals.4

A significant achievement in this role is the successful completion of 378 single-village rural water supply schemes under the Jal Jeevan Mission.4 This accomplishment is particularly notable because it reflects more than just technical competence on a single project; it demonstrates an ability to manage and scale quality control operations across a high volume of individual schemes. This requires the development of efficient workflows, robust reporting mechanisms, and effective team management to handle the logistical and administrative complexities associated with a large-scale government program. The successful execution of such a large number of projects within a specific timeframe is a powerful indicator of his capability to lead a high-performing TPIA team for the MVDWSS project.

Throughout his career, Mr. Borse has consistently demonstrated a strong grasp of project management principles. His CV details responsibilities related to project planning, monitoring, and implementation to ensure the achievement of "Time, Cost and Quality Standards".4 In his earlier roles, he was involved in foundational project management tasks, such as maintaining measurement books and records, preparing and verifying sub-contractor bills, and tracking the physical and financial progress of projects.4 This experience with the financial and administrative aspects of project execution is particularly important for a TPIA leader.

A TPIA’s primary function is to authorize payments based on verified work. A leader in this position must possess a thorough understanding of billing cycles, rate analysis, and financial tracking to ensure that payments are released only for work that meets quality and quantity standards. Mr. Borse's repeated experience with tasks such as "processing of running bills," "cost control, rate analysis," and "managing contractors' billing efficiently" confirms that he approaches project management from a holistic perspective, integrating technical quality with diligent financial oversight.4

Mr. Borse's career provides a comprehensive view of his technical expertise across the entire water supply project lifecycle. His experience covers a wide range of essential infrastructure components, ensuring he has a deep understanding of the project from end to end. His professional history includes:

This breadth of experience, covering the full "water-to-tap" chain, is a significant advantage for a TPIA leader. It allows him to assess a project as an integrated system rather than a collection of disparate parts. This holistic understanding enables him to anticipate and identify potential quality risks at every stage, from the source to the end-user, ensuring that the entire system is not only functional but also sustainable in the long term.

A TPIA's effectiveness depends heavily on its ability to manage the complex web of relationships between multiple stakeholders. Mr. Borse's CV consistently highlights his role as a central communication point. In his current position, he serves as the "principal representative" and is tasked with "fostering effective communication between Client, Contractor & TPIA".4 His past roles also involved engaging with client engineers and local representatives and collaborating closely with project teams.4

The tasks outlined for the proposed role further reinforce this requirement, including assisting Urban Local Bodies (ULBs) in conducting regular meetings, preparing minutes for recording and circulation, and maintaining consistent contact with the Client and Project Management Consultants (PMC).4 This repeated experience with acting as a communication nexus in his most senior positions points to a crucial leadership quality: the ability to manage the complex, and sometimes conflicting, interests of various parties. This skill is vital for a TPIA leader who must facilitate dialogue and resolve issues efficiently without compromising the project's quality and timeline objectives.

Mr. Borse's professional history is marked by a series of projects that demonstrate his ability to handle significant scope and financial scale. As a Team Leader, he is currently involved in a TPIA project for JJM with a cost of Rs. 378 Crores.4 Prior to this, as an Assistant Resident Engineer, he provided supervision and quality control for 17 urban water supply projects with a combined cost of Rs. 207 Crores.4 His earlier Site Engineer roles also involved projects with substantial budgets, such as an Rs. 8.8 Crore water supply project in Singoli.4 This consistent involvement with large-scale projects indicates a proven capability to manage significant financial commitments and project complexity.

The most compelling evidence of Mr. Borse's capability lies in the quantifiable achievements listed in his CV. He has successfully completed "378nos single village Rural piped water supply schemes" under the Jal Jeevan Mission.4 He also oversaw the completion of "17 Urban local bodies water supply projects" under the MMSPY & UIDSSMT schemes and "7 Single Village Rural Piped Water supply projects" under the SPMRM Scheme.4

The consistent focus on projects funded by major government initiatives (JJM, SPMRM, MMSPY, UIDSSMT) demonstrates his deep familiarity with the administrative and compliance frameworks of the Indian public sector.4 Public projects, especially those under major national missions, adhere to strict guidelines and have specific reporting standards. Mr. Borse's career, particularly the last six to seven years, has been dedicated to navigating this unique landscape. This specialization is a distinct advantage, as it shows he is a specialist in managing not only the technical aspects of these projects but also the unique administrative and compliance requirements, which is a critical competence for a TPIA role.

The tasks outlined for the Deputy Team Leader position are a direct reflection of the work Mr. Borse has been performing throughout his career, with his most recent experience as a TPIA Team Leader being a near-perfect match. The following matrix provides a direct cross-reference of the required tasks with his proven capabilities.

Mr. Borse's experience as a "Team Leader" for a TPIA and his previous role as an "Assistant Resident Engineer" provide direct and irrefutable evidence of his leadership capabilities.4 His career progression demonstrates a natural growth path, indicating he has the technical and managerial understanding to effectively guide, monitor, and supervise a team of specialists. Furthermore, his documented skills in financial management, from tracking physical and financial progress to developing procedures for timely payments, are precisely the kind of administrative acumen required for a senior TPIA role.4

Based on the exhaustive analysis of Mr. Rahul Borse's curriculum vitae, the findings unequivocally support his suitability for the Deputy Team Leader position. His professional history is not merely a collection of jobs but a logical and strategic career progression that has culminated in specialized expertise in third-party inspection for water supply infrastructure under a high-priority national mission.

Mr. Borse’s core strengths include:

Subject: Project Management, Quality Assurance, and Candidate Assessment for Infrastructure Projects

Summary:

This study guide focuses on key insights derived from the analysis of a candidate's Curriculum Vitae for a Third-Party Inspection Agency (TPIA) Deputy Team Leader position. It emphasizes the multifaceted responsibilities of such a role, highlighting how a candidate's career progression, technical depth, stakeholder management skills, and understanding of project nuances contribute to effective quality assurance and project success within large-scale public infrastructure initiatives. A particular focus is placed on understanding the strategic impact of comprehensive technical knowledge at a leadership level, distinguishing it from individual task execution.

This report provides a comprehensive assessment and training tool for stakeholders involved with the Madhya Pradesh Jal Nigam’s (MPJN) Jal Rekha digital project management platform. The objective is to synthesize a high-priority instructional document concerning the platform’s four core modules—SOPAN, Dhara, Nirmal, and Pipeline Master—into a structured, pedagogical format. This includes a bank of multiple-choice questions (MCQs) designed to verify comprehension of specific procedures, deadlines, and the distinct responsibilities of various personnel, including contractors, General Managers (GMs), Project Implementation Units (PIUs), Field Engineers (FEs), Scheme Quality Control (SQC) staff, and Chief General Managers (CGMs).

The analysis reveals that the instructions are not a routine directive but a high-stakes ultimatum issued in response to significant and unacceptable delays in data entry, which have been adversely impacting project monitoring.1 The document highlights several critical compliance issues, such as the pending construction planning data for 2,626 Over Head Tanks (OHTs) in the SOPAN module and the urgent, non-negotiable 5-day deadline for pipeline data entry in the Pipeline Master module.

This report serves as an indispensable resource for training and compliance officers. The included MCQ bank, supplemented by a detailed answer key and rationale, allows for a robust verification of knowledge. Each question is meticulously crafted to test comprehension, while the detailed rationale explains the correct answer by citing the source material and deconstructing common misconceptions found in the plausible, incorrect options. This approach ensures that the report is not just a test but a powerful instructional tool for reinforcing accountability, improving data accuracy, and ultimately enhancing the effective monitoring of multi-village schemes.

The Madhya Pradesh Jal Nigam has implemented the Jal Rekha platform as a digital tool for managing and monitoring various aspects of its multi-village schemes.1 The platform is designed to provide a centralized system for tracking project progress, water quality, and infrastructure details, thereby ensuring efficient execution and management. However, the instructional letter dated 20-06-2025, from which the information in this report is derived, indicates a critical breakdown in the system’s implementation. The document's tone and content, characterized by phrases such as "unacceptable," "without any delay," "priority basis," and "without fail," suggest that it is a final, urgent directive following a series of repeated reminders.1 This indicates a severe, systemic failure to comply with previous instructions, which has resulted in "significant time [having] already lapsed," consequently "adversely impacting monitoring of the schemes".1 The letter thus serves as a critical course correction, outlining a firm protocol to resolve the pervasive data entry lag and restore the platform's functionality.

The instructions issued by the Managing Director of MPJN are framed as a mandate for strict and immediate compliance. The letter explicitly states that data entry in all Jal Rekha modules "must be completed on a priority basis".1 The communication also contains a clear warning that "non-compliance will be viewed seriously and would lead to actions in accordance with the contract".1 This strong language elevates the importance of these tasks from simple administrative duties to a contractual obligation with potential legal and financial repercussions. The repeated nature of the reminders, referenced by three previous letter numbers from March and May 2025, demonstrates a clear escalation of the issue from a simple procedural problem to a serious managerial and contractual risk.

The document establishes a clear hierarchical governance structure for the platform. While GMs of PIUs and contractors are responsible for the day-to-day data entry and verification, the Chief General Managers (CGMs) at the zonal level are tasked with the highest level of oversight. CGMs are specifically instructed to "regularly monitor the compliance with the instructions issued regarding Jal Rekha, and to report any issues for intervention, if necessary".1 This instruction positions the CGMs as the final point of internal escalation, creating a governance model where compliance is monitored from the field level (contractors, PIUs) up through a supervisory layer (GMs) to a high-level administrative body (CGMs). This chain of command is designed to prevent a recurrence of the current systemic failure by ensuring continuous oversight and providing a clear path for executive intervention.

The SOPAN module is the central component of the Jal Rekha platform for tracking project execution. Its purpose is to "monitor the actual progress of work vis-à-vis the approved work plan of the contractor".1 This establishes SOPAN as the primary tool for reconciling planned project timelines with on-the-ground reality. The module is designed to manage the lifecycle of construction tasks, beginning with planning and culminating in the entry of actual progress data.

Contractors have a primary role in the initial data entry for SOPAN. They were previously instructed to update the planning schedule for all Over Head Tanks (OHTs).1 The instructional letter, however, reveals a significant compliance gap, noting that the "entry of construction planning of 2,626 OHTS remains pending, which is unacceptable".1 Consequently, contractors are now directed to complete this task and have the data "finalized by GM, PIU".1 Furthermore, contractors are responsible for entering all relevant schedule and actual progress data for the Intake Well function, which is now live.1 Looking ahead, they are also required to prepare similar data for Water Treatment Plants (WTPs), as this functionality will be made available in the module soon.1

The GM, PIU acts as the critical verification and monitoring layer in the SOPAN workflow. Their responsibilities include finalizing the OHT schedule data uploaded by contractors, establishing a two-step process for data submission and approval.1 A key task for the GM, PIU is to upload essential documents, such as the "Kabja Panchnama for yet to be started OHTs" and approved designs and drawings, "without any delay".1 The failure to upload documents like the Kabja Panchnama, which is a site possession certificate, indicates that some projects may be progressing without documented legal possession of the site, representing a significant operational and legal risk. To maintain an accurate record of progress, the GM, PIU is also responsible for regularly entering the actual progress of OHTs on a monthly basis, comparing it directly against the work plan uploaded by the contractor.1 This separation of duties, with contractors handling the initial plan and GMs handling the actual progress updates, is a deliberate design choice to create a system of checks and balances that enhances data integrity.

The Dhara module has been elevated in importance due to a change in its function. The instructions state that "Dhara meter readings will be used for O&M billing".1 This new application introduces a critical financial and legal component to the data. Therefore, the accuracy of the meter readings is now a "high priority".1 The most pressing mandate for this module is to ensure that all meter reading data is "accurately entered and finalized before the end of each month".1 This strict monthly deadline is a direct consequence of the data's use in billing cycles, which necessitates a procedural lock to prevent retroactive manipulation of billing information.

The Dhara module provides a structured approach for meter readings with four specific options to reflect the real-world situation.1 The available options are "Meter Functional," "Meter Replaced," "Meter Not Functional," and "No Water Supply".1 The instructions provide clear guidance for two specific scenarios: if a meter is not functioning but water was supplied, the "Meter Not Functional" option should be selected, and the "estimated volume of water supplied in the Total Supply (KL)" must be entered.1 Conversely, if no water was supplied at all, regardless of the meter's status, the "No Water Supply" option must be selected.1 This level of detail in the protocol is designed to capture a nuanced picture of water usage and supply, which is essential for accurate billing. All concerned staff, including PIU, SQC, and contractors, are required to review Dhara reports regularly and raise any incorrect data for correction.1

To protect the financial integrity of the billing process, the document outlines a strict, multi-step procedure for correcting data. The ability to edit meter readings is a restricted function, only available to the GM, PIU, and only in cases where an incorrect entry has been made.1 A crucial procedural safeguard is in place: "Monthly meter reading for previous month must be finalized before the corrections can be made in the current month".1 This sequential requirement prevents retroactive changes to finalized data that could impact past billing cycles. This procedural lock on data entry and correction demonstrates a clear shift from a purely engineering-focused monitoring platform to one with robust financial controls.

The Nirmal module is dedicated to the vital task of water quality monitoring.1 The process begins with the collection of water samples, a responsibility that is shared between the Field Engineer (FE) and the contractor.1 To ensure a comprehensive assessment of the water quality throughout the distribution process, samples must be collected from three distinct locations: the OHT Inlet, the WTP Outlet, and the Consumer End.1 This multi-point sampling strategy is designed to identify potential contamination at different stages, whether it occurs at the treatment source, during storage, or within the final distribution network.

After the water samples are collected and sent to a laboratory for testing, the contractor is responsible for a specific set of data entry tasks. The contractor must input the test results into the Nirmal system and also upload both the sample details and the official test report.1 The FE's role is primarily limited to the physical collection of the samples alongside the contractor. This division of labor separates the physical action of sample collection from the digital action of data entry.

The final critical step in the Nirmal workflow is a verification process carried out by the GM, PIU. The GM, PIU is responsible for ensuring that the data entries made by the contractor in the system "match with the actual lab testing reports".1 This verification step is a crucial quality assurance measure, designed to prevent the falsification of water quality data. The GM, PIU must "verify the accuracy of the submitted information".1 By having a party separate from the contractor—the GM, PIU—confirm the accuracy of the lab results, the system creates a necessary oversight layer to protect public health and the integrity of the water supply.

The Pipeline Master module is intended to serve as the foundational repository for the physical infrastructure of the schemes. Its purpose is to upload "detailed pipeline information for their respective schemes".1 The instructions are very specific about the data format: contractors must use a previously shared "Excel format sheet" that can be downloaded from the Jal Rekha Portal.1 The required data must encompass all approved designs and drawings for various pipeline networks, including the "Distribution Network, CWGM, CWPM and RWPM".1 This data is crucial for creating a complete digital twin of the physical infrastructure, without which the other modules for tracking construction (SOPAN) and operations (Dhara, Nirmal) are fundamentally incomplete.

The process for entering and finalizing data in the Pipeline Master module follows a clear two-step workflow. First, contractors are required to upload the detailed pipeline information.1 The instructions allow contractors to "correct the data prior to final submission".1 Following this submission, the GM, PIU is responsible for a final verification step. Based on this verification, the GM, PIU "will either approve (finalize) or reject the submitted data".1 This two-party process ensures that the crucial foundational data for the pipeline network is accurate and independently verified before being officially accepted into the system.

The instructions for the Pipeline Master module carry the most urgent and non-negotiable deadline of all. The document explicitly mandates that "All concerned staff, including PIU, SQC, and Contractors, must ensure that the pipeline data entry is completed within the next 5 days without fail".1 This extreme urgency, contrasted with the monthly or continuous nature of other tasks, indicates that the lack of this foundational pipeline data is the most significant obstacle to the full operational effectiveness of the entire Jal Rekha platform. Without this data, the digital model of the network is missing, compromising the ability to effectively monitor and manage the physical infrastructure.

The Jal Rekha platform is designed as an integrated system, not a collection of independent modules. The effectiveness of each module is dependent on the others. For example, SOPAN's tracking of OHT construction must be completed before the Dhara and Nirmal modules for operations and maintenance (O&M) can become fully functional. Similarly, the Pipeline Master data provides the fundamental infrastructure map upon which all other operational data is overlaid. A holistic understanding requires an appreciation of these inter-module dependencies and the integrated roles of each stakeholder across the entire platform. The GM, PIU, for instance, has a multifaceted role that includes finalizing schedules and uploading documents in SOPAN, editing meter readings in Dhara, verifying lab reports in Nirmal, and approving pipeline data in Pipeline Master. This comprehensive responsibility makes the GM, PIU a central figure in ensuring the platform's overall integrity and functionality.