PIM - Book 1 of 3

Proceedings of the
4th Asian Regional Conference and

10th International Seminar on
Participatory Irrigation Management
2 – 5 May 2007
Tehran, Iran
Organized by:
Iranian National Committee on Irrigation and Drainage (IRNCID)

International Commission on Irrigation and Drainage (ICID)
International Network on Participatory Irrigation Management (INPIM)
i
Organized by:
Proceedings of Papers
The 4th Asian Regional Conference &

Co- organizers:
ii
Note:
The Seminar organizers accepts no responsibility for the Statements made, opinions
expressed and maps included in these papers which presented in the Seminar.
2007
ISBN:964-6668-65-8
iii
Table of Contents
Contents Page
Preface v
Introduction vii
Organizing Committee ix
Scientific Committee x
Abstracts Papers
Key Speakers 3
Theme 1 19
Theme 2 113
Theme 3 165
iv
The 4th Asian Regional Conference and
th
10 International Seminar on Participatory Irrigation Management
Tehran, May 2-5, 2007
Preface:
Accomplishing its mission, ICID sponsors different Regional and International
Conferences which include workshops as one of its priorities. The 1st Asian Regional
Conference (ARC) was held on the theme, “Agriculture, Water and Environment”, in
Seoul, Korea during September 2001. In March 2004, with the cooperation of
Australian National Committee on Irrigation and Drainage, the 2nd ARC was held on the
theme, “Total Catchment Management” in Moama, Australia. The 3rd ARC focused on
the theme, “Transforming Irrigated Agriculture into an Efficient Engine of Growth” and
was held in Malaysia on 13-15 September 2006 with the support of Malaysian National
Committee on Irrigation and Drainage.
On the other hand, the International Network on Participatory Irrigation Management
(INPIM) usually holds International Seminar on Participatory Irrigation Management in
the various countries which Ninth International Seminar on PIM and the main theme of
“Institutional and Technological Interventions for Better Irrigation Management in the
New Millennium”, held in Lahore, Pakistan from 4-8 December 2006.
With coordination to ICID, IRNCID, INPIM, the 4th Asian Regional Conference and the
10th International Seminar on Participatory Irrigation Management (PIM) will be held in
Tehran, Iran from May 2-5, 2007, with the following sub-topics: (1) A Review on
Participatory Measures in Irrigation, (2) Required Grounds and Facilities for PIM
Formation, (3) Support System for PIM Sustainability.
Having arbitrated 200 abstracts from various countries, the Conference Scientific
Committee accepted 140 ones. Finally, 115 full-papers were submitted to the
International Seminar Secretariat in due time of which 80 ones were accepted to be
presented orally, 22 in poster, but the rest were rejected.
Expecting over 500 experts, professors, and interested participants in PIM, The Seminar
Secretariat cordially welcomes all the honorable delegates and believes that the
scientific Tehran Seminar will be an unforgettable opportunity to exchange view-points,
transfer experience and technology, as well as, accelerate launching Water Users
Associations (WUAs) in the Regional Countries with sustainable improvement and
growth. Good Luck and Thanks.
Dr. R. Zargar
Deputy Minister for Water Affairs, and
Seminar Organizing Committee, Chairman
v
Introduction
Various environmental, technical & socio-economical challenges/ Issues due to the
cultural, local, regional, and ecological fluctuating conditions are reported in different
performed irrigation and drainage projects. In such approach, one of the recent focal
issues to be considered internationally is Irrigation Management Transfer IMT to the
farmers.
The researchers believe that IMT causes the government financial burden to decrease.
Besides, reforming the performance know-how & the Networks Management System,
decreasing the organizational bureaucracy, and applying software facilities shall
certainly increase the farmers’ production, productivity and profitability.
Farmers are the main factor in Water Use Management and agricultural products.
Optimum productivity process of Irrigation & Drainage Networks depends on
considering the effective role of the farmers.
Fulfilling sustainable PIM efficiently requires innovative proper approaches, profound
comprehensive studies, as well as, practical and scientific view-points.
Hence, holding Tehran Conference/ Seminar is a suitable opportunity to exchange
expertise and technologies obtained from different countries, to study the required
socio-cultural multi-disciplinary areas of performance norms & criteria in order to result
in sustainable PIM process.
This scientific event on PIM shall be held by IRNCID, ICID, and INPIM in Tehran,
during 2-5 May 2007 with the following Topics.
Theme: Participatory Irrigation Management (PIM)

Sub-themes:
1. A Review on Participatory Measures in Irrigation
1.1 Implemented and proposed processes (frameworks, methods and indices).
1.2 Success stories on implemented projects.
2. Required Grounds and Facilities for PIM Formation

2.1 Organizational reforms.
2.2 Cultural, social and political grounds.
2.3 Legal frameworks and norms.
3. Support System for PIM Sustainability

3.1 Policies and strategies.
3.2 Capacity building, training and extension.
3.3 Monitoring and evaluation.
vi
Conference/Seminar Organizing Committee:
Dr. Rasoul Zargar

Deputy Minister For Water Affairs, Ministry of Energy of the I.R. of Iran
Chairman, IRNCID
Mr. Seyyd Assadollah Assadollahi Mr. Mohammad Kiafar

Secretary General , IRNCID Managing Director, Mahab Ghodss
Consulting Engineering Co.
Dr. Saeed Nairizi Dr. Seyyed Jafar Hejazi

ICID Hon., Vice President Managing Director, Khuzestan Water &
Managing Director ,Toos-AB Consulting Power Authority
Engineering Co.
Dr. Karim Shiati
Vice President, ICID Mr. Rahim Sajadi
Chairman, ICID Asian Regional Working Senior Expert, Ministry of Jahad-e-
Group and Yekom Consulting Engineering Agriculture
Co.
Dr. Hassan Rahimi Mr. Mehrzad Ehsani
Tehran University Professor Secretary, IRNCID/Seminar
Irrigation and Drainage Department
Mr. Oskouei Mr. Ali Ebrahimzadeh

Manager, Public Relations, Iran Water Conference Executive Coordinator
Resources Management Co.
Mr. Ali Ghasemi

Irrigation and Drainage Expert
vii
Scientific Committee
Dr. Karim Shiati Dr. Intizar Hussain

Vice President, ICID Executive Director, INPIM
Chairman, ICID Asian Working Group Email: ihussain@inpim.org
Head of Scientific Committee Pakistan
Email: k_shiati@yahoo.com
Iran
Dr. Seyyd Ahmad Heydarian Dr. Hafied Gany

Chairman, IRNCID Working Group on PIM Head of INPIM Chapter in Indonesia
Email: saheyd@yahoo.com Vice Chairman, INACID
Iran Email: gany@hafied.org
Indonesia
Dr. Plusquellec Herve Dr. Safwat Abdel-Dayem

Senior Expert, The World Bank Vice President Hon., ICID
Email: plusquel@earthlink.net Email: safwat_eid@hotmail.com
French Egypt
Mr. Abbas Gholi Jahani Mr. Mehrzad Ehsani

Expert of Bahan Sad Co. Secretary, IRNCID/Seminar
Email: jahani1325@yahoo.com Email: info@irncid.org
Iran Iran
viii
The 4th Asian Regional Conference and
10th International Seminar on Participatory Irrigation
Management
Key Speakers
Problems and Perspectives of Participatory Irrigation Management Under the

Small Land-Holding Condition: with a Special Reference to Indonesian Practice 1
A. Hafied A. Gany (Indonesia)
Irrigation Management Transfer: Monitoring and Evaluation Concepts and

Approaches 19
Atef Farag Hamdy (Italy)
Irrigation Management Reforms in Iran: Lessons Learned from 15 Years

Experience and Issues for the Future 37
Seyed Ahmad Heydarian (Iran)
Irrigation and Poverty Alleviation: Pro-Poor Intervention Strategies in

Irrigated Agriculture in Asia 51
Intizar Hussain (INPIM)
Performance of Irrigation and Participatory Irrigation Management: Lessons from

FAO’s Irrigation Modernization Program in Asia, 61
Thierry Facon (FAO, Thailand)
Understanding the Impact of Irrigation Management Transfer

Mei Xie (The World Bank) 81
Floating Downstream – Water Users, Participatory Management and Sectoral

Reform – What are the Minimum Conditions for Success? 83
Hugh Turral (IWMI)
Optimization Of Irrigation Performance Through Physical Changes And

Institutional Reforms: The Example Of Iran 85
Herve Plusquellec (France)
Theme 1- A Review on Participatory Measures in Irrigation
Participatory Irrigation Management Process In Gilan Irrigation Network 93

''Executive Method, Experiences And Assessment''
Lida Rashtchi (Iran)
PIM/IMT: Conditions of Success in Large Canal Systems of India 113

Niranjan Pant (India)
ix
Advances of the Irrigation Management Transfer in the Large-Scale Irrigation 126
Schemes in Mexico
Paula Silva Ochoa, Carlos Garces-Restrepo (Mexico)
Implementing Participatory Irrigation Management in Vietnam: Issues and 141

Problems
Doan Doan Tuan (Vietnam)
Irrigation, Governance and Water Access: Getting Better Results for the Poor 143
Simon Howarth, Gladys Nott, Umesh Parajuli, And Nurlanbek Dzhailobayev
(UK)
Challenges and Necessities of Applying Participatory Approaches and 165

Mechanisms to Agricultural Water Management
H.Sh. Fami, H. Iravani, Z. Zarei and A. Mokhtari (Iran)
Fruits of Participatory Irrigation Management 177

Mrs.Charu Bhavsar, Er.Pradeep Bhalge (India)
Participatory Irrigation Management in Kirindi Oya Irrigation and Settlement 181

Project
W.M.G.B.Giragama (Sri Lanka)
User Participation in Main Canal Governance 193

Dr. H. Manthrithilake, Dr. S Djalalov (Uzbekistan)
Participatory Approach for Management of Water Resources of Katepurna Sub- 209

Basin in Maharashtra State
Sanjay Belsare (India)
Impact of Participatory Approach on Management of Communal Irrigation 223

Systems in Upland Areas
Orlando F. Balderama and Luzviminda L. Domingo (Philippines)
Role of Water Users Cooperatives in Operation and Maintenance of SOUFI 235

CHAI Irrigation and Drainage Network
Ali Maleki Milani, Yousef Toutakhaneh, Gholamreza Fani (Iran)
Integrated Approach on Sustainability of Irrigation Scheme 245

Gatot Irianto; Samsul Huda; Istiqlal Amien, Hilman Manan (Indonesia)
Irrigation Management Transfer: Worldwide Efforts and Results 255

Giovanni Munoz, Carlos Garces-Restrepo, Douglas L. Vermillion, Daniel
Renault, Madar Samad (Italy)
Equitable distribution and Common Resources Management at Andhi Khola 273

Irrigation System
Padma Prasad Aryal, Dinesh Rajouria (Nepal)
x
Principles and Methods for Participatory Irrigation Management and Role 283
Sharing between Government and Farmers
Dr. Masayoshi Satoh, Satoshi Kono, Tassanee Ounvichit (Japan)
Irrigation Management and Status of PIM on Productivity Improvement; A 299

Case Study in Mahanadi Delta Project,India
DK Paul (India)
Implemented Processes of The Small Irrigation Development Programme in 313

Burkina Faso
Athanase Ouedraogo (BURKINA FASO)
Participatory Irrigation Management in Pakistan: Opportunities, Experiences 327

and Constraints
Abdul Hakeem Khan, Mushtaq Ahmad Gill, Aamir Nazeer (Pakistan)
Establishing Water User Associations in IFAD Projects 339

Mohammed Bourass (Morocco)
The Need for People Participatory Management in Programming the Water 349
Resources (Case Study Meshed Plain)
Mohammad Hossein Popoli Yazdi (Iran)
Irrigation Reforms in Punjab Pakistan: Review of IMT Model and Framework 363
Aamir Nazeer, Abdul Hakeem Khan and Shaiq Hussain Aabdi (Pakistan)
Participatory Irrigation Managements in Kerala (India) -Review 375

Paimpillil Sebastian Joseph and S. Thomas (India)
We Build the Tank and the Tank Builds Us”: The Role of Shramadana in 387
Participatory Irrigation Management in Sri Lanka
Kalinga Tudor Silva (Sri Lanka)
Pre-Requisites and Strategies in Establishment of Water Users Associations 395

(WUAs)
Mehdi Khalili Marandi, Ahmad Balan (Iran)
Participatory Irrigation Management in Kelara Karalloe Irrigation Project, South 407
Sulawesi, Indonesia
Mohamad Hasan, and Syamsudin Mansoer (Indonesia)
Private Sector Participation in Shahid Yaghobi Minor Irrigation Network 421

Hadi Tashakori Beheshti (Iran)
Participatory Measures in Irrigation- a Case Study of Indore Minor Irrigation 431

Tank
Er.Pradeep Bhalge, Mrs.Charu Bhavsar (India)
xi
Participatory System for Successful Water Management in The TOYOGAWA 439
Irrigation Project, Japan
Satoshi Kono, Tassanee Ounvichit, Wataru Ogawa, Atsushi Ishii, Masayoshi
Satoh (Japan)
The Necessity of Participatory Management in Water Sector in Iran 451

A.A. Karami, K. Mohammadi and H. R. Najib (Iran)
Broadening the Framework of Participatory Irrigation Management: from 461

Efficiency to Sustainability and Equity
K. J. Joy (India)
Establishing Water User Association and O&M in Bilesavar- Moghan 473

Irrigation System
Mohammad Ebrahim Najafi (Iran)
491
Participatory Management and Water Users Associations
Case Study: Doosti Dam at the Border of Iran-Turkeministan
Dr. Fatemeh Voussughi (Iran)
Participatory Irrigation Management Model in Cihea Irrigation Scheme, West 507

Java Province, Indonesia
Nicolas Darismanto, A. Hafied A. Gany (Indonesia)
A Case Study of Four Farmers Organizations in Management of Irrigation 525

System in India
C.M. Tejawat and R.S. Gupta (India)
A Successful Experiment on Participatory Irrigation Management in Iran 535

Mansooreh Eslami (Iran)
Implementation of Irrigation Management Transfer in Iran: A Proposed 543

Framework
Mehmood Ul Hassan , Asad Sarwar Qureshi and Nader Heydari (Ghana)
Sustainable Water Management in the Dakar Agricultural Bottom-Lands 559

Sylvestre Dasylva, Claude Cosandey (France)
Lives of Marginal Communities in the Drought Prone Areas of South India: A 575
Case Study of Anantapur District of Andhra Pradesh
Eswarappa Kasi (India)
Investigation of Problems and Difficulties of Operation and Maintenance 587

Management's Transfer of Qazvin Irrigation and Drainage Networks
Amir Moradinejad (Iran)
xii
Some Learning from Irrigation Participatory Management in Qanats 593
Mohsen Barahimi, Hamid Reza Mehrabian, R, Rezaeenejad Ali (Iran)
Participatory Approach to Cross-Disciplinary Water Research: Introducing 601

(HELP) Initiative and Australian Perspective
Shahbaz Khan and Zahra Paydar (Australia)
Progress of Irrigation and Drainage Projects in the Nishitsugaru Region and 613
Roles of the Farmers Organization, Nishitsugaru Land Improvement District
Genichi Shimomura (Japan)
Farmer's Participation in Irrigation Management 631

Abdul Latif Khan, Syed Masoodul Hassan (India)
Participatory Irrigation Network Management; A Case Study in Qazvin, IRAN 641

A.Sotoodehnia, M.Askari, A. Kakahadji, M.Sheikhhoseini, and J.Razzaghi
(Iran)
Irrigation Development in the Coastal Area by Applying Drainage Water: a 653

Case Study in Yogyakarta Special Province (YSP), Indonesia
Erwin T. Sigit, Sigit S. Arif and Bayudono (Indonesia)
Irrigation Management Transfer to Water User Organizations in Turkey 661

Hasan ÖZLÜ, Öner YORULMAZ and ùaban Aydın AYTAÇ (Turkey)
Theme 2- Required Grounds and Facilities for PIM Formation
Ghazvin Irrigation System Constrains & Difficulties – Practical Solutions 673

Ebrahim Kahrizi, Mirkazem Razavi (Iran)
Legislation for Sustainable Water User Associations 687

Stephen Hodgson (Belgium)
Moslem Law and Interstate Water Resources Management in Central Asia 697
Yusup Rysbekov (Uzbekistan)
Governmental Co-Operation and Supports Needed to Strengthen the Water 707

Users Cooperatives (Case Study Northeastern I.R.Iran)
Mohamad Gholami Beyraghdar (Iran)
The Mechanism on the Effective Management of Multi-Objective Water 715

Resources
Chang-Chi Cheng, Ming-Young Jan, and Yuan-Chuan Lee (Taiwan)
PIM in the ABSHAR Irrigation System, Iran 723

Jaime D. Hoogesteger van Dijk and Linden Vincent (The Netherlands)
xiii
Social Dynamics of Water Management: Tradition and Change 731
Sailen Routray (India)
Institutional Reforms In Irrigation Sector - A Success Story 739

Subhash Taley, S.M. Belsar (India)
Implementation of Asset Management Plan (Amp) as a Part of Irrigation 751

Management Policy Reform: A Case Study from YOGYAKARTA Special
Region, Indonesia
Sigit S. Arif, Erwin T. Sigit, Murtiningrum, Judy Kurniawan, and Basuki
(Indonesia)
Potentials and Obstacles on Irrigation Management Transfer (A Case Study of 759

Four Irrigation Networks in Iran)
Nader Heydari, Alireza Mamanpoush, Mohammad Ali Shahrokhnia,
Mohammad Khoramian, Mohammad Karimi (Iran)
Preconditions for the Popularization of PIM in the Lower Yellow River 775
Irrigation Area
Cheng xianguo, Jiang binzhou, Fengxing, Jin Ming (China)
Irrigation Management Under New Economic Conditions in Russia 783

Kireycheva Liudmila Vladimirovna (Russia)
People's Participations Role in Water Resource Management of East 793

Azarbaijan and Ardabil Provinces
Farhad Paknia, Seyed Alireza Hosseinzadeh Tabrizi, Farhad Almaspour (Iran)
Why Blue Prints on Accountability of Water User Associations Do Not Work: 809
Illustrations from South Kazakhstan
Kai Wegerich (The Netherlands)
Ways Forward to Use Groundwater by Small and Marginal Farmers’ 815

(Experience, Lessons and Opportunities)
A. K. Sikka, A. K. Singh (India)
Participatory Irrigation Policy under the Indonesian Water Resources Law 821
Soeprapto Budisantoso (Indonesia)
Experiences of Bulk Water Allocation in Large Scale Irrigation Management 829

Mohamed Aheeyar (Sri Lanka)
Traditional Water Harvesting Systems and Management in Wadi Hadhramout 841

Yemen
Dr. Mohamed Al-Hebshi & Eng. Saleh Ahmed Bin Rabaa (Yemen)
xiv
Obstacles to Farmers’ Participation in Irrigation and Drainage Management in 853
Iran
Manouchehr Fekri Ershad (Iran)
ICWC of Central Asia as a Institute of Regional Water Security

Rysbekov Yusup (Uzbekistan) 861
Structural Barriers for Farmers' Participation in Development Process 871

Ali ghasemi (Iran)
Farmers' Tendencies Toward Participatory Irrigation Management 885

Nasren Afshar and Kiumars Zarafshani (Iran)
Socio-cultural Intimidation on the Emerging Irrigation Institutions 891

P. Ignatius Prabhakar (India)
Participatory Irrigation Management of the Middle Sebou Irrigated System 905

Abderrazak IKAMA (Morocco)
Participation of Farmers in the Management of RAINAGE System 915

Mumtaz Ahmed Sohag, Ali Asghar Mahessar Masroor Nabi Memon (Pakistan)
Theme 3- Support System for PIM Sustainability
General Report on the Theme “Support System for PIM Sustainability” 925
A. Hafied A. Gany
PIM, Poverty and Modernization of FO Managed Irrigation Channels in 961

SINDH- Pakistan
Nazeer Ahmed Memon (Pakistan)
A Performance Study of Participatory Irrigation Management In Eastern India: 971

Objectives, Rational of Concept and Need
Sushanta Kumar Mahapatra (India)
Institutional Conditions for Sustainable PIM: Constraints and Opportunities 985

Krishna C. Prasad ; Paul van Hofwegen ; David J. Molden ; and Bart Schultz
(The Netherlands)
Building Capacity for Participatory Irrigation Management - Experiences and 1001

Emerging Issues
Tom Franks (UK)
Participatory Training Programme in Canal Irrigation in Andhra Pradesh, South 1015

India
Ramadassnaidu Doraiswamy (India)
xv
Impacts of Farmers' NGOs on Socio-Economic Development of QAZVIN Area 1029
Ali ghasemi (Iran)
Research Project for Improvement of Participatory Irrigation Management (the 1041

Tafilalet Area, South-East of Morocco)
Mohamed Bousfoul and Mohammed Bourass (Morocco)
PRDA: a Participatory Methodology for Analyzing and Improving Irrigation 1051

Performance: Conceptualization and Example of Application in Kenya
Philippe Lemperiere (Ethiopia)
Participatory Irrigation Management for Incoming Pressurized Irrigation 1065

System of Iran
Hamid reza Hejazi (Iran)
Driving and Restraining Forces in Implementing Participatory Irrigation 1075

Management in the Literate State of India
George Chackacherry, K Madhavachandran (India)
Evaluation of Performed New Irrigation Projects in Third Development 1085

Program in Zanjan Province and Introducing Three Successful Samples
Gholamreza Dawarpanah (Iran)
Measuring sustainability: Monitoring & Evaluation of the Performance of 1091

Water User Associations
Ele Jan Saaf (Pakistan)
Tactics for Creating Participatory Manegement in Irrigation Networks and 1097

Studing the Factors Effective on its Stability
Mohammad Ali Rahimi Jamnani , Ehteram Ghelichzadeh, Hossein Taghipoor,
Hoosein Abouali (Iran)
Formulation Process of Community Development Plan in Semi-Arid Area 1107

Michimasa Menjo, Tomoki Hotta, Takahiro Kato (Japan)
Sustainable Participatory Irrigation Management 1115

Mirshoja Mir Charkhchian (Iran)
Participatory Experiences for Enhancing Land and Water Productivity 1125

Atul Kumar Singh, A. K. Sikka, A.Upadhyaya, P. R. Bhatnagar (India)
Participatory Irrigation Management in the Irrigation Networks of Tehran Province 1135

Abdolreza Ahmadi, Saeid Rafiyee (Iran)
Is Participatory Groundwater Management an Option? 1147

Jaime Hoogesteger, Linden Vincent (The Netherlands)
xvi
Farmers’ Participation in Irrigation Water Management in Northeast Iran 1153
Ali Asghar Shahroudi, Mohammad Chizari (Iran)
Community Based Micro-Planning in PIM: Entry Point Activities for 1163

Sustainability
Deepak Kumar Das (India)
Volumetric Pricing of Irrigation Water in India: Experiences and Lessons 1181

Learned
S A Kulkarni (India)
Participating the Farmers on Operation and Maintenance of the Irrigation 1195

Networks System in Central Java and West Nusa Tenggara Provinces
M. A. Fulazzaky and S. I. Wahyudi (Indonesia)
Testing P+PR Control System for Participation of Water Users in Delivery 1205
Management
Mohammad Javad Monem, Mohammad Sadegh kiapasha (Iran)
The Analysis and Evaluation of the Public's Interaction in the Sufichay 1217
Network
Farnaz Joulazadeh, Nafiseh Paknia, Zahra Puryaghub (Iran)
Farmers Network for Water Sector Reforms in South India with Special 1223
Reference to PIM
Ramadassnaidu Doraiswamy (India)
Participatory Irrigation Management (PIM) in Maharashtra State, India – a 1243

Case Study
Sanjay Belsare (India)
Formation and Development Process of Participatory Irrigation Management in 1255

QAZVIN Area
A.Ghasemi, S.A.R. Razavi, A.Yousefi, A. Lashgari, M.M. Rahmani (Iran)
Stakeholder Views on the MIRAAB System for Participatory Management of 1267

Modern Irrigation Schemes in Iran
Najaf Hedayat, Keith Weatherhead (UK)
xvii
Tehran-Iran 2-5 May, 2007
Key Speakers
The 4th Asian Regional Conference & 10th International Seminar on
Tehran-Iran May 2-5, 2007
PROBLEMS AND PERSPECTIVES OF PARTICIPATORY IRRIGATION

MANAGEMENT UNDER THE SMALL LAND-HOLDING CONDITION:
WITH A SPECIAL REFERENCE TO INDONESIAN PRACTICE¤
A. Hafied A. Gany1
ABSTRACT
Indonesia achieved remarkable progress in water resources development within thirty
years till 1997 through government led development projects. However, the institutional
development to sustain this progress got insufficient attention. From the lessons learned
before the multidimensional crisis, it has been recognized that the severe crisis had been
due to the chronic neglect of the farmers’ roles in almost the entire process of
development, rehabilitation, and routine operation and maintenance of irrigation
infrastructures.
In an attempt to resolve the dilemmatic situation to maintain sustainable rice production
on the one hand, while keeping pace the productivity level with the increasing
population growth on the other, an emphasis has been given to irrigation development
and management based on participatory approach. The program had been set up to
reduce central government's burden on Operation and Maintenance (O&M) costs
aiming for sustainable irrigation O&M by virtue of “Participatory Irrigation
Management – PIM” approach.
Under the said program, a number of policy adjustments on water resources had been
enacted. Further to this, PIM attempts have also been carried out including: turning over
to the Water User Association – WUA, of small irrigation schemes; encouragement of
irrigation service fee (ISF); Irrigation Management Transfer (IMT); Participatory design
and construction program; “field laboratories” for visual process of “learning by doing”,
and other such government initiatives. However, it turned up that the attempts has been
going very slowly and yet, still tended to be least sustainable. This has been partially
suspected by the fact that the economy of the farmers and farming conditions under the
fragmented land ownership, which in fact, are already small, has been marginalizing the
¤
This paper has been prepared by Mr. Hafied Gany, Ph.D., P.Eng., for the 4th Asian Regional
Conference of ICID and the 10th International Seminar on Participatory Irrigation Management (PIM),
Tehran - Iran, May 2 – 5 May 2006. -- Mr. A. Hafied A. Gany is currently the Senior Adviser on Water
Resources, and Irrigation, Ministry of Public Works, Republic of Indonesia; Vice President of the
Indonesian National Committee of ICID (INACID) for International Affairs; Member of Board of
Director of "The International Networks on Participatory Irrigation Management (INPIM)"; and President
of the Indonesian Chapter of INPIM – INPIM-INA. gany@hafied.org; gany@scientist.com;
hafiedgany@gmail.com
1- gany@hafied.org; http://www.hafied.org
2 International Seminar on PIM
already marginal incomes. As a result, the small income farmers are hardly available to
participate with the PIM’s endeavors.
To facilitate resolving the problems, the newly enacted Water Law No. 7/2004, together
with the Government Regulation No. 20/2006 about “Irrigation”, prescribe that the
O&M responsibility for primary and secondary canals belongs to the Central
Government, Provincial as well as Local Autonomous Government with certain role
sharing criteria settled down by the Government Regulation on Irrigation Management.
For reducing the burden of the farmers, they assigned responsibility to operate and
maintain the tertiary canals through their water users associations (WUA).
This paper intends to discuss a series of practices, problems, and perspectives on
participatory irrigation management under the small land holding condition, the
implication of the new policies on technical and traditional irrigation schemes,
institutional and legal aspects of O&M, as well as the role of WUA’s. These include
technical, institutional, and financial, as well as regulatory instruments, and other such
measures toward sustainable PIM implementation.
Key Words: Irrigation Management; Small Land Holding; PIM Approach; and
Indonesia
I. INTRODUCTION
Indonesia, with the total population of 72 million at the time of Indonesia's
independence in 1945, has now stepped into the fourth most populous country in the
world, with an estimated population of about 220 million inhabitants. The population
growth rate has been reduced significantly from 2.9 percent fifty years ago to about 1.9
percent now. It is projected that the population growth will be about 280 million people
by the end of 2025. At that period, it is estimated that 52% of the nation's people are
predicted to live in urban areas.
The excessively rapid expansion of the country's population concurrently with high rate
of urbanization has brought about a special problem on the provision of adequate rice
(the staple food) to feed its people. About 70% of the populations are traditional rice
farmers living in rural areas. This matter has even created more crucial problems to the
provision of adequate food supply for the country's population. (See Figure 1. and
Figure 2. for the general projection of population growth, rice demands and potential.)
One of the most apparent constraints on rice production is that the land ownership per
farming household is somewhat too small, that the farmer cannot fully dependent upon
the farming income for supporting their life with their families. For this reason, the
farmers are forced to earn additional income in the urban areas. This alone inhibits
special problem on the continuity of their agricultural lands being left occasionally and
hence unable to maintain consistent care of their plants. In addition, it is apparent that
the size of land holding is increasingly decreasing due to the impact of land
fragmentation, and the continuing land conversion to non agricultural utilization, as
well as transfer of land ownerships.
1.1. PRESENT STATUS OF LAND USES FOR FOOD PRODUCTION

In order to feed the currently 220 million inhabitants, it is estimated that at least 50
million tons of paddy rice per year is required. Paddy in Indonesia is produced in
irrigated lands, wetlands, as well as in the rain-fed upland areas with a grand total of
about 12.34 million ha, and with the average cropping intensity at about 1.37.
The most immediate problem has been associated with the capacity to sustain the food
production, in the mean time, with population growth rate of, say 1.5% per annum, rice
production should increase by about 900,000 tons per year to catch up the increasing
demands. With the same assumption, this food demand is roughly equivalent to about
140,000 ha of additional land areas annually. This figure has yet counted for the annual
land conversion from agricultural lands to other land use categories -- which is
estimated at the range of 25,000 and 40,000 ha annually.
II. IRRIGATION DEVELOPMENT AND MANAGEMENT

2.1. IRRIGATION SYSTEM AND MANAGEMENT
The newly enacted Government Regulation No. 20/2006 defines irrigation as the means
of provision, regulation and releasing of irrigation water for appropriate support to
agricultural implementation, having some categories as surface irrigation, swamp
irrigation, sub surface irrigation, pumping irrigation and fish ponds.
Basically, the government responsible for operation and management of the main
system (primary and secondary networks), while the farmers, through the water users’
association (WUA), responsible for operation and management of tertiary irrigation
schemes. In this regards, the government (Central Government) is responsible for
conducting irrigation O&M of independent irrigation scheme having a total
commanding area of more than 3,000 ha. The Provincial Government responsible for
managing irrigation scheme having independent commanding area between 1,000 and
3,000 ha. While the local government (Regency or Municipality), responsible for
managing irrigation schemes having less than 1,000 ha per individual scheme, and the
Village Government responsible for development and management, as well as
rehabilitation, reconstruction and upgrading of village irrigation scheme.
Figure 1. PROJECTION OF POPULATION GROWTH, RICE CONSUMPTION,

AND PADDY PRODUCTION TOWARD THE YEAR 2025
300.000
Population Growth Projection x 1.000 people
250.000
200.000
150.000
100.000
Pojection of Dry Paddy Demand x 1.000 ton
50.000
Projection of Rice Consumption x 1.000 ton
0
90
99
01
03
05
07
09
11
13
15
17
19
21
23
25
19
19
20
20
20
20
20
20
20
20
20
20
20
20
20
TIME HORIZON
Meanwhile, the water user’s community is further responsible for: (1) Implementation
of tertiary irrigation development and management; (2) Maintaining an effective and
efficient operation and management of tertiary irrigation schemes; (3) Approval for
development, utilization, as well as reconstruction, rehabilitation and upgrading of
tertiary irrigation scheme on the basis of participatory approach. For this, the
participatory irrigation development and management approach has to involve the
farming community from the initial decision making, throughout the entire process of
development, upgrading, operation, maintenance, as well as rehabilitation of irrigation
schemes.
In principle, irrigation water management covers the management of irrigation networks
and irrigation water has to be implemented based on participatory, integrated,
transparent, accountable and sustainable principle. Water management activities in the
main system, which is referred to as "water distribution and drainage management",
are managed by the government while water management at the tertiary and quaternary
canals as well as direct application of water to the crops, which is referred to as "on-
farm water management" are managed by the farmers.
2.2. PRESENT STATUS OF IRRIGATION DEVELOPMENT

During the past few decades, the government policy in irrigation development has been
implemented in line with the National Development Policy. At present, the status of
irrigated lands for paddy production in Indonesia (based on 2003 data) has a grand total
of 10,176,069 ha including the irrigated paddies, upland and rain fed (See Table 1.) for
further details. From this table, it is apparent that the total production of irrigated
paddies at about 48,794,000 tons of dry un-husked rice, contributes almost 95% of the
total production of about 51.48 million tons. Hence the upland and rain fed paddy
contributes only 2.682 tons or 5% of the total paddy production of Indonesia.
Table 1. Irrigated land and paddy production in Indonesia, (2002)

Cropping Total Yield Average Yield
Island Area (ha)
Area (ha) (ton) *) (ton/ha)
Sumatra 2,401,697 2,674,589 10,826,103 4.048
Java 3,396,299 5,263,179 27,615,900 5.247
Bali & Nusa Tenggara 370,192 527,965 2,435,966 4.614
Kalimantan 1,366,520 781,851 2,519,011 3.222
Sulawesi 904,597 1,201,876 5,327,109 4.432
Maluku & Irian (Papua) - 22,629 74,147 3.100
Indonesia 8,439,305 10,472,089 48,794,236 4.659
Sugarcane 496,000
Total irrigated lands 8,396,205
Upland Paddies 1,239,864 1,058,583 2,682,343 2,534
Total Paddy **) 10,176,069 11,530,672 51,476,579 4,464
Source: Statistical Year Book of Indonesia 2003, BPS Statistics Indonesia

*) Dry un-husked rice;
**) Total irrigation areas for paddy, including upland and rain fed paddies.
2.3. INTER-AGENCY COORDINATION FOR IRRIGATION MANAGEMENT

To ensure the efficient and effective use of irrigation for supporting agricultural
implementation as well as for serving other functions and purposes of irrigation are
established. There are several categories of irrigation commission namely; Provincial
Irrigation Commission; Kabupaten (District) Irrigation Commission; and Inter-
provincial Irrigation Commissions. The composition of these irrigation commissions are
as follows:
Provincial Irrigation Commission: The commission establishes by the Governor
composed of the representatives of irrigation commissions of the regencies and/or
municipalities within the province concern, representative of water users’ associations,
representative of the provincial government and the representative of water users having
proportional representation.
District Irrigation Commission: The commission establishes by the Regent (The Bupati,
or Mayor) composed of representatives of the local government and other government
agencies, representative of water users’ associations, representative of water users
having proportional representation.
Inter-Provincial Irrigation Commission: The commission establishes by the concerned
Governors composed of the representatives of irrigation commissions of the regencies
and/or municipalities within the province concern, vice chairpersons of provincial
irrigation commissions, representative of water users’ associations, representative of the

provincial government and the representative of water users having proportional
representation.
Coordination of irrigation activities are usually conducted by irrigation commissions
within the provincial jurisdiction, district or municipalities as well as for inter-
provincial irrigation commission. However, for a large irrigation system, the service
area is usually located under more than one provincial or district government
administrations. In such the case irrigation development and management are
implemented jointly with the provincial or District Irrigation Commissions under the
coordination of the inter-provincial or provincial irrigation commission concerned.
III. EXPERIENCES ON PARTICIPATORY IRRIGATION MANAGEMENT

Government assistance in irrigation construction has usually been followed by a
continuing bureaucratic role in O&M, with farmers' responsibilities limited to their own
fields and tertiary areas of a size usually in the range of 50 to 150 hectares.
Management of dams, primary and secondary canals, tertiary gates and the first fifty
meters of tertiary canals are the responsibility of the government. Concern about how
irrigation systems could be better operated and maintained the Indonesia's 1987
Irrigation Operation and Maintenance Policy Statement, advocated the following
policies: (1) Gradually turn over irrigation systems smaller than 500 hectares to WUA;
and (2) Institute irrigation service fees (ISF) for systems larger than 500 hectares; (3)
"Starter" On-Farm Water Management Development.
3.1. TURNOVER OF SMALL SCALE IRRIGATION SYSTEMS

The main objective of the transfer of small irrigation systems from the government to
Water Users' Associations (WUAs) is to enable better use of farmers' knowledge, skills
and other resources to manage the local irrigation systems, while the intermediate
objective is to turn over all irrigation systems smaller than 500 ha to WUA, and
gradually turn over the larger schemes.
Following government policy, the Ministry of Public Works has issued an ordinance as
a guideline for turning over of small scale irrigation system and management authority
to the WUA. The scope of activities of the turnover of small scale irrigation including:
(a) the turnover of assets of small scale irrigation systems; and (b) the turnover of
jurisdiction, duties and responsibilities of O&M.
The World Bank, the Asian Development Bank, and the Ford Foundation were
supporting funding of the turnover activities at that stage. Under ISSP-I, the turnover
activities began in 1987 in West Java and West Sumatra. In 1988/1989 fiscal year
project activities expanded to four provinces, West Java, Central Java and Yogyakarta,
and West Sumatra; and in 1989/1990 the turnover program was expanded to seven
provinces, West Java, Central Java, East Java, West Nusa Tenggara, Yogyakarta, South
Sulawesi and West Sumatra. Up to the beginning of April 2000, the total areas of
385,000 ha have been turned over to WUAs. The program has been slowing down few
years after due to the urgent priority of the government to recover the economic crises.
3.2. INVOLVEMENT OF THE FARMER (PARTICIPATORY DESIGN AND

CONSTRUCTION)
Within the design and construction phase, requests are ranked according to farmers'
priorities. These requests are used in the preparation of the technical design for
construction and improvement works. In the follow-up stages, involvement of the
farmers in the construction and implementation provides an opportunity to strengthen
farmer's organization through participation in collecting information, planning
improvements and contributing to construction.
Water user associations are developed and registered with the Bupati, Head of District
Government, and then further training is given to the WUAs in O&M activities. After
the necessary training has been implemented, the irrigation systems assets and
management responsibility are officially transferred to WUAs. The Provincial Public
Works will continue to play a role in supporting the activities in line with the technical
assistance which are beyond farmers' capacity to perform by them.
3.3. PILOT SCHEMES (FIELD LABORATORY) FOR MAJOR IRRIGATION

SYSTEMS
Following the success of turn over of some 385,000 ha of small scale irrigation under
the small scheme transfer policy, a number of pilot projects for transferring the larger
schemes at the average of 1,000 ha were undergone (for learning by doing process) at
10 schemes in the Eastern Region with the total area of about 15,000 ha, and four
schemes in Java with a total area of 62,425 ha, or 77,425 ha altogether. Similar to the
above attempts toward Participatory Irrigation Management, the pilot schemes also
suffered from a number of technical and non-technical constrain parallel with the severe
economic crises. Despite that the projects have different level of success; the activities
have been slowing down since then.
3.4. IRRIGATION SERVICE FEE (ISF)

Irrigation Service Fee (ISF) is a contribution in the form of money by farmers as the
beneficiaries of irrigation water, in order to finance the O&M of irrigation networks. In
principle, ISF is not a tax, rather, it is a way to encourage participation of the
beneficiary to pay for the sustainable O&M of the schemes by themselves; thus, the
farmer is only pay this contribution in lieu of irrigation service they obtained.
The introduction of ISF is one of the government policy on irrigation O&M in order to
minimize the government subsidy in providing O&M budget, and ultimately this ISF
become a major source in providing O&M budget for irrigation networks. For actual
implementation of ISF within the entire irrigation areas in Indonesia, four principles had
been suggested: (1) Maintaining a proper balance of ISF collection; (2) Application of
direct use of the collected fee; (3) Application of simplified tariff; and (4) Fostering
sustainable implementation.
3.5. LESSONS FROM EXPERIENCES
In an attempt to accelerate the implementation of participatory irrigation management

(PIM), a number of efforts have been implemented without considering the problems
and constrains of each specific locations. The standardized approach was then
implemented nationwide – despite the diversity of social, economy, geography, as well
as climate and cultural background. As a result, a number of traditional and local
practices have been set aside and apply alien technologies instead. During which, the
country’s economy has concurrently been suffered from multi-dimensional crisis, and
hence the project implementations have also been significantly affected. This had been
due to a number of inter-related problems and constrains both internally within the
farming circumstances as well as external matters which are beyond the institutional
capacity to tackle with. Parallel with the multi-dimensional crisis and the need to
implement the policy on "Local Autonomy" within the country, the pilot projects have
also been slowing down, and currently suffer from inadequate attention.
In order to quickly recover from the impacts of multi-dimensional crisis the government
has been taken some policy reforms, including the review of irrigation policy and
follow up implementation. This has been stipulated in the newly established Water Law
No. 7/2004 about Water Resources; and subsequently followed by the Government
Regulation No. 20/2006 about Irrigation. The regulatory instruments have been
established with special consideration on the past experiences, and then the subsequent
implementation will be based on the newly established legal and regulatory instruments.
IV. CONSTRAINTS OF SMALL LAND HOLDING FOR PIM

4.1. IRRIGATION AND WATER RESOURCES POLICY REFORM
In 1987 the government of Indonesia released a national policy on O&M of irrigation.

The purpose of this policy has been to ensure adequate funding for O&M and improve
irrigation management. Government committed to increase budget allocation for O&M,
strengthen land and property taxes, as well as mobilizing more resources from
beneficiaries. After a long process, the Government of Indonesia has recently been
managed to enact the new Water Resources Law (UUSDA No.7/2004). For subsequent
implementation, a new Government Regulation – PP No. 20/2006 regarding irrigation
has subsequently been established. The Law prescribes delegation of responsibility to
local autonomous government to conduct irrigation operation and management based on
categorization of irrigation areas in conjunction with the coverage area of the provincial
and local government administrative boundary.
4.2. CONSTRAINTS OF SMALL LAND HOLDING
Farmer’s Household: About 50% of households in Indonesia are food crops farmers
(mainly paddy, secondary crops, and horticulture). The total farm household (FHs) for
food crops in the provinces vary from 46% to 78%. The highest levels of food crop
farmers were in Maluku and Irian Jaya (Papua) Provinces at about 78%, while the
lowest level was in Sumatra and Java at an average of about 47%.
Agricultural Census of 1983 and 2003 show the increasing number of land holding farm
household, particularly food crops farm household (FCFH) recorded at 24,458,000 FHs
increased to 27,446,000 FHs in 2003 (increased by 12.2%). The total number of food
crops farm household by main islands. The national average of land control by the
farmer household is 0.83 ha. The largest is Kalimantan Island at 1.98 ha, followed by
Sumatra at 1.24 ha, and Sulawesi at 1.21 ha. Table 2 shows the average land controlled
by Land Holding Farm Household.
Table 2. Average land controlled by land holding farm household by

main islands in 1993
Land Tenure ( Number of Average Land

No. Province
(x 10-6 ha) LHFH (x 10-6) Controlled (ha)
1 Sumatra 5.885 4.765 1.24
2 Java 5.461 1.563 0.47
3 Bali & Nusa Tenggara 1.150 1.323 0.87
4 Kalimantan 2.393 1.207 1.98
5 Sulawesi 2.013 1.664 1.21
6 Maluku dan Irian Jaya 580 509 1.14
Indonesia 17.482 21.031 0.83
Source: Agricultural Census 1993, BPS Statistics Indonesia
Land Tenure: Nearly 50% of farm households control less than 0.5 ha of land per
household and only 22% control 0.5 – 1.0 ha of land per household. Farm households
control two to three ha of land only at about 7.4%. Table 3 below shows the Land
Holding Farm Household (LHFH) by Size of Land Controlled in 1983 and 1993.
Given the diversity of land holding features in each island within the archipelago in
addition to the problem of land fragmentation and land conversion, the most apparent
impact is that the number of land holders (especially on Java Island) is increasingly
larger and larger.
Table 3. Land Holding Farm Household by area of land controlled in 1983 and 1993
1983 1993
Size of Area Controlled (ha) Total LHFH % Total LHFH %
< 0,05 1,271,067 6.52 646,372 3.28
0,05-0,09 1,167,370 5.99 948,296 4.81
0,10-0,24 3,155,471 16.18 3,570,371 18.11
0,25-0,49 3,938,317 20.19 4,417,121 22.41
< 0,5 9,532,225 48.90 9,582,160 48.60
0,50-0,74 2,797,812 14.35 2,934,875 14.89
0,75-0,99 1,445,451 7.41 1,438,870 7.30
0,5 – 0,99 4,243,263 21.80 4,373,745 22.20
1,00-1,99 3,297,609 16.91 3,312,218 16.80
2,00-2,99 1,294,048 6.64 1,457,561 7.39
>3,00 1,134,312 5.82 988,122 5.01
Total 19,501,457 100.00 19,713,806 100.00

Source: Agricultural Census 1983 and 1993, BPS Statistics Indonesia
V. THE IMPACTS OF SMALL LAND HOLDER ON WUA’S MANAGEMENT

5.1. DEMAND FOR WATER USER’S ASSOCIATION
Among the variety of problems encountering the irrigation water management, the
lacking of skill and funds for O&M of the main system has been obvious. In addition,
the inability of the farmer to provide adequate fund for O&M of irrigation networks,
low collection rate of O&M funds due to a number of technical, institutional and other
non-technical problems are also most dominant. Consequently, the sustainability of
irrigation schemes has been declining and eventually entailed with deferred
maintenance. Therefore, it is highly important to put special attention on encouraging
participation of the beneficiaries to work together through the locally organized
association. In this particular context, for accelerating the progress and promoting more
successful PIM, special attention has been prioritized for empowering the WUA.
5.2. BASIC PRINCIPLE OF WUA
Establishment of WUAs: In attempting to foster the participatory approach in irrigation

water management at the farm level, since 1980s the government has been actively
promoting the WUA as the forum where the farmers are organized to work mutually for
managing irrigation water management at the farm level as efficient and as effective as
possible. The basic principles of WUAs' establishment are: (1) Demands for working
mutually through the management of the group; (2) Establishment based on the
initiative of members, by members and for members; and (3) Consistent technical
guidance from the government and other related institutions.
Operational Principles: The operational guiding principles of the WUAs among others
are: (1) Managing the water at the farm level within the tertiary blocks (at an average of
about 50 to 100 ha per unit) – depending upon the size of the tertiary block and other
administrative boundary of the villages; (2) Operating and maintaining the tertiary or
village irrigation systems effectively and efficiently; (3) Determining collecting and
managing the resources contribution of the members in terms of money, in kinds, or in
terms labor for sustaining the O&M performance of the schemes; (4) Conducting a
continuous guidance for their members toward innovative irrigated agricultural
implementation. These particularly refer to the newly established irrigation schemes
where no such a WUA had been practiced before.
Present Status of WUA: Basically, there are three categories of the present state of the
WUAs: (1) Already developed, for the WUA that has been fully in operation with
legally bound status, or the legal status is being processed; (2) Still developing, for the
WUA that is being in the process of establishment for technically and legally; and (3)
Least developed category for the WUA that has been organized but it may have legal
status but has yet had the full capacity to run the organization.
The three categories are currently summing up the national total of 33,078 WUAs, of
which 2,660 WUAs are already having the full legal status, 26,835 WUAs are being
processed, with the total coverage irrigation areas of 4,011,197 ha or about 36% of the
total existing irrigation and drainage lands.
Future Requirement for WUA: With an assumption that the commanding area of WUA
ranging between 50 and 100 ha or averaging at about 66 ha, the overall requirement for
WUAs in Indonesia for 7,588,012 ha irrigation areas and 1,676,786 ha of drainage
lands, would be at about 140,375 WUAs. Therefore, the present status of WUAs
altogether at about 24% of the total demands.
Despite the current pilot schemes for larger irrigation schemes, in order to be able to
organize the WUAs in the larger scope of services and geographical distribution, it is
highly essential for the future program to establish and strengthen the organizational
arrangement of the WUAs – for instance at the large schemes, at secondary level, or
scattered areas – in terms of WUA’s Federation (WUAF).
5.3. REVIEW ANALYSIS ON THE POTENTIAL LEVEL OF FARMERS’

PARTICIPATION
Despite the establishment of such a large number of WUAs mentioned previously, it is

evident that the effectiveness of their operation had been very poor. This had been
suspected by the impacts of small land holding condition, which brought about farm
incomes which are far from adequate for the farmers to fully participate in the irrigated
farming activities.
Farm Budget Analysis: From analysis conducted by Gany, 1978 (M.Sc. Thesis,
Southampton University), it was concluded that the maximum size of land holding for
irrigated paddies in Indonesia that could be performed by relying the family labor only
is 1.72 ha per farm household. This size of land holding is slightly above the level of
marginal subsistence farming. Any size smaller than this figure is potentially suffered
from the risk of negative income, and hence not likely possible to contribute adequate
financial or labor resources for securing sustainable O&M of irrigation schemes. In fact,
the land holding category up to 0.50 ha per farm household – which dominates the
irrigated land areas of the country at 48.60% – is considered to be marginal subsistence
farming, and hardly expected to participate sharing any contribution for sustainable
O&M. The land category of > 0.5 < 1.00 ha and of >1.00 <2.00 ha are currently stood at
about 22.2% and 16.80 % of the total agricultural land of the country respectively.
From analysis of financial return, the same analysis concluded that the land holding
category of >0.5 ha; 1.0 ha and 2.00 ha produces the net value of production of
US$91.6; US$463.51; and US$1,119.53 respectively. These figures have been based on
irrigated paddy at 1.30 cropping intensity, after deducting indirect costs such as
materials and labor, and indirect costs such as taxes, home consumption, and yet,
without imposing any irrigation service fees.
Potential Capacity for Farmer’s Participation: Based on the above figures, a review of
potential level of farmers’ participation is further scrutinized by using some
assumptions, including the basis for full participation for the land holding rounded (for
simplification) to 2.00 ha per farm household. The size of commanding area for the
WUA at 100 ha/WUA, while the average commanding area for water users’ association
federation (WUAF) at 1,000 ha per WUAF. The estimated potential level of
participation for sustainable O&M have been based on farm budget analysis and
empirical estimate (expressed in terms of magnitude between 10 and 100), at the
magnitude of 20 for the land holding category of smaller or equal to 0.5 ha; the
magnitude of 30 for the land holding category of >0.5<1.00 ha; the magnitude of 80 for
the land holding category of >1.00<2.00 ha; and the magnitude of 95 for the land
holding of >2.00<3.00 ha. The remaining capacity to participate in irrigated farming
activity must be dedicated to non agricultural employment in the urban areas (seasonal
urbanization). See Figure 3 for analysis result of the farmers’ potential capacity to
participate on the sustainable irrigation O&M.
Form Figure 3 below, it is apparent that the WUA’s institution as amongst the
important prerequisites for implementation of PIM suffers from a number of non
technical constraints among others: (1) Too many farmers are involved as the member
in the WUA under the small land holding condition. For illustration, a WUA with an
average land holding of 0.50 ha would compose of 200 farmer households working in
an area of 100 ha; in addition to the average capacity to participate at the magnitude of
20 out of 100, since they have to seek seasonal employment in the urban areas. For the
national average of land holding at 0.83 ha/farm household, a single WUA of 100 ha
command area, would involve about 120 farm households, with the capacity to
participate at only about 30 out of 100, for they have to share their time for earning non-
farming extra income in the urban area.
Figure 3. Analysis result of the farmers’ potential capacity to participate

on the sustainable irrigation O&M.
During their absences, their participation (in person) in the routine irrigation
management are hardly possible – a size of irrigated farming organization, too
diversified sosio-economic conditions, with low level of potential participation, which
is far from manageable. If we take the optimum size of land ownership (2.00 ha/farm
household) as the determinant parameter for establishing WUA, the number of members
would be 50 farmers, which is reasonably manageable, however, such the optimum size
of land holding only represent about 15% of the total national irrigated agricultural
land.
Rationale of the Low Level of Participation: From the analysis results presented above, it
is evident that the farmer’s participation in O&M of irrigation is not merely the question
of technical and economic perse’, but far from those matters, there remains a
complicated constrain on socio-cultural as well as organizational predicaments. The
rationale of the currently low participation of the farmer is not only because of the
farmers are unwilling participate, but it is quite a logic explanation that the farmer,
under the extremely small land ownership, would naturally set up his own priority in
mind, whether to participate partially or seeking non-farm extra-incomes elsewhere.
Alternative Measures to Address the Constraints: Under the diversified levels of
education, experience, size of land-holding, and socio-economic as well as cultural
backgrounds, it would not be easy to ask the farmer to participate voluntarily in O&M
activities, on top of a hardly manageable number of members in the single WUA. In an
attempt to address the constrains there are several alternative measures to mention,
among others: (1) Transformation of paddy mono-culture (particularly for the land
ownership smaller then 2.00 ha per unit) into diversified crops that have significant
potential for higher financial returns – this alternative should be followed by consistent,
post-harvest processes, storage and maintenance, as well as competitive market; (2)
Reformation and reclamation of land ownership plots and land administration into a sort
of cooperative farming, operated by professional irrigated agricultural, and agro-based
industries; (3) Consistent regulation and subsequent enforcement on the issues of land
fragmentation and land conversion into non-agricultural utilization; (4) Consistent water
saving and conservation implementation; (5) Provision of incentives to small land
holder for cultivating high financial return crops, including encouragement of leisure
agriculture in the rural areas for fostering the multifunctionalities of irrigated agriculture
– with some leeway for flexibility to make adjustment with local circumstances. These
alternative measures, however, are subject to further scrutiny and comprehensive
studies, which are still widely opened for further interdisciplinary studies and
experiments in the upcoming years.
5.4. LESSONS LEARNED FROM TRADITIONAL WUA

Learning from the traditional agricultural irrigated agricultural practices in Indonesia, it
has been obvious that the existence of WUAs in this country had a long history. Among
the most famous traditional WUAs are "Subak" in Bali Island, "Keujreun Blang" in the
Special Province of Aceh; "Tuo Banda" in West Sumatra Province; "Raja Bondar" in
North Sumatra Province; "Mitra Cai" in West Java Province; "Dharmo Tirto" in Central
Java; "Tudang Sipulung" in South Sulawesi and several others to mention. In principle,
all the traditional practices are embracing the similar democratic principle, mutual aids,
cooperative working principles, consensus (oral or written), transparency, participatory,
and other such a togetherness principles. The following illustration represents the Subak
System.
The "Subak" Irrigated Agricultural Management System in Bali: The Subak system is an
ancient irrigated-agricultural practice in Bali Island. Like most irrigation scheme in
Indonesia, the Subak system also serves small-land holders where lowland paddy mono-
culture is practiced in majority. The exact date of Subak was unknown; however, some
stone inscription indicated that the Subak system was known to be part of the Balinese
life since hundreds of years ago (DPU Propinsi Bali, 1972).
Principles of “Autonomous and Religious Ties of the Subak Practice”. The Subak employs
a principle of independence and religiously tied practices in managing irrigation system
under the irrigated agricultural endeavor. The Subak members, thus, establish and
maintain irrigation infrastructures through mutual cooperation through judicious and
fair dispersion of obligation, right, and responsibilities. These activities are
implemented through mutually agreed regulation which is referred to as the Awig-Awig.
The organization structure of Subak is highly autonomous, representing the farmer from
the grass-root to the highest organizational entity. The highest representation of subak
member – which is known today as the WUA Federation – has long been practiced by
Subak through the so called Sedahan Agung.
Coverage Area of Subak: The average area covered by one Subak organization is about
100 ha, depending upon the magnitude of the area covered by the irrigation command
area of the Subak system. However, due to individual variation of the topographical
condition, one Subak organization may cover an area in the range of 10 to 800 ha.
Under the very special condition, one independent Subak area, however, may cover an
area even smaller than 10 ha. (Gany and Faisol, 1975:10). The boundary area of each
individual Subak is usually formed by natural creeks, small valleys, small rivers or
village roads. In the entire Bali Island, there are 1,283 independent Subak systems, with
distinct irrigation infrastructure, farmers' organization and awig-awig regulation.
Lesson Learned from Subak: Despite the fact that the Subak system and its practices
were invented long time ago, it is quite amazing to know that much of their techniques
are still convertible to the modern practices that the people understand today. The more
we can comprehend the traditional irrigated-agricultural practices the more we learn
about their technicalities. In fact, there is a reason to believe that the traditional
agricultural practices adopted by the Subak organization were based on systematic
observations. Today, there remains a lot more phenomend of the ancient agricultural
practice – including PIM Principles – that need to be uncovered from tradidional WUAs
in terms of scientific explanation.
VI. CONCLUDING REMARKS

Learning from experiences to implement the massive irrigation development program,
Indonesia has now been concentrating its policy on efficient O&M of irrigation. Since
1987, the Government of Indonesia has formulated a set of policies for addressing
fundamental issues related to the provision of financial support for O&M and other
expenditures required for irrigation development and management.
After a long process, the Water Law No. 7/2004 about Water Resources has eventually
been managed to be enacted; and subsequently followed by the Government Regulation
No. 20/2006 about Irrigation. The regulatory instruments have been established with
special consideration on the past experiences, and then the subsequent implementation
will be based on the newly established legal and regulatory instruments.
Despite the establishment of a large number of WUAs, it is evident that the
effectiveness of their operation had been very low. This had been suspected by the
impacts of small land holding condition, which brought about farm incomes which are
far from adequate for the farmers to fully participate in the irrigated farming activities.
From agricultural labor analysis, it was concluded that the maximum size of land
holding for irrigated paddies in Indonesia that could be performed by relying the family
labor only, is 1.72 ha per farm house hold. This size of land holding is slightly above
the level of marginal subsistence farming. Any size smaller than this figure is
potentially suffered from the risk of negative income, and hence not likely possible to
contribute adequate financial or labor sources for securing sustainable O&M of
irrigation schemes.
The farmer’s participation in O&M of irrigation is not merely the question of technical
and economic perse’, but far from those matters, there remains a series of complicated
constrains on socio-cultural as well as organizational predicaments. The rationale of the
currently low participation of the farmer is not only because of the farmers are
unwilling participate, but it is quite a logic explanation that the farmer, under the
extremely small land ownership, would naturally set up own priorities, whether to
participate partially of seeking non-farm extra-incomes. Logically, the remaining
capacity to participate in irrigated farming activity shall be dedicated, in lieu to non
agricultural employment in the urban areas, which entailed seasonal urbanization.
Under the diversified level of education, experience, size of land-holding, and socio-
economic as well as cultural backgrounds, it would not be easy to ask the farmers to
participate voluntarily in irrigation management, on top of a hardly manageable number
of members in the single WUA. In an attempt to address the constrains there are several
alternative measures to mention, among others: (1) Transformation of paddy mono-
culture (particularly for the land ownership smaller then 2.00 ha per unit) into
diversified crops that have significant potential for higher financial returns – this
alternative should be followed by consistent, post-harvest processes, storage and
maintenance, as well as competitive market; (2) Reformation and reclamation of land
ownership plots and land administration into a sort of cooperative farming, operated by
professional irrigated agricultural, and agro-based industries; (3) Consistent regulation
and subsequent enforcement on the issues of land fragmentation and land conversion
into non-agricultural utilization; (4) Consistent water saving and conservation
implementation; (5) Provision of incentives to small land holder for cultivating high
financial return crops, including encouragement of leisure agriculture in the rural areas
for fostering the multifunctionalities of irrigated agriculture, with some allowance for
flexibility to make adjustment with local condition. These alternative measures are
subject to further scrutiny and comprehensive studies, which are still widely opened for
further interdisciplinary studies and experiments in the future.
Concerning the traditional irrigated agricultural practices, it has been obvious that the
existence of WUAs in this country had a long history. In fact, all the traditional
practices are embracing the similar democratic principle, mutual aids, cooperative
working principles, consensus (oral or written), transparency, participatory and other
such a togetherness principles. In reality, a number of experiences may be adopted from
the traditional practices, including the principle of WUA Federation (in terms of
Sedahan Agung).
It is expected that through the accelerated efforts, to address the constrains of small land
holder along with appropriate incentives for encouraging greater participation of water
users on the O&M, and making better use of staff resources, the participatory
irrigation management will be more successful, and hence attaining the fully
sustainable irrigation systems as well as sustainable water resources development and
management.
BIBLIOGRAPHY
1. Asian Development Bank (ADB), 1996. Toward Effective Water Policy in the
Asian and Pacific Region.
2. Bappenas, PU, JICA, 1993. FIDP – The Study for Formulation of Irrigation
Development Program in the Republic of Indonesia.
3. Booth, Anne.1987. Irrigation in Indonesia, Part I and II. Bulletin of Indonesian
Economic Studies (Vol. 13 No. 3.4.).
4. Departemen Pekerjaan Umum dan BAPPENAS, 1982. Water Resources for
Sustainable Use in Indonesia. Proceedings of the International Seminar Sponsored
by National Planning Agency and Ministry of Public Works, Cisarua, Bogor,
October 29-November 1, ’92.
5. Departemen Pekerjaan Umum dan BAPPENAS, 1982. Water Resources for

Sustainable Use in Indonesia. Proceedings of the International Seminar Sponsored
by National Planning Agency and Ministry of Public Works, Cisarua, Bogor,
October 29-November 1, 1992.
6. Gany, A.H.A. and Zakaria, Ir. F., 1975 Persubakan di Bali (Suatu Laporan
peninjauan, untuk studi perbandingan dengan permasalahan pengairan di
Lampung). A Report for the Provincial Government of Lampung, 1975.
7. Gany, A.H.A., 2001. Subak Irrigation System in Bali: An Ancient Heritage of
Participatory Irrigation Management in Modern Indonesia, Research Center of
Water Resources, MPW, Bandung, Indonesia, 2001.
8. -------, 1994. Manajemen Sumberdaya Air Terpadu, Majalah Pekerjaan Umum
edisi Khusus No. 03/1994/XXVII.
9. --------, and Halli, S.S., 1993. Land Development and Transmigrant Farmers in
Southern Sumatra, Indonesia. In International Migration. Quarterly Review Vol.
XXXI No. 4, 1993. International Organization for Migration (IOM), PO Box 71,
1211 Geneva, Switzerland.
10. -------, 1989. Field Water Management Impacts on the New Irrigated Area. In
Rydzewski J.R. (ed), Irrigation, Theory and Practice, John Wiley and Son. Ltd. &
Pentech Press.London.
11. -------, 1978. Comparison of Estate and Small Holder Irrigation Projects in Their
Impacts on Rural Development. M.Sc. Thesis, Southampton University, U.K.,
Southampton, October 1978.
12. Grader, C.J., 1960. The Irrigation System in the Region of Jembrana, Bali, Studies
of Life, Thought and Ritual. Selected Studies on Indonesia, Vol. V. Les Editions
A. Manteau S.A., Bruxelles W. van Hoeve Ltd. The Hague and Bandung. Edited
by W.F. Wertheim et. al.
13. IPB, and University of Udayana, 1974. Subak, Organisasi Tata Guna Air pada
Tingkat Desa di Bali, Institute of Agriculture Bogor, And University of Udayana,
Bali, November 1974.
14. Park, Kee Sung, 1976. Subak Irrigation System in Bali, Indonesia. Japan
International Cooperation Agency (JICA), 1976.
15. Republic of Indonesia, 2004. Laws No. 7/2004 regarding Water Resources.
16. Republic of Indonesia, 2006. Government Regulation No. 20/2006, regarding
Irrigation.
17. Teken, I.B., 1967. Organisasi Pengairan Pedesaan Subak di Bali. A case study:
Subak in Desa Luwus, Tabanan, Bali., Bogor Institute of Agriculture.
18. Winaya, P. Djapa, 1973. Organization of Water Association in Bali., A paper
specially prepared and presented as a lecture for the American Students from the
Lewis and Clarke College, Oregon, U.S.A., at the Udayana University, Denpasar,
Bali.
IRRIGATION MANAGEMENT TRANSFER:

MONITORING AND EVALUATION CONCEPTS
AND APPROACHES
A. Hamdy1
ABSTRACT
Irrigation Management Transfer (IMT) from Government to users has brought many
benefits including improved management, lower overall management costs and
empowerment of local people that has multiplier effects in community – building and
quality of life.
Experience gained and learned lessons indicate clearly that institutional reforms towards
participatory management of irrigation systems require a learning process that should
involve representatives of key stakeholders.
Different stakeholders will have different and potentially competing interests in the
process, outcomes and possible impacts of the reform and, accordingly, IMT creates a
new form of organization where much uncertainty is involved. Monitoring and
evaluation (M&E) can play an important role in reducing the level of uncertainty about
IMT and in bringing to light objectives and timely information about how IMT is being
implemented, what outcomes are emerging and, eventually, what impacts are realized.
Evaluation findings can enable policy-makers to assess whether the reform was
appropriate or not and to give realistic answer to the question: “Are we doing the right
things or the wrong ones?” M&E together enable us to judge the IMT process, though
it implies designing an M&E system that is complete, concise and valid. This is what
will be highlighted and discussed in this paper.
INTRODUCTION
Irrigation development during the 20th century greatly expanded the world-irrigated
lands from 48 million hectares to roughly 255 million hectares (17% of the world crop
lands) that represent a phenomenal growth for increasing the potential to feed the world.
The irrigated land produces one third of the world’s food. Between 1961 and 1990, the
area under irrigation increased by almost 100 million hectares. The annual growth rate
of irrigated area exceeded 2% during the 1960’s and 1970’s. Today, the growth rate has
slowed down to a moderate value of 0.8%. The medium variant estimates of world
1- Emeritus Professor - Water Resources Management – email: hamdy@iamb.it

population growth, as indicated by the UN’s world population (the 1992 version)
indicate that from 1995 to 2020, the population will increase to 8.1 billion. According to
FAO (1997), the share of world food production that comes from irrigated agriculture
must increase from the present 34 to 45% in the year 2020. Achieving such a goal is
fundamentally a matter of the way we are using and managing water in the irrigated
sector as it globally receives more than 70% of the available water resources, but,
unfortunately, with a very poor on-farm water use efficiency not exceeding 50%.
Indeed, by the 1970’s, there was rapidly growing awareness that much more emphasis
needed to be placed on irrigation management, which is an on-going learning process in
many countries. Experiments in developing countries on converting government-
managed irrigation systems to farmers’ management have mostly taken place during
the past two decades, and continue at the present time but, usually, much more time will
be required before the fledgling farmer organizations are strongly functional and
sustainable.
We believe that a set of vital elements are needed to manage irrigation systems
effectively and sustainably, and some of them are identified in the following:
o clear and recognized management and responsibilities;
o irrigation infrastructure compatible with the water rights and local management
capacities;
o adequate financial and human resources management;
o clear and sustainable water rights, and
o supportive accountability and incentives for the managing entities.
A realistic characterization of the situation where the State is the central actor of water
management in the irrigation sector, confirms that those vital elements are partially or
completely absent. These are the basic elements that led to a revolutionary approach in
water management, from the State being a central actor towards a greater participation
of other actors, including local governments, non-governmental organizations and,
above all, the beneficiaries, the water users, i.e. the farmers.
The necessity for doubling water productivity for irrigated agriculture over the coming
decades is strongly dependent upon having both a clearly defined water rights system in
each irrigated region, as well as sustainable farmers’ organizations for vastly improving
irrigation water management.
Politically and technically, it has now been recognized that unless farmers are involved
in operation, management and maintenance of irrigation system, the objective of
increased utilization and production from irrigation commands cannot be realized.
Considerable efforts have been made in many countries of the world to implement
participatory irrigation management (PIM) program in the last two decades. This is a
trend of worldwide dimensions: as many as 25 countries in the world are actively
engaged in irrigation management transfer programs (IMT) to farmers and every few
months new countries are added to the list. However, in spite of such wide expansion in
the implemented management transfer programs, little is known about the effectiveness
of those programs and their impacts on the water use and its management in the
irrigation sector.
Equally and for most countries, it is rare to find a complete analysis of management
transfer impacts in terms of legal organizational factors and operational procedures in
view of the perspectives of water users, the irrigation association, the irrigation agency
and the national or state government. Indeed, evaluation of the results achieved by the
newly established water user associations (WUA) is often lacking and, therefore, the
possibility of improving the strategy selected is frequently missed. Therefore, the
present paper will deal with monitoring and evaluation of irrigation management
transfer in a more effective way.
IRRIGATION MANAGEMENT TRANSFER: AN OVERVIEW

Centralized irrigation administration has become a financial burden for many countries.
In addition, so many irrigation systems are deteriorating which penalizes agricultural
productivity. The prognosis is that these countries will be unable to meet the food
demands of the growing population.
Since the early 1970’s, awareness about the necessity of recognizing the farmer
beneficiary a greater role in irrigation systems has increased. Both, the Asian
Development Bank (1973) and the International Bank for Reconstruction and
Development (1985) stressed the importance of local grassroot organizations. The U.S.
Agency for International Development (1983), in an assessment of irrigation projects in
developing countries, concluded that the major emphasis was on construction, while the
social, institutional and management aspects were largely neglected. In addition, the
U.S. General Accounting Office (1983) urged the establishment of Water Users’
Associations that would perform routine maintenance on secondary canals, along with
communicating the needs of farmers to project officials. By the 1990’s, considerable
emphasis was being given by international donors and leading agencies to establishing
farmers’ organization on various irrigation projects in a number of countries (Ostrom,
1992) with the adoption and the implementation of irrigation management transfer
programs (IMT).
In recent decades, PIM programs and IMT policies have become a worldwide
phenomenon. At the national levels, when looking at the implementation of PIM
programs and the adoption of IMT policies, we find three typical situations:
o countries where PIM policies have a long tradition and where the management by
farmers is considered the normal way of managing an irrigation system. Example
of such countries are the industrial countries such as the U.S.A., Australia, New
Zeeland and Northern European countries (Spain, France, Italy);
o countries where substantial efforts have been made in recent years to implement
PIM policy and IMT strategies whereby the majority of the irrigation systems
have been transferred to farmers’ associations, for example: this is the case of
Turkey, Mexico, Albania and the State of Andhra Pradesh in India;
o countries where governments seem to have some reservations about the rapid
implementation of PIM policy and prefer to assess the feasibility of implementing
such policies in selected areas. Such countries are predominant in many third-
world countries in Latin America, Asia, Africa, and MENA regions.
A comprehensive study funded by the German Government (Vermillion, 1996), reports
that irrigation management transfer will be acceptable to farmers’ organizations and
result in sustainable local management only where the following arrangements are in
place:
o the transfer is cost-beneficial to the majority of farmers (at least in the long term);
o social divisions are not serious enough to disrupt communications and decision-
making between farmers;
o clear and sustainable water rights are vested in the managing entity, i.e. the
farmers’ organization;
o the policy transfer clearly designates responsibility, authority, supportive
accountability, and incentive mechanisms at the operational level, including a
clear designation of responsibility for long-term maintenance and rehabilitation;
o irrigation system infrastructure is appropriate for local management capabilities;
o adequate human, financial and information resources are available to support local
management.
WHAT IS IMT?
We define irrigation management transfer (IMT) as the turning over of authority and
responsibility to manage irrigation systems from government agencies to water users
associations (WUA’s). This involves the following two key-roles:
o the authority to define what the irrigation services will be;
o the authority to arrange for provision of those services.
The key services are generally water delivery and maintenance of irrigation
infrastructure, although there may other services desired after transfer, such as technical
consultation, design and construction, information, extension, credit, marketing, etc.
After IMT, water users should have the authority, through democratic means, to define
what services should be provided, what their objectives and targets should be and what
service performance standards are acceptable.
According to Kloezen and Samad (1995), there seems to be a consensus that irrigation
management transfer program should involve at least three contingent strategies:
improvement of support services delivery; empowerment of farmers and farmers
organizations; and irrigation system long-term financial viability.
IMT AND ITS WIDESPREAD PROGRAMS: THE DRIVING FORCES

Several reasons are rapidly pushing to hand over the IMT from the government
authorities to the beneficiaries: the farmers.
In a majority of countries, the primary reason for undertaking irrigation management
transfer is to significantly reduce public expenditures for irrigation recurring costs.
Equally, the disappointing performance of irrigated agriculture is due to the following

four major reasons (Geiger, 1995):
First, the under-utilization of irrigation facilities, the areas actually irrigated has usually
fallen short of those projected;
Second, poor system management: most systems are constructed by the same agencies
that are subsequently in charge of their operation; these agencies might be capable of
construction, but they are not always skilled in responsive management;
Third, the gap between the bureaucracy and the beneficiaries is often too distant to
enable efficient and responsive management;
Fourth, inadequate maintenance of infrastructure: generally, insufficient funds for
maintenance as well as the provision of adequate funds usually do not result in proper
maintenance.
Besides such reasons, there are other driving forces and motivations for irrigation
management transfer, some of them being:
o the perception that public irrigation agencies lack the incentives and
responsiveness to optimize management performance;
o the farmers’ interest in effectively contributing in deciding on the cost-
efficiency of irrigation and in preventing the deterioration of irrigation systems;
o the well-recognized management system that is more accountable to farmers will
be more equitable and responsive provided that the cost service provisions be
borne by the beneficiaries.
Indeed, the rapid expansion of irrigated areas in the world after the Second World War
was not matched by a corresponding increase in funds available for managing irrigation
systems. Financial pressures on governments, lack of sufficient funds allocated to
irrigation management, widespread deterioration and poor performance of irrigation
systems, failure to collect sufficient water charges from farmers, commercialization of
agriculture, and the general trend of liberalization and privatization are all factors which
have led to such wide adoption of IMT programs in many countries.
IMT: MAJOR ISSUES REQUIRING SPECIAL ATTENTION

In developing IMT policy and program, several issues will raise that may require
analysis, experimentation and negotiation. Policy issues are generally about: What the
future will look like? Program issues are generally about : How to get from the present
to the future?
The following are the four most common and important IMT policy issues, (Vermillion
and Sagardoy, 1999):
o What functions should be transferred, to what organizations?
o How will irrigation O&M, rehabilitation and modernization be financed after IMT?
o What policy and legal changes need to be made to support transfer?
o What changes should be made in public agency mandates as a result of transfer?
Regarding the IMT program, the previous authors outlined the following most common
four issues:
o How should the local organization be related and prepared to take over
management?
o What improvements in infrastructures and management need to be made?
o How should agency reforms be designed and carried out?
o How can an effective system of monitoring and evaluation be set up?
Monitoring and evaluation may provide feedback that leads to modifications in design
of the program.
IMT PROGRAMS: LESSONS LEARNED

The most striking lesson from an analysis of transfer projects is the strong resistance by
governmental irrigation agencies towards irrigation management transfer to organized
farmers. In some cases, irrigation staff do not believe (or think they cannot afford to
believe) that farmers are capable of managing an irrigation system, even though there
may already be successful farmer-managed irrigation systems in the country. Indeed,
irrigation management transfer, if properly executed, could benefit both the farmers and
the government. However, it needs to be carried out in a carefully staged process,
adequately addressing farmer’s needs and aspirations. Furthermore, there is an urgent
need for a thorough strategic orientation of government agencies from direct
management organizations to support services and regulatory organizations. Equally,
for irrigation management transfer to be sustainable, emphasis should not be only on the
turnover process, but, there should be an economic basis that makes irrigated agriculture
profitable to farmers. To ensure the management systems after turn-over,
complementary policies have to be integrated with irrigation management transfer
programs.
IMT is potentially sensitive and there may be opposition to it by influential groups such
as irrigation agencies and politicians. Therefore, it may be necessary for the decision to
be made at the highest levels of government. If this level of support is not possible, the
country may not be ready to adopt an IMT policy, even if it is found to be necessary and
technically feasible. The lessons learned indicate that, sometimes, what is politically
feasible (e.g., enhancement), overrides what is really needed (e.g., reform), perhaps due
to political resistance from vested interests. Due to pressure from donors, technical
assistance agencies and internal interest group, management transfer program may be
adopted in environments where it may not be feasible. Planners must determine whether
the existing social and institutional situation is conducive to the creation of viable local
organizations to provide the water service.
The aforementioned requisites call for a strong political support for irrigation
management transfer that greatly facilitates the implementation process. In addition, this
political support helps considerably in passing necessary legislation for giving legal
authority to organized farmers to assume the management responsibilities for irrigation
system (Hamdy, 2004).
The irrigation management transfer experiences of several countries (Skogerboe et al.,

2002) indicate that irrigation management transfer is still in the policy or program
formulation stage in many countries. Numerous issues need to be addressed and many
problems need to be discussed and resolved: policy options that can help resolving some
of the major roadblocks to successful transfer program should be developed. However,
such policies and strategies should be fundamentally based on appropriate monitoring,
evaluation and feedback programs.
In this regard, Geijer (1995) reports six essential conditions for successful irrigation
management efforts: strong high-level political support; clear national policy direction;
legal basis for new managing entities; economic benefits to the farmers; well defined
water rights at the system and farmer levels; and functional irrigation facilities
(infrastructure).
Among the learned lessons there is the one concerning the water resources management
and what should be the role for a governmental agency. For irrigation management
transfer programs and considering the evolutionary role for a governmental agency, the
following can be stated:
“The future role of irrigation agencies should not be operation and maintenance, but
rather technical assistance in implementing water resources policies”
An irrigation agency should evolve into a water resources management agency. Thus
highly qualified staff must cover a wide range of disciplines.
The water resources management agency should sustain a strong capability in irrigation
water management to provide the technical assistance to water users’ organizations for
irrigation system improvement. The remodelled agency should also develop a very
strong capability for water resources investigations including groundwater as well as
surface water, along with both water quantity and quality. However, such much greater
role, other than operation and maintenance, requires some serious thoughts on the
initial steps in transitioning from an irrigation agency to a water resources agency,
such as:
1) How to enhance the capabilities of the irrigation agency staff?
2) How to handle staff redundancy, particularly for lower level staff?
3) What collaboration with other organizations should be fostered?
4) How to provide technical assistance for agricultural development?
Regarding the major tasks the national water resource management agency has to
develop, it implies that the agency must be multidisciplinary with some individuals
having background in the social sciences and others in the physical sciences. More
important is to develop an interdisciplinary teamwork that should methodically be
pursued in both the planning and implementation functions. This is the most difficult
task, particularly in a public agency where it is difficult to determine the services of an
employee. Thus, national consultants should be used to establish guidelines for
interdisciplinary teamwork, as well as, periodically, to participate in the monitoring,
evaluation and feedback regarding the IMT program.
MONITORING AND EVALUATION: BASIC CONCEPTS

Monitoring and evaluation are tools for assessing the performance of interventions; in
this case, the transfer of irrigation management from government to users. Both are
done so that the policy makers and planners can find out how a new program is being
implemented at local levels and what its results are.
Monitoring and evaluation will help in analyzing all the system parameters and bringing
about changes in operations to the desired standards, to obtain maximum benefits from
the project. It also ensures the effective and efficient implementation of the plans.
Furthermore, through monitoring and evaluation, other stakeholders, like farmers and
local government officials, can know how the program is affecting them. Finally,
monitoring and evaluation are the tools of the WUA’s enabling them to keep track of
happenings in the system and induct changes on day-to-day basis, which would help the
organizations to modify the existing irrigation policies and plans to achieve the main
objectives for which the association is formed and the system is created. Indeed, regular
monitoring is essential not only to assess the progress but also to take corrective steps
wherever needed.
Monitoring and evaluation, generally, distinguishes between Inputs, Process, Outcomes
and Impacts of some intervention or reform programs:
- Inputs: can be policies, legislation, plans, financing, human resources and training
activities. They are all resources that are mobilized to drive the intervention.
- The implementation process is the series of actions and decisions that should be
done in order to make the program happen and achieve the objectives and targets
specified by reforms.
- Outcomes are the immediate or direct effects of an intervention.
- Impacts are the ultimate output of reform or intervention.
Both monitoring and evaluation seek to answer the question: how well are we doing?
However, a clear differentiation should be made between monitoring and evaluation.
WHAT IS MONITORING?
Monitoring generates information for analysis, keeps watch on changes that take place
in the physical system, assesses the condition of the components of the system and
provokes thinking that well help improving the working of the system. It also helps in
verifying whether assumptions made and parameters adopted in the formulation of the
operational plan for the system are realized during the actual operation, and if any
modifications are necessary. It helps in identifying constraints so that timely remedial
measures are taken. Monitoring is a valuable tool for improving systems management
and efficiency.
The broad steps in monitoring could be outlined in:
- reviewing planned progress;
- identification of constraints;
- taking timely action; and
- planning for future course of action.

UNDP (1997) gave the following definition: Monitoring is a continuing function that
aims primarily to provide program or project management and the main stakeholders of
an on-going initiative with early indications of progress or, lack thereof in the
achievement of program or project objectives.
Monitoring accepts existing objectives and targets as given and assesses to what extent
these are being implemented and it asks: “Are we doing things right?” If the results of
monitoring are properly reviewed and incorporated into the on-going reform process, it
should help reformers to make improvements in planning and implementation or,
perhaps, to change course.
MONITORING: BASIC CHARACTERISTICS

Any monitoring system should have the following basic features:
o simple to operate, relatively fool-proof and capable of producing data of
acceptable accuracy with acceptable speed;
o appropriate to the purpose;
o flexible in application and adaptable to the needs of the project, depending on its
size and characteristics;
o monitoring procedure should be as consistent as possible within existing staffing
patterns, data collection, procedures, and
o it allows judgments to modify the operation plan (OP), if necessary.
The approach in monitoring should be specific, so that the output is visible. The whole
process of monitoring has to address itself to four questions. They are presented in
(Fig. 1):
I. What : which activity to be taken for monitoring?
II. Who : who will do this?
III. When: at what stage of the activity or intervals/periods, the information is to be
collected?
IV. Whom: collected information is to be sent to whom?
Monitoring
What Activity
Who Person to do/ Level of Hierarchy
When Period/ Time Schedule
Whom To be made available
Figure 1. The monitoring chart

In addition, it is of paramount importance that any monitoring mechanism has to gather
information regularly, to collocate the data gathered, to provide the compiled data to the
concerned for taking appropriate decision, and where required, to follow up for the
implementation of the decision.
Also, it is recommended to carry out monitoring with the involvement of each target
group. For example, a funding organization may view monitoring and evaluation (M&E)
as a way to improve the effective use of funds as a means to monitor progress in
implementation.
EVALUATION
UNDP (1997) defines evaluation as a time-bound exercise that attempts to assess
systematically and objectively the relevance, performance and success of on- going and
completed programs and projects.
It is a process to methodically analyze the functioning and performance of an irrigation
system and the organization managing the system. It provides an opportunity to identify
the components that are not performing well.
Evaluation focuses on determining whether or not the intervention is producing the
intended outcomes and impacts its proponents expect. Evaluation asks: “Are we doing
the right things?
The purpose of evaluation is to quantify the achievements and identify the areas of
deficiency to enable to take up corrective steps. Findings from an evaluation can enable
policy makers to assess whether the reform was appropriate or not.
Together, M&E enable us to determine whether successes or failure are the results of
what was done, how it was done or other extraneous factors.
APPROACHES TOWARD M&E
GOAL ORIENTED M&E

Examples of this approach are Casley and Kumar (1988) and Murray-Rust and Snellen
(1993). This approach translates the goals and objectives contained in official policy
documents into specific indicators for M&E. It is regarded as the most conventional
and, in some ways, is shown to be the simplest approach. This approach tends to be,
primarily, quantitative, relatively efficient and it can be applied over a wide area.
However, its mean weaknesses are that it tends to have blinders against detecting
unexpected results, and it undervalues outcomes that are not specified in policy goals.
MULTI-PERSPECTIVE M&E
This approach may involve representatives of all key stakeholders as equal partners in
the design, identification of indicators, implementation and analysis of results of an
M&E system. It tracks progress and new developments according to these diverse
perspectives. It tends to involve multiple methods and more opportunities for
involvement of stakeholders in information gathering and review of results and thereby
seems to be more comprehensive than goal-directed M&E. However, such approach is
rather costly and implies the establishment of clear priorities to avoid having a very
long list of indicators. Examples of this approach are Narayan (1993) and Gosselink and
Strosser (1995).
The multi-perspective M&E is often used in combination with goal-directed M&E. This
can complement the strength of other methods to generalize with the strength of multi-
perspective M&E to understand local perspectives and dynamics.
PARTICIPATORY MONITORING AND EVALUATION (PME)

PME is a concept which recognizes the fact that farmers and their organizations have a
prominent role in the process of irrigation water management and utilization to optimize
irrigation use efficiencies, improve agricultural production and improve the economic
well-being of all farmers, particularly the tail-end farmers within the command area.
Participatory and participation are words that mean:
o an active process where farmers take initiative and assert for autonomous
functioning;
o sensitization of farmers to increase their ability to respond to the needs of the
irrigation system management and operations;
o spontaneous and voluntary involvement for self-determined improvement through

proper maintenance and operation of the system;
o fostering a dialogue between the irrigation authorities and other farmers’
organizations for proper management, and
o a voluntary contribution by farmers in the form of money or material without
lacking part in decision-making.
Participatory monitoring and evaluation is an adoptive, dynamic, exciting and creative
approach for sustainable development of WUA. It is a combination of a purposeful
concept, packed-up method in implementing the activities and has participatory tools
for information gathering. It also needs commitment of the organization on:
sustainability, self-help and personal involvement.
This form of M&E has the potential to produce more in-depth understanding of local
knowledge and circumstances than does a uniform goal-directed approach. It has greater
potential to discover the unexpected and the perception of local people.
M&E: GUIDING PRINCIPLES

It is complicated to provide specific guidance in how to design an M&E system for
IMT program since every country that decides to follow a PIM policy has a different set
of objectives. Any evaluation of the program must take into consideration such
objectives in designing the corresponding M&E system. Vermillion and Sagardoy (1999)
make some general recommendations on how to design such a system:
1) Follow a minimalist approach – only use indicators that satisfy the following criteria:
o they are key aspects of implementation (i.e. performing tasks and meeting targets);
o they inform about essential outcomes and impacts;
o they do not exceed the optimal amount of information that can practically be
absorbed by planners;
2) Select indicators which are information efficient;
3) Distinguish between top and bottom directed needs for monitoring;
4) Distinguish between those few indicators for which data must be collected from all
sites versus those for which sampling may be sufficient.
ORGANIZING AND IMPLEMENTING M&E: BASIC STEPS

Key decisions in developing and implementing a monitoring and evaluation system is
shown in Fig. 2. It shows a series of eight key steps or considerations that need to be
made to design and implement a monitoring and evaluation system. This is not a blue
print and the steps do not have to be done in consecutive order, as presented here. They
may be done simultaneously or in different order, as may be needed in some settings
(Vermillion, 2000).
Identify who will be Who should be involved in design and implementation

involved of the M&E system?
What are the key concerns and interests of water users,

Clarify stakeholder
government, irrigation agency, other resource, etc.?
priorities
Develop and select How will information be communicated to

M&E indicators
stakeholders? How will findings be used for decision-
making?
Translate interests into a few priority quantitative &

Identify how findings qualitative indicators. Remember validity,
will be used generalizability and simplicity. Compare priority
information requirements with limited people, skills,
experience, time and financial resources. Remember
limited capacity of decision-makers to absorb
information.
Develop and apply Need to be flexible on timing and methods of data

methods for data
collection. Validity and accuracy are essential.
collection & analyses
Form of presentation should match needs of

stakeholder. Can be done by workshops, consultation,
Present & utilize M&E short reports, WUA meetings, posters in village, etc.
results What lessons are we learning? What adjustments in the
IMT program should be made?
Figure. 2 Key decisions in developing and implementing a Monitoring

and Evaluation System
On the globe, experiences gained emphasized the importance of information in guiding

the design and implementation of M&E system. Major weights should be given to the
validity, relevance of information and to its efficiency. This will help the organizers of
the M&E systems to have appropriate indicators easy to interpret for each important
aspect of the program inputs, implementation, outcomes and impacts that need to be
monitored or evaluated.
In a more participatory reform process, key stakeholders will generally play some role
in designing the M&E system, especially in identifying indicators and using M&E
findings to make decisions about the reforms.
Following a participatory M&E process will give the target groups a genuine input into
developing indicators to monitor and measure changes as well as allowing for the M&E
process to be owned by the group, rather than imposed on them by outsiders.
To facilitate this task, which is a relatively difficult one, organizers of M&E should not
select too many indicators or try to collect more data than can be managed and
presented to busy people.
Often the irrigation agency provides staff who conduct monitoring and evaluation. In
some cases, where IMT is politically sensitive and controversial, it may be better for a
third party, “Universities or NGO’s”, those neutral bodies not directly involved in
implementing the IMT program, to conduct the M&E program. Having neutral partners,
who have training in M&E or research methods, conduct M&E data collection and
analysis, may ensure greater independence, objectivity, transparency and credibility of
the findings.
Monitoring and evaluation IMT system is generally facing the problem of how the
results are utilized to make changes in the program. In this regard, it is advisable that
before the M&E system is set up, there should already be organizations, committees,
communication channels and decision-making bodies to receive and deliberate on the
findings. Further, it is recommended to involve farmers in committees that review
M&E findings and make IMT timely adjustments and enhancements when needed.
M&E: DEVELOP AND SELECT INDICATORS

Before deciding on the indicators to be selected to be used for monitoring and
evaluation a two-step process should be followed:
The first is to determine what are the key interests and concerns of the different
stakeholders about the implementation outcomes and ultimate impacts of IMT. This is a
preliminary step toward identifying indicators for M&E;
The second is to identify how the findings from M&E will be used. This step helps
preventing M&E organizers from producing an overload of information that is
unnecessary, irrelevant, and excessive and not responding to the stakeholders’ interest.
For instance, IMT planners and technical experts may be most interested in monitoring
the timing and cost of implementation, including such aspects as how many WUA’s
have been organized, how many schemes have been turned over, how much area has
been rehabilitated, etc.
The policy makers and donors may be more concerned with out comes and impacts,
such as ability of WUA’s to take over O&M tasks and effects of IMT on the quality of
O&M.
Farmers will have other different interests mostly concerning the effect of IMT on their
cost of irrigation and the productivity and profitability of irrigated farming.
Once the M&E organizers have identified key information needs of stakeholders, the
next step to do is to translate these into measurable indicators. This can be done in a
two-step process: the first, is to identify a core set of performance criteria using the
broad and outcome objectives for implementing IMT program. The following are
probably the five most common and important objectives for implementing IMT
program:
o to provide essential rights and authority to WUA’s to take over management;
o providing training and other support to facilitate creation and development of
WUA’s;
o to make physical improvements to irrigation infrastructure;
o to transfer management responsibilities to WUA’s;
o to provide training and new capacity building to the irrigation agency.
The most commonly mentioned outcome objectives for IMT are :
o to contain or reduce the cost of irrigation;
o to achieve financial self-reliance of irrigation system;
o to improve the quality of water delivery performance;
o to improve the quality of system maintenance.
In the following steps, specific measurable indicators are derived from the set of
performance criteria as given in Table (1). The table illustrates a simplified guide and is
not an exhaustive inventory of all possible objectives, performance criteria and
indicators for any given location.
Table 1. Performance criteria and INPIM M&E indicators
Indicator listing Performance criteria Number of

indicators
Process Indicators -Water Users’Associations (WUA’s) 23

-Operation and Maintenance (O&M) Activities 11
Totally: 63 Indicators -Irrigation Department 8
-PIM Policy and Reform Program 21
-Water Users’ Associations (WUA’s) 23

Outcome Indicators -Irrigation Operation and Maintenance (O&M) 14
-Irrigation Department 5
Totally: 47 Indicators -PIM Program and Irrigation Sector 5
Impact Indicators -Irrigated Agriculture 11
-Rural Livelihood 5
Totally: 24 Indicators -Environmental Impact Indicators 8
In this regard, as a reference, the combined list of potential M&E indicators and
performance criteria for IMT or participatory irrigation management generated by
participants at the Fifth International Seminar on Participatory Irrigation Management
held in Hyderabad, India on December, 1999 is recommended. The INPIM seminar
listed the M&E indicators in the form of performance criteria as process, outcome and
impact indicators.
As shown in Table 1, the indicators listed by INPIM are of a relatively high number
amounting to 134, and covering the different proposed performance criteria. The
different listed indicators proposed, related to each performance criteria, are cited by
Vermillion (2000) in the JIID, INPIM publication: “Guide to Monitoring and
Evaluation of Irrigation Management Transfer”. Monitoring and evaluation of the IMT
programs does not require using such ample number of indicators, but it needs selecting
the ones that satisfy the objectives of the program. The diversity of irrigation systems is
large and any monitoring system may hardly be satisfactory for all of them. It would be
more appropriate to develop evaluation systems for each main type of irrigation system.
As an example, defining the objectives for the irrigation system operation is not an easy
task.
Considering the most relevant objectives related to some specific systems - as reducing
the losses of the irrigation system, satisfying crop irrigation requirements, distributing
water timely, measuring the water delivered accurately - the indicators related to the
objectives are given in Table (2).
Table 2. System operation objectives and related indicators

Time period for
Objective Indicators related to the objective application of Remarks
indicator
decade monthly Total losses
Total losses = Total volume of water supply at the head of the system
peak demand, include
1. Reducing the - Total volume of water delivered at farms
annually operational losses
losses of the Efficiency of the distribution system*
irrigation Decades Time evolution of
system. Water losses monthly efficiency
= 1 peak demand, provides relevant
Total volume of water sup plied annually information
Relative irrigation supply**

decades The critical
2. Satisfying
Irrigation water delivered at farm u farm efficiency peak demand, period is peak
= annually demand
100 % of crop net irrigation requirements
irrigation
requirements
Canal capacity It should be
Peak period determined for all
Peak Irrigation demand canals
Number of irrigation s given per main crops It should be
3. Distribute the End of irrigation
determined for
water timely season
Number of irrigation s required per main crops main crops
The total volume
should be the
Total volume of water delivered at farm level Monthly,
sum of the
seasonally,
Total number of hectares irrigated volumes
annually
4. Measure the delivered at every
water delivered farm
accurately It provides an
indication of the
Number of offtakes calibrated Annually capacity of the
Total number of offtakes system to
measure water
*
In addition to the efficiency of the system it will be useful to determine the efficiencies of the delivery
canals using the same type of equation
**
This indicator is sometimes expressed in somewhat different forms
Source: Sagardoy (2203).
LESSONS ABOUT MONITORING AND EVALUATION

Over the years, the monitoring and evaluation strategies have evolved toward the
combined use of internal monitoring and external monitoring evaluation with attention
paid to the development of user associations’ capacities to monitor their own
performance.
The review of various monitoring and evaluations led to the identification of some key
lessons:
1. All key stakeholders must participate in the development of the various elements
of the monitoring framework. This helps in identifying the projected use of
monitoring information and the various ways that findings will be communicated
to stakeholders. It also ensures that only relevant and useful information is
collected.
2. When various monitoring activities are carried out by different stakeholders, it is
important for them to be conducted on the basis of the same indicators and
parameters, so as to allow for comparisons and to benefit from the complementary
nature of the information collected.
3. Monitoring data from previous projects and baseline information must be used to
inform the development of the performance review framework.
4. Monitoring must be iterative and thus monitoring frameworks must be tested
through field research before they are made official.
5. Developing a comprehensive monitoring strategy useful for decision-making,
while keeping it simple enough to guarantee its ongoing implementation, requires
that all stakeholders agree on a limited number of key areas to monitor.
6. The overall performance of the user associations needs to be continually assessed,
internally and externally, to ensure their adequate development and the
maintenance of their capacities over time.
7. The user associations should be empowered to resolve problems themselves.
Otherwise their role is limited to the collection of data to be used by other
organizations.
8. The incorporation of project-level monitoring data into a national monitoring
system remains a challenge for many government agencies.
REFERENCES
1. Asian Development Bank. 1973. Proceedings regional workshop on irrigation
water management. Asian Development Bank, Manila, Philippines.
2. Casley, J. D. and Kumar, K. 1988. The collection, analysis and use of monitoring
and evaluation data. Baltimore, Maryland: World Bank and Johns Hopkins
University press.
3. FAO. 1997. 1996 Production year book, vol. 50, Rome, Italy, pp.282.
4. Geiger, J.C.M.A. (Editor). 1995. Irrigation management transfer in Asia. FAO and
IIMI, RAP publication 1995: 31, Bangkok, Thailand. pp.248.
5. Gosselink, P. and Strosser, P. (1995). Participatory rural appraisal for irrigation

management research: lessons from IIMI’s experience. IIMI working paper, n. 4,
pp. 294-308.
6. Hamdy, A. 2003. Participatory irrigation management: gaining benefits and rising
problems. Options Méditerranéennes, CIHEAM/MAIB, Italy, series B, n.48. pp.3-
20.
7. International Bank for Reconstruction and Development (ICRD, or “World
Bank”). 1985. Tenth annual review of project management in Sri Lanka’s
irrigation schemes. World Bank operations evaluation dept., Washington, D.C.
8. Kloezen, W.H. and Samad, M. 1995. Synthesis of issues discussed at the
international conference on irrigation management transfer. Wuhan, China, 20-24
September 1994. IIMI short report n. 12. Colombo, Sri Lanka: International
Irrigation Management Institute.
9. Murray-Rust, H.D. and Snellen, B. 1993. Irrigation system performance
assessment and diagnosis. Colombo, Sri Lanka: International Irrigation
Management Institute, International Institute for Land Reclamation and
Improvement and International Institute for Hydraulic and Environment
Engineering.
10. Narayan, D. 1993. Participatory evaluation: tools for managing change in water
and sanitation. World Bank technical paper, n. 207, Washington, D.C.
11. Ostrom, E. 1992. Crafting institutions for self governing irrigation systems. San
Francisco: ICS press.
12. Sagardoy, J.A. 2003. Assessment and monitoring of participatory irrigation
management. Options Méditerranéennes, CIHEAM/MAIB, Italy, series B, n.48.
pp.21-32.
13. Skogerboe, G.V; Meskley, G.P. and Rifenburg, R.F. (Editors). 2002. Establishing
sustainable farmer-managed irrigation organizations. pp. 331.
14. U.S. Agency for International Development (USAID). 1983. Irrigation and AID’s
experience: a consideration based on evaluation report, n.8, Washington, D.C.
15. Vermillion, D.L. 2000. Guide to monitoring and evaluation of irrigation
management transfer. pp.71
16. Vermillion, D.L. and Sagardoy, J.A. 1999. Transfer of irrigation management
services. FAO Irrigation and Drainage paper 58. FAO.Rome
IRRIGATION MANAGEMENT REFORMS IN IRAN:

LESSONS LEARNED FROM 15 YEARS EXPERIENCE
AND ISSUES FOR THE FUTURE
S.A.Heydarian1
ABSTRACT
Irrigation development in Iran has been started since 1961. From 1961 up to now, more
than 1.5 million hectares modern irrigation networks have been constructed, but are not
performed very well. From 1991 Irrigation Management Reforms (IMRs) have been
initiated in Iran. It was evidenced; the results of IMRs would be obtained through long-
term program and its process. The final results and sustainability of achieved outputs
have more dependency on the level of active participation of local communities and
governmental body in the process and their trusts to natural and inherent of
participation. In this context the active participation in the process follows the assurance
of the empowering and institutional capacity building for the construction of further
Participation Irrigation Management (PIM). In fact, the new built capacities are the
main sources for the principle evolutions and reforms. In this article, through rapid
diagnosis (RD), IMRs’ constraints have been reviewed and lesson learned obtained
from 15 years experiences in Iran. RD indicates that abilities and technical skills of
local communities have no priority as a pre-requirements of PIM, but PIM has a high
dependency on awareness of the executive team to this approach and their skills to
conducting participatory methodology, transparency of national policies and strategies
for IMRs, plans for principals evolution on community attitude to new approach, their
managing abilities, their trusts to local government, etc. Based on this experience,
adaptation of IMT/PIM plan with farmers’ perceptions is the key element of success and
defined practical bylaws to conduct in actual situation as well. Execution of IMT/PIM
in national level needs holistic plan for enhancing the institutional capacities (including:
GOs, NGOs, private sectors and local communities) at all level and local managerial
empowerments. In this case, empowered local authorities and communities can conduct
the management of Irrigation networks, according to the national and local policies
through reform process.
However, over the three categories of intensive efforts, a number of policy adjustments
on modern Irrigation networks’ management have been carried out in Iran. Such efforts
are devolving the responsibility of irrigation management to users, but with inapplicable
1- Member of IRNCID executive board and Chairman of working group on PIM, as well as, senior
researcher and scientific member of SCWMRI.
legislations for transferring the authorities. In addition, lack of methodology and clear
IMT/PIM process to key staffs were main constraints on IMT/PIM process within the
past 15 year’s efforts. At the moment, critical points of IMT/PIM, as well as, the mid-
term and long-term strategies are well known for further application. This paper
describes the efforts, constraints, lessons learned and issues for the future.
Key words: Management reforms, strategies, IMT/ PIM, Iran.
INTRODUCTION
We have made about half a century efforts on solution of social and management
constraints of Irrigation system through irrigation management transfer (IMT) and
participatory irrigation management (PIM). Now it is clear to us that farmer
participation on Irrigation operation and maintenance is a part of solution of weak
performance of the irrigation systems in the world.
Recent researches focusing on reforms of institutions made clear to us that; there are
more constraints, which have not had solution in short-term reforms. There fore, proper
capacity building in local community and local government for irrigation management
transfer requires a long-term plan.
Now the question is: how could be ensured about the sustainability of the reformed
irrigation management through transferring the responsibility for O&M to the users,
without transferring the sufficient authority and proper capacity building in local level?
Of course, in this situation there is no guarantee to increase water efficiency and to
improve system performance.
Today in Iran, the government face the challenges of optimizing allocation and
utilization of the limited water resources for food production, and rural livelihoods.
However, the lack of farmers’ participation in the rural affairs was known as one of the
reasons for the failure of the irrigation management improvement and development.
Transfer of irrigation management from the government to local level constituent (both
in public and private sector) and forming irrigation participatory management, which
are involved in organizing the operational and maintenance of irrigation network and
administrative as well, needs a long term program which must be implemented through
well defined plan and managed participatory monitoring and evaluation program.
Irrigation management reforms, if not implemented well, can lead to further constraints
rather than improving irrigation performance (Kendy, et. al. 2003). From 1960s, many
practices have been done on participation as one of key element of irrigation
improvement, but the paradigm of such an approach could not have been understood as
well, and caused a failure to achieve intended result. The First model based on public
participation in the 1980s and 1990s were developed (Burkey, 1993; Chambers, 1997;
Khanal, 2003). This reform happened through local management by users’
organizations, referred to water users association (Vermillion & Sagardoy, 1999;
Meinzen-Dick et al., 2002). IMT is the full or partial transfer of responsibility and
authority for the governance, management and financing of irrigation systems from the
government to water users associations. At present, WUAs progressively take over
responsibilities and the role of government & irrigation agencies. (Vermillion, 2003;
Peter, 2004).
Irrigation development in Iran has been started since 1961, from 1961 up to now, more
than 1.5 million hectares modern irrigation networks have been constructed in Iran, but
are not yet performed very well. There fore, the system of irrigation networks could not
fully provide acceptable water efficiency and productivity. Under three groups of
intensive efforts, a number of policy adjustments on water resources have been
performed. Further to this, Irrigation management reforms (IMRs) attempts have also
been carried out on modern Irrigation networks of Iran.
In this context, various policies, law, regulation and bylaws were approved by the
government of Iran through congress, aimed at improving efficiency of water use and its
productivity. Such policies are devolving the responsibility of irrigation management to
users, without clear legislations for transferring the authorities. In addition, lack of
methodology and clear IMT/PIM process to key staffs were main constraints on
IMT/PIM process in Iran.
This paper describes the past decade of Iranian experience on IMRs and the issues from
these exercises, and also reviews the results of IMT/PIM on some pilots of Irrigation
networks in Iran.
A SUMMERY OF TRADITIONAL MANAGEMENT REVOLUTIONS ON

IRRIGATED AGRICULTURE IN IRAN
Iran is situated in the Middle East region of the South Western Asia and is located
between 25o and 40o in the North, 44o and 63o in the East. The climatic conditions are
arid and semi-arid, and about two-thirds of the country receives less than 250 mm of
precipitation per year. It means that optimised use of water resources is very important
in this country.
Regarding water management capacity, Iranian rural communities have a history of
accumulated knowledge and experiences. Many years ago, there were no water resource
management legislations, but non-written bylaws were accepted by the local
communities. Hence, there were enough reasons for farmers to adapt themselves to such
bylaws for proper management and efficient water use. In other words, there was no
recurrent dilemma between the adaptations of farmers to the local bylaws and social
context versus the implementation of the necessary managerial changes imposed by
local elders or leaders.
In the other hand, under accepted definitions of local land attribution and water
distribution, they had traditional water control and measurement structures. It should be
noted here that, there was no considerable conflict or struggle in water distribution and
Irrigation systems’ maintenance. The farmers could manage their own traditional
irrigation system even in water shortage during draught years.
The land reformation in 1962 changed the local social structures of water management
and disturbed the traditional cooperation and social cohesion gradually. Governmental
organizations and the relevant agencies (GOs) became the active external players in the
economical and social life of the villages. Local community became passive in decision-
making on main part of their daily activities. Therefore, the gradual weakening of
traditional cooperation started in the rural area.
From that time, the government has developed dam construction and Irrigation
networks as fast as possible. Development of water resources was an advantage but
increased the financial burden on the government. Through this phenomenon, the gap
between the authorities responsible for water resource management and the local
communities were asked. Further to such planning and development revolutions in
water resource management, which emphasized the “top-down” approach, the entire
management on irrigation networks tackled to the government, with very limited
involvement of the farmers.
Today the agricultural development could be seen in this country. Out of 37 million
hectares of potential area for agriculture, 7.8 million hectares is under irrigation. For this
command area, more than 85 billion cubic meters of available water is consumed (more
than 70% of supplied water is used for irrigation). It means the efficiency of Irrigation
water is not acceptable. This also is the other effect of that phenomenon.
In the other hand, from 17 billion cubic meters of available water of the large dam is
consumed on the 1.57 million hectares. After 30 t0 40 years from the large dam
construction, 0.7 million hectares irrigation networks (including the tertiary and minor
units) were have been completed in the dams’ down-streamside.
The limited budget for construction, the conflicts between social perceptions and the
designed schemes are the main constraints in these projects. Hence, continuous
increasing financial burden lead to inabilities of government to fully provide the
operation and maintenance costs and development as well. Moreover, inappropriate
management of irrigation has contributed to environmental problems, operational and
maintenance constraints caused the social problems and physical deterioration.
Within the past decade, the migration of rural population to the capital and urbanization
has increased the domestic demand for water, which has put enormous pressure on the
agriculture sector to reduce its consumption of water. Consequently the concept of
participation became the most important pre-condition for the development plans.
However, the farmers’ participation in irrigation management, were not possible, with
having understood that the government should take the full authorities for developing
and O&M of irrigation networks.
From two past decades (1990), Iran initiated the first 5 year plan for the economical,
social and cultural development (5YDP). During the past decade Government also
initiated the exercise of management reforms in the modern irrigation systems. This
paper describes those management reforms’ exercises on Irrigation networks and water
resource development as well.
IRRIGATION MANAGEMENT REFORMS IN IRAN

In early 1990, the first 5 year plan for the economical, social and cultural development
(5YDP) is initiated. The general trend of the 5YDP was toward privatization. Irrigation
networks development was a part of this plan, but more focused on budget sharing.
According to 5YDP policy, farmers had to pay the majority of Irrigation networks’
construction costs.
Strategies of Irrigation Management reforms were not clear and the government was not
succeeding in budget sharing policy for irrigation development. In addition, highly
bureaucracies’ constraints and inadequate maintenance of irrigation systems, led

government to divert most of its roles to the private sector. In this context, three groups
of events could be classified as follow:
1- PRIVATISATION ON OPERATION OF MODERN IRRIGATION SYSTEMS

In 1991, the government of Iran sought to provide more independence of operation and
maintenance practices from public sector, in the management of the irrigation networks,
and decided to establish a new private company - Operation and Maintenance (O&M)
of Irrigation Networks Company (OMIC) - as an autonomous body under the Ministry
of Energy (MOE). In this year a multilateral agreement signed by Jihad-Agriculture
Ministry (JAM), Ministry of Energy, Management and Planning Organization (MPO).
With the establishment of OMIC, the operation, maintenance and administration of the
Irrigation network (INet) should have been transferred to local communities gradually.
Each OMIC had concession of performing O&M in each INet.
The New Irrigation management policy enacted in 1991 rationalizes O&M
responsibility, which is assigned to three administrative levels (Central / Province/local)
with the designation of responsibility. OMIC establishment could be the origin to the
Irrigation Management Transfer (IMT) program in Iran.
In early 1992, about 20 OMICs were established to perform following tasks:
- Improving the quality of Operation and Maintenance of Irrigation Networks;
- Increasing water use efficiency;
- Improving the efficiency of water fee collection;
- Reforming irrigation agency structure and reducing the number of employees;
- Improving the water users’ structure, and promoting the Irrigation management
systematically;
- Enhancing the collaboration and communication between water users and related
public sectors;
- Developing the Participatory Irrigation Management.
At the beginning, the ownership of OMICs should be shared between water users (51%)
and governmental organizations (49% for JAM & MOE). In reality, this kind of shared
stocks was not applicable (e.g. deteriorated Irrigation network and reluctance of the
farmers to tackle). Actually, 100% of ownership was shared between GOs.
Although in most of the INet, the quality of O&M and communications improved,
government body became bigger and water users’ management structures got weaker. In
addition, most of the initial objectives were forgotten.
In fact, it could be said: there were acceptable incentives to transfer of responsibilities in
the related GOs, but there were no sufficient incentives in local communities, unclear
bylaws for transferring the needs’ authorities to the water users, insufficient capacities
in the local communities, improper structures to perform such responsibilities. Hence,
according to this policy water users couldn’t initiate and play their own real roles on
O&M and administrative affairs as well. Looking for solution on above-mentioned

constraints made an extra force to the OMICs to perform the following policies.
2- SUPPORTIVE LAWS AND INTENSIVE POLICIES FOR OPTIMIZED USE OF

AGRICULTURAL WATER
The backgrounds of these policies were as following:
- Based on note 19 from the second 5YDP (1995 to 1999), the government
approved the related bylaws. This note emphasizes on Optimised Use of
Agricultural Water (OUAW). In code 5 of this bylaw, the provincial part of JAM
is responsible for establishment of water users’ formal groups.
- Increasing the constraints of financial burden, limited employees, budget,
insufficient equipments etc. in the Irrigation networks under OMICs management.
- Article 107 from the third 5YDP (2000 to 2004), and Article 17 from the fourth
5YDP (2005 to 2009) emphasize on participation of landowners and water users
groups in soil and water resources management.
- Article 35 under chapter five from Agriculture and Natural resources Engineering
Authority (ANEA) law (NGO).
Based on the above-mentioned supportive laws and intensive regulations, water users
groups should be organized by the provincial parts of JAM with the participation of
provincial parts of MOE and Ministry of Cooperation (MOC). In this regard, the Water
Users Groups (WUG) as a formal type of Community Based Organization (CBO), but
in the form of Cooperatives agency (WUC), presented in the Iranian water resource
management literature for the first time in the 1996.
According to code 5 optimised use of agricultural water’s law, the JAM should organize
the WUG within the maximum two years and introduce the representative of each WUG
to the OMIC for each intake of secondary canal, as the water-master who is responsible
for water distribution among each tertiary unit water users.
In these intensive regulations and bylaws, main conflicts between two organizations
(JAM & MOE) were as follows:
JAM had no formal department or section with defined budget for these kinds of
responsibilities. In fact, such constraints were daily problems to MOE, but the
responsibilities were on the other side (JAM). There were no defined communications
or relations between JAM and WUGs in this regard. In reality, most of the agreements
had no guarantee to be performed by JAM or other related GOs. There are many
examples in this regard; the first exercise in Ghazvin Irrigation network, which has
happened between 1997 and 2002, is a good example.
Qazain Irrigation Network (QINet), with 50,000 hectares area under cultivation, is
located in the northwest of Tehran. Due to above-mentioned atmosphere (article five
and constraints in OMIC management), the first IMT exercise is started by OMIC under
high supervisory of MOE (at the capital) and on the basis of Consulting Engineering
Plan (CEP) in 1997.
Although from the beginning of the Irrigation network operation, farmers had their own
managerial structure to distribute water among one another, but for solution of some
constraints on O&M, Irrigation management reforms should be performed. According
to CEP, the secondary unit L2 selected as a pilot. 12 WUCs and one Federation were
constituted within the two years efforts. These WUCs and its Federation have survived
only for three years.
The results of Rapid Diagnosis (RD) on IMT in QINet, by Iranian PIM working group
(IRPIM) in 2002, are as follows:
A) Main constraints
x Lack of clarity and unwell defined shared responsibilities to the majorities of the
farmers;
x Transfer of responsibility to the WUCs with insufficient authorities;
x Financial Burden on WUCs with undefined budget sources;
x Insufficient capacity of WUCs to carry out such transferred responsibilities;
x Poor legality to carry out the responsibilities;
x Related local governments left the WUCs, just after establishment without any co-
ordination among them;
Finally, the majority of water users, which have to play the main roles, had no sufficient
incentives.
B) Lessons learned
x In transitional period of time, more expenses will result to the farmers to carry out
the new responsibilities, looking for the solutions of such constraints should be
paid before WUCs’ constitution;
x After the WUCs were constituted, the local GOs (JAM&MOC) should pay
continuous attentions to WUCs with respect to authorized them;
x WUCs should be supported (not as a charity, not as a subsidy, but as a real means
of participatory) and strengthened for a transitional time segment, while it is
necessary;
x IMT has its own defined process, which should be experienced.
In this regard, the local department of JAM was not interested in WUCs’ constitution.
Particularly, they had different model in their hands (Rural producers Cooperative =
RPC) and trying the new model was not interested to them (e.g. Novin Dez RPC in
Khozestan province, Mahidasht RPC in Tehran province).
In fact, such intensive regulations couldn’t have any positive impact (except Lesson
learned) and acceptable performance until 1999.
Due to suggestion of MOE, In order to find the solutions of above-mentioned

constraints, the OUAW bylaw’s committee at two levels (capital and provinces) was
established in 1999. This committee includes the representatives of MOE, JAM and
MOC.
The committee conducted several meetings and had several outputs. The first bylaw for
instruction of WUCs was the most important one. This bylaw was approved by MOC
and was ordered to Provinces to establish the WUCs as fast as possible.
According to this bylaw, many WUCs were established, but most of them never
succeeded. The main constraints were lack of sufficient incentives, lack of defined
position for WUCs on decision-making and WUCs’ institutional weakness to play their
roles.
In beside of WUCs, the RPC also couldn’t find own institutional capacity to perform
OUAW law and plays basic roles in 1990 decade. Gillan experience is a good example
in this regard.
In early 2002, the OUAW bylaw’s committee suggested to Gillan’s OMIC transfers a
part of O&M responsibilities (e.g. fee collection) to Rural Consumers Cooperatives
(RCC) and RPC. Negative impacts were their performance within the five years.
In some Irrigation networks, establishment of the WUCs was not on their plans. Those
OMICs choose the different strategy and performed the improved traditional
management. Varamin Irrigation network experience was a good example in the late
1990, in this regard.
From the beginning of the Varamin Irrigation network (VINet) operation, farmers had
their own management model. In this model, the representatives of WUGs in each
secondary unit were responsible for operation and maintenance of lower part of main
canals with developed cooperation. During the drought years and water shortage such
cooperation enhanced. According to article five from OUAW’s bylaw, such cooperation
enhanced up to villages (includes several secondary units) and participation grew up
faster. At the moment, Secondary units CW and CNZ covers 14 and 50 villages
respectively and 300 representatives have been reduced to 150 representatives.
The results of Rapid Diagnosis (RD) on IMT in VINet, which has been done by Iranian
PIM working group (IRPIM) in 2003, are as follows:
A) Main constraints
x Lack of legal recognition of WUGs by provincial and local government.
B) Lesson learned
x Adaptation of IMT plan with farmers’ perceptions is the key element of success.
In this case, it could be thought about farmers’ financial supports to the IMT.
x In some irrigation networks, without any external force on WUC’ constitution,
capacity and power of the WUGs have been enhanced for the management
reforms. Those reforms were compatible to the administrative legislations and

social conditions with less constraint.
However, in VINet, WUGs could delegate the responsibility for the O&M of secondary
units to main canal, depending on their abilities and willingness to participate in each of
them. Given the positive experience and clear benefits of good water management
practices seen over the past years, the OMIC and the WUGs are prepared and ready for
whatever the new legal arrangements will bring (e.g. WUCs), and hopefully the
outcome will lead to a further improvements to the objectives of OUAW.
In addition, there are many examples in this regard, which have been related to Iranian
civilization on water management. For example; from the beginning of operation of
Mojen Irrigation network, the WUGs have equipped themselves for management of
Irrigation network. It means, they had never thought about sharing responsibilities with
external players. They developed their indigenous knowledge and improved their
institutional capacities. In early 1960, they constituted the MOjen Agricultural and
Irrigation Ltd to better management of Irrigation system. At the moment, they perform
all related duty of O&M and administrative affairs as well, without any governmental
support and intervention.
With regard to Article 107 from the third 5YDP (2000 to 2005), landowners and water
users groups’ participation on soil and water resources management became highlighted
again. Preparing a bylaw for this article, the OUAW bylaw’s committee conducted
several meeting and the first draft of participatory plan was its output in 1992, but it
wan’t approved by MPO. However, with holding those meetings it had some more
positive impact on decision- makers in MOE and JAM.
In addition, In the third 5YDP Article 35 under chapter five from Agriculture and
Natural resources Engineering Authority (ANEA) law (NGO), more attention was paid
on soci-economical formal structured farmers’ business groups and marketing.
According to Article 35, JAM had a mission for maximum 6 months to provide the
constitution of agricultural activities. In the introductory draft, WUA has a position at
the core of all different agricultural constitutions. At the moment, this model for
agricultural constitutions activities is under the test in Gazvin Irrigation Network.
As a summery of this chapter of efforts, it could be said that there were a lot of efforts
on agricultural constitutions and valuable lessons learned came up from such efforts, but
the strategies haven’t been approved yet. Most of the articles in the third and the fourth
5YDP, not yet officially implemented since the required bylaws have not been prepared
giving important constitutional discrepancies regarding agricultural water use and
management. Additionally, a set of reforms on the National Water Law and natural
resources are waiting for approval by Congress.
3- SUPPORTIVE LAWS FOR FINANCIAL SUPPORT (NATIONAL &

INTERNATIONAL)
In the first 5YDP (1990-1994), budgets’ sharing was one of the strict requirements for
construction of irrigation networks. Funds for construction of tertiary units must be
shared among farmers. However the policies were in transition and some costs were
still being covered by government funds. Under those regulations, the primary financial
responsibility for irrigation construction of the main and secondary canals and
infrastructures for the scheme rests with the central government.
According to the first 5YDP, country’s development should have increasing rate. There
were not enough budgets for such development. Using financial supports was necessary
and loan from internal and external banks was a part of the first 5YDP policies.
Although, when we talk about IMT, we refer to management of O&M and
administrative in constructed systems under the GOs’ management, so budgets’ sharing
for construction of irrigation networks has a different story. But this story has influences
on IMT in IRAN. Supportive laws and Financial Supports are described at below:
- National supportive laws for irrigation development
Before the second 5YDP, there was an agreement between the government side and
agricultural bank about special loan (credit) for soil and water development with low
interest rate. Note 3 was one of the yearly budget’s law for this purpose (e.g. using loan
for traditional canal lining). These agreements have been improved from the second to
the fourth 5YDP as following:
In note 26 from the yearly budget’s law (1994-95), farmers were responsible to provide
75% budget of irrigation networks construction.
Note 76 from the second 5YDP (1995-99) with improved the government’s share up to
30%. Article 106 from the third 5YDP (2000-2004) and article 17 from the fourth
5YDP (2005-2009) extended credit’s facilities from the past decade.
Individual farmers have used these financial facilities from 1994. Beside of individual
farmers, constitutional arrangement was required in some main and secondary canals.
Three types of arrangements carried out in this regard are as the following:
x Under responsibility of Villages’ Islamic Council (VIC) such required
arrangements for collecting shared budget were approved (in most of the
developed irrigation canal).
x New Short-term constitution, including Sar-Abbyaran (traditional canal operators)
or/and communities’ leader was established for such required arrangements (e.g.
Karaj irrigation network).
x New permanent WUCs or RPC were established (e.g. Sufie-chai network). 17
WUCs have been established before 1995 in East-Azarbaiejan province.
Most of designed canal construction and objectives (the above three categories) were
fulfilled, but with regard to development of PIM, some constraints could be recognised
as follows:
x Lack of clear legal position for WUCs in decision- making on water resource
management;
x Improper GOs’ constitutions for administrative and technical support of WUCs;
x Lack of clear strategies for enhancing the WUCs’ capacities and empowering.
The IRPIM surveys indicate that uncompleted process of PIM’s development is the
main causes for most of the constraints.
- International financial support for Irrigation improvement
Irrigation improvement project was a joint project between government of Iran and
World Bank (WB). This project was on MOE Irrigation program in 1991, but one of the
main conditions to gain the WB financial support was to understand about legal position
of WUGs in the Irrigation systems. The project has been approved and started in four
irrigation networks; (Moghan; (MINet), Behbahan; (BINet), Tajan; and Zarriene-rud),
in 2000.
Improvement of MINet and BINet has been performed and Tajan is under construction.
The project performance was good in physical improvements (MINet and BINet), but
not so good in Irrigation Management Improvement (IMI).
In Moghan, According to intensive study and field works, the secondary canal DC6
selected as a better condition for IMT pilot. In coordination of local government (MOE
and JAM), more efforts performed and Pishro’s WUC was constituted for IMT on
1000-hectare command area in late 2001. WUC received enough technical and financial
support from local government sectors (JAM and MOE), but such supports never could
sustain the Pishro’s WUC.
The results of Rapid Diagnosis (RD) on IMT in MINet, which has been done by Iranian
PIM working group (IRPIM) in 2003, are as follows:
A) Main constraints
x There was no incentive for IMT in both side (local governments and
communities);
x In the local government and communities’ points of view, the physical
improvement objectives were well defined, but the IMT not;
x There was no agreement in order to indicate the shared responsibilities.
B) Lessons learned
In Moghan, the close coordination between local authorities, technical and financial
supports to the WUC had a picture of the successful story, but this cooperation was not
sustained for a long time. In the short time (a few months), the conflict between
cooperative board and the members put an end on another IMT exercise. This exercise
indicates; if there is not any common incentive between GOs and water users with
regard to IMT, IMT will not be successful.
SUMMERY OF IRRIGATION MANAGEMENT REFORMS IN IRAN

A) Constraints
x Transfer of responsibility to the WUCs with insufficient authorities;

x Insufficient capacity of WUCs to carry out such transferred responsibilities;
x Unclearness and unwell defined shared responsibilities to the majorities of the
farmers;
x Lack of defined common incentives between GOs and water users with regard to
IMT;
x Lack of clear legal position for WUCs in decision- making on water resource
management;
x Lack of practical bylaws, which could be conducted in actual situation.
B) Lesson learned
x In transitional time segment, more expenses will result to the farmers to carry out
the new responsibilities, looking for the solutions of such constraints should be
paid before WUCs’ constitution;
x Adaptation of IMT plan with farmers’ perceptions is the key element of success.
In this case, it could be thought about farmers’ financial supports to the IMT;
x IMT out of PIM and its whole process has no meaning in the reality. It means the
WUCs’ constitution is one of the tools for PIM, but is not PIM’s objective;
x In IMT/PIM process, if there is not any defined common incentive between GOs
and water users, IMT/PIM will not be successful.
C) Conclusion
x IMT is a part of water resource management reforms in Iran;

x Three parallel efforts have been conducted for IMT/ PIM in Iran and have more
positive impacts on front line of decision-makers’ attitude and have more lessons
learned for future plan;
x Past decade experiences have a few positive impacts on local communities;
x There are four classified constituents in the PIM process (by author). These
constituents are as follows:
o Participatory Diagnosis;
o Participatory planning and implementing;
o Up scaling and out scaling;
o Participatory Monitoring and evaluation.
Only a part of the second one has been taken into the considerations by the IMT/PIM
executive teams in Iran.
x There are more institutional capacity for IMT in private sectors (OMICs & RPCs
& RCCs), but need institutional revision;
x Now a days, decision-makers pay more attention to upgrade IMT/PIM in the GOs
body and the private sectors;
x IRNCID has been the main scientific entity for IMT/PIM in Iran (through
establishment of IRNPIM working group, publications, conferences, workshops,
fieldworks reports, written and verbal communication, and meeting with front line
of decision-makers, NGOs, CBOs and individual farmers etc.).
ISSUES FOR THE FUTURE

Execution of PIM in national level needs holistic plan for enhancing the institutional
capacities (including: GOs, NGOs, private sectors and local communities) at all levels
and local managerial empowerments. In this regards, we need more investments.
Carrying out the PIM process, as well as, combining the traditional and modern form of
participatory management needs special knowledge and specific skills. Due to
insufficient professional experts and lack of proper methodology adaptable to different
social-physical characteristics of Irrigation networks, conducting any plan of PIM in
Iran needs a mid-term program in some pilots. Let’s say 10 pilots for 10 different
social- physical characteristics to test the methodology development.
Such mid-term pilots test could help us develop the methodology compatible to Iran
conditions, out-scaling and up-scaling through participatory monitoring and evaluation
(PME) for long-term plan.
With this suggestion, the opportunities will be provided for: Increasing the common
incentives and trusts between stakeholders; enhancing required capacities; time left for
learning by doings and training of trainers for long-term program; sufficient times for
clear definition and designing the accepted plan of PIM (objectives, strategies, levels,
how? where? Whom? etc.). Of course, in reality, awareness and continuous
communication between different stakeholders (related GOs and local communities)
could be enhanced through Participatory Monitoring and Evaluation in the short-term
plan as well.
REFERENCES
1. Chambers, R. 1997. Putting the First Last, Whose Reality Counts? Intermediate
Technology Publications: London.
2. Heydarian, S.A., F. Ebnali and M. Maschi, 2002. “Guide to Monitoring and
Evaluation of Irrigation Management Transfer, IRNCID,No.56
3. Heydarian, S.A. 2003.”Assessment of Irrigation Management Transfer Using
Fuzzy method", Iran Water Resources Management Organization (IWRMO),
Applied research, final report, Ministry of Energy, Iran.
4. Heydarian, S.A. 2005. A guide for participatory management for conservation of

Biodiversity, SGP/GEF, Iran.
5. Heydarian, S.A. 2005.”Developing a methodology for Participatory Irrigation
Management, Water Resources Management Co. (WRMC), Applied research,
final report, Ministry of Energy, Iran.
6. Heydarian, S.A.2006.Ten Steps for Participatory Management Development in
soil and water resource management, SCWMRI, Iran.
7. Heydarian, S.A. 2006. ”Irrigation Management Transfer; Why and how? ", The
Forth Workshop of participatory of water users in Irrigation networks
management, IRNCID, NO.101.
8. Heydarian,S.A.2007. Irrigation management transfer (principals and
methodology), IRNCID, Iran.
9. INPIM, (2005). Public Private Partnerships in Irrigation and Drainageʑ Eighth
International seminar on participatory Irrigation managementʑ Tarbesʑ France
10. Martin, L. van der Schans, Philippe Lemperiere, 2006. Participatory Rapid
Diagnosis and Action plan, IPTRID, IWMI, FAO, Rome.
11. Moztazar, A.A, S.A.Heydarian, 2001. "The participatory Approach to the
integrated watershed management", lst Asian regional conference, 17, 18 sep.,
ICID.
12. Nejad, A.N., A.saadodin and S.A.Heydarian, 1998. "Review of policies and
strategies of watershed management in Iran", International symposium on
comprehensive watershed management, 7-10 Sep, 1998, Beijing, china.
13. Svendsen, M. and Nott, G. 1998. Irrigation management transfer in Turkey:
Process and outcomes. Advanced Short Course on: Capacity Building for
Participatory Irrigation Management (PIM). Valenzano, BA (Italy) 7-23
September 1998.PIM-Case Studies, V.2.
14. Talebbeydokhti, N., A. Telvari, and S.A. Heydarian, 1999. “Regional workshop
on Traditional Water Harvesting Systems”, Editors, May 1-5, 1999, Tehran, Iran.
15. Vermilion, D.L.1999, Transfer of Irrigation Management Services Guidelinesʑ
FAO Irrigation and drainage paper: 58ʑ
16. World Bankʑ (1998). Guidebook on Participatory Irrigation Managementʑ
WWW.World Bank.org.
IRRIGATION AND POVERTY ALLEVIATION: PRO-POOR

INTERVENTION STRATEGIES IN IRRIGATED
AGRICULTURE IN ASIA
Intizar Hussain1
ABSTRACT
Irrigation is an essential part of the package of technologies, institutions and policies

that underpins increased agricultural output in Asia. Past experience shows that this
package, although broadly beneficial to societies, has not yet fully succeeded in
banishing poverty. So in the context of UN millennium development goal of halving
world poverty by the year 2015, are there ways of making the package more pro-poor in
the future? In 2001-2002, the Author, at the International Water Management Institute
(IWMI), in collaboration with national partners in Asia launched a major multi-country
study that set out to answer this question. The study explored the links between
irrigation and poverty alleviation in six Asian countries (India, Pakistan, Bangladesh,
China, Vietnam and Indonesia, with the aim to determine realistic options for increasing
returns to poor farmers in the low-productivity irrigated areas within the context of
improving the overall performance and sustainability of the established irrigation
systems. This unique mega study is based on primary data collected from over 5400
rural households covering 26 irrigation systems, supplemented with reliable secondary
data and review of global topical literature on the subject. It develops a framework for
pro-poor interventions in irrigated agriculture and offers a model for designing future
pro-poor projects in irrigated agriculture. This paper provides a succinct summary of the
synthesized results, conclusions and lessons learnt from this major multi-country study.
The summary of the lessons, pro-poor options and the guidelines presented in this paper
could be useful for the government policy makers and planners, donors, NGOs,
researchers and other stakeholders involved in irrigation and rural poverty alleviation
efforts in developing Asia and elsewhere.
Key words: irrigation; rural poverty alleviation; irrigated agriculture; pro-poor

interventions; Bangladesh; China; India; Indonesia; Pakistan; Vietnam; Asia
1- Executive Director, International Network on Participatory Irrigation Management

INTRODUCTION
There is no doubt that the Green Revolution transformed the lives and livelihoods of
millions of Asia’s people. Between 1970 and 2000, annual cereal production in the
region more than doubled to nearly 800 million tons, with most countries achieving self-
sufficiency in staple food grains. The threat of famine, never far away during the 1960s,
receded over a period when the region’s human population increased by roughly 60
percent. Rural incomes rose, city food prices fell—and the economy prospered. But the
rest is decidedly not history. Despite the achievements of the Green Revolution, poverty
persists in Asia, which today contains the highest absolute numbers of poor—more poor
people even than in sub-Saharan Africa. Poverty is particularly deeply entrenched in
South Asia, which is home to 44 percent of the world’s poor.
The Green Revolution in Asia could not have happened without massive flows of
water—irrigation water—to bring the best out of the new crop varieties and other inputs
that were also made available to farmers. Nor would it have been possible without
massive flows of investment capital to build new irrigation schemes and expand existing
ones as well as to fund the provision of other infrastructure and services to rural areas,
including research and extension. Today, the use of both surface water and groundwater
remains essential to Asian agriculture: 40 percent of the region’s cropland is irrigated.
Hundreds of millions of rural people across the continent depend on irrigation—
including large and medium-scale canal systems—to earn a living from farming.
Irrigation, then, is an essential part of the package of technologies, institutions and
policies that underpins increased agricultural output in Asia. Past experience shows that
this package, although broadly beneficial to society, has not yet fully succeeded in
banishing poverty. So, in the context of the UN millennium goal of halving world
poverty by the year 2015, are there ways of making the package more pro-poor in the
future?
In 2001, the author (formerly at the International Water Management Institute,
Colombo) in collaboration with national partners, launched a major study that set out to
answer this question. Funded by the Asian Development Bank (ADB), the project
explored the links between irrigation and poverty alleviation in six Asian countries. The
objective was to determine realistic options for increasing returns to poor farmers in the
low-productivity irrigated areas within the context of improving the overall performance
and sustainability of the established irrigation schemes. The study examined the
evidence regarding the effects of irrigation—and particularly its interaction with other
components of the package—as a basis for drawing out lessons for policymakers, donor
agencies and researchers.
The six countries included in the study were deliberately selected to encompass
different policy, social and economic settings. Three countries in rapidly growing but
inequitable South Asia—India, Pakistan and Bangladesh—formed a contrast with two
in East and Southeast Asia—China and Vietnam—where economic development has
proceeded more fairly and with a third, Indonesia, in which irrigation development has
been part of a large government-funded transmigration scheme. China, in particular, is a
case in which irrigation and agriculture have developed in the context of a long-term
national program to eradicate poverty. The six countries also present contrasting models
of the transfer of irrigation management from public agencies to farmer groups or

private hands.
The study, which is based on primary data and a review of global literature covering
more than 200 studies, was the most thorough of its kind ever carried out. Over 5,400
households in 26 irrigation systems took part in surveys during 2001 and 2002. The 227
professionals who worked on the study interviewed a cross section of irrigation
stakeholders, from farmers to local and national policymakers and practitioners.
Fourteen workshops with over 800 participants were held to plan the research and
discuss its findings. By virtue of its scope, its widely applicable results and the strength
of its multidisciplinary approach, the study provides a model for the design of future
pro-poor projects.
The paper provides a generic framework for understanding and designing pro-poor
interventions in irrigated agriculture covering a wide range of issues including benefits
and dis-benefits (adverse impacts or externality costs) of irrigation; irrigation-poverty
linkages; factors influencing performance of irrigated systems and their poverty
linkages; irrigation management reforms, irrigation service charging for improved cost
recovery, irrigation application and resource conserving technologies—and their
implications for the poor. From the study findings and conclusions, the following broad
lessons are identified for the consideration of government policymakers, representatives
of donor and development agencies, and others charged with reducing poverty in
irrigated agriculture, ( see Hussain 2005 for detail).
Irrigation reduces poverty across all study systems. One of the main conclusions of the
study is that irrigation does indeed significantly reduce poverty as measured by
household income. Poverty outside of irrigation systems in nearby nonirrigated settings
is much higher (almost twice) than that within irrigation systems. However, poverty is
still high in irrigation systems, averaging 34 percent. There are significant inter- and
intra-country differences in poverty incidence in irrigation systems. Poverty is much
higher in South Asian systems (particularly in Pakistani systems) than in Southeast
Asian and Chinese systems. Inter-system differences in poverty are also much higher in
the former than in the latter systems.
Indirect benefits of irrigation at the local and broader economy level can be much
larger than the direct crop productivity benefits of irrigation. Canal irrigation generates
a variety of direct and indirect benefits at the local and broader levels (increased crop
productivity, employment, wages, household incomes and expenditures, increased food
supplies/food security/food affordability due to lower prices, increased induced
investments in agricultural and non-agricultural sectors, groundwater development and
recharge), but the benefits vary greatly across settings. The indirect benefits of irrigation
at the local and broader levels, including multiplier benefits, can be much larger than the
direct local-level productivity benefits. Further, medium- and large-scale canal
irrigation systems attract private-sector investments in irrigated agriculture, including in
groundwater irrigation, and other related sectors. These benefits can help reduce poverty.
Irrigation reduces more poverty under certain conditions. The pro-poor impact of
irrigation differs significantly from one setting to another. The extent of benefits to the
poor depends on factors such as land and water distribution, the quality of irrigation and
infrastructural management, the availability of inputs and support services, and water
and agricultural policies. Irrigation can also be anti-poor in situations where adverse
social, health and environmental dis-benefits/costs of irrigation outweigh the benefits
the poor receive from irrigation. These anti-poor outcomes of irrigation reflect failure of
policy, planning and management and can be avoided or minimized through effective
interventions. Irrigation investments, whether in new development or in the
improvement of existing systems, should not always be assumed to reduce poverty in a
significant way. In fact, irrigation can be strongly pro-poor, neutral or even anti-poor
depending on the above factors. In South Asia, several influencing factors, notably land
equity and irrigation governance and management arrangements, have been unfavorable.
So, despite large investments in infrastructure and related inputs and services, the
poverty-related impacts of irrigation in that subregion has been mixed—and certainly
not as good as in China and Vietnam. Overall, South Asia has only partially benefited,
in terms of realizing poverty-reducing impacts of past irrigation investments, and there
are significant opportunities for increasing benefits of irrigation to the poor.
Apart from irrigation, land, roads and education are important for poverty reduction.
Evidence from our extensive review of recent studies suggests that no single
intervention is sufficient for effective poverty alleviation. Irrigation is one of the
important interventions for poverty alleviation along with land, education and roads
infrastructure. Poverty-reducing impacts of irrigation are large when these and other
complementary elements such as market systems are in place.
There is more poverty in some areas and among some social groups than in others.
Despite the overall poverty-reducing nature of irrigation, income poverty persists in
most irrigation systems, particularly in South Asia. Poverty levels are highest in
marginal areas, downstream sites (the “tail”), and areas where canal water is in short
supply and the quality of groundwater is poor. In South Asian systems studied, poverty
is generally higher at downstream/tail reaches, particularly in areas where access to
canal water is least, groundwater is of poor quality and alternative sources of livelihoods
are more limited. In these systems, poverty is lower at the middle reaches than at the tail
reaches. However, in Chinese and Vietnamese systems, head-tail differences in poverty
are not as pronounced as in South Asian systems. In the latter systems, poverty tends to
afflict the agriculture-dependent landless, female-headed households, as well as
households whose farms have low productivity. Income poverty, which may be either
chronic or seasonal, tends to be high in areas where irrigation systems perform poorly.
These findings suggest that there is scope for targeting support to the poor in South
Asian systems.
Equity and security in access and rights to resources matter for larger poverty impacts.
Inequity and insecurity in access and rights to land and water are bad for both
productivity and poverty. Where land and water equity exists, irrigation in itself is pro-
poor (as in Chinese and Vietnamese systems).
As much as there is gender discrimination, there is also discrimination of minorities
and groups along caste and ethnic lines in irrigation. There are strong linkages between
irrigation, gender, diversity and poverty issues. In South Asian systems, poverty is
generally higher among female-headed and low-caste/ethnic minority households. From
a socioeconomic standpoint, they are important stakeholders. However, their
participation in irrigation management is very low, and their involvement in irrigation
decision making is important not only to address existing gender and diversity
discrimination issues, but also to enhance benefits of irrigation investment to the poor
men and women. The improved understanding of both gender and diversity issues is
important for designing effective pro-poor interventions.
While irrigation management reforms of recent years in South Asia have generated
some benefits, significant benefits to the poor are not visible. In South Asia, institutional
reforms in the irrigation sector are moving at snail’s pace and only on a limited scale
(e.g., mostly at the tertiary “canal” level but not much at higher levels).
In many cases, these changes are proceeding without the prior elimination of basic
constraints that have so far prevented poor people from fully enjoying the benefits of
earlier irrigation investments. Irrigation governance reforms will help the poor only if
they are carried out as part of a broader set of pro-poor changes— changes that address
issues such as fair sharing of resources and higher agricultural productivity and
profitability. There are indications, though, that the irrigation-sector reforms where
implemented have improved infrastructural maintenance, made water distribution fairer,
and boosted agricultural production and productivity. However, measurable significant
benefits to the poor are not yet visible. The overall conclusion from the country studies
is that while the ongoing reforms being promoted, particularly in South Asia, such as
irrigation management transfer and participatory irrigation management, have generated
some benefits including for the poor, they have been implemented only partially, with
no explicit pro-poor elements, and are not sufficient for improving system performance
and benefits to the poor in a significant way.
In South Asia, unless irrigation reforms are sharpened with a pro-poor focus, the poor
may be bypassed. Irrigation reforms are likely to generate significant benefits for the
poor where land and water are less inequitably distributed; users are socioeconomically
less heterogeneous; benefits of irrigation to farmers are significant and irrigated
agriculture is profitable; there are accountability mechanisms and incentives in place for
improving service delivery; cost of irrigation to users is linked to service delivery; and
irrigation performance is linked not only to broader-level growth benefits but also to
benefits to the poor. In South Asian countries, where most of these conditions are only
partially met, unless irrigation reforms are sharpened with a clear pro-poor focus
through necessary changes in polices and institutions, the poor are likely to be bypassed,
as in the past.
Some of the Key messages
x It is generally perceived that there is a trade-off between equity/poverty and

productivity. This study suggests that this is not necessarily so. High level of inequities
in land and water are bad both for productivity and poverty. Irrigation has larger
poverty reducing impacts where land and water are more equitably distributed.
x Irrigation benefits are often seen mainly in terms of crop productivity improvements.
However, the study suggests that crop productivity is only one of many irrigation direct
and indirect benefits (such as benefits related to employment, wages, prices,
consumption, food security, incomes, benefits from multiple uses of water, irrigation
induced investments in agricultural and non-agricultural sectors, benefits from canal
water induced groundwater development and recharge) classified as type 1-5 in this
study. Indirect benefits of irrigation can be larger than direct benefits when these other
benefits are also accounted for.
x It is often assumed that targeting of poverty and support to the poor in canal systems is
difficult. The project findings suggest that poverty varies significantly across systems
and locations within systems, particularly in South Asian systems, and geographical
targeting of poverty across and within systems can be done.
x Low irrigation service charge policy is often justified on account of poverty and is
assumed to benefit the poor. The study suggests that in settings with greater inequities
in land and water distribution, as in India, Pakistan and Bangladesh, low level of
irrigation charge does not necessarily benefits the poor, and it could be
disadvantageous to the poor where low charges lead to under-spending on O&M works
and the system performance suffers. Further, application of a single level of irrigation
service charge across areas and systems could lead to situations where the poor end up
subsidizing the non-poor.
The study suggests that:

x Irrigation interventions can be designed to re-distribute benefits in favor of the poor.
x For irrigation investments to be pro-poor, the criteria should be not only hectares
developed/rehabilitated, but also the number of households/farms/persons benefited;
and not only the aggregate productivity benefits but also the types of benefits and the
share of the poor in total benefits.
x In making new investments (either in new development or improvements of existing
systems) and in designing irrigation interventions and irrigation impact
assessments/evaluations, it is important to incorporate a) poverty alleviation criteria as
defined in this project (i.e. strongly pro-poor, pro-poor, neutral or anti-poor), b) generic
typology of direct and indirect benefits and dis-benefits (type 1 to 5), c) typology of
beneficiaries/affectees and d) a tri-level framework (micro, meso and macro levels) for
identifying constraints and opportunities for enhancing benefits of
investments/interventions to the poor.
In addition to offering a comprehensive framework for identifying and designing pro-poor

interventions, the study provides a menu of pro-poor intervention options and a detailed set
of specific actions and guidelines.
Effective institutions for management, incentives to managers and service providers,

decentralized financing, and effective arrangements for monitoring and accountability
matter for irrigation performance. Irrigation systems managed by public agencies tend
to perform poorly. The underlying causes are inadequate funding, lack of incentives for
good management, and weak monitoring and accountability mechanisms. Further, lack
of clear and secure water rights and allocation rules and corruption-related problems
adversely affect performance of irrigation systems and their poverty-reducing impacts.
On the financial side, irrigation charges to users in South Asia are often too low or
improperly structured, collection costs are too high, and the fees collected from users
are not actually channeled back into local system operations and maintenance.
Moreover, the low level of irrigation service charges applied uniformly to all
socioeconomic groups of farmers often disadvantage the poor, particularly in systems
characterized by high inequity in land and water distribution. There are indications,
though, that performance is improving in irrigation systems where management
functions have been transferred to local user groups and private service providers.
Benefits and costs to the poor, and long-term sustainability of irrigation software and
hardware should matter in the calculus of irrigation investments. Irrigation investments
have typically centered on the creation of physical facilities and institutions and on their
economic performance in terms of aggregate costs and benefits, with little or no
attention to specific benefits and costs to the poor. In most situations in South Asia,
almost no attention has been paid to the longer-term sustainability of the new
infrastructure and organizations created, and to enhancing their benefits to the poor on a
long-term basis.
Larger poverty impacts can be realized by integrating investments in irrigation
infrastructure, management and service delivery. Evidence from both other recent
studies and ours shows that the poverty-reducing impacts of irrigation-related
interventions are larger when they are implemented in an integrated framework [(e.g.,
integrated approaches for—managing surface water and groundwater; developing
systems that allow multiple uses of irrigation water, and for new investments in
improving irrigation infrastructure, irrigation management, and service provision in
agriculture (provision of inputs, technologies, information, finance, marketing)].
Chinese experiences in resource distribution, institutional, management and
technological interventions offer important learning opportunities for South Asia. As a
whole, South Asia has much to learn from experiences in land and water distribution,
institutional, management and technological interventions, in Southeast and East Asia,
particularly China. In these latter regions, irrigation management and other support
services are more incentive-based and relatively more equitable, and the agriculture
productivity and the benefits of irrigation are higher as a result. China and Vietnam
have adopted a “distribute first” approach to land and irrigation water, and rural
development as a whole. South Asia, in contrast, has adopted a “grow first” policy in
which distributional issues have largely been ignored. As a result, irrigation has not
benefited the poor people nearly as much as it could have in this subregion. In the South
Asian countries studied, there is a considerable scope for reducing poverty through land,
water, productivity and related policy- and management-level interventions.
Based on these conclusions and lessons, the study develops a range of options, detailed
specific measures and a set of guidelines for addressing the identified key issues and for
moving forward with pro-poor interventions. In India, Pakistan and Bangladesh, the first
and the basic step is to create an enabling environment for correcting existing resource
inequities for poverty reduction—through development and strengthening of policies,
laws and strategies (specifically related to poverty reduction, land, agriculture and the
water sector) and linking these policies under a consistent framework. This should aim
at creating permanent assets for the poor by developing and strengthening of land and
water rights in a pro-poor mode (as proposed in this study). The following are some of
the key suggestions for making irrigation investments in new development or
improvement/ rehabilitation of existing systems pro-poor. Unless specified, these are
applicable to all countries studied.
Make irrigation investments pro-poor
x select policy- and project-level interventions based on poverty impacts, including

gender and diversity impacts, using a “pro-poor” criterion as suggested in the
generic typology of interventions developed in this study (i.e., strongly pro-poor,
pro-poor, neutral, anti-poor);
x make poverty impact assessments as the first step in designing, implementing,
monitoring and evaluating projects and interventions;
x use the generic typology developed in this study to incorporate all forms of direct
and indirect benefits and dis-benefits/costs of irrigation in policy and project
development (see Hussain 2005 for details on typology of irrigation benefits and
dis-benefits);
x make irrigated agricultural investment packages for hardware and software
development more comprehensive by integrating investments in infrastructure,
management and service delivery in agriculture, with emphasis on integrated
approaches and public-private partnerships;
x prioritize geographical areas and socioeconomic groups for irrigation investments
and targeting support to the poor;
x recognize that both gender as well as diversity aspects are critical not only to
addressing discrimination issues but also to enhancing benefits of irrigation
investments especially to the poor.
Re-distribute irrigation benefits to the poor through policy and institutional reforms
x adopt a sequenced approach in irrigation reforms using a muti-level framework

(micro-meso and macro levels) offered by the study, and prioritize geographical
locations for reform interventions with separate models designed according to
local conditions.
x in implementing irrigation institutional reforms, distinguish between irrigation as
a “resource” and as a “service”—as the former concept requires some form of
public-sector intervention in the management of a resource (as it has both positive
and negative externalities associated with it), and the latter requires emphasis on
delivery of quality services. Adopt pro-poor approaches to managing resource and

service delivery with pro-poor institutions, financing and service-delivery
arrangements through participatory approaches as proposed in this study.
x for addressing difficult issues in land and water equity and rights in South Asian
countries studied, start with modest measures (see Hussain, 2005 for details on
proposed measures).
x promote other pro-poor measures that leads to redistribution of irrigation benefits
to the poor:
- promote differential irrigation service charging across systems and locations,
- recover initial capital cost or replacement cost from advantaged areas and
large farmers,
- ensure compensation to the poor smallholders for failure of service providers
to deliver water to them,
- promote labor- intensive methods of construction and rehabilitation of
irrigation for increased employment for the poor;
- promote labor-intensive methods of production in new or rehabilitated systems,
- involve the poor in irrigation O&M activities, monitoring and supervisory
roles and in irrigation service charge assessment, collection and spending
activities.
Ongoing reforms provide an important entry point for promoting these
proposed pro-poor measures, by incorporating them into the new
irrigation/water policies and laws, guidelines to irrigation managers and
service providers, and in new rules, regulations and laws being established for
WUAs and higher canal-level organizations.
x promote decentralized financial autonomy of irrigation service, with an irrigation
charging system designed to meet the dual objectives of improved cost recovery
and increased benefits to the poor, with a strong regulatory backup. Introduce
differential irrigation service charging across locations, and irrigation systems and
relate them to system O&M costs, benefits derived from irrigation use and
poverty situation—with due attention to aspects such as institutional arrangements,
service charge level, charge structure, assessment, collection and spending. The
study identifies twelve essential components of charging and offers options for
designing a charging system to achieving the desired objectives (see Hussain 2005
for details).
Establish effective institutions for monitoring and enhancing benefits to the poor
x make new institutional arrangements for monitoring and enhancing benefits of

irrigated agricultural investments to the poor by creating effective institutions -
establish an independent organization/body for developing, implementing and
monitoring pro-poor interventions in irrigated agriculture and for enhancing
benefits to the poor men and women of investments in land and water-resources
development especially in India, Pakistan and Bangladesh.
x promote pro-poor approaches to enhancing the value of water, including
diversification of crop and farm enterprises for increased employment
opportunities and higher returns to farming; and promote improved production
methods, micro-irrigation, and resource conserving technologies.
Develop knowledge-base on poverty and promote learning alliances and partnerships
x strengthen the local-level knowledge base on poverty - the knowledge base on

poverty at small geographical scales (such as the subdistrict or irrigation-system
level) is weak and sometimes flawed. It needs to be strengthened. Donors, in
partnership with national agencies and NGOs, could help create poverty maps and
indicators for use at local scales.
x promote adaptive learning and action research. Support and facilitate cross-
country exchanges of experiences, knowledge and learning, especially across
China and South Asian countries.
x facilitate development of partnerships among public agencies, the private sector,
NGOs and poor communities for improving access of the poor to resources and
service delivery in agriculture.
We trust that the study lessons and the proposed pro-poor intervention options and
guidelines offered in the paper would be useful to the government policymakers and
planners, donors, NGOs, researchers and other stakeholders involved in poverty-
alleviation efforts in developing Asia and elsewhere.
PERFORMANCE OF IRRIGATION AND PARTICIPATORY

IRRIGATION MANAGEMENT:
LESSONS FROM FAO’S IRRIGATION
MODERNIZATION PROGRAM IN ASIA
Thierry Facon1
ABSTRACT
Recent efforts to improve irrigation performance in Asia have to a large extent

concentrated on governance and institutional issues through participatory irrigation
management and irrigation management transfer. Beyond the objective of improving
financing of operation and maintenance of the systems thanks to farmers’ contribution,
these reforms were also expected to improve the efficiency and productivity of the
systems. Participatory irrigation management, together with demand management, is
often the main measure recommended in integrated water resources management plans
to improve productivity and efficiency of irrigation.
A recent series of appraisals of large and medium-scale irrigation systems by FAO in

Asia with a Rapid Appraisal Procedure suggests that participatory irrigation
management has largely failed to deliver on all these major objectives. Water users
associations created are weak and have little influence on major management decisions
and water delivery while chaos – the difference between actual and stated management
and operation – is not reduced. On-going efforts in a number of countries are essentially
based on the same models and are likely to produce the same outcomes. These
disappointing results have led reform promoters to advocate deeper reform on the
ground that these disappointing results were due to incomplete reform.
This paper argues that, unless significant results are achieved in improvement of service
delivery to farmers and water users associations and reduction of chaos, institutional
reform will continue to have disappointing outcomes. This will require addressing not
only the deficiencies of the participatory irrigation management models presently
adopted, but also addressing other factors of poor performance, related to system
operation, management and design, as documented by the results of the appraisals of the
systems.
1- Senior Water Management Officer, Regional Office for Asia and the Pacific, Food and Agriculture
Organization of the United Nations, 30 Phra Athit Road, Bangkok 10200, Thailand
The paper concludes by recommendations on key features of future reform, based not
only on a review of present problems and issues but also on a forward-looking
perspective of the future evolution of the irrigation systems.
IRRIGATION MODERNIZATION AND PERFORMANCE ASSESSMENT
In recent years, the Food and Agriculture Organization of the United Nations (FAO) has
been promoting the modernization of irrigation systems in Asia with a focus on service
oriented management. FAO defines modernization of the irrigation systems (FAO 1997)
as “a process of technical and managerial upgrading (as opposed to mere rehabilitation)
of irrigation schemes with the objective to improve resource utilization (labor, water,
economics, environmental) and water delivery service to farms”. This concept, centered
on provision of water delivery service to farmers, has been the guiding principle for
FAO’s activities in the region and for the selection and development of performance
appraisal tools and methodologies, such as the Rapid Appraisal Procedure (FAO, 1999)
and MASSCOTE (FAO, 2007, forthcoming).
Recent performance assessments and reviews have revealed that past reforms and
investments in the irrigation sector, focusing either on institutions or on infrastructure,
have largely failed to produce desired results of improved water delivery service to the
farmers. Performance assessment of a large number of irrigation projects (FAO, 1999)
which underwent some modernization indicated that the lack of knowledge of proper
options was the single most reason for mitigated success of irrigation modernization
projects and modest improvements in the water delivery service to farmers after the
implementation of these projects. A review of irrigation evolution in South and South
East Asia (Barker and Molle, 2005) has attributed disappointing performance of
institutional reforms (Irrigation Management Transfer (IMT); Participatory Irrigation
Management (PIM) to their failure to improve water delivery service to farmers: design
and operation constraints that are not addressed by these reforms significantly
contribute to these results. An appraisal of initial conditions and performance of the
systems to be transferred was thus estimated to be instrumental to allow both a better
design and strategic planning of physical, operation, managerial and institutional
improvements, to achieve specific service objectives to be provided both by the
irrigation service provider to water users associations (WUAs) and by WUAs to their
members (Facon, 2005).
FAO has therefore been calling for a massive re-training of engineers and managers in
irrigation agencies, consulting firms and Irrigation Service Providers in Asia (FAO,
2002), in order to introduce and provide knowledge and ways and means to design,
manage and operate irrigation systems economically for improved performance and
adequate service to farmers as they aspire to improved socio-economic well-being,
evolve toward more commercial forms of agriculture and face the challenges of
globalization on the one hand, and water resources management moves towards
integrated water resources management in the river basins and competition for water
from other sectors intensifies on the other hand. FAO has developed training materials
and detailed curricula, as well as specific tools for the appraisal of irrigation systems for
benchmarking and the development of appropriate modernization plans for irrigation
systems. The first training workshop under the program was organized in Thailand in
2000 and, since then Vietnam, the Philippines, Nepal, Thailand, Indonesia, Malaysia,
Turkmenistan, Pakistan, India and China have benefited from support of the Regional
Training Program. More than 500 engineers and managers have now been trained with
support from the Program.
THE RAPID APPRAISAL PROCEDURE, THE TRAINING PROGRAM AND

BENCHMARKING
The Rapid Appraisal Procedure (RAP) was originally developed by the Irrigation
Training and Research Centre of California Polytechnic University in 1996-97 as a
diagnostic and evaluation tool for a research program financed by the World Bank on
the evaluation of impact on performance of irrigation systems of the introduction of
modern control and management practices in irrigation (FAO, 1999). The conceptual
framework of the RAP for the analysis of the performance of irrigation systems is the
following: irrigation systems operate under a set of physical and institutional constraints
and with a certain resource base. The systems are analyzed as a series of management
levels, each level providing water delivery service through the system’s internal
management and control processes to the next lower level, from the bulk water supply
to the main canals down to the individual farm or field. The service quality delivered at
the interface between the management levels can be appraised in terms of its
components (equity, flexibility, reliability) and accuracy of control and measurement,
and depends on a number of factors related to hardware design and management. With
the service quality delivered to the farm and under economic, agronomic constraints,
system and farmers’ management produces results (crops yields, irrigation intensity,
water use efficiency), while symptoms of poor system performance and institutional
constraints are manifested as social chaos (water thefts, vandalism), poor condition of
infrastructure, poor cost recovery and weak water users associations.
In accordance with FAO’s approach, trainees under the regional training program have
been trained in modernization options, appraised their irrigation systems with the RAP
and developed an irrigation modernization strategy for their system, with short, medium
and long-term objectives and a phased action plan addressing both hardware and
software improvements. Different aspects of management (incentives, training,
budgetary resources and allocations, supervision, monitoring and evaluation,
instructions to and initiative of staff, actual versus official practices, responsiveness of
operation, gap between stated performance and actual performance, etc.) are rated. For
Water Users Associations (WUAs), their overall strength is assessed based on the
following criteria:
x Percentage of all project users who have a functional, formal unit that participates
in water distribution;
x Actual ability of the strong Water User Associations to influence real-time water
deliveries to WUA;
x Ability of the WUA to rely on effective outside help for enforcement of its rules;
x Legal basis for the WUAs;
x Financial strength of WUAs.
In addition, their in-kind and cash contributions to overall operation, maintenance,

repairs and hardware improvements, is also assessed.
The details of performance indicators rating results and internal process indicators and
sub-indicators, and values for the systems appraised under the training program, can be
found in Appendixes 4 and 5 of this paper.
ACTUAL PERFORMANCE OF THE IRRIGATION SYSTEMS IN ASIA:

SERVICE AND WATER USERS ASSOCIATIONS
All irrigation systems appraised at the occasion the regional training program were
large-scale rice-based systems, with the exception, which will be the object of a specific
paragraph. They were typically designed for supplementary irrigation of rice during the
rainy season (with the exception of Turkmenistan, which is under an arid desert climate
and the Jiamakou system in Shanxi Province, which irrigates orchards in a semi-arid
climate). They are public managed in a supply-driven mode. Water users associations
have been created in a number of countries but they do not play a meaningful role in the
management of the systems. The systems are generally in a poor condition due to
insufficient maintenance and provide poor service to farmers. Service provided by the
main canals to the secondary canals and command areas is generally unreliable and
inequitable, with the exception of Malaysia and Chinese systems. Water level control in
the canals is poor and a main factor in poor service delivery. Some systems had not
received support for many years while for others, substantial investment had recently
been completed or was under way.
Design standards and operation have not changed in many countries for 20-30 years
(Plusquellec, 2002). Specific flow-rates of the canals are calculated for supplemental
irrigation, are therefore quite small, and decrease from the main canals to the lower
level canals. This does not allow flexibility of operations and large variations in flow-
rates. It is a particular constraint when farmers wish to synchronize their farming
activities fro mechanization and thus need large amounts of water for land preparation
at the same time, Cross-regulators are, with a few exceptions, manually operated
underflow structures, in combination with underflow off-takes, and generally very
sensitive to fluctuations in water supply. In the Philippines, duckbill weirs have been
introduced for water level control. However, most of them have been vandalized as the
systems have large variations in their water supply. During shortage periods, the
upstream offtakes receive their allocation until available flows are depleted and
downstream offtakes are shorted. In some cases, offtakes are of the overflow type
(Rominj gates in Indonesia), which exacerbates fluctuations of flow-rates into the minor
canals. Gates are rarely calibrated. The most common measurement method for flow-
rates is the orifice formula through (non-calibrated) gates. Other measurement devices
have been introduced (broad-crested weirs), but they are typically poorly designed (too
broad) and inaccurate, or submerged. Recirculation of drainage is practiced in a large
number of schemes, but none is equipped with buffer or regulating reservoirs.
Operation generally follows a seasonal schedule which is adjusted on average every

week, usually following qualitative assessments of demand by managers or requests by
farmers. Main structures are operated typically three times a day according to a set
schedule, very often following instructions from a central office on gate positions.
Although system managers often issue instructions on flow-rate targets at each off-take,
these are rarely followed and most field operators adjust gates based on water levels in
the canals. Farmers often operate the gates themselves and operators and managers have
capitulated to this situation. A typical response to this lack of discipline is the
“rotational supply”: water levels are raised in canal reaches during “on rotation” periods
and lowered during “off rotation” periods. Near-farm, and on-farm infrastructure is
under-developed. The introduction of command area development on the structured
design concept or proportional flow division as an alternative to previous fully-gated
distribution network designs has not been successful. The systems are immediately
subverted by the farmers.
Low-cost pumping technology and energy subsidies have allowed farmers to free
themselves from the constraints of poor canal system performance or inadequate
scheduling through groundwater pumping, illegal pumping from the canals, water
scavenging or subversion of system policies and obtain more reliable or frequent
supply, switch to other crops and more effective on-farm water management strategies
and techniques. Conjunctive use is not managed by anyone but usually allows farmers
to adopt highly productive farming systems.
General management policies are typical of public institutions in the region, with few
effective systems for rewarding or sanctioning performance. Field-level operators are
often very poorly paid and it is difficult for management and engineers to control how
they actually operate the structures, which often differs form official rules and policies.
How structures are actually managed is often directly responsible for instability of the
system. In the Sunsari Morang (Nepal) system, main canal operators, when trying to
provide a target flow-rate into a secondary canal, make an initial setting at the off-take
of the secondary canal, then operate the cross-regulator of the main canal to lower or
raise the water level in the main canal to adjust the flow-rate into the secondary canal. If
they have raised the water level in the main canal too much, they then open a safety
structure to divert the “excess” water supply into a drain. This example, while extreme,
illustrates the important of all details of canal operation and of instructions to operators.
The administrative setup of the operating agency frequently hinders effective operation.
In Thailand, the responsibility for operation of longs canal is divided into reaches under
the control of different operation and maintenance projects which follow district
boundaries. While water allocation is officially to each secondary canal, in practice
there is a flow-rate target at the interface between each project. As a result, the projects
focus their energy on disputes on flow-rates at these interfaces, operate the cross-
regulators as flow control structures which creates water level fluctuations in the main
canals, neglect flow-rate targets into the secondary canals, which thus fluctuate wildly,
and no specific office is responsible in case of water deficit in the lower reaches of the
main canals. While project managers already frequently integrate into their operation
plans water supply to other users (municipalities, industrial customers), none of the
projects appraised has specific environmental targets or goals.
Proposals and ideas of the training workshop trainees for improvement of their systems
(and project proposals prepared by local consulting firms) - prior to the training -
usually follow a standard menu of rehabilitation following prevailing standard designs,
transfer of operation and maintenance costs to farmers, and substantial investments in
rigid canal lining. The introduction of SCADA systems and information technology is
frequently considered or already at an early stage of introduction. However, details of
selection of sensors, of control logic, are frequently inadequate.
System managers rarely have in place effective monitoring and evaluation systems.
When these are in place, they are rarely used for immediate feedback for operation.
Flow-rates at spills and in drains are not monitored and managers do not have a proper
water balance and estimation of the system’s efficiency (with the exception of Malaysia
thanks to IPTRID’s national benchmarking program). There is however a gradual shift
to performance-oriented management and the definition of performance indicators
(Thailand). However, norms and budget allocations are often uniform nationally, not
reflecting the constraints and potentials of projects, which may vary significantly across
projects (Philippines). Some projects (Philippines) are piloting demand management
with the introduction of volumetric water pricing. However, investment in the
upgrading of the systems has not been geared towards improving control to customer
water users associations, and proposed volumetric rates, based on current service fees,
are not likely to yield expected water efficiency gains (de Fraiture and Perry, 2002,
FAO 2004).
In summary, the level of chaos (difference between stated policies and actual policies)
and of anarchy (subversion of policies) varies from system to system, but is generally
high, particularly at the lower levels of management. Recent investments following
standard standards or investment strategies (command area development) have poor
results in terms of performance, control and service. While lack of discipline and
institutional issues contribute greatly to this situation, many of the problems can be
traced to:
x Problems in initial design;

x Exporting of design concepts outside of their area of validity;
x Difficulty to control and operate the systems;
x Layouts with confused hierarchies;
x Serious flaws in operation strategies;
x Inconsistencies between operating rules at various levels;
x Inconsistencies between operating rules and farmers’ requirements;
x Changes in farmers’ requirements not reflected by changes in system policies;
x Poor quality of water delivery service to farms;
x Lack of flexibility at all levels.
In this respect, irrigation planners, understood as central agency staff in planning and
design branches, and irrigation managers, understood as system-level field staff in
charge of system operation, are two different groups. The former are not necessarily
aware of the specific difficulties which managers face every day. Planning and design
procedures, as well as terms of reference for consulting firms which are frequently
assigned the tasks of planning and designing system improvements, are typically not
centered on the concerns of managers and farmers. Participatory design procedures are
progressively being introduced, but they frequently focus on details such as layout of
the canal networks or positions of the off-takes, rather than on more general (and more
important) issues of service and performance objectives and design criteria.
A CHINESE EXCEPTION?
The RAP results of the Chinese projects (Zhanghe in Hubei and Jiamakou in Shanxi)
stand in sharp contrast with projects in other countries. System efficiency, water
productivity and service are very high compared with systems in Southeast Asia. While
Zhanghe is essentially a rice-based system, it differs from other appraised system by its
“Melon-on-the Vine” design, characterized by a large number of buffer reservoirs, at all
levels, connected to the system. Jiamakou is a pumping scheme form the Yellow River
in an arid province, has been converted rapidly from a wheat system to a commercial
system dedicated to apple orchard, with a major challenge related to silt load in water
supply. Both systems have benefited from modernization in recent years, and are
currently not operated under upstream control. Cross-regulators are not used for
maintaining constant water levels in canals. However, what distinguishes these systems
from their counterparts is not so much technical features (infrastructure is not essentially
better than the other projects’) as management. The systems provide water delivery on
an arranged volumetric basis to the heads of water user associations’ canals, and charge
water on a volumetric basis to farmers.
An additional feature of the Jiamakou management is the model of “business units”

introduced for management: pumping, main canal water delivery and lower level
distribution are organized into “business units” with performance targets which
practically translate into financial incentives to staff. Before the RAP (May 2006), these
financial incentives were related to efficiency of conveyance and distribution. As an
outcome of the RAP, management objectives have been revised to include service
standards, which have been translated into financial incentives.
For both projects, the authority of managers to effect and implement change seems to be
much higher than in higher countries. This can be illustrated by the fact that, in
Jiamakou, action was immediately taken: in the 4 months following the RAP, the
Jiamakou manager organized additional training, working groups to analyzed RAP
results and come up with recommendations, in the areas where service indicators had
been shown to be lower than expected, has revised, as explained above, his management
objectives and incentive systems, and implemented a program to improve water
measurement devices at the head of field ditches, where water is measured for
volumetric charging. Management objectives related to service improvement
(improving lower level service in Zhanghe and improving field-level flexibility for
Jiamakou) will imply using cross-regulators to maintain constant water levels, with the
objectives of improving flow rate control at all levels of the systems. Technically and
for management, the main issue for Zhanghe is to re-establish coordination among the
multiple level reservoirs, which was disrupted by decentralization of water

management, while for Zhanghe, the main issue is to utilize in-line storage to buffer the
gaps between water supply by pump sets and demand, whose variations will increase
with enhanced flexibility, as heavy silt loads do not allow for off-line buffer storage.
For both systems, reducing service costs is a paramount objective. While Jiamakou sees
financial incentives to staff as a key plank for improving performance, the one variable
management cannot easily control is number of staff: the strategy is there to redeploy
this staff over a larger service area in a future expansion phase.
WATER DELIVERY SERVICE AND WATER USERS ASSOCIATIONS

Actual water delivery service1, which is evaluated based on flexibility, reliability, equity
and measurement of volumes, in most irrigation systems is poor (17 systems below 2) to
very poor (10 systems ranked below 1.5). Only 5 systems escapes from that bleak
perspective: the 3 systems in Malaysia ranked medium (between 2 and 2.5). One system
appraised in Vietnam and one in China achieved fairly good rates above 2.5.
The Institutional Reform in different countries is at different stages: WUA in some

countries like Philippines and Cambodia at the time of evaluations were as old as 35,
whereas in some other countries like Pakistan and China, they have been created only 2
to 3 years ago. In Vietnam and Cambodia, Water Users Associations or cooperatives are
under the local governments. In Andhra Pradesh, they were officially defunct after 6
years of existence. A distinctive feature is that they employ irrigation teams (in
Vietnam) or contractors (in Jiamakou, China, who also distribute water to the fields,
collect water fees and receive a financial incentive based on fee collection) which
distribute water to the field. In Thailand, the Philippines and Nepal, the WUAs are
federated (with up to five levels in the case of Sunsari Morang, Nepal)
In general, water users associations in most of the irrigation systems are weak and have
a little say in the way system is managed, even when they have been there for long time,
for example in Philippines and Cambodia. The strength of WUA does not influence
water delivery service to the farmers: no correlation could be found between the
strength of WUAs and service to farmers ratings. The only exception to this is Jiamakou
irrigation system in China which ranks high on water delivery service to the farm, water
delivery service to WUAs, and strength of WUAs. This means that there are more
important factors influencing the services to users, on top of it probably management at
upper level. This translates into quality of water delivery service to the WUAs.
WUAs in almost all the irrigation systems have negligible budgets with most of its
members contributing in kind. Irrigation service fee collection rate is often high (in the
range of 70 to 100%) in the systems with strong water users association. However, even
in those cases, overall financial requirements for system operation and maintenance are
not covered, and the WUAs do not have the capacity to invest in system improvements.
However, at the same time, in systems where pumping by farmers is ubiquitous (and
paid by the farmers), corresponding expenditure can be very significant compared with
1- Ratings range from 0 (worse) to 4 (best)

overall O&M spending on the surface system or much higher than surface delivery
water fees.
While most of the WUAs have some kind of legal status, none of them apart from China
and Vietnam can effectively rely on outside help for enforcement of their rules.
One of the limiting factors for some WUA in performing well is their small size and
complicated hierarchical layers (sometimes as much as 5 layers of different Water users
groups), which makes it difficult to raise enough funds or hire a technician for operation
of the system under their control.. Farmers operate the gates without any knowledge of
or consideration for hydraulic requirements and behavior of the system.
Some interesting and intriguing important conclusions of the study as shown in figure 3
are that:
x The performance in actual delivery service to users is independent of the strength

of WUAs. This leads us to suggest that the real causes of the generally poor
service in large irrigation systems are not addressed in most IMT-PIM reforms.
FAO is convinced that too little attention has been paid to engineering, to
strengthening the management set-up by ensuring professionalism at all levels of
the management and these missing aspects should be the core of a badly needed
“second breath” for IMT-PIM.
x The participation of Water Users Associations in management has not led in many
cases to management objectives and policies that reflect the reality of water
management in the systems: where farmers need to pump from canals or
groundwater or recycle drainage water, these basic facts of the system are still
ignored. Likewise, the actual cropping patterns, schedules and even crops in some
cases, which are very different from what they were when the system was
designed and built, are not reflected in official cropping patterns and scheduling.
x Responsiveness of management to service requirements and a basic agreement

between managers and users on how water is managed in the system for what
objective is still largely lacking. This includes taking into account the multiple
uses and roles of water in the irrigation systems. In a sense, it seems that the
reforms, which take a long time to deploy, seem to be geared to address to a large
extent yesterday’s problems (lack of funding for operation and maintenance and
establishing basic equity, large fail to achieve those objectives and, if and when
they eventually achieve then, they will be insufficient to meet the new
requirements of farmers.
x A blueprint or standardized institutional reform package seems to have migrated
from country to country, covering a large number of countries, particularly in
Southeast Asia but also South Asia, with little adaptation to local circumstances
and goals, and with essentially the same results. An interesting implication of the
successive federation of WUAs from the bottom up is that the participation of
farmers in important decisions takes place only once system-level federation and
co-management are achieved (if that stage is ever reached). Participation,
including for new projects, should start at the early stages so as to influence
system objectives.
CHALLENGE AND RESPONSE OPTIONS

In spite of or indeed because of these problems and disappointing results, the need for
institutional and management reform is more pressing than ever. At the First South East
Asia Water Forum, convened by the Global Water Partnership Southeast Asia (Chiang
Mai, 2003), the water and food session of the Forum addressed the three challenges
cited in the Kyoto Ministerial Recommendation of the 3rd World Water Forum on Water
and Food, i.e., food security and poverty alleviation, sustainable water use, and
knowledge and partnerships. One of the conclusions of the Forum, endorsed in the
Forum’s declaration, was that ‘Southeast Asian countries should collaborate to find
ways to improve and transform large rice irrigation systems for participatory
decentralized management, improvement of efficiency and service, multiple use,
financial sustainability through payment of service and IWRM’.
This statement acknowledges the need for a transformation of the irrigation systems and
participatory decentralized management in the context of achieving specific
performance objectives in a broader context of water sector reform for integrated water
resources management. Transformation is seen as a response to transformations in the
agricultural sector and the broader socio-economic environment. In view of the
conclusions drawn from the assessment of present performance of the systems and
IMT/PIM, ways to improve and transform the systems should be designed taking into
account the diversity of the systems and of their socio-economic contexts, probable and
desirable evolution scenarios: IMT/PIM should not be considered in isolation as in the
past but be an integral component of a broader transformation or modernization of the
sector, be designed to achieve specific performance and service objectives and respond
to farmers’ needs not only now but also in the future.
With this in mind, FAO, with the support the Evaluation Study of Paddy Irrigation
under Monsoon Regime (ESPIM) Project Financed by the Government of Japan and the
Vietnam Institute for Water Resources Research, Ministry of Agriculture and Rural
Development, Vietnam, convened a Regional Workshop on the Future Of Large Rice-
Based Irrigation Systems in Southeast Asia in Ho Chi Minh City in October 2005 to
identify strategies, opportunities and interventions for the sustainable management of
large rice-based irrigation systems in Southeast Asia (SEA) over the coming decades in
the context of improved management of water resources, and to promote collaboration
in the region. The workshop intended to address three critical questions that would
determine the character that large rice-based irrigation systems evolve over the next 20-
25 years, namely:
x How would agriculture and rice production evolve in SE Asia? How would
agriculture evolve to provide viable employment for the expected reductions in
the agricultural labor force, in light of current population projections and
predicted demographic changes; changing nutritional and dietary expectations;
changing irrigated and rain-fed agricultural areas and yields; and increasing
competition from the Urban, Industrial and Environmental water sectors? What
changes would be required in agricultural water services to support the projected

evolution of the sector?
x What changes would required in irrigation service provision by the large

rice-based irrigation systems? What institutional, managerial as well as
technological changes would be required for the large-scale irrigation systems to
be able to provide the new range of services required by users and perform their
new functions?
x How would on-going and expected reforms and investment programs

measure up against the projected needs of the region? How should public
sector irrigation agencies develop to support new agricultural demands; what
might be the role of the private sector in future development? How could
participatory management become effective? Could institutions recently or in the
process of being created evolve towards becoming managers of multiple use
systems if needed? Were there alternate approaches to irrigation and agricultural
water management reforms that may be more effective and responsive to the
sector’s requirements? Were present models for management of large rice-based
irrigation systems able to evolve towards future requirements? Were investments
programs on large rice-based irrigation systems of the current generation
responding adequately to the future challenges? Did current models for river basin
management represent an optimal context for an evolution of the large rice-based
irrigation systems towards sustainable management?
The workshop gathered fifty experts and representatives from: national irrigation
agencies and institutions, river basin and water resources management agencies and
national water apex bodies, agriculture ministries and environmental agencies as well as
academic and nongovernmental organizations from countries in the region: Vietnam,
Malaysia, Thailand, Philippines, Laos, Cambodia, Indonesia, Myanmar and China;
regional bodies and institutions such as the Mekong River Commission, the Asian
Institute of Technology (AIT); international organizations such as the Food and
Agriculture Organization of the United Nations (FAO), the International Water
Management Institute (IWMI), and the International Rice Research Institute (IRRI); the
donor community, with the World Bank and the Asian Development Bank;
internationally recognized centers of excellence such as the California Polytechnic State
University; international initiatives such as the Comprehensive Assessment of Water
Management for Agriculture; environmental INGOs such as the International Union for
the Conservation of Nature and Wetlands International and the World Wildlife Fund.
The workshop reviewed trends and challenges related to water resources management,
socio-economic development, trade, agriculture and rice production and the
environment, the present performance of large-scale rice-based irrigation systems in
Southeast Asia, national current and planned strategies, programs and goals for large
rice-based irrigation systems, the rate of adoption and effectiveness of previous
recommendations, and identified the main drivers of change. The workshop then
outlined main scenarios for the future evolution of large rice-based irrigation systems,
based on a typology of their characteristics and socio-economic environments,
identified the implications of these scenario in terms of service and performance
objectives, design, management, operation, institutions, financing, environment and

biodiversity, and multiple use, re-appraised present policies, strategies, programs and
intervention models, and made recommendations for new strategies and directions and
concrete action. The typology adapted for the large rice-based systems, the drivers
which influence their future and the evolution scenarios that were derived for the
different classes of systems are presented in Appendixes 1, 2 and 3.
Having agreed on the evolution scenarios, the workshop split into 4 thematic working
groups, to work on the specific implications of the drivers, strategies and policies, and
evolution scenarios in four different domains and derive recommendations, considering
also a review of previous recommendations, their effectiveness and implementation:
Financing and multiple roles; Design and operation; Management and institutions; New
irrigation systems.
The workshop followed an iterative process whereby the thematic groups reported and
were able to comment on the work of the other groups, in order to ensure consistency
and cross-fertilization of recommendations in all 4 domains. The final recommendations
were finally presented and amended in plenary and adopted by the whole workshop.
The recommendations are presented below.
FINANCING AND MULTIPLE ROLES
1. Modernization should aim to secure reliable, equitable and predictable water

supply and be responsive to individual needs of farmers where possible. Trust
farmers to respond to such a water supply, e.g., through conjunctive water use.
2. Water-delivery systems need to be flexible (technically, institutionally) to deliver

water to multiple uses (agriculture, environment, city, industry, energy
generation), from entire river basins down to (within) large irrigation systems.
3. Financing (capital and O&M) of irrigation systems needs to progressively move

from subsidies to market-based incentives, and public-private cost-sharing
mechanisms, as economies evolve (Early -> Transition -> Post-agriculture).
4. "Early economies" should anticipate for, "transition economies" should plan for,
and "post-agriculture economies" should harmonize (social, cultural, institutional,
and policy) water management for different ecosystem services within irrigation
area and catchment.
MANAGEMENT AND INSTITUTIONS
1. SEA governments should invest in professionalization of irrigation management

through the establishment of continuous in-service training focused on operational
management:
a- Training of today’s graduates who are tomorrow’s managers

b- Training at all professional levels within irrigation systems across all relevant
disciplines.
c- Overseas secondment of irrigation managers within the region and in higher-

income countries.
d- Practical trainings for farmer organisations/WUAs/Federations.
2. The irrigation sector in SEA should operationalise and mandate a suite of

assessment and performance measures to continually upgrade and compare the
effectiveness of service provision and the management of negative externalities,
such as environmental impacts:
a- RAP
b- Benchmarking
c- Introduction of service related performance for irrigation service provider staff.
d- Public accountability – balance sheets
e- Improve and sustain monitoring, data collection and processing and

management for improved service provision.
3. Existing PIM approaches in the regions should be diagnosed, and successful

approaches and their contexts identified and replicated. A key focus of initiatives
to implement participatory management and management transfer should be on:
a. Minimizing the transaction costs relative to actual benefits of participation
b. Incentivizing participation and compliance of the irrigation service providers:
c. Self-financing arrangements
d. Functional water user associations and federations, with clear rights

responsibilities and programs of action in both management and local
investment.
e. To be effective, the service delivery of WUAs and Federations must be

improved and support is required to realize this.
4. Propagandize! Take these messages to the governments.
DESIGN AND OPERATION
1. A greater awareness of the operational deficiencies of large rice based irrigation

systems exists since the last FAO consultation; given the present lack of expertise
and magnitude of the problem, there is a need to develop excellent "Water Control
Engineering" programs in universities and engineering schools. Related to this is

the establishment of national/regional Centers of Excellence for irrigation
modernization.
2. Regional training programs on Modernization and the Rapid Appraisal Process

(RAP) specialized for different levels of the organization: senior managers,
operations staff, designers/engineers. RAPs should be carried out before any new
investment is put in place for a comprehensive diagnosis of the system,
developing proper water management strategies, and benchmarking of existing
and desired performance.
3. Revise national design standards and operation manuals to take advantage of new
knowledge in the irrigation sector and state-of-the-art technologies.
4. Replicable pilot projects to demonstrate modern technologies; learn from practical

experience for a relative small cost.
5. Consider use of new donor lending instruments – e.g., adjustable program loan
(APL) (longer time periods are needed to design and implement modernization
programs; typical 5 year loans are too short).
NEW LARGE-SCALE IRRIGATION PROJECTS
1. Comprehensive options and feasibility assessment. Before committing to new,

large-scale irrigation developments a comprehensive assessment should be made
of the land and water existing use values and development options in that place. If
a new, large-scale irrigation development is proposed, it should be examined by a
wide-ranging analysis which is ecologically, physically, politically, socially and
culturally “logical”. These different logics should all be used to guide analysis and
debate when examining the feasibility of a project. This should take place before
progressing into the formal, legal, often rigid and relatively narrow “impact
assessment” process.
2. Vision of future changes. If a new, large-scale irrigation development is

proposed, the design must recognize and be flexible enough to take account of the
inevitability of future demand changes. As economies improve and alter,
land/water use and cropping systems will change. Therefore the function/service
of the irrigation will change. From the initial stage of the development of an
irrigation project, it is important to visualise the trajectory of how these changes
might occur (eg. from rice-focused production to more diversified enterprises).
3. Governance, water rights and responsibilities. Large-scale irrigation projects, as

with any others, should be planned, built and operated within a governance regime
that embodies social justice ethics, is transparent, and participatory. Participation
in irrigation governance should not be restricted to technical experts and
bureaucrats, but should be open to representatives of affected communities and
interest groups. The water rights and responsibilities of all stakeholders should be
openly negotiated and established, with equity and sustainability being primary
considerations. Management arrangements for a new project should include, from
the beginning, credible representatives of different stakeholder groups.
4. Local capacity development. If a new, large-scale irrigation development is

proposed, it is essential to increase efforts to boost the capacity of local
stakeholders playing many different roles. For example, local decision makers
need to be aware of the different options and feasibilities. Public authorities need
to be skilled in designing terms of reference and oversighting contracts. Local
consulting firms and engineers are required to construct and then be locally
available to support ongoing operation, maintenance and adjustment. User groups
need to be aided to improve water use efficiency. Local civil society
organizations and universities should be able to play roles in governance (eg.
monitoring compliance with negotiated protocols) and problem-solving.
Supporting the development of this capacity needs to be factored into any new
project.
5. Finance. In addition to the overall economic assessment, it is critical that an

adequate financial strategy is put in place. The finance for complete construction
must be ensured. Beyond construction, there must be a plausible strategy to
ensure the availability of funds to meet full operation and maintenance costs,
drawn from all project beneficiaries.
6. Monitoring impact on ecosystem and livelihoods. Irrigation projects do more than
supply water. They become part of the ecosystem and may have major impacts,
for example on groundwater hydrology. The year-round effect of a project on the
hydrology and wider environment have to be assessed. As does the impact,
whether positive or negative, on the livelihood of all affected peoples.
CONCLUSION
The findings and recommendations of the workshop have highlighted a number of key
issues:
x Although a greater awareness exists of the present deficiencies of the irrigation

systems, knowledge does exist, efforts to develop tools have been substantial and
effective, and efforts t develop capacities have been effective where implemented,
very little successful modernization has taken place in Southeast Asia.
x In the present context and under future perspectives, modernization of the

irrigation systems and their management to increase their flexibility and insert
them in river basin management, taking into account multiple functions of
agricultural water management, is more required than ever. A fast pace of change
is the one certainty, the other certainty being that unless management adapts, the
discrepancy between stated an actual policies will widen.
x Compared with 10 years ago, new layers of complexity have been added to our
understanding of irrigation, from multiple use and social complexity, to multiple
use, multiple ecosystem and livelihood functions, and agro-socio-economico-
ecologic complexity
x To respond to this complexity, management needs to be professionalized and

present institutional reform models need to be evaluated and overhauled to
respond to new demands and characteristics of farmers. Capacity building of
managers and of intermediate service providers will need to be substantially
boosted. Simplicity of operation and proper information will be required. The
need to strengthen capacities also applies, critically, to consulting firms, and to the
various components of civil society.
x Evolution scenarios, objectives and strategic responses will vary greatly according
to the types and socio-economic environment of the systems. Non-rice drivers will
play an important role in their evolution.
x Compared with recommendations made 10 years ago (FAO, 1997), new

recommendations can be characterized as: moving away from generation of both
positive and negative externalities by accident and from development of
autonomous farmers’ responses by neglect, to explicit management of multiple
roles on the one hand, and to explicit recognition of farmers’ service and other
objectives, of their contributions to overall efficiency and productivity for instance
by pumping, and of the costs thus incurred to them, and search for the most
practical, economical options on where, how and at which levels (main system,
intermediate distribution, farmers, conjunctive use, etc.) to locate improvements
for service delivery.
x The main focus will remain the improvement of performance of existing assets.
New systems may be still developed in predominantly agrarian economies, in
ecosystems with comparative advantages, but their planning and appraisal process
should be reformed to adhere to improved water governance.
Focusing on IMT and PIM, the key recommendations of the workshop, respond to the
issues and problems identified through a review of the present performance of the
existing systems, and to the future challenges that they will be facing. FAO, for this
reason, fully endorses these recommendations for consideration in future IMT/PIM
programs, not only in Southeast Asia, but also in other sub-regions, and stresses a the
same time that they should not be considered in isolation, but as a part of a broader
sectoral reform or modernization that encompasses institutions, management as well as
infrastructure.
REFERENCES:
1. Barker and Molle, Comprehensive Assessment Research Report 5, Evolution of

irrigation in South and Southeast Asia, IWMI, Colombo 2005
2. Burt, Charles, Rapid Appraisal Process (RAP) and Benchmarking Explanation

and Tools, 2003 (http://www.watercontrol.org/tools/rap-eng-
2002/files/Rapid%20Appraisal%
20Process%20(RAP)%20and%20Benchmarking%20revised%20April%2018%20
2003.doc)
3. De Fraiture and Perry, Why irrigation water demand is inelastic at low prices
ranges, Irrigation Water Policies: Micro and Macro Considerations Agadir,
Morocco, 15-17 June
2002(http://lnweb18.worldbank.org/ESSD/ardext.nsf/18ByDocName
/WhyisIrrigationWaterDemandInelasticatLowPriceRangesDeFraiturePerry/$FILE
/DeFraiture_Perry.pdf )
(http://www.iwmi.cgiar.org/Assessment/files/pdf/publications/ResearchReports/C
ARR5.pdf )
4. Facon, Thierry, Asian Irrigation in Transition - Service Orientation, Institutional

Aspects and Design/Operation/Infrastructure Issues, in Asian Irrigation in
Transition: Responding to Challenges. Edited by Ganesh Shivakoti, Douglas
Vermillion, Wai Fung Lam, Elinor Ostrom, Ujjwal Pradhan and Robert Yoder,
Sage Publications India Pvt Ltd, B-42 Panchsheel Enclave, Post Box 4109, New
Delhi 110017 (India)
5. FAO, Modernization of irrigation schemes: past experiences and future options,

FAO-RAP 1997/22, Water Report Series 12, Bangkok, 1997
6. FAO, Investment in Land and Water, FAO-RAP Publication 2002/09, FAO

Regional Office for Asia and the Pacific, Bangklok
7. FAO, Burt, Charles and Styles, Stuart: Modern Water Control and Management
Practices in Irrigation Impact on Performance , FAO Water Reports 19, ISBN:
92-5-104282-9, C.M. Burt, S. W. Styles.
1999 (http://www.watercontrol.org/publications/files/wr19.pdf )
8. FAO Regional Strategic Framework, Bangkok 2005
(http://www.fao.org/documents/show_cdr.asp?url_file=/docrep/007/ad501e/ad501
e00.htm)
9. FAO, Renault Daniel, Facon Thierry, Wahaj Robina. Modernization of Irrigation

Systems, Volume 1: MASSCOTE – Mapping Systems and Services for Canal
Operation Techniques. Irrigation and Drainage Paper 62, 2007, Forthcoming
10. Plusquellec, How Design, Management and Policy Affect the Performance of
Irrigation Projects: Emerging Modernization Procedures and Design Standards,
March 2002, FAO Bangkok ISBN 974-680-215-1 (www.watercontrol.org/
publications/files/design_publication.pdf)
APPENDIX 1
Typology of the large rice-based systems in Southeast Asia (from the Regional
Workshop on the future of Large Rice-Based Irrigation systems in Southeast Asia, Ho
Chi Minh City, 2005)
Table: Technical criteria

Technical criteria Main characteristics (and examples)
Water is stored in large reservoirs, distributed via a canal networks
Reservoir-backed, gravity
1 to the fields mainly by gravity (Zhanghe system, Dau Tieng,
fed irrigation systems
UPRIIS)
Off-river diversion Water level in the rivers is raised by dam so that water can be
2
irrigation systems distributed via a canal networks to the fields (SCRIS, Philippines)
Off-river pump irrigation Water is pumped into a canal networks, to be distributed to the
3
systems fields (Northern part of Vietnam)
Low lying deltas, Consisting of a series of multifunctional canal

Integrated water
networks (water supply, drainage, transport..) and water
4 management systems in
management structure (salinity control) and an mosaic small
the deltas
irrigation systems (tidal or pump)
Conjunctive groundwater-
5 Both gravity fed surface irrigation + groundwater pumping
surface water system
Additional Urban-rural irrigation Near or including cities or industrialized centers, steep competition
criteria systems for water and labor (Cu Chi, Zhanghe, Mangat)
Table: Socio-economic context1 found to be most operational for the objectives of the
workshop were found to be the following. Major implications in terms of goals and
strategies were identified for each class.
National and Sub- Economic and Agriculture
Strategy and policy
national stage Situation
Reduction/decommissioning of
highly diversified agriculture
rice irrigation areas
Resources competition
Specialization
high environmental concern
Focus is outside agriculture improve water productivity
diets shifting
Post-agriculture/advanced protect environment and water
need to conserve certain level
quality
of food production capacity
government investment for
on the way to diversification
modernization
Stabilization and modest
quick demographic transition
development of rice irrigation areas
further improvement of food security
Agricultural export main focus development of small systems
need to stabilize rice production
Intermediate/transition increase the financial self-
rice exporting for FC earning+C6
sufficiency
rely on rice production
further water resources development
urgent need for food security further rice irrigation expansion
Agriculture main focus
possess comparative advantage strong government financial support
Low developed/early economy
Little alternatives external assistance
1- Classes refer to national context or sub-national context as appropriate (agricultural export may thus be
outside of the system area to another province).
APPENDIX 2: Major drivers affecting irrigation water management for larg rce-based
systems in Southeast Asia1
Common drivers
o Food Security: National-Regional-Household.
o Poverty alleviation/regional development.
o Increasing concern for environmental protection and ecosystem management.
o Issues of energy and other chemical inputs
o Climate change (coastal impact- risk for rainfed agriculture).
Nation specific
o Development stage that set the exporting/importing strategy.
o National Budget Support/Constraints – O&M cost reduction (may be a constraint)
o Institutional reforms: Regional Autonomy – decentralization
o Agriculture and water management policy
o Migration rural/agri-urban population balance.
Other Drivers for Change
o Equity of distribution including gender concerns
o Multiple purpose nature of service from reservoirs
o Markets diversification and integration (need for crop diversity)
o Pressure on Water resource: Scarcity, Water quality and competing uses of water
o Reclaiming land.
Management related objectives/drivers
o Cost-effectiveness of O&M and management
o More responsive, transparent and participative management
o More flexible water delivery systems
o Accounting for multiple uses of water
o Water on Demand (removing technical constraints)
o Technology: availability of low cost pumps
Accompanying supports (enabling conditions) /drivers:
o Strategies of the World Bank and Asian Development Bank for management/rehabilitation
projects
o Capacity building in water infrastructure management and service oriented management, in
modernization development.
EVOLUTION SCENARII AND STRATEGIC RESPONSES
Considering the effect of different drivers, strategies and policies for all 5 types of
systems in the three contexts/stages, the workshop developed likely evolution scenario.
The following table is a synthesis of the outputs of the different working groups.
1- Source: Regional Workshop on the future of Large Rice-Based Irrigation systems in Southeast Asia,
Ho Chi Minh City, 2005
UNDERSTANDING THE IMPACT OF IRRIGATION

MANAGEMENT TRANSFER
Mei Xie1
ABSTRACT
Poor or under-performance of many publicly financed irrigation infrastructure schemes

have led to governments and donors seeking new approaches to irrigation management.
While purely private sector management of public irrigation infrastructure is still a
novelty for most developing countries, a semi-private or semi-public form of irrigation
management has been emerging over the past decade – irrigation management through
farmer water users’ associations (WUA) or irrigators’ associations (IA) or farmer water
organizations (FWO) – as termed differently in different countries. These WUA serve
as intermediaries for the public sector, within a broader context of participatory
irrigation management (PIM). There has been a shift of approaches from largely
government operated and managed irrigation systems to joint management of irrigation
systems by agencies working with farmers. The development of WUA has led to
irrigation management transfer (IMT) in some countries, i.e. the public sector
transferring the management responsibility (a part of it) from a government agency to
WUA.
While many governments and donors have made a great deal of effort and invested
millions of dollars in WUA development and IMT, especially over the last decade, how
much do we know about the impact of these IMT? Has IMT resulted in improvements
in water delivery, in irrigation system maintenance, in reducing conflicts, in increasing
water revenue collection, and in eventual reduction of agency cost? Has IMT resulted
in impact on production and who have benefited? There is not much literature to
document these impacts of IMT. We found few cases where comprehensive evaluation
is carried out on IMT. In Indonesia and China, governments have carried out partial
evaluations of WUA performance in certain areas. Still, little is known on the impact of
IMT with back ups from field data.
Based on implementation of IMT under two World Bank projects in the Philippines, a
World Bank team, working with the National Irrigation Administration (NIA) of the
Philippines, attempted a study of IMT impact. The study, comprising three phases –
farmer/NIA perception survey, technical and institutional in-depth review, and
economic analysis of impact on production, used 63 IMT contracts that were
1- Sr. Water Resources Management Specialist, World Bank Institute (WBI), WBISD, 1818 H Str. NW
Washington DC. Email: mxie@worldbank.org
implemented from 2-5 years as samples. The study included a comprehensive

evaluation of IMT impact, by exploring assessment methodologies, design of
questionnaires, and first-hand survey of farmers, WUA leaders and agency field staff
who worked on IMT. Based on the results of the survey in Phase-1, the study continued
with Phase-2 through an in-depth analysis of 12 selected IMT contracts that were
judged as performing reasonably well and those judged as problematic. The in-depth
analysis included a technical evaluation of the irrigation systems and how they may
have affected the performance of IMT, and an institutional evaluation, focusing on
performance of both WUAs and the government irrigation agency. For the first time,
RAP (rapid appraisal process) and benchmarking methods were used in the technical
evaluation of the irrigation systems while assessing IMT impact. Phase-3 attempted an
analysis of the economic impact of IMT using one large irrigation system and its field
survey data, comparing those with data from non-IMT areas. The study not only
generated first hand field data from farmer feedback on IMT, linking physical design
and operations with IMT implementation, but also provided lessons for those who wish
to undertake similar evaluation of IMT performance in their countries or systems.
FLOATING DOWNSTREAM – WATER USERS, PARTICIPATORY

MANAGEMENT AND SECTORAL REFORM – WHAT ARE THE
MINIMUM CONDITIONS FOR SUCCESS?
Hugh Turral1
ABSTRACT
In practice, the rhetoric of participatory management in irrigation only becomes reality

in programmes to form water user associations. There is clear global evidence that water
user associations in medium and large scale surface irrigation systems struggle to be
effective and survive, even in countries with strong cultures of collective action.
A number of different approaches have been taken to try to avoid stranding water user
associations and other local participatory initiatives, in order to strengthen their
governing institutional, regulatory and economic environment. Thus we see efforts to
build federations of water user associations and representative apex bodies at main canal
and even system levels.
A key process in establishing a more favourable environment for participatory
management, or other forms of devolved responsibility and empowerment (franchising,
privatisation, joint management) is the sectoral reform of irrigation agencies.
However, irrigation agencies often resist sectoral reform, the empowerment of WUAs
and the attendant discipline of evolving a service culture. There are many reasons,
including professional pride, the perceived importance of new construction and rent
seeking activities in contract management and in the supply of irrigation water.
Thus, irrigation agency reform often considerably lags behind efforts to establish and
sustain water user associations and their umbrella organizations. At the same time,
higher level water sector reforms are implied in the re-structuring of irrigation agencies.
Apart from internal budgetary pressure, and changes from a construction agenda to
service orientation, irrigation agencies face a number of external pressures arising from
the importance of agricultural water use as a major share of abstraction for human
needs, including:
1) Water management and allocation at basin scale – including managing water
allocation between:
1 - Dr. Hugh Turral, Theme Leader on Basin Water Management, International Water Management
Institute, IWMI. Email: H.TURRAL@cgiar.org
a) Multiple and sometimes nested irrigation systems; and

b) Inter-sectoral allocation and competition (cities, industry, power and
environment); and
2) The emergence of large scale, atomistic private groundwater developments,
posing new challenges in groundwater governance and conjunctive use
management.
The paper draws on examples from China, Pakistan, Central Asia and India, and
contrasts their experience with the far reaching changes in the supervising institutional
and economic environment that has guided irrigation and water sector reform in
Australia in the past 15 years.
OPTIMIZATION OF IRRIGATION PERFORMANCE THROUGH

PHYSICAL CHANGES AND INSTITUTIONAL REFORMS:
THE EXAMPLE OF IRAN
Herve Plusquellec
During the last three days, the participants to the tenth International Seminar on
Participatory Irrigation Management (PIM) have been discussing the issues and
challenges of PIM in the field. They have shared their experiences in the three sub-
themes of the seminar that are related to the PIM frameworks and models,
organizational reforms, legal strategies, socio-cultural and political grounds and support
system for PIM sustainability. Before coming here, I again read the invitation to this
Conference. I found refreshing that the Chairman of IRNCID, Dr. Rasoul Zargar, was
confident that this event will also offer an opportunity to all participants, scientists,
engineers, specialists and others to exchange ideas and transfer technologies relevant to
water users and PIM in Iran and other countries. I would like in this keynote to respond
to Dr. Zargar by addressing the technical changes needed to support PIM.
It is increasingly accepted that combining physical changes and institutional reforms is

required to optimize the performance of irrigation projects. I therefore believe it is
appropriate to end up this Conference by addressing the complementarity of these two
aspects. I will address that question by highlighting that our host country has already in
place either the reforms or the physical infrastructure needed for modern irrigation in
different regions of the country. However there are not yet examples where reforms and
appropriate infrastructure are present together. Of great interest for the international
community is the experience of Iran that is experimenting with an institutional
arrangement which is expected to evolve towards privatization of irrigation
management. That approach is seldom used in other countries, where irrigation schemes
are managed either by government agencies or by organizations of user associations or
jointly.
My involvement with irrigation development in Iran dates back to a few decades. I had
the opportunity to visit a number of irrigation schemes in many regions of Iran: The
large rice-based Guilan project in the humid region along the Caspian sea, the Dez
project in Khuziztan, the Sistan scheme in the very arid Eastern region at the border
with Afhanistan, the Duruzan project at a stone jet of Persepolis and the Moghan project
with a Mediterranean climate in the North-East region. Irrigation has been practiced in
Iran for centuries. Traditional schemes cover almost 5.9 million hectares, which are
supplied by run-off river diversions and by groundwater such as wells, springs and the
famous qanats. These schemes have been developed and are still managed by farmers. It
is fascinating to observe how the local users in Iran and other countries have developed
complex rules for the allocation and distribution of water among themselves and adjust
to the various conditions of climate and variations in water resources in time and space.
These schemes are sometimes referred as traditional, meaning they are simple and
rustic. Indeed the management rules of these schemes are very sophisticated in some
cases, in dealing with seasonal variations of water supply.
However the main purpose of my talk is with the so-called modern systems developed
by government agencies. After a very brief background on the modern Iranian irrigation
sector, I will discuss the institutional arrangements and the design concepts of large
irrigation systems. We will then assess the performance of two typical schemes where
either reforms or modern design have been adopted: The Moghan project in the
Northeast region and the Drudzan project in the Southeast.
THE MODERN IRRIGATION SECTOR IN IRAN
In Iran, the modern area covering about 1.5 million ha consists in 55 schemes from over
100,000 ha (190,000 ha in Guilan and 125,000 ha in Dez project) to a few thousand ha.
The Ministry of Energy (MOE) is responsible for the planning, design, construction and
management of all main water systems in the country including all main irrigation
systems and for improvement of traditional schemes. MOE mostly operates through its
fourteen affiliated regional Water Authorities.
The Ministry of Agriculture and Jihad (MOAJ) through its Directorate of Soil and
Water and its Provincial Agriculture Organizations is responsible for all the planning
and development activities below the secondary canals. This includes construction of
tertiary canals, land consolidation and land leveling, promotion and development of on-
farm water saving techniques, including pressurized systems within modern and
traditional schemes.
The activities of MOAJ generally lag far behind those of MOE within the modern
systems. Although 1.2 million hectares have been developed by MOE in the modern
sector, tertiary canals have been installed only on half the area and only one third has
benefited from on-farm development. The main causes of this gap in investments
between MOE and MOAJ are related to the budget and financing process of MOA
works. The farmers should pay 30% of the investments through seven-year loans from
the Agricultural Banks at 5% interest. In many schemes land consolidation is necessary
to limit the number of parcels of each farm from about 5 or 6 to one or two plots. Land
consolidation enables to optimize the layout of the tertiary and quaternary canals and
ultimately the distribution of water through leveled fields. Progress in land
consolidation is based on the mobilization of farmers by MOAJ staff.
For the reasons discussed above, of which the lag between the construction of the main
infrastructure and the distribution system is likely the main one, the agricultural
production in the modern system of Iran is far below expectations:
x The crop yields are below the potential indicating either deficiency in irrigation
water or non-water inputs. For example the average yield of wheat is about 3
ton/ha, half the yield obtained in pilot farm tests in Moghan scheme.
x The volumes diverted for irrigation are excessive indicating excessive losses at
farm level and poor operation of the incomplete distribution system. For example,
an average volume of 40,000 m3 is diverted for sugarcane, 24,000 m3 for rice and
6200 m3 for wheat.
x The productivity of water (kg/m3 of diverted water) is two to three times below
the potential.
However some schemes are performing much better than the average for reasons that
we will discuss later in this presentation, which are related either to the institutional
arrangements or a better water infrastructure.
INSTITUTIONAL ARRANGEMENTS
The Operation and maintenance of the 55 national schemes is entrusted to Operation

and Maintenance Companies (OMC). As of 2004, only 19 OMCs were established. The
responsibilities of the OMC are: i) to deliver water on a volumetric basis, where
possible, to the users according to a contract signed on an annual (or seasonal) basis
between the OMC and individual users stipulating the volumes to be deliver per crop, ii)
to collect the water fees on a volumetric or per hectare basis and iii) to proceed with
agreed maintenance activities. The OMCs signed annual contracts with their respective
RWAs for operation, maintenance and administrative activities. The OMCs were
established through decentralization of the RWAs in the early 1990s. The OMCs have
no asset and do not meet the definition of private companies since they are still under
the supervision of their parent government agencies. They are water service providers
but are contracting with public agencies. The farmers are responsible for all O&M
activities of the tertiary canals and below.
Informal user groups exist in a number of irrigation schemes. Under a recently

completed World Bank project, water user groups were established in two schemes at
the secondary level.
The present arrangements in which the RWAs contracted with OMCs are a transition
between the government-managed approach of the past and the user participation
envisioned for the future. The objectives of the Government of Iran are the
decentralization and privatization of the management of irrigation systems. That
approach deviates from the standard model promoted by research organizations and
donor agencies after the successful transfer of irrigation management to user
associations in Mexico and its successful replication in Turkey. The model proposed by
Iranian consultants recognizes that both OMCs and User groups are equal partners in
water distribution, which are bound by enforceable contracts. The OMCs are legally
obliged to deliver water according to an agreed schedule on a volumetric basis to user
groups and the users to pay for water and to distribute it below a certain level. At long
term, the signing of contracts with OMCs would no longer be the responsibilities of
Regional Water Authorities but of a Federation (or Union) of User groups at the scheme
level. Another approach would be that the Unions establish their own OMC under its
direct governance, that is the typical model of direct management by the users.
The first step, which has not been reached in any of the schemes in Iran, is the creation
of a Union of the user groups at scheme level and the election of a formal Board by the
representatives of informal groups. (CHECK)
DESIGN STANDARDS FOR IRRIGATION AND DRAINAGE SCHEMES IN

IRAN
We will turn now to the engineering aspects of irrigation schemes in Iran.
Standards and criteria selected for the design of irrigation and drainage projects has a
strong influence on the operational procedures, on the quality of the service provided to
the water users and ultimately on agricultural production.
Two types of design approaches are found in Iran reflecting the experience of the
foreign consulting firms, which were contracted in the 1960-70s:
x The manual operation approach prevailing mainly in Khuziztan, consisting in

installing manually operated gates, motorized or not, to control water level and
flows. The flow delivered to the tertiary canals is either controlled by Constant
Head Orifice (CHO) or a simple gate associated with a measuring device (Parshall
or Replogle flume, or any flow measuring device).
x The hydraulic automation approach introduced in the Guilan and Esfahan projects
in the 1970s and replicated to some extend in smaller projects developed during
the last two decades. That approach makes use either of simple static devices to
stabilize the water levels and flows in the canals such as long crested weirs,
emergency siphons and constant flow modular distributors or float operated gates
to maintain constant water levels upstream or downstream of the gates.
With only one or two exceptions, all the canals are operated under upstream control.
The manually operated systems are very simple in design but are the most complex to
operate since there is no consideration for operation at less than maximum design flow
and no consideration for unsteady flows. These systems cannot be operated efficiently.
The operators are not able to cope with the variations in demand and supply, the lag
time between releases at head works and delivery points and the frequent adjustments of
all the gates. Manual observations of the flows released to tertiary canals and gate
adjustments, if needed, require three to four visits a day to guarantee that the variations
remain within acceptable limits. The hydraulically automated systems require minimum
staff intervention to provide irrigation water and adjustment of gates only when
discharges from one level of canal to the next level are changed.
The sharp difference between these two design approaches is reflected in the
performance of the Dez and Guilan projects. The average overall efficiency of the Dez
project (25%) estimate in the 1990s was one of the lowest in Iran compared to the high
efficiency of Guilan estimated slightly above 50%, which is a remarkable value for a
predominantly rice project. The Guilan conveyance and distribution system is
consistently equipped of automatic static cross-regulators and user-friendly flow
regulators. Field staffs of schemes equipped with CHO gates in Iran and most other
countries are not familiar with the procedures to use these devices. Delivery of water is
not volumetric but based on staff “experience” in estimating flows.
During the last two decades, the Iranian consulting firms and the Regional authorities
have assessed the viability of the two approaches and concluded that the manually
operated systems are too demanding in terms of field staff work. Designers of these
systems were not aware of the difficulties of operating the systems they designed.
COMPARATIVE PERFORMANCE OF TWO TYPICAL SCHEMES
I am turning now to the discussion of the above-average performance of two irrigation

schemes. These two systems strongly differ in the management and the water control
infrastructure. Both systems are managed by an OMC, but one is jointly managed with
informal user organizations. One is a gated manually-operated system, and the other
one benefits from some level of hydraulic automation. A detailed note on two
contrasting large irrigation schemes is provided in annex.
Droudzan scheme: This 46,000 ha scheme located about 50 km from Shiraz is

managed by an OMC created in 1992 for managing three irrigation schemes.
The OMC delivers irrigation water to 211 water groups representing about 10 to
100 farmers each. These groups have no legal form or even any formal
organization. There are organized by Islamic Village Councils who encourage
farmers to designate a representative for one or two villages.
The canal system is equipped of manually-operated sliding or radial gates and

the off takes to secondary canals are equipped of Constant Head Orifice (CHO)
devices, properly maintained but not used according to design.
Moghan scheme: This 75,000 ha scheme, located near the border with
Azerbaizan, is managed by an OMC. However no formal or informal water
groups have been created yet. Construction of the project started in the 1960s.
The lag between the construction of the main systems and the distribution
system was progressively closed in the 1980-90s.
Part of the system is a manually operated gated system, and the other part is
equipped with simple static and structures providing automatic control of water
level and flows.
The dramatic progress in performance of the Moghan project during the last
decades provides an example the potential agricultural benefits that can be
obtained by completing a project infrastructure down to the farm fields.
The construction of the canaletti-type tertiary canals has considerably improved

the reliability of water delivery to the farmers and more generally the quality of
irrigation service.
Water is delivered to Moghan farmers on a 48-hour notice- under a pre-arranged

delivery method. The overall project efficiency has considerably improved to over 42%.
The well maintained control structures and the absence of vandalism of gates by farmers
is an indication of the satisfactory water management of the Moghan scheme. In
Drudzan water delivery is based on seasonal planning and not on demand from the
users.
Although the staff of the Moghan OMC has been substantially reduced from 530 to 350,
it is still far more than the staff of the Drudzan scheme (100 staff), which is one of the
lowest found in developing countries.(one for 450 ha compared to one for 250 ha or
less)
The limitations of the number of delivery points by the OMC to the user groups of
Drudzan and the management of the system by these groups below the secondary off
takes considerably simplify the task of the OMC.
Water fees are paid on volumetric basis in Moghan, although in some areas not fully
modernized the volumes delivered to users is rather estimated that measured. In
Drudzan, the fees are paid on a per area basis. The difference in calculation of water fee
is related to the water control equipment.
Because of the good service provided to the users, the collection of water charges is
excellent in both cases. However 40 percent of the collected charges in Drudzan cover
the recurrent charges of the OMC and the rest is paid to the Regional Authority for
investment in the region.. In Moghan, the charges only cover the OMC recurrent costs.
Obviously the ideal scheme would be one combining the advanced hydraulic
infrastructure found in Moghan with the joint management approach used in Drudzan
combining an OMC with water user groups. None of these two schemes has reached the
advanced level of technology available today.. The user groups in Drudzan have no
formal existence; and the control infrastructure in Moghan is not making use of the
progress made during the last two decades in telecommunications and computer-
controlled technology. However it seems certain that the combination of the approaches
used for the development of the two schemes would have resulted in a highly
performing scheme: a 2-day advanced delivery service, high efficiency and financially
sustainable system
CONCLUSIONS
During the last two decades policy makers and donors have paid little attention to
modernization of irrigation systems. Back in the 1970s and 1980s there was a school of
thought that improved management could solve all problems and make any business
profitable, including irrigated agriculture. There was a wide recognition that
deficiencies in management and related institutional problems, rather than technology of
irrigation, were the chief constraints of poor performance. The keynote speaker for the
Gulhati Memorial during the Congress in Beijing in September 2005 rightly argued that
neither improved management or water measurement alone are the answers to the poor
performance of irrigation. Improved management may result in small increments, but
not in substantial gains. Water management is a key component of water control, but it
is not sufficient for significantly improving productivity by itself (Clemmens).
The manually operated systems constructed in many developed countries (Australia,

U.S.A, Canada for example) are now under modernization through the installation of
remote monitoring systems, remote control and automation of gates. This modernization
was made possible though the progress made in the telecommunications and computer
industries since the 1970s and the development of equipment suitable for the harsh
conditions of irrigation schemes. Iran and other developing countries should seriously
consider adapting and adopting these new technologies for improving their irrigation
schemes.
Worldwide water-related issues are given great attention in international events such as
Water Forum and others. However failures to address the links between the technical
improvements of large and medium scale irrigation systems and management reforms
are exacerbating the problems of water scarcity and threatening food security, water
supply and environment. The shortages of food production predicted for the early 2000s
have been averted because of the explosive exploitation of groundwater in many
countries associated with a manifold increase in water saving application techniques in
groundwater irrigated areas. However mining of groundwater and deterioration of water
quality has occurred in many countries particularly in arid regions, affecting the poorest
users, and threatening potable water supply projects. There are no other easy and cheap
solutions to the food security and water issues. No further complacency is acceptable in
addressing the long-standing issue of poor performance of surface-water projects.
RECOMMENDATION
I would like to conclude with a recommendation on the international organizations
dealing with irrigation issues. This might be beyond my mandate of keynote speaker in
an INPIM conference. However I feel I can do it in the position of External Reviewer of
ICID.
IIMI was created two decades ago when it was widely accepted that the poor
performance of irrigation was mostly related to institutional aspects and not to the
technology. IWMI has now shifted to overall water issues and long-term projections
related to food security and other global issues. Two small but efficient organizations
were created later: INPIM and IPTRID. IPTRID was created at the initiative of ICID
and the World Bank to complement IIMI activities by addressing the technical aspects
of irrigation management. INPIM was also created at the initiative of the World Bank
initially to promote the successful IMT program of Mexico and more recently to
exchange the different experiences in institutional arrangements, including privatization
of water services.
My proposal would be to strengthen the synergy of these two organizations, which are
really complementary, through an arrangement to be defined. The above comparative
performance of two schemes in Iran provides an indication of the potential benefits that
could be achieved in associating physical changes and reforms.
Tehran-Iran 2-5 May, 2007
Theme 1
A Review on Participatory Measures

in Irrigation
PARTICIPATORY IRRIGATION MANAGEMENT PROCESS IN

GILAN IRRIGATION NETWORK ''EXECUTIVE METHOD,
EXPERIENCES AND ASSESSMENT''
Lida Rashtchi1
That is who sends rain from the sky and created plants, seeds and clusters by means of
it. Look at the fruits… in fact in all these processes, there are signs for believers.
The holly Quran, Surachs Ana am – Verse 99.
ABSTRACT
The relation between man and water means his relation with life, civilization and his
love to the creator. One of the proposed methods for maintaining water sources and
decreasing expenses in the modern cultivation is the management of water sources.
Gilan like other regions of Iran suffered a lot of geographical an a cultured changes
while governor's conquered and struggled on the division of borders and lands.
Ater a period of rapid development of areas under watering, many governments
understood that investing on collecting water –rate for providing the current annual
expenses of the network is difficult and Gilan irrigation administrators haven’t be
succeeded in collecting water – rate.
The transfer of watering management means the transfer of power and responsibility of
watering systems from other governmental organizations to WUA and rural cooperative
companies were suggested as the first step. Finally from the proposed list 3 villages
have been selected from Gilan's 3 irrigation regions and mentioned for the beginning of
the discussion in commission regulations.
Care, uncertainty, lack of trust, these 3 subjects were inseparable pre-supposition of
farmers thought against proposing any new subject by the government. At the end of
2 – month activity, from 3 leader villages, in two villages "kiasara" and "siagoorab" a
council formed and the member of it had been selected, but in Roodpish that negative
attitude was still stable. the first result of farmers cooperation on in helping government
for getting better result in watery appeared. Villagers in the form of cooperative
changed from sole consumers to assistant of government for getting the improvement
goal, and they expressed their critics and critics and suggestion this shows that till
farmer benefits from is the responsibilities, has enough motivates to accept the
1- Irrigation Expert, Gilan Regional Committee on Irrigation and Drainage (Affiliated to IRNCID), Iran.
Email: aida_rashtchi1361@yahoo.com
responsibility. Before the begging of watery season of the year2004, the discussion
about transferring the responsibility of Fomanat irrigation network to cooperatives was
proposed by Gilan common committee and regions water, because this idea was
quickly! Unfortunately the level of reciting in offices and so in Fomanat issues
decreased a lot, and did not succeed though several sessions were held and the trend of
Cooperative operations from the contractor company (exploitation) to Gilan regional
water were reflected and were mentioned in water consumption committee, but the
operation company welcomed the WUA Cilan for year the seemed.
Fomanat affairs tried to justify Cooperatives by holding weekly session. That is,
supervision was followed more seriously in comparison with the last year. The
discussion stated in those sessions included solution and attempts of personnel which
was given to the Cooperatives. Gilan WUA Cooperatives, in the 3rd years contract,
didn’t receive any new. Important by the governmental organization. But the
Cooperative themselves didn't show interest in making contract. The number of these
Cooperatives reached 6 from 31. And till the and of December of 2007 this number
were nullified for the seven weakness in receiving and not doing its duties according
contract with operation company. Gilan should show all the achieved results from
forming councils in past 3 teem and considered all the aspects and start again. We hop
the feature of this council in our ever-green lands. Although we acquired training and
experience in this trial and error. If Gilan as a special geographic condition in the semi
dry country Iran can reach to the high figure in the connection water star up to about 10
years, it is a guarantee for the price of rice, tea and olive in Iran … and this is possible
to improve the huge management.
1. WATER BLUE IN GILANIAN'S VIEW

The relation between man and water means his relation with life, civilization and his
love to the creator.
The almighty god, created the whole world out of water after creating table, skies and
throne. The civilization formed on the crossing of flowing water. Also in Iran wherever
there was a river, the speed of cultural growth has been increased.
The lack of unenvied water sources has made serious anxiety for the world and its live
creatures. One of the proposed methods for maintaining water sources and decreasing
expenses in the modern cultivation is the management of water sources through public
councils or non – governmental organization, so-called WUA, which the world tends
toward it, too.
These councils all over the world are working with different titles but with the same
purposes and their difference in nature is only in their local regulations and
environmental conditions and characteristics but the general aim for their formation is
the same: decreasing the government role and developing water consumers and other
local institute roles in the management of watering.
The plains of Gilan with the average – annual fall of 1200 mm in comparison with the
one of 250 mm of – the country and the role of 800mm of the world is considered as on
of most rainy region in Iran.
Although this province has passed the anger of nature in the form of drought or over
flowing of rivers, unpredictable floods which ruined the result of Gilan farmers hard
efforts at once.
What completed Gilan watering industry and changed it from completely elementary
style beside rivers to the everlasting art is unsuitable rivers flow, in consistent, fall in
different months and lack of needed water sufficiency for growing plants.
People living in Gilan acquired that with the help of a simple way but by considering
technical points and knowledge of related issues to changes in river – bed, they can
separate the major rivers of Gilan like Sepidrood. For this, they put tripods made of
trunk ot the oprning,outh of major rivers, beside Sepidrood and the distance between
tripod was fasten by the use of branches and leaves of trees this mass of branches and
leaves is locally called "KHal".
For more security and preventing of tradition of river's over flowing in farming areas,
and possible breaking of its wall, they maintain the level of soil, at suitable height of
water level, so that the extra water evacuate to Sepidrood, before entering the open
mouth. This area was called "shatok"
So the people of Gilan by the hope of getting daily bread left the name for farming since
dawn and want to holly shrine which was a place for respecting to creator of water and
praising for his blessings. In Gilan culture rivers, lakes, springs and mirage have special
place in view of religion.
Live memories of the relation between blessing and water have been kept in historical
memories of the region which some of them are:
Saving rain prayer, praying to goddess "Tashtar", the principal of rain and doing
ceremony for "asking rain".
"Marlik" which had the picture of mythical creature has been found on a golden pot –
shaped dish with two lines shaped heads, two spread wings and had fishscale on its feet
that is sign of a God who guards water. Because in Iranian culture, generosity and
guardianship and the use of fish picture is a symbol of blessing, the aforementioned
sets, are symbols of "Anahid", head of water ladies, who has all of these symbols in
herself.
Gilan like other regions of Iran suffered a lot of geographical an a cultured changes
while governor's conquered and struggled on the division of borders and lands, these
changes has separated the culture of civic and rural and gradually created the currant
situation. Villages have become separated and for each village they appointed land lord,
the amount of owner ship and water portion for each village of the shared source like
river as well as the portion of each owner were recorded in a document called ''tomare
Ab''. This document has been signed and sealed by the person in charge of water council
or trustable people. All these spontaneous regulations, which had executive aspect and
were based on the local management, became as the basis of watering management in
Gilan.
The science which our antecedents established by the simplest and the most primitive
equipment is a remarkable sample of most powerful local management and the evidence
of this claim is the example which we will discuss later.
2. TRANSITIONS TRAVELING LOCAL MANAGEMENT IRRIGATION IN

GHLAN
According to historical documents, rice planting in Gilan in 1906 equals to 104000
hectare. About 1961, that is the time of establishment of Sepidrood Dam and
installations and related buildings all over the province, no change has been seen in the
under – planting area. Because extending of rice planting was dependent on supplying
water and around the natural sources of province was completely limited but after the
establishment of water canals and water supplying installations this extending started
considerably and gradually formed the present under planting area that is about 170000
hectare. The question is:
Had we thought about this development in the primitive planning of Sepidrood
establishment and the other components of Gilan modern irrigation network?
It's clear that planning a program covering a province would require a view of the
future, But this unplanned development does not match with the future plan.
There are same factors which caused decrease of exploitation of the system which
includes: decrease of efficiency in water transfer, as the result of decrease in supply,
tears and wear, lack of exchanging the used and torn installations as the result of lack of
sufficient budget dedication and this is not specific to Gilan.
After a period of rapid development of areas under irrigation, many governments
understood that investing on collecting water –rate for providing the current annual
expenses of the network is difficult.
Now if collecting all this debts is not possible, that is government has not enough lever
for encouraging the farmer to pay the water – rate, the governments ability and power of
man oeuvre for reconstructing the net work and building installations in line with
planting development will decrease, that is the event that occurred exactly in Gilan.
Why Gilan irrigation administrators haven’t been succeeded in collecting water – rate?
A: Network deficiency in complete covering of consumers of farming – water and
attracting the satisfaction of subscribers.
We described in detail the weather Conditions of Gilan. A province which is cloudy for
more than 6 months a year. During the rain seasons all the lakes are full of water, but
this is not all. The way of sending these sources to farming lands is something that was
disputable between farmers and administrators since the establishment of government
watering organization, because many farmers believed that water is a granted blessing
and it is rainfall which survives watering in Gilan and in fact, governmental
organization portion in providing the equipment for distributing and transferring water
is nothing.
During the 10 past years between 1996-2006 Gilan has passed unpredictable drought for
two times and overflowing of seasonal and permanent rivers for several times that in
both cases governmental organization was seeking a remedy without any predetermined
strategy.
In other words, this province was completely unaware to drought disaster and has not
enough levers to confront unpredictable floods. In both cases the percent of planning an
prediction for confronting with danger is zero. (In fact after the occurrence of disaster
and resultant damage seeking or remedy starts). Perhaps the reason is proving
governmental organization role in providing water to subscribers is a little difficult.
Because the farmer does not have governments support and help he deserves and
because of governed atmospheric conditions he sustains a loss.
In the best and desired conditions delivering water to the network and subscriber farm
is unpredictable and immeasurable because water control and measurement devices are
torn for years and doesn’t have the primitive efficiency or are completely used and are
removed from the region and the government didn’t have capacity to substitute them. In
this province the occurrence of seasonal rainfall pour massive bulk of water to the
transfer lines at once. the surface drains heed a careful inspection, and surface drains
need a careful inspection, and making concrete riverbed to have the ability of
evacuation against water oozing through a stream. But many of the evacuation lines of
water oozing in Gilan have been a bed for weeds and lost their efficiency or have been
blocked completely. Just a moment suppose yourselves instead of Gilan farmers...
Do we expect him to pay the water – rate only based on 45 – year networking without
knowing whether he has got water or how much water he has got exactly?
B ) Not hiving enough executive lever for receiving water – rate.
Based on specific conditions of Gilan topography, lack of flat farming lands, enough
opening mouths, exact control tools and cutting farming water, there is no possibility to
confront with those consumers who postpone the water – rate payment. The worst kind
of confront with offender is warning and fining properties that in many cases it doesn’t
help greatly to the water – rate payment.
Suppose in a non – flat land, upper region farmer refrains from paying water – rate and
lower region pays the water – rate on time. Water, based on graving watering trend in
gilan flows from upper region to the lower region and in the case of water cut of upper
region, the water of lower region will cut too.
Even in the flat lands, there is no exact way for blocking water on offenders.
All these mentioned problems in the beginning of 2000 made Gilan irrigation
administrators trend to public participation plans in watering in line with the country
and the world while looking at the previous watering methods plans in which farmers as
the subscriber of farming water will participates in water transferring activities with
greater interest and the focus of government – investment has changed from performing
perfunctory and daily improvements of irrigation perfunctory networks to fundamental
reconstruction, development and creating network and control on public councils.
3. THE BEGINNING OF PLAN WUA PRIMITIVE ACTIONS, OBSTACLES

AND LIMITS
In line with long – term goals of efficient farming water consumption, by – laws of this
plan in 2/5/1994 approved by the minister council. One of the goals of this plan was
attracting the farmers' participation in efficient consumption of farming water and fair
distribution of water with the help of two ministries of power and farming. Article 5 of
this by – low required all the organization affiliated to water to users the current farming
ministry was responsible to from and organize the lawful and suitable councils in lands
under the irrigation network at most two years since approval date.
Since the execution order of this plan Agricultural organization, as the agent of
organization of province, and Exploitation Company of watering and draining network,
as the agent of regional water of province, announced their readiness for starting the
plan. But from which point should we start?
Pure lands under rice planting in Gilan about 170000 hectares and the number of
subscribers reached to 280000 in 1994.
Plan was completely being tested and no proposed prerequisite or primitive test which
was done. Certainly none of the two aforementioned governmental organizations
thought about sudden performance of the plan all over the province. But choosing the
start point seemed so difficult.
The primitive studies which were written in identification of research documents of
Exploitation Company( gilan irrigation and drainage network operation company )
shows the nature of bulk delivery of water was not clear for the user at the beginning
and after issuing the final order.
The transfer of watering management means the transfer of power and responsibility of
watering systems from other governmental organizations to WUA. This definition is so
general. In fact for concluding from this transfer of power we should pay attention to
narrow down this issue considering economical – local regional conditions and also
problems which governmental organizations were confronted
Is the purpose of management transfer to transfer control of network in the distribution
and transmission section?
Do we intend to reach a common management of "organization – consumer"
Do we need the council just in receiving section of water – rate
Finally after discussing all the equipments, deficiencies and existing problems, in the
middle of 1995, the Agricultural organization announced a list of eleven rural
cooperative companies to Exploitation Company which has articles of association and
was recorded for many years. The fist session of 3-persion commission, was held, was
held in December, 1998 in front of agent of – regional water of Agricultural
organization.
But why rural cooperative companies were suggested as the first step?
General cooperative office before suggesting water user's association found the effects
of making a relation with farmers in the form of public group and this plan resulted in
rural association company. Rural association company at the rural level took the
responsibility for supervising warehouse, sale distribution and pricing farming products
and other farming products.
Considering discussion that was held by the villagers and rural councils and also
considering discussion and lack of motivation and readiness' farmers the commission
proposed that for now the activities of councils should start from those regions that has
cooperative company or equipment plan and reconstruction was done there.
The first discussion session held in the form of five educational work-shops from
October till February 1998 with the presence of managers, regional water organization
experts and Gilan Exploitation Company experts and the helper company, called:
"pandam", the participants examined the systematic history of the people in charge of
Gilan watering who had paid attention to related affairs of water, by reference to the
role of local council of the province in water management.
They agreed that the gradual disappearance of traditional ways of water, management
and the confront of Agricultural system with the current problem is the result of
governing of completely governmental system and the fading role of people
participation in watering affairs. In addition executive directors of Gilan irrigation
believe that although Gilan has life – long proportionally network, and tear and wear,
yet is incomplete in many parts and the exploitation of them is uneconomical and non –
technical. Finally from the proposed list 3 villages have been selected from Gilan's 3
irrigation regions and mentioned for the beginning of the discussion in commission
regulations.
1- Village "Kiasara" from the central reconstruction
2- Village "upper "Siagoorab" from reconstruction D2, east of Gilan.
3- Village "Roodpish" from reconstruction F1, west of fomanat.
The next step was discussions with villagers.
Care, uncertainty, lack of trust, these 3 subjects were inseparable pre-supposition of
farmers thought against proposing any new subject by the government.
why does the farmer have a negative attitude to proposed changes by government Gilan
farmers complained the low base price of rice, not being able to purchase their products,
lack of Agricultural machines, vulnerability against natural disaster and its effect on the
product reduction, lack of insurance for their agricultural product, the existing strict on
paying loan and the rural council's lack of executive power. These points were
mentioned in the introducing session sponsors and villagers. pandam counseling
company in addition to determining the goal and importance of farmers participation in
village – water issues – considered the beginning of this plan as a way for enhancing the
farmers ability in developing village and salving their problems.
During holding 3 work-shops the desires of government agents from foundation of
councils were mentioned in this order:
1 – Determining the council members, formation of irrigation– management expert
group, equipment management, mechanization, collection, setting articles of association
for dictating the duties in details.
2 – The effect of public power for receiving postponed and current water – rate.
3 – Cooperation in performing improving and reconstruction plans and preparing it for
welcoming the new water year.
The candidates of 3 – people commission for conducting and fallowing villagers'

activities, visited the leader villages and saw the program by themselves. At the end of
2 – month activity, from 3 leader villages, in two villages "Kiasara" and "Siagoorab" a
council formed and the member of it had been selected and the expert group in those
villages formed the major activities of this council are: encouraging villagers for paying
water – rate for the years 1998, and performing several reconstruction projects like
opening mouth repairmen, cutting and welding of wed trapdoor which all of these,
activities were done by the villagers themselves, but in Roodpish that negative attitude
was still stable, undesirable performance of currant stacking company, lack of
relationship between administrators about their problems, gradually paved the way for
uncertainty toward government promises and the effect of This issue was so deep that
with two month continuous gilan irrigation and drainage network operation company
, there was no hope to the future. The members of the commission, sometime among
simple speeches of villager confronted with the most basic problems which resulted in
the lack cooperation in Roodpish. The transfer condition was not clear for the Roodpish
farmers. They were worried unsuitability of government policy for maintains these
public councils. The range of power support teed relationship bet councils and
governmental organize responsible for province water, was not clear for villagers. Many
villagers agreed with the councils, if and only if the exploiting company of Gilan
irrigation and draining network has no portion in reception or the payment of water-rate
to the governmental organization will be cut, the fact is that since the year 1999, the first
steps for framing these associations were taken till about last of June 2002, that
expositions of rural cooperative in gilan were exanimate, the mentions issues remained
and the efforts for holding a council in Roodship didn’t succeeded although two
mentioned cooperatives in "Kiasara" and "Siagoorab" effected considerably an the
receptions of water-rate for the year 2000 and their article of association was set too but
none of these two organizations have been recorded because of expenses.
But the result was that it simplified the subsequent decision of common commission for
selecting the next region for experimental execution of the plan. Conceding the
progressed of siagoorab public associations in east of gilan, 2 cooperative companies
"kisom" and "kacha" were selected as the best samples, because they had positive
precedent in producing and promoting profitable activities.
During a gathering with the members of common committee and execute directors of
cooperative companies, the goal of bulk water delivering and transferring a part of
distribution activities, repairmen and keeping the building and also receiving the
farming water-rate for cooperative member were explained. The directory of
cooperative companies emphasized a lot on a contact bet cooperatives and Employer
Company. The gilan operation company also emphasized on receiving affair.
Simultaneously, kisom and kacha cooperative companies prepared an assessment of
performing expend and services related to water distribution and delivered it to the
provinces common committee but in this assessment no plan was mentioned decrees
expenses at the sometimes cooperation asked for a separate credit for keeping operation
and repairing watering canals.
These opinions were announced to the employer (Gilan regional water company) by the
gilan operation company. Then the two cooperative company experimentally started to
distribute bills and receiving water-rate at the and of watering season. By company the
repairmen and reconstruction the irrigation building season, exploiting company started
repairmen the trapdoors of Kisom and Kacha a river sooner than other around villages.
To create motivation and attract formers participation also the problem of passage’s
bridge river basin become and of the major points and the credit were provided for it.
These issue made farmers, local associations and kisom’ and Kacha’s cooperative
happy, on the other hand stimulated competition and curiosity of neighboring villages to
benefit. At the begining of the second contract of mentions cooperatives (spring 2003)
considerable opinions were reflected to exploiting company in stead of board of
managers of these 2 cooperative. Less than one year the councils in line with the
movement toward getting and receiving water-rate and reconstructing network believe
that for keeping the value and importance paying of agriculture water-rate we should
determine a lawful fine according to regulation for postponed bills.
To maintain annual water-rate according to rice final price each year-like current water-
rate-and attracting bank’s cooperation on in receiving account's liquidation at the time
of paying agricultural loan to farmers were other points that cooperatives has reached
for improving reception. So, the first result of farmers cooperation on in helping
government for getting better result in watery appeared. Villagers in the form of
cooperative changed from sole consumers to assistant of government for getting the
improvement goal, and they expressed their critics and critics and suggestion this shows
that till farmer benefits from is the responsibilities, has enough motivates to accept the
responsibility.
4. WUA IN GILAN IN DEVELOPING STAGE

Before the begging of watery season of the year 2004, the discussion about transferring
the responsibility of Fomanat irrigation network to cooperatives was proposed by Gilan
common committee and regions water.
The exploiting company announced its disagreement to this transfer, there were a lot of
points in this regard that seemed ambiguous.
We classify the reasons as below:
1- Kissom and kacha’s WUA Cooperative, Covered two villages in the east
of Gilan that in comparison with area under Fomanat watering was
nothing. Performing the plan in this area. Coinciding the vast under
covering area was a great risk.
2- The primitive results of cooperative councils in the village, Roodpish that
is a branch of Fomanat watery affairs, was not satisfactory at all.
Fomanat, Roodpish, in2000, had the most negative reaction to the
foundation of WUA councils among 3 leader villages, and this issue
doesn’t promise good start.
3- According to the common committee opinions, Fomanat WUA
cooperative in 3 major classifications.
- Water conduct and transfer to the under covering area.
- Fallowing reception of current and postponed water- rate
- Keeping and maintaining network installations and buildings affiliated to

it: this was in a situation that rural productive cooperatives (new
responsible of watery affairs). They didn’t have any experience befor that.
By reviewing all these points, the idea of using cooperative in Fomanat affairs were
considered quickly, but according to communicated policy by the executive orgs of
plan, the primitive searches started in some area, Foman and Shaft regions and During
it, 31 rural cooperative companies and major characteristics of under covering villages,
that is, area under planting and the numbers – of subscribers of each village – were
determined.
The head of cooperative of each city in addition to the studying of contact draft, which
was to some extent like the contact between Kisom and Kacha cooperative, announce
their readiness to start the work and determine the percent of wage to Fomanat watery
affairs and they set the original contact:
The direct employer of this cooperative was the exploiting company and it was
committed to do the fallowing:
1- Delivering needed water on time according to preset program and table at delivery
time. This responsibility against cooperatives was considered as a unique
consumer and the company against every individual of WUA region had no
responsibility.
2- Providing exploiting instructions and keeping watering and drawing networks,
needed plans, statistical and informative form and communicating newly
approved regulations and rules.
3- Sending all circular letters and related instructions with contract subject before
watering season Basic repairmen including network improvement, trapdoor
exchange, concert canals and buildings repairmen.
4- Cooperative in getting needed authority, from governmental and nonagon orgs
and systems mentioned in contract.
5- Required cooperation and harmony with cooperative in respect with taking all
governmental rights mentioned in contract.
Rural cooperative companies were also obliged to the following commitments:
1- Conduct, transfer and water distribution inside the under covering lands of each
for each cooperative and water distribution of delivery point in consistent with
level and type of planting.
2- Following the reception of water – rate including current and postponed one
against law and regulation.
3- Keeping and maintaining network installations technical building canals and
drains in the limit of activity of each cooperative.
4- Regulating all roles and communicated instruction from the company according to
contact articles.
5- Identifying and introducing offenders in relation to responsibility cooperative in

the limit of activity (including those who took action to occupy) possessed lands
of regional water like canals, drains or started to take water illegally.
6- Lack of receiving any kind of money as a water-rate directly and the lack of
reception of any kind of new subscribers.
As per this mentioned contract and commitments Fomanat watering conduct in the
mentioned formally transferred to cooperatives, commitment of speech is somthing, but
the commitment of action is somthing other else. Because this commitment has been
formed recently in the instruction of Fomanat WUA cooperative companies, exploiting
company was at the top of watering operation to promote cooperatives. The
aforementioned watering offices heads, along with executive director of cooperative
companies according to the daily program m visited all the traditional branches and
rivers, and in an agenda. They reported the comparison between, rate of progress of the
plan to the Fomanat affairs.
The administrators of offices of contract party were involved in watering (in fact the
contract with cooperatives did not reduce the network operations), on the other hand
they were training the cooperative) which were working. And this trial and error-at the
time of watering-caused the slow-running of operation than making any advantage for it.
The region in the first experience passed a lot of problems. In this experience, the
exploiting company confronted with a lot of reparation: the justification of Cooperation
in watering, seasonal water administrator in accepting Cooperatives as the employer and
making the contract, supervising the Cooperative operation and the return of
supervising on watering administer operations and installation contract (that in fact was
Cooperative duty), solving the watering major problems that Cooperatives didn’t know
it just because of being novice. (Like turn-taking program, time of water blocking or
setting opening mouth for performing turn-taking).
We classified the problems into two major groups:
A- The problems of watering season production Cooperatives didn’t have any
opportunity for performing watering program. Their watering experiences differed
from their academic information and the program of water turn-taking was not
performed in many under covered Cooperatives.
Water administrates of Fomanat region did not accept to make contract with these
Cooperatives because of their weak watering management at region level and they
referred to watering offices to solve their problems and mention the deficiencies.
B- The problems of receiving section from one perspective, the Cooperatives couldn’t
receive more than the middle level. The considerable point is that in the contract of
these Cooperatives was the 5% increase in the received wage and considering 18%
of receiving (current and annual) as the Cooperative wages cause 6-percent increase
in company expenses that must be provided by 56-percept received wage, and this
issue put exploiting company in critical financial situation.
According to performed programs and exact supervision of offices heads on reports
which were based on the amount of Cooperatives receiving in their district and against
their warning based on lack of suitable reception from the beginning of fall to its end,
non of the Cooperatives could perform the predetermined programs.
Unfortunately the level of reciting in offices and so in Fomanat issues decreased a lot,
and did not succeed though several sessions were held and the trend of Cooperative
operations from the contractor company (exploitation) to Gilan regional water were
reflected and were mentioned in water consumption committee. But what were the
reasons of all these deduction? Common committee mentioned the following reasons as
the major problems of the performance of Cooperative plans in several sessions and
expert discussions.
1- At the end of December due to the verbal reference and repeated complains of some
of the farmers in some villages of Cooperative district and their claim which was based
on lack of reception of water-rate bill and following and investigation of offices
managers of determined districts, it was reverted that many subscribers didn’t receive
any bill.
Some of these bills were given to coffee shops which were distributed by Islamic
council and previous water-distributors and some of them were delivered to watering
office (re-operation and the increase of bill rotation).
2- A large portion of paid wage from water-rate reception belonged to rural Cooperative
organization and the portion of WUA Cooperatives was so little and this issue caused
discouragement, lack of motivation in collecting sufficient water-rate from Cooperative
part.
3- Training to prepare Cooperative members to accept hard responsibilities of watering
season and also the period of reception, improvement and repayment was not enough or
it was not formed coherently in due time because the amount of rain in comparison with
previous year in the Fomanat watering installations section was more wide-spread and
in lack of Cooperation of exploiting company in transferring heavy installation and lack
of the preparation of opening-mouth of watering, Fomanat region was not exploitable
for next watering season also the need for drawing soil and sediment most of the rivers
were not removed till the end of 83 and in this case the probability of lack of watering
was felt.
4- Villagers lack positive attitude to rural Cooperative records that was one of the major
reasons for the lack of their Cooperation with Cooperatives clear reasons for the lack of
familiarity of Cooperatives with network management lack of introducing of new duties
to Cooperatives and unilateral orientation and making hasty in transferring the duties to
Cooperatives.
At the end of 2004 because at severe snow, receiving decreased and there was no hope
to Cooperation practically. So executive forces of exploiting company for compensating
a part of resulting damage during exploitation of network in watering season and
gradual transfer of information to Cooperatives, the common committee with the help of
rural Cooperative organizations and managers stated to hold educational period from the
middle of February year2004, mentioning some of the native cases that may not have a
reason or excuse out of the province. But they were necessary in encouraging
Cooperative to receiving for example it was proposed that extra water-rate receiving to
be paid to farmers by the Cooperatives at the season of poison Fertilizer distributions to
have the required motivation for attracting the farmers participation at the end of year
2004, on session with the presence of the common committee members were held. The
first year the plan performance finished at Fomanat and deficiencies and problems were
mentioned. Now at the threshold of new water year, the exploiting company insisted on
doing some preparation to present this problem to be reported again in Foamnat affair.
In this session, Gilan rural Cooperative agent, by referring to the lack of incomplete
contract performance and lack of extra payment of Cooperatives against. Performed
collection stated that because the transferred duties and commitments, has not been
performed completely, evaluation been performed completely, evaluation is too soon
and it’s better not to change the transfer plan of water distribution management in 1383
in the next period a better evaluation should be done.
The members of rural Cooperative org, also people in charge of salary mentioned
incomplete payment of water-supply and stated that: Considering water distributor as a
people who do lots if important things, the decrease in water-rate receiving should not
have negative effect on their salary. It is important to pay their salary on time so that
they work with higher motivation at have a better role in this process.
Agents at Gilan water region, gathering in one common session, asked exploiting
company to pay the amount of money agricultural to Cooperatives, under any condition
so that the regional water org act to financing. In two cases of the contract articles that
is, "definition of good working" and "payment of water-administer wages", the order of
exiting and if needed reviewing, was issued. The difficulty of lack of informed
manpower has also been examined.
The agent at rural Cooperative of "SOMEE SARA" (one of the cities in Fomanat which
included many Cooperatives) stated about the method of Cooperative member’s
training: Considering the high age of members transmission at subjects is difficult, than
the method should be in harmony with their level of actual and field operation and
planning to visit dams, supplying establishments out water-transfer by Cooperatives was
included in the educational program.
The last spring (2005), exploiting company began to set watering plan and Fomanat
Also was under covered in this plan by providing this plan, daily and monthly portion at
Fuoamn original canal’s watering and it’s related branches to the end of second-class
canal will be determined. The date of canal’s end of August 2005 was determined and
contractors of Fuoman original canal lining project according to companies,
communication acted to collect their tools as soon as possible according to the contract,
range at exploiting company, duties was related to first and second class canals and
delivering water at the begging of second class canals to Cooperatives but like the last
year, announced its readiness for helping and Cooperating. However, the reelection of
existing problems in network should be announced to expelling company much sooner
that spring and lossore watering season.
One of the actions that done by Cooperatives about water-rate receiving affairs for
April and May and in the distance bet two watering –warning sessions in the year and
begging at watering at the year of 2005, was distribution at agricultural chemicals
(Poisons and Fertilizers) inputted of occasionally tensions in the region it caused little
progress in receiving and so, only those farmers who pained the water-rate cold use
Cooperative portions like poisons and Fertilizers.
Before watering season these reforms were performed in the mentioned contract
between Cooperatives and exploiting company.
1- Cooperative does not have the right of transfer saving back account.
2- From any payment amount, deducted for commission of water-rate collection to
Cooperation and this sum will be kept as a deposit account in exploiting company.
Half of this sum will be returned after the final approval and the rest will be
returned certain delivery.
3- Every dispute should be transferred left to supervisory system or authorities (it
should not be left to local judgments).
4- Increasing commission at the annual water-rate collection. Because of existing
problems for collecting postponed water-rate.
5- Pay regalement of water-administer wages and insurance to prevent problems.
So, the operation company welcomed the WUA Cilan for year the seemed.
5. AFTER TWO YEARS EXPERIENCE

Fomanat affairs tried to justify Cooperatives by holding weekly session. That is,
supervision was followed more seriously in comparison with the last year. The
discussion stated in those sessions included solution and attempts of personnel which
was given to the Cooperatives.
Did we intend to convert people who had only one experience in WUA Cooperative
management to informed people in watering yet Cooperatives were so defenseless
against sudden is seasonal problems in watering and many people referred to watering
offices in the year 2005. Many tools like opening mouth, trapdoors were damaged as a
resulted misusing and lack at experience in keeping and marinating. And in a few
regions there was an stream of backward Ares timed turning water. Sever need to expert
and responsible people in the level of Cooperatives made common committee to bring
up a plan for using agriculture gradates who were the members of Gilan agricultural
management system, in WUA Cooperatives. In the first days of July 2005, Gilan
common commission invited the authorities of management system.
It was determined through the states of this members that among 2880 agriculture
graduates who were also members at the system, many at them worked in offices and
organizations, some had a free job and some other were completely unemployed.
Organizing these forces in the form at councils can be useful.
The organizations announced their readiness to participate in distribution and reviving
water-rate affairs and other related activities it the Gilan committee approved it. This
announces was made by considering higher technical expert capacity related to
agricultural and watering activity.
But common committee emphasized on this statement that according to government
policy related to bulk water delivery to farmers and establishing WUA councils the aim
at transferring exploiting management from the watery network to these councils was
formation at these councils by farmers guide exploiters with agriculture' JAHAD
'ministry and water-delivery by regional water, and the members of these canonicity
should be only farmers.
So, the members of agriculture engineer system were not able to have a key role in these
council, become they were not farmers.
At last it was suggested that for examining lawful ways of attracting expert
participation, a draft of WUA Cooperative article of association be sent to the natural
resources org.
The following are summarization at suggested way in this area:
1. The members of engineering system, should become the members at WUA.
2. The suitable contract company should be established which participates in the
tender at constructing affairs and keeping watering network so that it could contest
with exploiting company.
3. By the help of farmers of region, they form the new Cooperative.
The thought at forming new Cooperative and contract companies were applicable, but
very long time was needed for its results and the need at company to plans, made. That
end, toward membership at management system experts inheritable. So the committee
suggested an other condition for extending contract with Cooperatives, to they
agreement, that is, absorption an unemployed waiting engineers graduate by each
company.
All we have said were in fact preparations for improving our work and was assessment
for a reasonable future of Gilan WUA Cooperative. But watering season was not a
suitable time for preparation and innovation.
Watering in Gilan is a place for getting experience and operation.
The members of watering offices in Fomanat WUA under-covered Cooperative region
(managers, office heads-experts – technical and…) saw the result of their many years
efforts was subject to defeat, so for saving Fomanat watering, they attempted a lot and
made a tire some reparation in under-covered region.
In receiving season, the Cooperative companies for not having enough number, vehicle
and the most important one, lack of complete satisfaction. In making contract and
proposing the existence of obligation on the part if authorities in accepting the
responsibility, confronted with problems for distributing bills from beginning. There
was no sign of movement and preparation on the part of Cooperatives for acquiring
watering affairs and solving technical problems and in this regard the affairs related to
purchasing Gilan tea was transferred to Cooperatives by government-board that
completely cut their relation with watering affair.
This issue first caused the lack of water-rate bills distribution in the due time, and
secondly censed the lack of getting bills by farmers. The framers did not take this issue
serious because they supposed that watering duties and the solution of their problems
were practically on the shoulder of Fomanat watering offices, because they didn’t trust
on their actions and on the other hand, they supposed Cooperation’s.
Without any lever efficiency in receiving affair. Cooperatives for unsuitable distribution
and weak operation in deposit part in recent years were not trustable any more. Severe
deduction in the receiving percent in Fall 1384 motivated the watering office colleagues
to not only report this issue to higher ranked authorities, but also they themselves
perform directly and by issuing warning letter and serious and round-hour presence in
village to improve this trend.
This movement to some extent was successful, but because of ambiguity of company
policies in this regard and also because at reduction in personnel over-time average and
other received advantages of these in comparison with other ruined the motivation.
Recent eleven-year statistics at Fomanat water-rate in comparison with other watering
affairs, clearly shows that the receiving difference of these affairs with others before the
foundation of Cooperatives, was always between 5-7 percent and was even more but in
the year 83 has reached to negative difference and a reduction higher than 20%.
According to Fomanat watering affairs there was a probability of reduction in receiving
amount even worse than 2004 variably, Fomanat watering affairs asked for a receiving
in contrast with Cooperatives at the level of superior management of exploiting
company.
The written documents at the end of watering suggest that superior managers of
exploiting company inspire of all its interest in employer’s opinions and ideas in respect
to performing WUA Cooperative plan, for defending exploiting company personals were
forced to report samples of lack of practical operations of rural Cooperative
commitment to affiliated authorities.
TWO YEAR ESTABLISHMENT REPORT OF GILAN WUA COUNCILS

Now, we reach at a point of making decision, we have not any time and place to pass
this road again. Now we are at the point in which to fallow the famous management
science in the world, so we should seek ways and tools for purifying and evaluating the
under-test method.
One thing was not paid attention during all the processes in Gilan: to what extent we are
doing well? That is, Do the performed actions have the predetermined results? and this
question makes another one.
What was the possible results of performing management transfer plan in Gilan? With
regard to the ideas of many great masters in management transfer who believed that we
can not plan completely the reformation of governmental basis reconstruction and
farming organization enhancement, before performing governmental forces involved in
Gilan watering believed that evaluation key factors before operation prevent many
existing tensions. The framework of these questions could be like following items:
Do the people in charge of the most modern watering network of Gilan, have
enough technical knowledge about watering?
Which role do the services transferred to them have in improving network
goals? (for example network repayment from the end of watering to the
beginning of the next year watering is a main goal and there is no atmosphere
for time consumption and trial-error.
To which percent do the new councils, profit from experts capability and skill?
Do the councils have the ability to confront possible problems? Do we have
any plan and prediction for support them?
How is the acceptance of region (WUA and farmers) toward these councils?
Is it positive or not? To clarify the activity of council, how much could we profit from
natives operation? What is the situation of network we transferred to councils with
respect to efficiency and need to repair and reconstruction.
And then: to which goal do we intend to reach?
Increasing improvement in water consumption.
Achieving better results in collection affair.
Achieving better results in keeping and exploiting network and buildings.
Extending water and draining network.
Decreasing government responsibility through formation of non-
governmental organization.
For every individual goal mentioned here, investment is a key factor; other factors are
need to longtime study and evaluating possible ways especially consistent with
ecological condition of region.
By all these preparations for any new plan we should consider a present of risk. By
transferring some automatics to councils, government organization tries to reduce their
financial participation in exploiting and keeping affairs now by this presupposition that
WUA couldn’t reach the predetermined goals (of course if this goal is determined
before). Does the government organization have the ability to accept the financial bur
don of this defeat without imposing it to their personal?
After identifying the certain ways for true and unchallengeable transmission, Identify
the people who are involved in this change is required to continuing and improving the
future plan situation.
The major and famous poles in this change are more important them others:
- Current watching administrators (government forces)
- Future/ subsequent network administers farmers and formed councils by notice
forces.
For making constancy in the output of there Cooperative and getting positive results for
this transference should act in a way that make a spiritual balance and job relation
between the recent form and subsquad network managers. Because this change of any
kind is successful when it occurs gradually.
In this transference, the duties are required to be transferred to council managers in the
best way, on the other hard for transfer of there experiences we should get help from
waiting pioneer’s experiences and knowledge or from young educated and expensed
forces.
And there members are considered as the government council members at resent. If this
substitution and members at present.
if we don’t have logical and true plan, the first crisis is the challenges that will occur
among the carafe network managers. Because this group against losing there job
apportioning and their future they reveal a negative reaction and in this knowledge and
experience transfers they don’t Cooperative as required.
So for solving this problem, first we should pay attention to change in the way of
thinking.
Attaching the opponents Cooperation of this plan with this present skill and the
foundation of team works from the beginning of watering season in which a group of
exploiting company expects work in the affaires in line with Cooperative, is one of
ways to convey the opponents the government organization in this plan.
This issue helps the group to work better in transferee information and louts they try for
the important of a single goal so they perform convergent.
In the next step, we should prevent from the enlarging of governmental organization
body and the young dependency on the governmental organization (increase in the
number of opponents).
The number of governmental expects gradually decrease as the time pusses and they
reach the age of retiring. In a suitable substitution. We can prepare the situation in a way
that the new forms install of entering to the government place enter the province
watering cycle and perform these duties beside the Cooperative forces. Profusions and
the way of relation of them two groups with each other is only of the topic for which we
should think about from now on.
CONCLUSION
Gilan WUA Cooperatives, in the 3rd years contract, didn’t receive any new. Important by
the governmental organization. But the Cooperative themselves didn't show interest in
making contract. The number of these Cooperatives reached 6 from 31. And till the and
of December of 2007 this number were nullified for the seven weakness in receiving
and not doing its duties according contract with exploiting company.
So, Gilan should show all the achieved results from forming councils in past 3 teem and
considered all the aspects and start again.
We should not forget that Gilan farmers know the value of watering and according to
historical documents if was are of the pioneers in technical watering all over the country
it should only match the foundation needs of farmers cultured experience with social
and propagated this thought among farmers that they themselves are the original owners
of Gilan crating system. In this meetings that were held at the beginning of founding
this WUA councils we mutation that farmers hesitate about all new plans province. So at
should consider the time for to rub of this negative orientation nowadays the emphasis
of world to increase the function monitions for accepting responsibilities. This issue is
ever more important than their training considering and training network consumers are
simply just as a consumer because their duties has been governmental and thay are
strange with the complexion of grew management states.
Farmer is sensitive to the rate of receiving water as according to has portion and when
we take step to train the we shad be equipped with water measurement systems. we
should consider more credit for reconstruction the network.
When the trust between governmental and local forces has been formed gradually we
can observe that farmer go beggared the water conduct and racings water-rate and
because informed in planning and canal construction.
We hop the feature of this council in our ever-green lands. Although we acquired
training and experience in this trial and error.
But what we should keep in our mined is the complicated condition of water in the
world and in our country till 2003 AD the amount of water collection for watering in
devolving countries with increase 14%.
If Gilan as a special geographic condition in the semi dry country Iran can reach to the
high figure in the connection water star up to about 10 years, it is a guarantee for the
price of rice, tea and olive in Iran… and this is possible to improve the huge
management.
REFERENCE:
1. 1.khuzestan regional committee on irrigation and drainage. jan. 6&7, 2004.
proceedings of the third seminar pressurized irrigation system.
2. iranion National Committee on Irrigation and Drainage (IRNCID). January 1999.
iranion management transfer.
3. iranion National Committee on Irrigation and Drainage (IRNCID). 1997. Locally
managed Irrigation system.
4. iranion National Committee on Irrigation and Drainage (IRNCID). 2001. Man and
Water in Iran.
PIM/IMT: CONDITIONS OF SUCCESS IN LARGE CANAL

SYSTEMS OF INDIA
Niranjan Pant1
ABSTRACT
Large canal systems in India contain nearly 40 percent of country’s total irrigation
potential of 94 million ha, a substantial part of which, remains unutilised. The main
reason behind the lack of utilisation is the ill maintenance of irrigation systems,
particularly micro systems at lower levels and those at the farm level. Faced on the one
hand, by the near collapse of such irrigation systems and on the other, utter financial
crunch, administrators are susceptible to donors like World Bank and Asian
Development Bank, who are currently coming forward with funds with the
conditionality of PIM. Coupled with this alluring prospect is India’s experience of the
last three decades with the concept of PIM. The scenario that exists in India provides
both an opportunity and challenge. The paper based on the author’s experience as a
researcher/consultant cutting across country’s cultural and geographical boundaries,
short lists conditions of success of PIM along with a close scrutiny and analysis of the
impediments that impinge on its path. Although the examination takes into
consideration all the Indian states where PIM is being implemented, a lot of illustrations
have been drawn from the state of Maharashtra mainly because its strategy appears to be
the most pragmatic and sustainable. In conclusion, it could be safely said that that
although the conditions of success and the impediments discussed in this paper are in
the context of India, the same are applicable to all countries that are aspiring to achieve
success in this respect.
1- Director, Centre for Development Studies, B- 2/68, Sector ‘F’, Jankipuram, Lucknow-226021, INDIA.
E-mail: pantn@sify.com. Ph: 91-522-2361339/ 91-522-4007645
Abbreviations and Glossary
AP Andhra Pradesh
CADA Command Area Development Agency
CCA Cultural Command Area
Chak Land Holding
DSC Development Support Centre
FMIS Farmers Managed Irrigation Systems
GOI Government of India
GOM Government of Maharastra
IDE Irrigation Department
IMT Irrigation Mangement Transfer
Kharif Wet season (June – October)
MOU Memorandum of Understanding
PM Madhya Pradesh
MOWR Ministry of Water Resources
NGO Non Government Organization
Osrabandi Fixation of Turn
PACT Project Activity Core Team
PIM Participatory Irrigation management
Rabi Dry Season (October-March)
SOPPECOM Society for Promotion of Participatory Ecosystem Management
Thok Cluster/Group of Land Holdings
UPID Uttar Pradesh Irriagation Department
UPWSRP Uttar Pradesh Water Sector Restructuring Project
USAID United States Agency for International Development
Zaid Summer Season (April- June)
INTRODUCTION
The British colonial rulers were not oblivious to the role of local community in the
operation of works for irrigation. On the contrary, a long series of 19th century British
administrators saw local organisations as central to the success of virtually all irrigation
works. But they also saw local community within a distinctive framework, which had
critical implications for the future of irrigation (Gilmartin 1999, 238). This is no
coincidence that the Northern Canal and Drainage Act, 1873 conferred the rights of
distribution of water with beneficiaries who were supposed to fix and apportion their
shares of water by mutual agreements. Only in case of disputes were the beneficiaries
required to apply to the Executive Engineer for an Osrabandi. As far back as the year
1890, cultivators started submitting written mutual agreements to the Executive
Engineers. These agreements were for sharing of water, on a day-wise basis, amongst
them. Three types of Osrabandi, namely, chak-wise, thok-wise and village-wise could
be prepared according to the convenience of cultivators. Even today the chak-wise
osrabandi is in vogue in the old canals of western parts of Uttar Pradesh (Pant and
Verma 1983, 26).
PRESENT SCENARIO
Large canal systems in India contain nearly 40 percent of country’s total irrigation
potential of 94 million ha. The staggering rise in the cost of creation of irrigation
potential can be gauged by the fact that in comparative nominal terms, the public sector
outlay has risen from an average of Rs.1 900 million per annum during the First Plan to
over Rs. 650,000 million in the Eighth Plan (Vaidyanathan, 1999, 56-58). Despite the
overwhelming increase in the outlay all these years, the management of canals has
remained highly inefficient leading to an ever-increasing gap between the created
potential and its utilization. The main reason behind the lack of utilisation of irrigation
potential is the ill maintenance of irrigation systems, particularly micro systems at lower
levels and those at the farm level (GOI 2003, 676-77). Faced on the one hand, by the
near collapse of such irrigation systems and on the other, non-availability of funds
leading to a severe financial crunch, the answer is being found in PIM. International
donors like the World Bank, Asian Development Bank and other donor agencies are
currently coming forward with funds with the conditionality of PIM/IMT. Coupled with
this alluring prospect is India’s experience of last three decades in respect of PIM/IMT2.
EVOLUTION OF PIM
During the last three decades, the concept of participatory irrigation management (PIM)
in India has passed through four distinct phases. Starting from around 1975 and for
about a decade until 1985, the emphasis initially was on creating outlet based water user
1- Rs. stands for the Indian currency rupees and one US $ is equal to about Rs. 45.
2- The man behind the idea of the present-day PIM and irrigation co-operatives in Maharashtra was the
legendary civil engineer M. Visvesvaraya, who as early as 1902-03 had advocated establishment of such
co-operatives in respect of Khadakwasla canals while working as Assistant Engineer in the then Bombay
state. The two earliest water user co-operatives were established in the 1930s. The first one, Saswad Mali
Society, was established in 1932 in Pune district. The second, Samvastar Vibhag Water Supply Co-
operative Society was established in 1936 in Ahmednagar district.
organisations. Later on researches were conducted leading to support for PIM as a

pragmatic solution for equitable distribution of water among the irrigators, maintenance
of water conveyance micro structures and resolution of conflicts amongst the water
users. During the second phase (1985-90), the emphasis shifted to experimentation with
PIM. During this period, MOWR, GOI, World Bank and USAID aided and assisted in
the establishments of pilots, while NGO’s played a catalytic role in mobilizing farmers
and sustaining the pilots. The third phase starting from early 1990s has seen the
emergence and propagation of the idea of hand over/turn over of management of
irrigation systems/ sub-systems (distributaries/minors) to the irrigating farmers. This
was started in Maharashtra in the early 90s (Pant 1999), followed with India's first
FMIS Act in AP in 1997. At least six states (AP, MP, Chattisgarh1, Rajasthan Karnataka
and Orissa) have now enacted legislation that makes PIM a statutory requirement to get
access to irrigation water. WUAs have grown up in almost all other states and many of
the states are in the process of enactment of similar legislation. The fourth phase starting
from 1997 marks the emergence of donor funding for restructuring India’s irrigation
sector with PIM/IMT as a core programme. The scenario that exists in India provides
both an opportunity and challenge.
The two PIM models available are Andhra model and Maharashtra model. The former
represents a top down approach where an Act was passed in a relatively short time and a
large number of WUAs were established swiftly. However, the autonomy and
sustainability of WUAs is being questioned both by academics and activists
(SOPPECOM, 2004). On the other hand, there is Maharashtra, where establishment of
WUAs has been going on for over last 15 years and the Act had not been passed so far
because the State Government is closely examining all the pros and cons.
CONDITIONS OF SUCCESS
This paper, based on author’s experience of last thirty years as a researcher/consultant in
respect of PIM cutting across country’s cultural and geographical boundaries, short lists
conditions of success of PIM along with a close scrutiny and analysis of the
impediments on the path of PIM/IMT. Although the following review takes into
consideration all the Indian states where PIM is being implemented, a lot of illustrations
have been drawn from the state of Maharashtra on account of two reasons. First,
Maharashtra strategy appears to be the most sustainable; and second, the author has
studied the Maharashtra experience in far greater detail than any other state (Pant,
2000). The sequencing of conditions of success and later that of impediments have been
done in terms of their importance and/or logical occurrence in the process PIM/IMT.
CRITICALNESS OF CANAL WATER

The most important factor inducing farmers to come together and work for the common
good has been found to be the critical necessity of canal water for the comfortable living
or even survival of the farmers. If farmers believe that by coming together and forming
a WUA they would enhance and optimise their water supply, they would go out of their
way and work physically by offering volunteer labour, paid labour or by contributing
1- The state has retained the PIM Act that was passed in 1999 when it was part of MP
machinery to do earthen work for improving their water delivery. In a large number of
cases, WUAs located towards the tail of the system were hardly getting any water. In
such cases, the farmers contributed their voluntary labour to construct several check
dams across the streams flowing through the commands of WUAs to improve the
ground water level and to apply conjunctive use of ground and surface water. In fact, in
some cases, the WUAs had evolved a very appropriate system of charging for the use of
well water from their members. In one case, farmers had to launch a movement and
subsequently 400-500 farmers gathered together to force the ID to sign the MOU and
hand over the management to the WUA. In another case, the WUA dug a large and deep
well in the village temple land by voluntary contributions to save kharif excess water to
utilise during the rabi season. All these illustrations reinforce the point that if canal
water is critical for the lives of farmers and they do not have any other feasible and
economically viable means, they would come forward, form a WUA and then try to
sustain it (Pant, 2000).
RIGHT KIND OF MULTIPLE LOCAL LEADERSHIP

One common feature of all the successful WUAs was found to be the right kind of local
leadership. By right kind, we do not mean “selfless commitment”. In most of the cases,
it was found that the local leadership had a vested interest in the WUAs. It was often
found that their average land holdings were higher compared to the average land
holdings of the members. By right kind, we mean such rural elites who had local
influence, high socio-economic status but who had a propensity to come forward to
work for a common good where they could derive advantage for themselves also in
some common good. The type of leadership who work in harmony with others without
jeopardising the interest of others. These were the local leaders who believed in the
maxim, “when I serve others’ interest, I serve my interest also because my interest is a
part and parcel of others” interest.” According to them it is a matter of coincidence that
their interest (land holdings) happened to be bigger (Pant, 1986 and 2000).
Local organizations, when they are initiated by committee members or local leaders,
have greater chances of sustainability. Further, those WUAs, which depend on multiple
local leaders, are likely to have greater sustainability in comparison to organizations,
which depend on an individual leader. This is the differentiating feature between
institutionalization and non-institutionalization of the leadership and in the latter case
the organization collapses with the removal of the leader from the scene (Pant and Pant,
1996).
PROVISION OF INCENTIVES
One conclusion that comes out conclusively from our various studies, whether of Bihar
(Pant and Verma, 1983) or of Maharashtra (Pant, 2000), is that incentives must be built
around the programme of PIM/IMT if it has to succeed at least in the initial stage. As
the organization grows and stabilises, such incentives can be reduced and ultimately
withdrawn completely.
The IMT programmes in India involve a number of incentives, which attracts farmers
towards establishing WUAs. In case of Maharashtra, for instance, a number of
concessions/incentives are available for the IMT programme. First, there is a
management grant @ Rs. 100 per ha for the first and the second years and @ Rs. 75 per
ha for the third year. Since the 50% matching grant from GOI under this component is
available only for the CADA projects, in case of non-CADA projects the matching
portion is also provided by the GOM.1 Second, GOM provides maintenance grants to
WUAs @ of Rs.20 per ha per year. Third, 5% concession is given to WUAs on timely
payment of water charges. Fourth, the WUAs are provided water on a volumetric basis,
which comes much cheaper than water calculated on area basis. Fifth, the WUAs do not
have to face any crop restriction. The WUAs are given an allocated quota of water and
within this quota they can grow any crop they like. Sixth, IMT involves rehabilitation of
the irrigation sub-system to its designed level or at least to a workable operation level.
The rehabilitation work involves repairs of about Rs. 800 to 1000 thousand per WUA,
which goes along with IMT. Seventh, non-members can be charged 30% more than
members’ water charges.
One of the reasons why there is so much enthusiasm among farmers for IMT in
Maharashtra is that, against 533 WUAs where IMT has taken place, there are 1939
WUAs in various stages of completion of IMT.
Close Involvement of the ID Officials

Based on past research it has been found that the most successful WUAs were the ones
where greater interaction and most frequent contacts between the ID officials and
WUAs were obtained. WUAs have succeeded and sustained only in such projects where
top irrigation bureaucracy took a keen interest and the field staff genuinely worked in
close collaboration with farmers. In the initial stage, WUAs need assistance for
registration, accounting system, and development of internal structures that are
conducive to high level participation. In cases where this close interaction and
collaboration was lacking and the WUA was created to fulfil the target requirement, the
association collapsed as soon as management subsidy ended. Interventions by senior
bureaucracy of ID in meeting the genuine demands helps in strengthening WUAs. On
the contrary, hollow promises reduce the legitimacy of the WUA considerably and the
beneficiary farmers tend to lose faith in the existence of WUA. Legitimacy is different
from the legality and it need not follow legality. An important element in the acquisition
of legitimacy was found to be the extent to which the ID officials met the genuine
demands of the farmers. If the repeated complaints of a WUA, say about an inadequate
and irregular supply of water do not rectify the position, the water users lose interest and
the WUAs tends to become defunct. On the contrary, if the genuine demands of the
WUA are met, it grows, stabilises/institutionalises and becomes a role model WUA.
(Pant, 1983, 1993, 1995 and 2000).
Wherever PIM experiment has succeeded, lot of care has been taken in the placement of
staff in critical positions. As a first step, all such officials (most senior to most junior)
who have commitment to PIM and hold sympathetic attitude to the beneficiary farmers
in general and on the viability of the WUA as an institution in particular, must be
1- As per the financing pattern w.e.f. 01.04.1996 a functional grant in lieu of management subsidy is to be
given to the WUAs @ of Rs. 500 per ha. It is to be shared between the GOI, the state Government and the
WUAs in the proportion of Rs.225: 225:50 respectively.
identified at various levels of bureaucracy. Once such officials are identified, they can
then be short listed and placed in strategic positions (Pant, 2006).
DEMOCRATIC FUNCTIONING
One of the preconditions that need to be set for the registration of WUAs is that 51% of
the beneficiaries and beneficiaries with 51% of the land in the CCA must be agreeable
to form the WUA. Such a condition may prohibit a few big farmers holding 51% of
CCA to form WUAs for their vested interest disregarding the interest of small and
marginal farmers.
As regards other components of legitimate democratic functioning, these include
periodic elections, defined rights, including safeguards to protect the interests of small
farmers and women, a written constitution and bylaws, and regular meetings of the
executive and the general body. Of these the foremost is a written constitution with a
general body and an executive committee and the regulative mechanism of the same.
The important question is to what extent the WUAs observe these requirements in a true
spirit. In all cases where the functioning such WUAs were successful and sustainable, it
was found that the proceedings were duly recorded, elections took place at regular
intervals and, in a large majority of cases, the minutes/decisions of the organs of WUAs
were typed/printed and widely circulated. Although elections often extended the
continuation in office of the same old guards who formed the WUAs, membership
circulated among a variety of individuals. In some cases, a complete overhauling of the
executive committee also took place (Pant 2000).
THE MEMORANDUM OF UNDERSTANDING (MOU)

The following two points must be reflected in the MOU. One, that farmers would get
rights in water allocation through the agreement and an assurance in getting a
predetermined quantity of water at a predetermined time. Two that they would get right
of information and thereby hope to get, on demand, the information related to water
availability.
In Maharashtra the agreement/MOU between the WUA and the ID is the instrument,
which secures provision of water quota to the WUA season-wise. This quota varies
from one WUA to another. In some cases the quota is only for rabi and kharif, while in
others it is spread across the three seasons, including the zaid weather. However, when
the quantity of water in reservoir itself was below the normal, the water quota of the
WUA was accordingly reduced. This reduction in abnormal circumstances is provided
for in the MOU of all WUAs
The ID provides the agreed amount of water at the minor head, where measuring
devices are installed before the MOU. However the WUAs have to often accept the
take-over of the systems even though the rehabilitation work is incomplete. In reality, a
reasonably sound physical system seems to be acceptable to farmers. This means the
system with a measuring device at the off-taking point of the minor, selective lining and
even 50 to 60 per cent of designed discharge is considered as a comparatively sound
physical system. Majority of the successful WUAs in Maharashtra have this type of
physical system (Pant, 2000).
ELIMINATION OF IMPEDIMENTS
Emanating from the Andhra and Maharashtra models are two broad strategies adopted
in the implementation of PIM in India. The AP and MP experience concentrates on a
rapid and extensive introduction of PIM through legislative measures. In contrast, the
Maharashtra and Gujarat experience mainly exemplifies the motivational strategy. The
emphasis is on first building up awareness, creating motivation and then introducing
PIM. These strategies could also be contrasted as top-down and bottom-up strategies
respectively. In either, care needs to be taken to eliminate all such obstacles that
jeopardize the successful implementation of the PIM concept.
ABSENCE OF A CLEAR-CUT POLICY AND VISION STATEMENT

Even states that have enacted legislation have not come out with a clear-cut policy
statement that governments have decided to hand over the management of irrigation
systems at the minor/distributory level to the WUAs in a phased manner and within a
fixed time frame. Consequently, the government officials do not attach required
importance to the work concerning forming and sustaining WUAs. The irrigation
bureaucracy, meanwhile, works with a rigid mindset. The officials think that it is not
their work and that an extra and unnecessary task has been imposed on them. They take
up the work under the compulsion of targets. Further, the commitment and priority of
higher ups for this kind of work goes on changing and consequently, adhocism is the
reigning principle.
Building of WUAs is a long drawn social process and cannot be done by issuing orders.
Experience shows that after the system is turned over, the officials of ID feel that their
role is over. Ideally, with the completion of the turnover, the role of the ID changes
from administrative authorities to friends/guide providing assistance and support to
WUAs. The associations can sustain only if they receive continued technical assistance
and co-operation from ID officials until they are self-sufficient. It is therefore necessary
that each state government should come out with a clear-cut vision statement along with
a clear mandate and milestones for making WUAs autonomous. This would require
changes both at the project and WUA levels (DSC, 2006, 20).
DELAYS IN COMPLETING IMT REQUIREMENTS

The stage of IMT comes after a number of preliminary requirements are fulfilled. These
include registration of WUA, joint inspection of the system to identify the operational
deficiencies in the system, signing of MOU, and hydraulic testing of the system. Once
registration has been completed, the joint inspection is not carried in time and it gets
delayed unnecessarily. Even when it takes place, the presence of the representatives of
WUAs in this joint inspection is notional. They are not allowed to make their views
incorporated in the joint inspection report. Their views are disregarded on grounds that
the same are non-technical. Even when the estimates of rehabilitation works are
prepared, the same are not shown to the WUA representatives. Again estimates are not
prepared in time. The general tendency in preparing the estimates is to put lot of lining
work, which is unnecessary and is incorporated mainly to get the work cost inflated.
Once the execution of rehabilitation work starts, it is not done properly, particularly in
the work relating to embankments and masonry structures. Finally, the hydraulic testing
of the system is not done before handing over the system to the WUA. As per
agreement, this is required to be done before the hand over. In the absence of testing,
WUA does not know the water conveyance losses and water conveyance efficiencies. It
is therefore necessary that that time bound work plans are prepared, discussed and
sanctioned and the concerned officers should be held responsible and punished if time
schedule is not observed.
DELAY IN REHABILITATION WORKS

The main obstacle in effecting IMT is the rehabilitation of the minor/distributory. This
is the main delay between the registration and IMT and this delay was found to be
varying between 15 and 27 months. This was because of delay in carrying out
rehabilitation of minors in terms of deficiencies found at the time of the joint inspection.
In Maharashtra, up to March 2004, there were 533 functioning WUAs encompassing
158 thousand ha of CCA. As against this, there were 1939 societies containing a CCA
of about 639 thousand ha waiting for IMT (Soppecom, 2004). The most damaging
impact of this delay is that farmers lose all their enthusiasm and things are again back to
square one.
It is therefore suggested that state governments should open a new ‘budget head’ in the
annual budget and allot grants specifically for the rehabilitation works proposed under
each irrigation project and the same should be clearly shown, as such, in the annual
budget separately for each project officer. The project officer will then be responsible
for demanding and spending of these sanctioned grants specifically for the purpose.
LACK OF TRANSPARENCY
One of the biggest impediments in the successful execution of IMT programme is the
lack of openness in preparation of estimates and the execution of work. Therefore, a
copy of the rehabilitation estimates prepared by the ID must be given to the WUAs for
their comments. It is further suggested that the quality of repair work done by the
contractors appointed by the ID must be supervised and certified as satisfactory by the
representatives of the WUAs and only after this is done payment be made to
contractors.
TARGET VERSUS SUSTAINABILITY

Mere targets are not enough; field staff’s passion, commitment, devotion and faith in the
IMT programme are necessary. Creating collective organisations for common good is a
formidable task. It requires a great deal of patience to persuade, encourage and guide the
farmers in the process of formation of WUAs. A few meetings with farmers are not
enough. Initially 2-3 days duration day and night camps followed by a series of
meetings are necessary. (Pant, 2006).
In situations where a host country or a state of that country where a donor assisted
project is being implemented is not committed to the concept of PIM then donor
assistance becomes more a curse than an opportunity. A case in point is the World Bank
funded UPWSRP in UP In this Project the implementing agency did not do anything for
over three years for the establishment of WUAs and then within a span of couple of
months registration and handing over/agreements (MOU) for maintenance to WUAs
was done for 416 WUAs envisaged to be established. Side by side, against all norms
and democratic procedures and autonomy, the Junior Engineer of ID was made the
Secretary of the WUA and a signatory of its bank account. Further, the Chairman of the
PACT had claimed after one day’s field visit, “that the state is undergoing a silent
revolution paving the way to farmers for equitable distribution of irrigation water
through minors managed by Water Users Associations (WUAs)”. This was done as the
apparent focus of program was to attain targets of rapid establishment of WUAs in the
project commands without adequate preparation and was bound to turn out to be
counter-productive. The model of WUA, which such provisions create, may not be in
line with the sustainability and in fact, the institution could be manipulated to remain a
creature of UPID and thus quickly fail as a sustainable institution. While there is an
overt state policy on participatory irrigation management, it seems that this policy has
not been covertly accepted and internalised and therefore does not coincide with agreed
objectives and obligations under the World Bank funded UPWSRP. Another problem
was found to be rampant corruption in execution of the PIM programme and the nexus
between the NGOs, consultants and the implementing agency had become so
institutionalised that it could not be broken (Pant, 2006).
LACK OF APPROPRIATE TRAINING

In order to increase the pace of implementation of PIM and attain sustainability of
WUAs, it is very necessary to change the mindsets of government officials and to
enthuse them with a sense of devotion and commitment to PIM/IMT program. One of
the most important factors responsible for the failure of the government-initiated WUAs
is the attitude of the implementing staff, towards the members of new organizations. It
has often been found to be a relationship of unequals and the attitude of the staff is
frequently one of superiority towards these members.
In case of farmers, it would require orienting them to irrigation in a collective way
through group action and joint management with ID ultimately developing management
capability both in terms of sub-system management and organizational management of
WUAs. In respect of WUAs, it is found that they are not fully aware about their rights
and responsibilities. Further, they lack guidance about their powers to fix water rates,
recovery of management costs, running rates and for enforcing discipline in taking
water.
LACK OF PROPER MONITORING AND EVALUATION

Although issues for evaluation are often spelled out, no specific parameters for
evaluation are identified. Where parameters are mentioned, no precise measurements are
formulated and thus no scoreboards are prepared for monitoring the performance of
WUAs. Where detailed manuals are prepared for this purpose, the check list is so
detailed that it is not feasible to use such check lists for a quick and quantifiable
assessment by teams of officials, consultants, researchers etc. who make short field
visits to assess the functioning of WUAs. Keeping all these in mind, an attempt has
been made to prepare a simple and easily workable format for assessing the
performance of WUAs in a comparative and quantifiable manner (annexure 1). The
format may be further improved after field visit experiences.
In conclusion, it could be safely said that that although the discussion in this paper
relates to the conditions of success and the impediments to PIM/IMT in the context of
India, there are lessons for all countries striving to ensure collective governance of the
irrigation systems by the users themselves.
Annexure 1
Format For Assessing WUA Performance
Particulars Level of Performance

Excellent Good Average Poor V Poor
Weightage points (5) (4) (3) (2) (1)
Activities
A. Level of Participation
Leadership capability
Members awareness about WUA status
Productive meetings
Voluntary physical/labour contribution
Voluntary financial contribution
Social Audit/ Transparency
B. Operation and Management
Removal of silt and weeds
Repairs/maintenance of structure
Protection of structure
Dispute management
C. Water Management
Adequate and timely water supply
Information about water distribution
Efforts to save water
D. Financial Management
Fund generation
Utilisation of maintenance and operation fund
Recovery of irrigation fees (when applicable)
Financial audit
E. Organizational Linkage
Horizontal linkages with other WUAs
Vertical linkages
Information and communication
Discussion with competent authority
Notes: For the purposes of quantifying WUA’s, Level of performance following weightage points
would be used = 5 (excellent), 4 (good), 3 (average), 2 (poor) and 1(very poor). Since 21 parameters
have in used in the socio-metric scale, the performance will be measured between Most Excellent (105
points) and Extremely poor (21 points).
REFRENCES
1. DSC (Development Support Centre). 2006(January 20-21). Proceedings of Regional

Workshop on PIM, Ahmedabad
2. Gilmartin David. 1999. “The Irrigation Public: The State and Local Management in
Colonial Irrigation” in State, Society And the Environment in South Asia edited by
Stig Toft Madse, Curzon Press, U.K.
3. GOI (Government of India) 2003. Five Year Plan 2002-2007, Vol.2: Sect oral
Policies and Programs. Planning Commission, New Delhi.
4. Pant N and R.K. Verma. 1983.Farmers' Organization and Irrigation Management
(with R.K. Verma), Ashish Publishing House, New Delhi.
5. Pant N 1986. Farmers' Organization in Large Irrigation Projects, Economic and
Political Weekly, 21, 52.
6. Pant N 1993. "Performance of the World Bank Tubewells in India" in Ground
Water Irrigation and the Rural Poor - Options for Development in the Gangetic
Basin, edited by Friedrich Kahnert and Gilbert Levine, The World Bank,
Washington, D.C.
7. Pant N 1995."Turnover of Public Tubewells in Uttar Pradesh: Case study of a
successful cooperative Society" in Irrigation Management Transfer, edited by S. H.
Johnson, D. L. Vermillion and J. A. Sagarey, IIMI, FAO. Rome.
8. Pant N. and Lalita.Pant 1996."Development of local structures" in Participatory
Approaches to Sustainable Rural Development, edited by K. Vijayragvan and
others, Indian Potash Limited, New Delhi.
9. Pant N 1999. Impact of Irrigation Management Transfer in Maharashtra – An
Assessment, Economic and Political Weekly, 34, 13.
10. Pant N 2000 (March). Impediments in Participatory Irrigation Management: Case
Studies from Maharashtra, Centre For Development Studies, Lucknow.
11. Pant N 2006 (May). Personal Observation on PIM, Centre For Development
Studies, Lucknow.
12. SOPPECOM 2004. Participatory Irrigation Management: An Overview of Issues
and the Way Ahead, Pune.
13. Vaidyanathan A 1999. Water Resource Management: Institutions And Irrigation
Development In India, Oxford University Press
ADVANCES OF THE IRRIGATION MANAGEMENT TRANSFER IN

THE LARGE-SCALE IRRIGATION SCHEMES IN MEXICO
Paula Silva Ochoa1 and Carlos Garces-Restrepo2
ABSTRACT
Mexico is a world leading country in relation to Irrigation reform. An Irrigation

Management Transfer of the large-scale irrigation schemes to Water Users
Associations, locally known as Irrigation Districts, took place in Mexico since 1989.
Until today, the IMT program has transferred irrigation infrastructure, below the main
canal level, commanding 3.273 Mha to around 474,000 water users organized into 474
Civil Associations (or Modulos). Likewise, at main canal level 13 federations of water
users associations known as Societies with limited Liability (or SRL) have been
established so far. The main objectives of IMT were, among others: to ensure the
sustainability of the irrigation districts, to reduce the financial burden on the
government, to pass the responsibility for O&M to the users, to increase efficiency in
the use of water, to improve and sustain system performance, and to reduce the number
of public employees in the irrigation districts.
In early 2001, FAO through its AGLW Service and the International Network on
Participatory Irrigation Management (INPIM) joined forces to document on-going
worldwide efforts on irrigation water reforms. An international e-conference event was
held which, included the IMT Mexican case. In this document, is presented an updated
version of the review of the IMT program in Mexico making especial emphasis on the
actual advances and outcomes, impacts and lessons learned. Results show that the
irrigation cost has increased for farmers and decreased for government, efficiency of fee
collection has improved in most of the cases, and quality of maintenance has also
improved. However equity of water delivery remains unchanged as well as productivity
since the Gross Value per Production has a decreasing trend and improvements on
irrigation efficiency and yields have a very narrow margin.
1- Hydraulic Engineer, Water Resources consultant. 425 West Beech St., San Diego, CA. 92101 USA.
Tel. +1 (619) 702 7893, e-mail: polsil8a@gmail.com
2- IPTRID Program Manager,(Land and Water Development Division), FAO. Viale delle Terme di
Caracalla, 00153, Rome. Italy. Tel. + 3906-570-54095. e-mail: Carlos.Garces@fao.org
INTRODUCTION1
THE AGRICULTURE SECTOR AND IRRIGATION SUB-SECTOR IN MEXICO

The Republic of Mexico has an area of 1.97 Million km2 and a population fast
approaching 100 Million and presents a Gross Domestic Product per capita (GNP) of
US $ 6,450. The agricultural sector plays an important role in the development of the
country, however, the Agricultural GDP has been experiencing, in constant values, a
decreasing trend with the Agricultural share of GDP fluctuating around 5 percent, as
shown in . Agricultural sector employment contribution stands now around 18 % of the
economically active population, while industry has increased to 27 % and
manufacturing stands at 20% (INEGI, 2002).
50
5.4
45
40 5.2
(Million US$, constant values 2005)
Agriculture sector share of GNP

Agriculture National Product
35
5.0
30
4.8
25
20 4.6
15
4.4
10
4.2
5
0 4.0
1998 1999 2000 2001 2002 2003 2004 2005
Year
SOURCE: GDP: INEGI, Sistema de Cuenta Nacionales; CPI: BANXICO, IPC por objeto de gasto
nacional, Indice general
Figure 2 Agricultural Gross Domestic Product and share
Irrigated agriculture is essential in order to obtain fully productive crops since two
thirds of the country’s surface is classified as arid or semi-arid. The average rainfall
over 42 percent of the nation is less than 500 mm and less than a third of the country’s
water lies within 75% of the land area where most of the large cities, industrial facilities
and irrigated land are located. Irrigated agriculture represents less than 30 percent of the
total area harvested in the country, contributes about 56 percent of the total value of
agricultural production and accounts for roughly 70 percent of agricultural exports.
Furthermore, irrigated yields are roughly 2.5 times those of rain-fed areas. At present, of
the 20 million hectares (Mha) that are under cultivation in the country, only 6.3 Mha
have irrigation and drainage infrastructure. Of these, 3.5 Mha correspond to 85 to large-
scale irrigation systems (see) locally known as Irrigation Districts (ID) and the rest, 2.8
1- This paper is based on Irrigation Management Transfer Case Study UPDATED: Irrigation
Management Devolution in Mexico conducted by FAO. See:
http://www.fao.org./landandwater/aglw/waterinstitutions/default.stm
Mha, correspond to around 39,400 small-scale irrigation systems locally known as

Irrigation Units (IU), (CNA, 2005). The former initially were managed by the
government and then were the subject of the Irrigation Management Transfer (IMT)
program; and the latter were built with government support but have always been
managed by water users.
Source: CNA, 2006.
Figure 4 Location of irrigation districts in Mexico
In terms of the water source, 76 percent of the total volume granted in concessions is
use for agriculture and livestock. Out of this volume, 67 percent is captured from
surface waters with the remaining from groundwater sources. and for the ID, the
distribution is respectively 91 and 9 percent (CNA, 2005 and 2006). Land tenure in the
irrigation sub-sector –as well as in the whole agriculture sector– is represented by two
main groups: the ejidatarios1 and small growers. In the IDs this relationship in terms of
area is split roughly 55 to 45%, respectively. In terms of their size, the irrigation
districts are distributed as follows: 32% with less than 10,000 ha; 47% between 10,001
and 50,000 ha; 11% between 50,001 and 100,000 ha; 4% between 100,001 and 200,000
ha, and 6% with areas greater than 200,001 ha.
1- Ejidatarios are the owners of the ejidos which are agrarian communities established in Mexico in the
early 1930s. Land and water resources were held as common property with private usufruct rights. Today,
the Ejidos are being titled through the Program for certification of Ejidos rights (PROCEDE, for spanish
acronym). The Program began in late 1999 and by mid-2003 had certified and titled 81 % of Ejidos
nationwide accounting for 65.8 million Ha and around 3.4 million people.
WATER SECTOR REFORMS

In 1989 the government sought to provide more independence in the management of
natural resources and decided to establish a new organization –the National Water
Commission (CNA)– as an autonomous body under the Agricultural and Animal
Husbandry Secretariat. With the establishment of CNA the decision was made to make
part of its mandate the transfer of the operation, maintenance and administration of the
irrigation districts to new water users associations. This, of course, gave origin to the
Irrigation Management Transfer (IMT) program in Mexico.
In 1992 a National Water Law was promulgated promoting the management
transference of the large-scale irrigation systems to the water users and in 1994 the
corresponding bylaws were announced. Also, in this year, the Secretariat for the
Environment, Natural Resources and Fisheries was created and the CNA was placed
under them, but again with a high degree of autonomy and independence. Additionally,
in late 2004 a set of reforms on the National Water Law were approved by Congress but
not yet officially implemented since the required bylaws have not been prepared. This
new legal framework could allow a more decentralized water management reinforcing
basin organisms and basin councils.
IRRIGATION MANAGEMENT TRANSFER PROGRAM
IMT PROGRAM PROCESS

The IMT program had the following main objectives: 1. Ensure the sustainability of the
irrigation districts; 2. Reduce the financial burden of the government, 3. Transfer the
responsibility for O&M to the users; 4. Increase water efficiency; 5. Improve and
sustain system performance, and 6. Reduce the number of public employees in the
irrigation districts.
shows the two stages of IMT: Stage I, transfer of módulos to water users associations
(WUAs) and, Stage II, transfer of entire irrigation districts to Limited Responsibility
Societies (SRL’s in Spanish). During the Stage I, IDs were divided into módulos and
WUA were constituted. Then infrastructure, equipment and machinery (below the main
canal level) were officially released to these WUAs in parallel with the emission of the
water concession title. In stage II, the SRL were formed grouping modulos from the
same ID with the main responsibility of distributing water from the head-works to the
WUA thereby taking control of the main system level from the agency. The SRLs
expenses are covered by the WUA which apportion a percentage of their water fee
income, this amount thus being subtracted from the payments going to CNA for that
same purpose. In all cases the irrigation agency obtains resources from the central
government, although conceivably after the transfer the central funds are to support
agency operations that go beyond the services provided to the WUA. With the SRL in
place, the agency looses the funds previously allocated for the operation of the main
system but continues to perceive funds for the operation of dams and head-works.
CENTRAL CENTRAL CENTRAL

GOVERNMENT GOVERNMENT GOVERNMENT
CNA CNA CNA
SRL
WUA
WUA
INDIVIDUAL INDIVIDUAL INDIVIDUAL

USERS USERS USERS
Before IMT IMT-Stage I IMT-Stage II
Flow of O & M Services Flow of Funding
Source: FAO. Garces and Silva, 2004
Figure 6 Structure of O&M services and payments under Mexico IMT program
The WUAs may have four administrative or institutional levels: The General Assembly,
the Oversight Committee, the Executive Board and Technical Unit. The General
Assembly does not include all the water users but rather consists of the representatives
or delegates of both land tenure sectors: ejidos and small growers. The main role of the
Oversight Committee is to inspect the accounting records, oversee the assets and the
inventory, and make sure that a financial auditing takes place yearly or when instructed
by the General Assembly. The Executive Board is responsible for general management
of affairs and resources, represents the WUA, and executes the resolutions of the
General Assembly. Finally, the Technical Unit is composed of a General Manager and
his staff that are professionals hired and remunerated under contract, and directly
controlled by the Executive Board.
CURRENT SITUATION AND EVOLUTION

The IMT of the secondary network (Stage I) is practically finished; since 2001, close to
98% of the total large-scale irrigation area is already being managed by its
corresponding WUA (See ). According to CNA, in 2004 there were only 47,878 ha
remaining to be transferred to the users and in 2006 the National Association of Water
Users (ANUR) reports only 20,427 ha remaining for transfer.
TRANSFERRED AND ACCUMULATED AREA BY YEAR
1000 4000
3500
Acumulated Area
Area Transfered
800
3000
(1000 ha)
(1000 ha)
600 2500
2000
400 1500
1000
200
500
0 0
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
Years
Transferred Cumulative
Source: Adapted from CNA, 1999 for years 1990-2000; Adopted from Unified System of Water
Basic Information, (SUIBA,CNA) for years 2000-2002; ANUR (2003; 2006)
Figure 8. Mexico Irrigation Management Transfer program (1990-2006)
The second stage of the IMT program is almost at a standstill since the year 2000. The
13 SRL formed so far, currently managing the main network correspond to the more
profitable agriculture zones or to the largest irrigation areas. The rest of the WUAs
have difficulties in forming a SRL for the following reasons:
x Modules with very low capabilities for managing the main network, which are in
marginal or conflict zones,
x Individual modules that do not have a main network, and thus do not need the
establishment of a SRL,
x Modules that already manage the main network by a different type of arrangement
(like on a rotation basis) and they are not interested in the establishment of a SRL.
x There is some resistance from fear to loose their power and influence on the
maintenance investment projects. The percentage of the water fee that is paid to the
CNA without the mayor network transfer (i.e. before the establishment of a SRL) is
15 to 20%, while for those transferred is 6 to 10%.
x Finally, the official concession for the management of the main network has a long
process within the CNA after the SRL is established, which discourages its
formation.
During the last few years, the role of users has gain relevance due to the impact that the
National Association of Irrigation Users (in Spanish, ANUR (Associacion Nacional
de.Usuarios de Riego, ANUR) is having on promoting and organizing the farmers into
WUAs and SRLs. The ANUR was established in 1994 with the aim of representing the
interests of water users in their negotiations with the government institutions, to provide
support services in order to improve efficiency and water management, and to instruct
and carry out technology transfer among its affiliates. Currently, it gathers 474 WUAs,
which is 100% of the transferred ID associations and comprises 557,381 water users -
75% are ejidatarios and 25% from the private sector-. For financing ANUR´s expenses
each member pays an annual fee of $1.5 pesos per hectare (around 15 USD cents), plus
some subsidies from the CNA and other institutions. Currently, ANUR is working on
the establishment of new SRLs.
RESULTS AND IMPACTS
COST OF IRRIGATION
The cost of irrigation can be measured in terms of operation, maintenance and
administrative expenses (O&M&A). The assessment of IMT impact in this aspect can
be portrait by the financial self-sufficiency (fss) indicator before and after the program.
Financial self-sufficient can be defined as the percentage of total annual cost of
irrigation O&M&A that is financed locally by water users. In the irrigation districts’ fss
has increase from pre-transfer levels (1989) of 43 percent to an estimated 80 percent
reached in 2005 (ANUR, 2006). See .
ANUR reports that the average irrigation fee is 450 pesos/ha and varies depending on the
ID area, from fees of up to $ 1,500 pesos/ha in small to only $ 400/ha in large ones. The
distribution of this fee is: 50% in maintenance, 25% in operation and 25% in administration
expenses. There is an average of 2.5 million hectares that are currently irrigated therefore
the total income from water fees can be estimated in around 112.5 million USD.
100
90
80
70
60
50
40
30
20
10
0
Year
Sources: Period 1947-1990: Johnson, 1997: figure 3, page 8; period 1989-2000:

ANUR (2001); period 2002-2005: ANUR (2006). Data for other years was extrapolated.
Figure 10. Percentage Cost Recovery (or self-sufficiency) of Irrigation

Districts in Mexico; 1947-2005
EFFICIENCY OF FEE COLLECTION

A major goal of IMT was for WUAs to gain financial autonomy for O&M&A needs.
However, the mean 72% fss reported for the period 2000-2005 (see ) was exceeded
only by around 40% of the IDs; the range went from 20% to 100%. These numbers
suggest that while a few districts are doing very well the large majority are not. This
notwithstanding, ANUR indicates that in most districts the revenue-collection
performance is around 85% since the water fee payment is a requirement for water
deliver. Hence, the problem seems to concentrate in the existing gap between the
required fss and the actual fee that is approved and paid by users. As expected, users try
to keep the fee as low as possible even in detriment of the long-term life of the
infrastructure.
The program of “permiso único de siembra” (in English, “sole planting authorization
permit (in Spanish, Permiso Único de Siembra”) was implemented in order to increase
the efficiency of fee collection. This permit is granted once the users have completed
their payment and it is a requirement to access other governmental support programs.
Therefore, paying on time is aNormally, all users need these government support
programs and therefore there is an incentive to pay the water fee on time.
QUALITY OF MAINTENANCE
The country-wide deterioration of the irrigation and drainage infrastructure was one of
the leading reasons that gave birth to the IMT program. Before transfer, maintenance
responsibility was entirely in the hands of the irrigation agency and was done at the
district level, rather than at módulo-equivalent level. This created a bias towards
maintenance of main canals and head-works in detriment of secondary (and below)
levels. Both maintenance budgets and programs were dictated from CNA’s central
office and users had little influence in the works.
At the moment, WUAs pay a negotiable percentage of total fees to CNA that has kept
responsibility for maintenance of dams and head-works. The percentage has been a
function of amount of worked involved in terms of kilometers of canals and roads, and
type of head-works. But also, on the particular negotiations undertaken between the
agency and individual módulos. The percentages reported varies from 5 to 25%, with a
diminishing tendency as the SRLs are created and take over management of the main
canals. Today, the agency has a supervisory role as maintenance plans have to be
submitted to them for approval. At least 60% of fee collections should be allocated to
maintenance, but ANUR reports an average of only 50%.
Maintenance after transfer continues to be a problem given that many WUAs still can
not collect enough fees to off-set full costs; the results is an increase in deferred
maintenance in many módulos. According to a study by the Colegio de Postgraduados
(1998), direct investment in maintenance has been decreasing in constant peso terms.
CNA’s contribution have diminished from 100 million pesos in 1989 to 10 million in
1997; while WUA contributions have increased from essentially zero in 1991 to 70
millions in 1997 (all in 1993 pesos).
In the Alto Rio Lerma district, the number of employees assigned to maintenance
activities decreased from 81 to 65 after transfer, suggesting that the same level of effort
was obtained with fewer staff, hence efficiency improved. Also, the volume of work
executed increased after IMT. In the pre-IMT period from 1982 to 1992, an annual
average of 438,550 m3 of silt was removed, compared to 1.26 Mm3 after IMT. The
results show that not only there has been an increase in the amount of work done, but
also that maintenance work has shifted to the lower system levels, and away from main
canals (Kloezen et al, 1997
QUALITY OF WATER DELIVERY

Another reason for IMT was that users would improve the O&M of their systems given
greater incentives to do so once it belonged to them. Several attempts to determine
whether the quality of the water services, by the new WUAs have been made is shown
in Table 1. The studies relate to research and field-based oriented activities carried on
by the International Water Management Institute (IWMI) and others, in several districts
throughout the country. Results indicate that improvements in the quality of water
services after transfer have not been quite as dramatic as those reported through
farmers’ perceptions. The studies do show however improvements in some areas and,
perhaps more importantly, that there has been no deterioration of the O&M service
since transfer.
Table 1. Water delivery improvement in slected IDs

Study Author Year ID studied Type Results Comments
Alto Rio 84% water distribution
had improved, Survey conducted
Lerma,
shortly after the ID IMT
Colegio de Enrique Lagunera, 700 users 79% water received in
1997 and co-management
Postgraduados Palacios Culiacan, Bajo survey timely fashion, and
with agency not yet in
Rio Bravo and 64% water received in place
La Begoña appropriate amount
Average irrigation
229 modulos in
CNA 1999 Survey application depth
36 ID
diminished by 1%
Field RWS reduction from a
Kloezen RWS=relative water
IWMI 1997 Alto Rio Lerma measu- 2.1 pre-IMT level to
et al supply
rements 1.9 after transfer
36% service of water
distribution improved
and 23% dropped.
These results are in
125 30% timeliness water
great contrast to those
IWMI 2000 Alto Rio Lerma farmers improved and 34% no
reported by Colegio de
survey improvement
Postgraduados
40% improvement on
ditch tenders
performance
Average RWS values,
Estima- Results affected by
Rym- Rio Bravo and for period (1982-96),
tion with strong dry period that
IWMI 1998 Bajo Rio San down by 0.4 in Bajo
Shaw second- hit both districts in the
Juan Rio Bravo and by 1.0,
ary data 1990s.
in Bajo Rio San Juan
RWS values before
Levine, and after IMT have
IWMI 1998 Lagunera
et al remained constant, at
around 1.5
Source: Prepared based on Garcés and Silva, 2004
PRODUCTIVITY OF IRRIGATED AGRICULTURE

To measure land and water agricultural productivity before and after transfer indicators
as changes in crop yield in ton/ha, gross value of production per unit of water supplied
($/m3) and gross value of production per unit land ($/ha) are used. In a recent nation-
wide survey done by the irrigation agency trough a contractor (CNA, 1999) it was
reported that over the period 1991-1998 the productivity of land (in terms of crop
yields) increased 1.85 % per year on the average. Likewise, the productivity of water (in
terms of yields per unit water) increased 2.2 % per year on the average, in the all
irrigation districts. In a sub-sample of 36 transferred districts, they reported increases of
2.5 and 2.8 % per year, for productivity of land and water respectively, over the same
period. However, in terms of Gross Value per Production (GVP) the productivity of
land and water has remained almost stable as is presented in elaborated from the
official CNA statistics (1998; 1999; 2000; 2001; 2002; 2003; 2004; 2005).
Land Productivity (USD$/ha)
3,000.00 0.30
2,500.00 0.25
Water Productivity
2,000.00 0.20
(USD$/m3)
1,500.00 0.15
1,000.00 0.10
500.00 0.05
- 0.00
1984-1985
1985-1986
1986-1987
1987-1988
1988-1989
1989-1990
1990-1991
1991-1992
1992-1993
1993-1994
1994-1995
1995-1996
1996-1997
1997-1998
1998-1999
1999-2000
2000-2001
2001-2002
2002-2003
2003-2004
2004-2005
Presente values, year = 2005 Irrigation season
SOURCE: Elaborated based on data bases from Subgerencia General de Operación, Gerencia de Distritos
y Unidades de Riego, Comisión Nacional del Agua (CNA). NOTE: The irrigation season comprises from
October 1st to next year September 30tth
Figure 12. Land and Water Productivity in Irrigation Districts: 1984-2005
The most influential aspect on water and land productivity is the GVP. As can be
observed in , the productivity indicators follow a similar trend and, can be said that, in
those cases where the decrement on productivity is not proportional to the GVP
decrement, is because irrigation has been more efficient or yields have increased.
9,000
USD$). Presente value year = 2005

Gross Value per Production (million
8,000 7,457 6,977
7,000 6,151
6,000 4,730
5,000
4,000
3,000
2,000
1,000
0
1984-1985
1985-1986
1986-1987
1987-1988
1988-1989
1989-1990
1990-1991
1991-1992
1992-1993
1993-1994
1994-1995
1995-1996
1996-1997
1997-1998
1998-1999
1999-2000
2000-2001
2001-2002
2002-2003
2003-2004
2004-2005
Irrigation Season
SOURCE: Elaborated based on data bases from Subgerencia General de Operación, Gerencia de
Distritos y Unidades de Riego, Comisión Nacional del Agua (CNA). NOTE: The irrigation season
comprises from October 1st to next year September 30tth
Figure 14. Gross Value per Production in Irrigation Districts: 1985-2005 and, Gross
Value per Production Average, periods: 1984-1989, 1989-1994, 1994-1999
and 1999-2004
The water volume consumed by the ID has been reduced in the order of 9% after 1989
when the IMT program started. Previously, a significant increased (31%) of water
volume consumption for ID took place from the period of 1957-1973 to period 1973-
1989 mainly do to the construction of new reservoirs. As can be observed in , the
reduction water allocated to ID is a consequence of an irrigated area reduction since the
variation on the irrigation depth applied is rather small (see ) and the IMT impact on this
aspect is hardly observed.
Gross Water volume distributed
40,000
35,000
30,000
25,000 30,787
20,000 28,134
(MCM)
15,000 22,741
10,000
5,000
-
1957-1958
1959-1960
1961-1962
1963-1964
1965-1966
1967-1968
1969-1970
1971-1972
1973-1974
1975-1976
1977-1978
1979-1980
1981-1982
1983-1984
1985-1986
1987-1988
1989-1990
1991-1992
1993-1994
1995-1996
1997-1998
1999-2000
2001-2002
2003-2004
Irrigation Season
Distritos y Unidades de Riego, Comisión Nacional del Agua (CNA). NOTE: The irrigation season
comprises from October 1st to next year September 30tth
Figure 16. Gross Water volume allocated in Irrigation Districts: 1957-2005 and, Gross
Water volume allocated average, periods: 1957-1973, 1973-1989 and 1989-2005
135
130
Gross Irrigation Depth (cm)
125
120
115
110
105
100
95
90
85
1957-1958
1959-1960
1961-1962
1963-1964
1965-1966
1967-1968
1969-1970
1971-1972
1973-1974
1975-1976
1977-1978
1979-1980
1981-1982
1983-1984
1985-1986
1987-1988
1989-1990
1991-1992
1993-1994
1995-1996
1997-1998
1999-2000
2001-2002
2003-2004
Irrigation season
Distritos y Unidades de Riego, Comisión Nacional del Agua (CNA).
Figure 18. Irrigated depth in Irrigation Districts: 1957-2005 and, Irrigation depth
average periods: 1957-1973, 1973-1989 and 1989’2005
In Table 2, the productivity values for land and water for four irrigation districts that
have been studied by IWMI are summarized. These studies conclude that the
productivity of both land and water is relatively high in some districts, but that the
values can not be related directly to the transfer program but have to be viewed in the
context of other economic changes that have taken place in parallel. Those districts with
better irrigation water availability (Alto Rio Lerma and Lagunera) produce higher–
values crops, than those that rely more on rainfall. The combination of higher-value
crops and better water availability produced higher GVPs/ha, almost double. However,
the GVP per unit of water are higher in those districts with supplementary irrigation.
But, as discussed above, the differences can not be attributed necessarily to IMT.
Table 2. Gross Values of Production for Land and Water in selected

Districts (aveg. 1982-1996)
GVP/ha irrigated GVP/m3 supplied

Irrigation District-number Main Crops
(US $ of 1994) (US $ of 1994)
Alto Rio Lerma -011 1422 0.10 Wheat, Maize, Veg.
Lagunera-017 1654 0.13 Alfalfa, Cotton
Bajo Rio Bravo-025 769 0.19 Maize, Sorghum

Bajo San Juan-026 728 0.14 Maize, Sorghum
Source: Levine and Garces, 2000; page 19

GENERAL CONCLUSIONS
x The IMT has produced a dramatic impact in bringing down government public
expenditures in O&M&A of irrigation districts. However, government investments
in modernization of the districts still represents an important share of public
expenditures.
x The size of the módulos is a key factor in the financial self-sufficiency of the WUA
on O & M. It seems that economies of scale play a role, larger módulos seem to
cope much better
x The irrigation service has improved but perhaps not as much as it was expected
x The fact that cost recovery in most Irrigation Districts is based on the actual
irrigated surface makes their financial self-sufficiency vulnerable when water
availability is diminish, i.e. droughts or water reallocation. Around 75% of the
Irrigation Districts costs are fixed (50% maintenance and 25% administration)
which need to be covered even when the irrigation service is not fully provided.
x The agriculture production has decreased as a consequence of a reduction in water
availability.
x There is still a long way to be walked by the WUA in terms of agricultural
productivity. A lot could be done for further improving both land and water
management efficiencies, but the real incentive for conservation, modernization and
rehabilitation investments will only come through the increases in farmers’ income.
x The IMT process in Mexico is almost completed; now it is necessary to monitor and
evaluate the impact of IMT in the irrigation districts in particular and in the irrigated
agriculture sector in general.
x There is a need to strengthen the Support Services that have been generated by
IMT: water providers, technical assistance, irrigation cooperatives etc.
x There is no evidence that IMT has had a negative impact on the environment,
however the process appears not to have addressed the problems related to salinity
which are in fact an environmental problem on their own.
REFERENCES
1. Asociación Nacional de Usuarios de Riego (ANUR), 2002. Internal document,
annual report, 2002.
2. Asociación Nacional de Usuarios de Riego (ANUR), 2003. Internal document,
annual report, 2003.
3. Asociación Nacional de Usuarios de Riego (ANUR). 2006. Power Point
presentation in the World Water Foroum, Mexico, 2006.
4. Comisión Nacional del Agua (CNA). 2005. Statistics on Water in Mexico,
2005/Comision Nacional del Agua.-Mexico: CNA, 2005. ISBN 968-817-561-7.
5. Comisión Nacional del Agua. 1999. Programa de Transferencia de Distritos de
Riego: Avance acumulado. México, D.F., México. Septiembre.
6. Comisión Nacional del Agua (CNA). 1999, 2000, 2001, 2002, 2003, 2004, 2005,
2006. Agriculture Statistics of Irrigation Districs, season 1997-1998, 1998-1999,
1999-2000, 2000-2001, 2001-2002, 2002-2003, 2003-2004, 2004-2005.
Mexico/Comision Nacional del Agua.-Mexico: CNA.
7. Comisión Nacional del Agua (CNA). 1999, 2000, 2001, 2002, 2003, 2004, 2005,
2006. Irrigated area and allocated volume in th Irrigation Districs, season 1997-
1998, 1998-1999, 1999-2000, 2000-2001, 2001-2002, 2002-2003, 2003-2004,
2004-2005. Mexico/Comision Nacional del Agua.-Mexico: CNA.
8. Garces-Restrepo, Carlos y Paula Silva-Ochoa. 2004. IMT Case Study UPDATED:
Irrigation Management Devolution in Mexico. FAO. Rome. Pp 40
9. Johnson III, Sam. H. 1997. Irrigation Management Transfer in Mexico: A strategy
to Achieve Irrigation District Sustainability. IIMI Research Report No. 16.
Colombo, Sri Laqnka: International Irrigation Management Institute.
10. Sistema Unificado de Información Básica del Agua (SUIBA). 2003. Estadísticas
del Agua en México 2003. Comisión Nacional del Agua (CNA). México, D. F.
IMPLEMENTING PARTICIPATORY IRRIGATION MANAGEMENT

IN VIETNAM: ISSUES AND PROBLEMS
Doan Doan Tuan1
ABSTRACT
In Vietnam, farmers and state have a long tradition of sharing responsibility for
irrigation and today this state-farmer relationship remains strong. Recently IMT/
PIM/WUOs have been emphasized, especially under donor projects, for improvement of
water management. Despite the fact that in the rural area, on-farm water management is
managed by various types of formal or informal organizations, as agricultural service
cooperative, village, commune, little is analyzed of how to develop IMT/PIM/WUAs.
Theoretically, WUAs by hydrological boundary are recommended with little
consideration of why they are needed? And how the existing organizations should be
utilized?
Passing the stage of insufficient food supply to the industrial stage, agriculture role in
economy declines. Low farming income makes farmers unable to pay enough to meet
irrigation expenditure. Confronting with economic and social/food security roles of
agriculture, the State contradicts itself in its actions: on the one hand, encourages IMT,
with the hope to turn over facilities with all related cost to farmers, on the other hand
wants to reduce/waive water fee for farmers to reduce their burden. These actions would
have profound impact on irrigation sector and should not be overlooked.
In this paper, using information on the past period of PIM/IMT in Vietnam,
supplemented by field data, the author analyzes various issues/problems of IMT/PIM in
Vietnam and proposes an alternative for successful water management.
1 - Doan Doan Tuan, Ph.D, Associate Professor. Director, Center for Participatory Irrigation
Management, Vietnam Institute for Water Resources Research, 171 Tay Son Str., Dong Da, Hanoi,
Vietnam, Email: doantuan@hotmail.com and cpim@vnn.vn
IRRIGATION, GOVERNANCE AND WATER ACCESS: GETTING

BETTER RESULTS FOR THE POOR
Simon Howarth1, Gladys Nott2, Umesh Parajuli3 and Nurlanbek Dzhailobayev4
ABSTRACT
Expectations that WUA committees would take on leadership and management roles
have, in the past, been based on unrealistic assumptions about participation,
representation and accountability. Users’ organisations were formed with inadequate
attention to their support needs. They were often dominated by engineering and
infrastructure activities so that they lapsed soon after the initial investment was
complete. The establishment of the WUAs glossed over the mixed livelihood strategies
of water users, the nature of relationships in socially heterogeneous communities, and
the particular interests and relationships of those who were recruited as members of
WUA committees. Insufficient effort and time was invested to develop skills and
relationships between water users and with the WUA leadership. Technical procedures
have also tended to be stereotyped and not to take account of local requirements and
objectives. WUAs do not have the resources to adapt standard procedures. These
problems have been observed to varying degrees on different projects, and this has often
led to bad governance and erratic irrigation service delivery.
Following from this diagnosis the two interventions described in this paper were
designed: ‘water users’ schools’; and participatory monitoring and consultation for
improved water distribution. These were tested and further developed during two action
research projects in seven irrigation schemes in Nepal, India and Kyrgyzstan.
The guidelines developed through this action research project incorporate a
participatory process of engaging with water users to understand and adapt to local
circumstances, and to implement inclusive measures which support and develop skills
and relationships. However, the effectiveness of the process depends on two other key
conditions: an enabling environment and long term support – including the allocation of
adequate resources.
1- Mott MacDonald, Demeter House, Station Road, Cambridge CB1 2RS, UK.
E-mail: simon.howarth@mottmac.com.
2- Independent Consultant, Wickham Hall, Wickham St. Paul, Halstead CO9 2PH, UK.
E-mail: gladys@nott.u-net.com
3- Irrigation Specialist, Water and Energy Commission Secretariat, Ministry of Water Resources,
Kathmandu, Nepal, E-mail: unparajuli@wecs.gov.np
4- Water Management Specialist, 4a Toktonaliev Str.,Bishkek 720 055 Kyrgyz Republic,
Email: onfarmir@elcat.kg.
The experiences reported in this paper indicate the following features should be
included in a strategy to improve irrigation governance and water distribution:
x Adopt a process of engagement which includes multidisciplinary studies, entry
point activities to build confidence, and activities which build human and social
capital and embed the WUA in the community by developing awareness and skills
and building relationships.
x Identify and work with ‘Champions of Change’ at all levels – local, regional and
national.
x Develop capabilities for management: locally appropriate technical, organisational
and governance, and financial skills – to promote trust, transparency and legitimacy.
x Ensure long term support – including practical backstopping for water users and
their organisation.
x Ensure an appropriate enabling environment: legal, financial and political.
Key Words: equity, governance, human capital, india, institutions, irrigation, irrigation
management transfer, kyrgyzstan, livelihoods, nepal, participatory learning and action
tools, participatory management, policy, relationships, social capital, sustainability,
training, water distribution, water users’ associations
INTRODUCTION
This paper reports on two action research projects conducted in Nepal, India and
Kyrgyzstan between 2002 and 2005 (Guidelines for Good Governance – GGG, and
Equity, Irrigation and Poverty – EIP)1. Their aim was to improve livelihoods through
better irrigation governance. The activities were undertaken on seven irrigation schemes
ranging in size from 500 ha (Kamala Uttarbahini, Nepal) to 265,000 ha (Sri Ram Sagar,
Andhra Pradesh, India)2, as summarised in Tables 1 and 2.
The first project addressed general governance issues, highlighting the need to develop
skills and relationships amongst water users from all categories, and with their WUA
committee members. The second project applied this approach to a specific recurring
issue – equitable distribution of irrigation water. Whilst irrigation management and
water distribution problems are often perceived to be technical, and hence requiring
1- This work was undertaken under two DFID-funded research projects – R8023: Guidelines for Good
Governance [GGG], (covering Nepal); and R8338: Equity, Irrigation and Poverty [EIP] (covering Nepal,
India and Kyrgyzstan). Work was conducted in Sunsari Morang Irrigation Project (SMIP), Khageri
Irrigation Scheme (KIS), Kamala Uttarbahini Irrigation Scheme (KUIS), and Bijaypur Irrigation Project
(BIP) in Nepal; Obu Haet (OH), Jany Aryk (JA) in the Kyrgyz Republic; and Kadambapur WUA in Sri
Ram Sagar Project (SRSP) in Andhra Pradesh, India. Fieldwork for the two projects was undertaken
between 2002 and 2005. This paper is an output from the Department for International Development
(DfID) funded Engineering Knowledge and Research Programme. The views expressed are not
necessarily those of DfID.
2- The authors of this paper gratefully acknowledge the contribution of numerous individuals: Basistha
Adhikari, Anjali Bhatia, Aidai Bayalieva, Hari Chaudhary, Basu Dev Dahal, Dhruba Gautam, Guy Jones,
Sridar Kolluru, Joseph Plakootam, Ravi, L Sridharan, Kudret Musaev, Almaz Raimberdiev, Onno
Schaap, Rob Ward all worked on the project teams. We worked with the Irrigation and Command Area
Development Department of Andhra Pradesh and project offices of the Sri Ram Sagar Project; the
Department of Irrigation and its district and project offices in Nepal; and the Department of Water
Resources, On-Farm Irrigation Project, and Raion Irrigation Departments, Kyrgyz Republic. We also
thank the WUAs and the water users who participated so actively and enthusiastically throughout the
project, and hope they feel that they have benefited from this work
technical solutions, the process helped participants to analyze the effect of social and
institutional factors as well. This enabled irrigation stakeholders to work together to
improve the governance of water users’ associations and the reliability, predictability
and equity of water distribution.
Table 1: Case study sites – GGG (Nepal)
Total WUA
Project Type Detailed study areas
Area Name Area Date Estd.
Kamala Farmer managed,
Uttarbahini built approx 1960; Entire scheme
Kamala
Irrigation 500 ha govt. assistance in 500 ha 1995
paini (500 ha)
Scheme mid-1980s and
(KUIS) 1990s
Being prepared for
Bijaypur
transfer; upgraded
Irrigation Branch Canals 3 and 4
1,000 ha /extended over 200 Bijaypur 1,000 ha 2001
Project (260 ha)
yrs; most recently in
(BIP)
1983.
SS9E T-2, T-3 and T-
Joint Managed; Built
Sunsari 5 (600 ha), with some
1975 rehab / CAD Sitaganj
Morang 58,000 ha 7,985 ha 1993 coverage of whole
ongoing. Largest (S9)
(SMIP) sub-secondary canal
project in Nepal
(722 ha)
Table 2: Case study sites – EIP (Nepal, India and Kyrgyz Republic)
WUA
Total
Country Project Type Date Detailed study areas
Area Name Area
Est.
Spring paddy irrigation
Khageri area (420 ha), focusing
Built 1969 small run-of 1993 on BC-1 (Outlet 18) and
(KIS) 3,900 ha KIS 3,900 ha
river BC-2 (pilot gate west
and pachas bigha kulo
Nepal which total 90 ha)
SS9E -T5 (140 ha), with
Sunsari Built 1975 rehab / CAD
Sitaganj more limited coverage of
Morang 58,000 ha ongoing. Largest project 7,985 ha 1993
(S9) whole sub-secondary
(SMIP) in Nepal
canal (722ha)
Sri Ram Built 1965 rehab on-
India Kadam- P2, P5 and P9 of M30R
Sagar 265,000 ha going, reservoir backed, 1,023 ha 1997
(AP) bapur (69 ha)
(SRSP) major inter-state river
Built - unknown (Soviet
era) rehab planned, run-
Obu Haet Obu Buvakul on-farm canal
1,803 ha of river augmented by 1,803 ha 2002
(OH) Haet (143 ha)
Kyrgyz inter-basin canal linking
Republic to reservoir
Jany Built - unknown (Soviet
Jany Khatta Khaz 1 on-farm
Aryk 1,390 ha era) rehab planned, 1,390 ha 2003
Aryk canal (188 ha)
(JA) reservoir backed
THE PROBLEM
PERFORMANCE OF THE IRRIGATION SECTOR

As most participants in this conference will know well, disappointment with the
performance of the irrigation sector has inspired interest in Participatory Irrigation
Management (PIM), and the closely related concept of Irrigation Management Transfer
(IMT) (IIMI, 1995)1. These concepts have emerged in the context of:
x central governments’ and international donors’ unwillingness or inability2 to
finance operation and maintenance of irrigation systems,
x growing competition for water, and
x a view that irrigation services can be managed better by locally-based, user-
governed, organisations.
IMT has often included handing over a varying range of irrigation management
responsibilities to Water Users’ Associations (WUAs). The expectation has been that
by virtue of their structure, their relationship with the service-using ‘community’, and
their local knowledge, WUAs would provide a better and more sustainable service than
government agencies have been able to provide.
However, the findings of this research indicate that pressure on government funding has
extended to an unwillingness to provide sufficient resources to help WUAs develop
skills and relationships needed to undertake effectively the management responsibilities
handed to them. Furthermore, behind the expectations for WUAs have been unrealistic
assumptions about their governance.
GOVERNANCE OF WUAS
Along with ‘participation’, the word ‘governance’ has come into increasing usage in the
water sector3. There are, for example, concerns about corrupt practices, and lack of
transparency and responsiveness in service delivery. But it has not always been clear
what ‘governance’ means, and there has sometimes been a tendency to identify
governance either with government or with management.
Here governance of irrigation is defined as the way decisions are made and actions are
taken to manage everything to do with the irrigation resource. This is a rather dense
definition, and it is helpful to expand it by identifying four key features of governance.
1- There is a very extensive literature on these topics – see, for example, FAO, 2001a; Global Water
Partnership, 2000a; IIMI, 1995; IWMI, 2006;Ostrom, 1992; Peter, 2002; Peter, 2004; Plusquellec, 2002;
Saleth and Dinar, 1999; Skogerboe, et.al., 2002; Svendsen et.al. 1997; Vermillion, 1997; Vermillion and
Sagardoy, 1999; Vermillion, 2000;World Bank, 1996; and World Bank, 2006
2- The distinction between unwillingness and inability is highly political, and related to views about the
role of the state. The interpretation of the ‘fiscal crisis of the state’ in the context of globalisation is also
relevant. This is not the place to explore these issues, so we simply bracket these two contributors
together.
3- Water governance is a term which is interpreted in many different ways. Franks (2006) provides a
good overview, and other perspectives are given in ESRC, 2004; Global Water Partnership, 2000b, 2003;
FAO, 2001a; Merrey, et.al., 2006 Peter, 2002; and Rogers and Hall, 2003.
Firstly, governance involves processes for making and implementing decisions.

Decision-making processes can involve, for example, mass meetings, committee
deliberations, elections, or the independent judgements of a powerful individual, etc.
Decisions can be implemented e.g. by ad hoc or regularly organised groups of irrigators,
or by staff employed by a WUA.
Secondly the processes and decisions are the outcome of relationships between
different categories of people. This includes a range of relationships, e.g. between
irrigators, between irrigators and WUA committee members, between irrigators and
agency staff, between national politicians and donor agency representatives, etc. The
nature of communication and access to information, with its implications for trust and
transparency, is an important aspect of relationships.
Thirdly, the way that people in these relationships make decisions is shaped by values,
institutions (laws and rules), and policies. For example, governance of water
distribution is shaped by values surrounding equity and mutual obligation, rules about
water theft, and policies that determine the legal powers of enforcement given to the
WUA.
Fourthly, it involves the exercise of authority. Individuals, groups and organizations
involved in irrigation determine whether WUAs have the authority to implement
decisions. WUA authority depends on relationships, influence, power, legitimacy and
compliance.
WATER MANAGEMENT, LIVELIHOODS AND WATER ACCESS

WUAs are usually expected to perform well because they are devolved and
participatory organisations. This expectation is based on a number of assumptions about
the way water users interact with each other and with the WUA. Water users are
assumed to have the time and opportunity to influence and agree on matters such as
canal maintenance and water sharing. Shared values and the balance of power and
interests are expected to result in a distribution of water which is equitable and
acceptable to all concerned1. WUA leaders and committee members are assumed to be
willing and able to reflect and advance the interests of all water users.
These assumptions often fail to take adequate account of institutional complexity, social
heterogeneity and the mixed livelihood strategies of the majority of irrigation water
users. These conditions present social and administrative challenges which the WUA
must address if it is to govern the irrigation service well, and protect the access of poor
users to irrigation water.
All water users suffer from poor governance. They have to invest more resources to
protect their access to water, and the lack of discipline affects the regularity and
predictability of water supplies to their fields. The weakest water users find it hardest to
cope, and suffer most. The poor (both farmers and labourers) also suffer indirectly
through reduced employment opportunities, as disorganised water delivery affects the
1- Equity in formal rules is a normative concept: it says how water should be distributed in keeping with
what is considered to be a fair, or even-handed way of sharing water. Most public irrigation systems in
the study countries are designed to deliver water uniformly with respect to land area, according to crops
grown.
crop choice and productivity of richer farmers, and hence the demand for agricultural
workers.
OUR APPROACH TO PROMOTING BETTER IRRIGATION GOVERNANCE

– METHODS AND FINDINGS
This action research incorporated six inter-related and mutually supporting elements,
with feedback between diagnosis and intervention. The Diagnostic Learning/Action
Planning in GGG, and the initial assessment in EIP, brought out governance issues and
the need to develop skills and relationships. The Water Users’ School intervention in
GGG, and the participatory monitoring in EIP, provided further evidence of governance
shortcomings and needs, while beginning the process of improving skills and
relationships.
HAVING A SUPPORTIVE POLICY AND LEGAL ENVIRONMENT: IMPLEMENT

POLICY AND LAWS THAT ENABLE WUAS TO CARRY OUT THEIR FUNCTIONS
The study countries were selected because the legal environment was generally
considered to be sound1. However, the diagnostic phase of this project revealed some
gaps – for example policies reiterate the need to involve women and marginal groups,
but land tenure requirements and custom effectively exclude these groups from WUA
membership.
Furthermore, implementation of these laws and policies is weak, and this has not been
favourable for the four key features of governance listed earlier. WUAs have often been
formed hastily, quickly neglecting formal commitments to continuity of support. Funds,
time and effort have not been sufficient to ensure that WUAs are adequately rooted and
responsive to local conditions. In SMIP this resulted in delayed elections, limited
participation in decision making, and poor communications to water users. In all study
sites some combination of interests in contracts, failure to act on other matters, and a
common perception that the WUA is not transparent in its financial dealings, have
reduced the legitimacy of the WUA in the eyes of the water users. This has undermined
its authority and ability to govern the delivery of the irrigation service, and has left the
regulation of water distribution and the organisation of canal maintenance to the
vagaries of the values and relationships of individuals and small groups.
In the studies described here WUA members and their leadership were helped to
understand their new responsibilities through measures outlined below, so that the
WUAs could actually support democracy and inclusiveness, rather than perpetuate
dominance by an elite group.
1- Legislation provides the basis for legal recognition and authority for water users’ organisations to
function. It also includes generalised objectives about sustainable and equitable irrigation service
delivery.
TAILORING METHODS TO LOCAL CONDITIONS: EACH SCHEME IS

DIFFERENT AND NEEDS INDIVIDUALLY IDENTIFIED SOLUTIONS
Irrigation has a different political and institutional history in each of the three countries
studied, and it operates in very different conditions within each country.
WUA promotion in Nepal has been inspired by a heritage of farmer-managed irrigation
which still accounts for about two-thirds of the irrigated area. Against this background,
WUAs have been formed to take part at all levels in systems which previously were
entirely government agency-managed. However, WUAs have been set up without
adequate attention to incentives to ‘participate’ or to how this interacts with political
interference. Incentives to take over responsibilities from agency-management, and
politics, are also issues in India. But, in addition, the irrigation department here has
historically played and still retains a more dominant role; and it feels more threatened
by the introduction of WUAs. In Kyrgyzstan, by contrast, WUA formation followed the
break up of large state or collective farms into a large number of small holdings. WUAs
were created to take on the tasks of internal water management and coordination which
were abandoned with this break-up. The state agency continued its previous
responsibility for bulk water supply to the gates of the former enterprises.
These differences notwithstanding, the process of WUA development has been
remarkably similar in each country1 – with a focus on formal aspects of putting new
organisations in place on irrigation schemes serving a large number of very small farm
units (typically 1 ha or less).
Within each country schemes differ in size, natural and physical resources, social
composition, human skills and financial assets. The teams in these studies comprised
engineers, sociologists, and agriculturists and they worked with water users to facilitate
the understanding of the specific characteristics of each location.
WORKING WITH WATER USERS: USE AN INCLUSIVE AND PARTICIPATORY

APPROACH TO WORK WITH AND INVOLVE WATER USERS
The diagnostic studies highlighted the social heterogeneity of water users. This is
associated with significant migration both into and out of the irrigated areas. Groups
from differing ethnicities or castes do not necessarily communicate or collaborate, and
some groups dominate others. Weak social relationships – amongst water users and
between water users and the WUA – have led to poor maintenance and disorderly water
distribution. The prevailing rule is ‘might is right’. Many water users are resigned to a
poor service and are reluctant to become actively involved.
The participatory approach adopted by the teams aimed to explore (rather than gloss
over) the social heterogeneity of the irrigation schemes. The teams used carefully
designed measures drawn from the Participatory Learning and Action repertoire, so that
1- The sites included in this research are mostly typical of larger government-developed irrigation
schemes in that the formation of WUAs has been part of an internationally-funded programme or project
package. This package has included a combination of irrigation infrastructure works (accounting for most
of the budgeted funds), changes in high level (national or state) legislation and policies, and the creation
of new organisations to take on management responsibilities at the irrigation system level (Mott
MacDonald, 2002 and 2006). These typical elements are summarised in e.g. Vermillion and Sagardoy,
1999; and FAO, 2001a.
all stakeholders - particularly those from marginalized groups, including women - could
participate in the process of developing skills and relationships. Well-being ranking and
social mapping were used to ensure that members of all social groups were identified
and located1.
After the participatory diagnosis, two key initial activities in each site were adopted: (1)
identification of suitable ‘entry point activities’ which could be implemented relatively
quickly, and (2) identification of local ‘champions’ willing to actively promote change.
Advice or training on agricultural matters and simple measures to promote
communication of irrigation schedules were adopted as entry point activities. The
‘champions’ were locally-respected individuals who were able to influence the WUA
from inside or out, though they were not necessarily WUA members.
This approach made it possible to be inclusive when exploring irrigation issues and
identifying and testing solutions to management problems. This led the way for water
users and WUA committee members to be more willing to take over management
responsibilities based on an improved understanding of needs and constraints, improved
communication and trust, and willingness to comply with the rules.
ORGANISING OUR UNDERSTANDING: DEVELOP A MULTIDISCIPLINARY

UNDERSTANDING OF THE COMPLEXITY OF IRRIGATION SYSTEMS WITHOUT
BEING OVERWHELMED BY DATA
The teams used the sustainable livelihoods framework to understand the multiple uses
of irrigation systems2, the complexities of land tenure, and the mixed and varied
livelihood strategies of water users3.
In the Nepal and India sites the structure of land holdings is such that there are a large
number of small land owners, combined with a small number of influential larger land
owners, many of whom are non-resident4. Major attempts to reform land ownership
have brought some redistribution of land, but it has also led to concealed ownership and
short-term informal tenancy arrangements. This is most evident in SMIP in Nepal, but it
is also found in the other Nepal sites where many tenants have extremely short-term
agreements (often just one season at KIS) and no legal rights. This has important
consequences for irrigation as the responsibilities of tenants and landlords for irrigation
operation and maintenance are often ambiguous. Many farm holdings are also
fragmented with individuals owning or farming land in the command area of more than
one canal or WUA administrative unit.
Kyrgyzstan differs fundamentally in that land was only allocated to individuals in 1995
following the break-up of collective agriculture after the collapse of the Soviet Union.
Sale of land is not yet permitted. Land holding size is fairly uniform across households
1- See Grandin, 1988; IIED and Mott MacDonald, 2004 for descriptions of these methods.
2- See DFID for practical guidelines and case studies on applications of the Sustainable Livelihoods
Framework. Bakker et al, 1999, provide a useful discussion of multiple uses of irrigation systems.
3- The team developed an assets matrix which provided a useful structure to summarise the livelihood
assets and strategies of different socio-economic categories of water users. See Mott MacDonald, 2006.
4- See Mott MacDonald, 2006 and the forthcoming report for Guidelines for Good Governance for
details.
within a WUA, most landholders are owner-operators, and there is less fragmentation
than in South Asia.
The teams found that the majority of irrigators, small, medium and large, have off-farm
occupations in addition to farming activities. Both short-term off-farm employment and
long-term long-distance migration is common in all study sites. Off-farm demands mean
less time is available in the field to coordinate and cooperate with field neighbours, or
participate in irrigation-related meetings. This affects reliability of irrigation as those
working elsewhere have less time to spend negotiating for and guarding water supplies.
It may also encourage indiscipline amongst users who irrigate to suit their time
availability and convenience, rather than following rules which aim to increase order
and equity in water sharing.
Male migration is increasing women’s activities related to irrigation. Yet, although there
is variation, women are generally subordinate to men and have less access to education,
economic resources, and political power. In Nepal this varies from one ethnic group to
another. For example, among Hill migrant Brahman/Chettri communities, such as those
that predominate in KIS, female status is relatively better than in the Tarai ‘migrant’
communities, such as the Sah and Yadav which are dominant in the SMIP study area. In
SRSP, Andhra Pradesh too, women are not involved in formal decision-making about
irrigation, even though they provide a large part of the labour for agricultural
production. In Kyrgyzstan, Uzbek villages are traditionally observant of Moslem
restrictions on women, and women tend to rely on male relatives to represent them,
including in irrigation matters. Women in Kyrgyz communities are traditionally more
assertive and this may extend to being active in irrigation. In all sites, despite their
agricultural activities and reliance on irrigation, women remain on the whole dependent
on men to protect their access to water and they still have little role in decision-making
on irrigation matters.
In all sites the pattern is for landholders to take individual measures to access and guard
water supply to their field. Those landholders who do collaborate or negotiate with other
irrigators tend to do so with a small group (less than five or six) and only for activities at
a field level. They rarely collaborate to approach the WUA or the irrigation department
regarding access to water. Contact tends to be made on an individual basis, particularly
by those who can draw on personal relationships or influence with the ditch-rider
(dhalpa/mirab/lashkar) or WUA committee members.
INVESTING IN SOCIAL AND HUMAN CAPITAL: THE ‘WATER USERS’ SCHOOL’

AND FARMER OBSERVERS AS POSSIBLE MODELS
Under GGG a programme of “Water Users’ Schools” (WUS) was tested on three sites
in Nepal to develop those aspects of human and social capital which influence
irrigation. Under EIP Farmer Observers observed, recorded and analysed water
distribution practice, and reported their findings for discussion and action at community
meetings.
The Water Users’ School concept was adapted from the farmers’ field school (FFS)
approach of ‘learning by doing’. FFS have previously been used on integrated pest
management schools as pioneered by the FAO (1995 onwards), and later adapted to
irrigation through the on-farm water management programme in Nepal (in 1997) and
integrated crop and water management (ICWM) in 20021. These all aimed to develop
agricultural skills amongst farmers, using adult learning techniques. About 25-30
farmers attend the school for one morning a week during the crop season.
The WUS incorporated some key changes to this model in order to meet the needs
identified through the studies outlined above. They
x were planned on the basis of the participatory diagnostic studies in each project, so
that the methods and curriculum were tailored to local needs;
x included group activities (for institutional development, management of canals etc)
as well as individual tasks, and focused on building the relationships and skills
necessary to undertake them;
x aimed to enable participants to identify, understand and solve problems, not teach
them solutions, and to give them the basic technical knowledge and skills to do this
effectively;
x required purposive selection of participants to ensure representation of all
stakeholder groups in irrigation management, and with careful curriculum design
and structure of activities to encourage the participation of vulnerable stakeholders
such as female heads of households and landless farmers;
x specifically aimed to disseminate knowledge and findings to non-participants,
helping participants to act as trainers for other stakeholders and to learn from them,
in order to ensure a cyclic learning process; and
x encouraged links between water users, WUAs, and other local institutions and
agencies, making users more aware of the role of the various stakeholders, and the
relevant policies, legislation, rules and regulations regarding water management.
Under EIP slightly different approaches were used in each study site to adapt to the
differing history of WUA support. In SMIP the study site had the benefit of having
participated in a WUS under GGG. In KIS much related work had been done previously
by other agencies – this both facilitated and hindered work. The two projects in
Kyrgyzstan had relatively new WUAs which had been supported by the On-farm
Irrigation Project (OIP). With appropriate modifications, the process in these four case
study sites involved working with Farmer Observers and WUAs for systematic
observation and analysis of water distribution practices in one season, leading on to
identification and introduction of changes to water distribution practices, and evaluation
and adjustment at the end of the study period.
Water Users’ Schools and Farmer Observers are intended to help the WUA to work
effectively and in the interests of all stakeholders. This accounts for the intensive nature
of these activities. But they are not offered as recipes to be directly replicated. Neither is
a cheap and easy “fix”. They offer approaches which are locally adapted and
multidisciplinary, and which recognize varying interests, livelihoods and power
relationships. They stress the need to use a range of the most effective communication
methods to develop relationships and technical understandings amongst all water users.
The aim is that water users will be genuinely empowered to make informed decisions,
1- FAO, 2001b provides guidelines on the use of FFS in this context.

and take appropriate responsibilities, for the sustainable delivery of the irrigation
service.
PROVIDING O&M FOR INSTITUTIONS: WUAS NEED CONTINUITY OF SUPPORT

More than anything this research has shown the pitfalls and dangers of not providing
sufficient resources – in funds, staff and time – to help WUAs to be developed in an
organic relationship with the full range of water users they are expected to serve. This
requires a genuine commitment to take measures not only to establish firm foundations
for the WUA, but also to provide continuing technical and financial support during the
medium term while the WUA becomes ‘embedded’. The methods, time and resources
required will vary considerably from place to place. But we can draw some insights
from two of our case studies to estimate the level of support needed.
The WUA in the study site at SMIP in Nepal was set up a decade ago but the poor
performance of WUA committees may have actually corroded relationships between
water users and the WUA committees, and amongst users for water distribution. The
activities described above were initiated in the first year, culminating with a water
users’ school (WUS) for one cropping season. This was followed by a further one-
season-long activity focused on measures needed to improve water management. After
the end of the two action research programmes water users still needed a third season of
support to address outstanding technical and institutional issues and to put these
measures on a stronger, and more sustainable, footing. The intensity of support needed
(types of activities, number of support staff from different disciplines, frequency of
visits) declined with each season. A much lower level of background support, with
periodic visits and specialist consultancy on call, is still needed in the longer term to
help to ensure that progress is sustained. Long term support must be carefully designed
to avoid increasing dependency, as highlighted by observations in KIS, a site which was
much studied before the start of the EIP intervention.
The experience at Obu Haet in the Kyrgyz Republic is very different from SMIP. The
WUA was still being supported under OIP and faced fewer technical and social
challenges than SMIP. But it was apparent that the water users had a very limited
awareness of their role in the governance of the WUA, or of their responsibility to
enable it to distribute water reliably and equitably. The reasons for this incomplete
engagement between water users and the WUA, while quite different from the case of
SMIP, can also be found in the top-down process used to establish the WUA. In
common with SMIP, there are a large number of water users at Obu Haet, as land
holdings are so small. In an effort to achieve democratic accountability while
rationalising the numbers involved in decision-making, zones have been defined for
local management and to select delegates to a Representative Assembly. But so far it
has proved difficult to engage adequately with water users for WUA management.
A programme similar to the WUS – but adapted to the skills, relationships, and interests
that prevail locally – would help the water users in the Kyrgyz sites to develop their
own rules for water sharing, and establish self-generated discipline in water
management. Here an associated programme will be needed to improve crop husbandry
skills, and this could be a useful ‘entry point activity’. The relatively high levels of
education mean that this can be delivered in more straight-forward ways than were
appropriate in Nepal, and can include printed leaflets and other written materials.
OUTCOMES OF OUR INTERVENTION
WUA GOVERNANCE
The activities described above had a positive impact on each of the features of
governance identified earlier.
In each of the study sites the processes for making and implementing decisions were
improved through a range of measures. In all sites water users from all socio-economic
categories increased their understanding of how the WUA was supposed to function,
they improved their contact and communication with WUA committee members, and
they gained confidence to insist that committee members perform their duties actively.
In SMIP and KIS they identified improvements needed in the WUA organisational
structure, and in SMIP they established small task-oriented sub-committees to take
action on canal maintenance and water distribution. The involvement of female
irrigators without formal rights to membership was increased, and communications
were improved so that water users were better informed of the irrigation schedules.
The WUS and Farmer Observer activities improved the quality of communication,
mutual understanding and relationships between users, with the WUA and with other
agencies. Safe forums were created for all water users, including those who are
normally excluded, such as informal tenants from other villages and women, to meet
and discuss irrigation issues and arrive at mutually beneficial solutions. It also brought
all water users into closer contact with the supply agency and other support services,
such as agricultural extension. This enabled the WUA to make better-informed
decisions, and ensured that committee members and support services were better able to
take account of different interest groups.
One outcome of the change in relationships was a greater commitment on the part of
water users and WUA committee members to the values and rules of equitable water
distribution. The recognition of the right to assert a claim to water proportionate to area
of land held was particularly helpful to poor water users, who were reluctant to
complain for fear that this would adversely affect their relationships and thus their
livelihoods as a whole. But it was beneficial to all water users who were struggling to
protect their access to water in an unruly environment.
Finally, as water users developed more confidence in the WUA committee members,
the WUAs gained authority to implement decisions, and to define and administer
penalties for those who broke rules, e.g. in relation to damaging structures, failing to
participate in canal cleaning, or ‘stealing water’ and not observing distribution rules and
schedules.
WATER MANAGEMENT
The ultimate aim of WUA governance is sustainable and fair distribution of water to all
users. The extent to which this was achieved can be best evaluated by examining SMIP,
which, unlike the other study sites, had the advantage of two years of intervention
(2002-04) through both GGG and EIP.
Initially, water distribution was erratic, inequitable and did not comply with the design
objectives of a structured irrigation system1. Subsequently, rules were designed by a
sub-committee of the WUA. Crucial to successful implementation of the rules was the
ability of the WUA committee members to monitor compliance, and so they were
helped to develop indicators which they themselves could understand and use.
The measures undertaken under this programme resulted in a much deeper
understanding of the irrigation design concept, better standards of canal maintenance, a
reduction in the number of illicit actions (such as blocking canals or cutting banks), and
the introduction of systematic water management through higher flow rates through a
smaller number of outlets for shorter periods – all of which were directly observed
during this study.
The outcome of these actions was to increase the amount of water reaching the tail of
the study sub-secondary canal from about 30% of that intended to about 100%. This
was achieved at the same time as reducing the total volume of water entering the canal.
For example, in 2002, the flow was 6,100 m3/ha spread over 54 days, only 34 of which
were scheduled to receive water as compared to a plan of 4,900 m3/ha over 44 days.
After the intervention (in 2004), the delivery matched the plan – a saving of 20%. In
2002 the tail watercourses received water for 60-70% of the planned time, but this was
increased to 100% in 2004.
This success was achieved as a direct result of the actions summarised in the ‘Guidance
for Improving Irrigation Governance’, presented in the final part of this paper
LIVELIHOODS: IMPACT ON ALL WELL-BEING GROUPS – ESPECIALLY THE

POOR
The limited duration of the two studies made it impossible to determine the medium and
long term sustainability of results, and nor was it possible to demonstrate rigorously the
impact of this intervention on livelihoods.
However, within these limitations, it was possible to observe the livelihood impact of
the interventions most systematically at SMIP in Nepal. Poor water management is a
cause of considerable social tension, which in turn has an impact on livelihoods and
well-being. Water users identified three areas of significant progress:
x Social capital and relationships – better relations with neighbours enabled co-
operation not only for irrigation but also in other activities.
x Time saving – less effort needed to repair canals or to deal with other disruption due
to neglected maintenance, less time needed to manage irrigation as the timing was
predictable and shorter, less effort needed to guard irrigation as others were more
willing to obey rules.
1- See Albinson and Perry, 2001 for a description of this concept, which was the basis for the design of
SMIP
x Crop productivity – although this is a major reason for improving irrigation

management, in SMIP this benefit would only be evident in marginal areas and in
unusually dry years. This was not observed in the course of this study.
Similar results were observed in the KUIS and BIP study sites under GGG. In the other
sites the single season duration of the study meant that changes were either small or not
observed. However, the measures to improve communications and awareness of the
timing and duration of irrigation deliveries at Obu Haet did lead to an immediate
reported impact in terms of relationships and reduced conflict, and this could be
expected to be conducive to improved crop productivity.
LESSONS LEARNED AND UNRESOLVED ISSUES

The observed impacts are very encouraging and do suggest that this systematic and
comprehensive approach to WUA establishment and support can have a significant
impact on WUA governance, water distribution and ultimately on livelihoods –
particularly of the poor. Part of the promise of this approach lies in learning lessons
from successes and tackling, rather than ignoring, issues that remain unresolved.
Champions of Change – implementing teams have a key role as ‘Champions’ to
improve access of the poor to the irrigation service (see also, Bird and Grant, 2005a and
2005b; Kolavalli and Brewer, 1999). They act not only as catalysts, but crucially as
independent arbiters to build consensus and to stand up to existing power bases on
behalf of weaker sections of the community. They also encourage local champions --
WUA committee members, individual water users, irrigation department staff members,
etc. – to carry the work forward. Politicians should be engaged to support, and not
obstruct, this work.
Multi-disciplinary teams - engineering specialists worked in closely knit teams with
social and agricultural specialists. This was not always easy - it required a shift in
expectations and ways of working. But compared with when engineers and ‘institutional
development’ teams work separately, multidisciplinary teams are better able to respond
to the reality of the integrated activities and concerns of water users and the WUAs.
Nevertheless, it must be recognised that this places high demands on team skills and
effort, covering a range of topics and disciplines – facilitation and training skills are
particularly demanding for a project of this nature and there are a limited number of
people able to carry out these tasks with the degree of sensitivity required.
Sensitive facilitators - The technical content of the schools must be very carefully
designed to ensure that it is appropriate and sufficient – taking particular care to ensure
that it is focused on specific needs. Facilitators must be skilled in local languages to
make the ‘water users’ schools’ effective and ensure that the poorest participants are
actively involved. The curriculum of the Water Users’ Schools was in some respects too
complicated and in others too standard: this needs to be further refined, possibly
reducing the time some participants are expected to spend at the ‘school’. Also, other
means of communication, such as radio, television, drama, etc. should be explored.
Understanding farming conditions and livelihood strategies –WUA formation must
be based on a realistic understanding of the assets, constraints and interests of all water
users. This requires: (1) understanding farming conditions and livelihood strategies of
water users from all socio-economic and ethnic groups, male and female; (2) strategies
to engage all groups, and (3) sufficient time to test and revise solutions, forge
relationships, and develop confidence in the WUA. In this study, the participatory tools
and observation techniques yielded an excess of information on one hand, and gaps and
inconsistencies in data on the other. A more streamlined procedure should be developed
for initial diagnosis and relationship formation, complemented with focussed
supplementary investigations to answer specific questions as the need arises.
Development of appropriate technical skills – water management is a complex task,
but the skills need to be presented in simple ways so that the WUA can learn practical
techniques. They need to be able to design irrigation schedules which meet the specific
local requirements - these often differ in small but significant ways from the idealised
standard which tends to be presented in many training programmes. The WUAs also
need to understand how flow measurement structures actually function, otherwise they
may be interfered with simply because farmers do not understand how they work. While
existing skills and knowledge are an important resource, there may be surprising gaps in
this knowledge – for example, the nature of the water source and main supply channels
in the case of large schemes such as SMIP. However, local knowledge on issues such as
the variability of irrigation requirements is invaluable for effective water management.
Involvement of full range of stakeholders – activities should be extended further
beyond all categories of water users, WUA committees and Departments of Irrigation
and Agriculture to include other related support agencies, NGOs, community groups
and politicians. This would open further new perspectives, and help forge social links,
promote feedback, accountability and appropriate adjustments to support services, and
to the legal and policy environment.
Engagement of ‘losers’ from management reform - those who have had privileged
access to water could lose from management reform, resist engagement and obstruct
changes. Therefore ‘champions of change’ have an important role in the sensitive task
of facilitating positive engagement and negotiating with potential ‘losers’.
Engagement of poor and marginalised water users - factors such as lack of time, lack
of confidence, social risks and doubts about the relevance of activities to their needs, all
acted against participation in programmes such as the WUS. The techniques to involve
the most marginal users were only developed during the study. It is important to
continue the search for better ways to allow the voice of the poor and marginalised to be
heard and for their needs to be responded to, without making unrealistic or inappropriate
demands on their time and efforts.
Continuing resource needs of WUAs - many irrigation systems, and their WUAs, will
not be viable without continuing outside technical support. Indeed a key message is that
without more support than has been given to WUAs in the past, management reforms
are unlikely to yield the improved irrigation service that is expected. But WUAs need to
develop and manage sustainable local financing sources for their staff and direct costs if
they are to cope with declining subsidies from the government for these essential
operating costs.
Political will – is needed to support governance of WUAs and to allocate sufficient
resources – to support the processes, relationships, values and institutions, and
legitimate authority which will enable WUAs to provide a satisfactory and sustainable
service accessible to all water users.
GUIDANCE FOR IMPROVING IRRIGATION GOVERNANCE

SUMMARY OF FINDINGS
Expectations that WUA committees would take on leadership and management roles
have, in the past, been based on unrealistic assumptions about participation,
representation and accountability. Users’ organisations were formed with inadequate
attention to their support needs. They were often dominated by engineering and
infrastructure activities so that they lapsed soon after the initial investment was
complete. The establishment of the WUAs glossed over the mixed livelihood strategies
of water users, the nature of relationships in socially heterogeneous communities, and
the particular interests and relationships of those who were recruited as members of
WUA committees. Insufficient effort and time was invested to develop skills and
relationships between water users and with the WUA leadership. Technical procedures
have also tended to be stereotyped and not to take account of local requirements and
objectives. WUAs do not have the resources to adapt standard procedures. These
problems have been observed to varying degrees on different projects, and this has often
led to bad governance and erratic irrigation service delivery.
Following from this diagnosis two interventions were tested: ‘water users’ schools’, and
participatory monitoring and consultation for improved water distribution.
The guidelines below incorporate a participatory process of engaging with water users
to understand and adapt to local circumstances, and to implement inclusive measures
which support and develop skills and relationships. However, the effectiveness of the
process depends on two other key conditions: an enabling environment and long term
support – including the allocation of adequate resources.
The experiences reported in this paper indicate the following features should be
included in a strategy to improve irrigation governance:
Process of engagement
Champions of Change and Committed Leadership: identify catalysts to support
development or reform of the WUA for each stage in the process -- from within
the water user community and its leadership, and amongst other stakeholders,
agencies and organisations at various levels from local, to national and
international.
Multidisciplinary Participatory Studies: undertake a rapid participatory planning
study to achieve a good understanding of the irrigation system and its constraints.
This should be facilitated by a team which combines social and technical skills to
understand and respond to water users’ livelihood strategies, priorities and
constraints. Use Participatory Learning and Action tools and the Sustainable
Livelihoods Framework to engage with water users and to organise observation
and analysis.
Identify entry point activities to help build confidence that some improvement is
possible.
Build Human and Social Capital to embed WUAs in the Community: ensure all
socio-economic groups, male and female, are involved in a programme to
develop:
1. Awareness, understanding and willingness to participate
2. Relationships (bonds, bridges and links)
This activity should be combined with developing the more technical skills
needed for management, which are described below: disillusionment will soon
set in if the awareness is not translated quickly into tangible achievement.
DEVELOP THE CAPABILITIES FOR MANAGEMENT
1. Technical skills in their local context
2. Skills in organisational management and governance
3. Financial skills and management – for trust and transparency
Water Users’ Schools and Farmer Observation and Analysis are two possible
models which were tested in this study, but other communication techniques and
media may be more appropriate in other situations and countries.
ENSURING LONG TERM SUPPORT

Training and technical backstopping: provide continuing skills development and
technical support for Water Users’ Associations to maintain high standards of
routine service provision.
Specialist technical support: for non-routine technical problems, and to ensure
that the WUAs receive a satisfactory service up to the point where their
responsibilities begin.
Financial support: ongoing budget support for the WUA, to cover the training and
technical support above1. In some situations it may be necessary to design a
realistic financial complement to the income the WUAs can be expected to
generate from water users and other sources. This may include, for example, a
commitment from the government to assist with emergency repairs to cope with
natural disasters.
ENSURING AN APPROPRIATE ENABLING ENVIRONMENT

Legal basis for participation: develop in response to WUA experiences and ensure
WUAs have the legal authority to fulfil their responsibilities and enforce rules.
1- We focus in this paper on improvements to management rather than infrastructure, and selected
irrigation systems which were in a generally sound, but not perfect, condition having recently been
rehabilitated. Where some minor physical improvements are needed to reach the minimum standards
necessary for the WUA to manage the project effectively and sustainably, these must be planned and
implemented jointly with the WUA. The process for planning such infrastructure works is outside the
scope of this paper, but it should be guided by the same principles of engagement outlined here.
Financial basis for decentralised management: provide WUAs with the legal
authority and skills to manage finances, to give water users confidence in their
financial capacity, probity and authority.
Support from irrigation supply agencies: implement incentives and orientation for
agencies to provide the services and technical and managerial support WUAs need
to perform their functions.
Political support: obtain political commitment to providing necessary resources
while allowing WUAs to deliver their service equitably and without interference.
PROGRAMME AND RESOURCES NEEDED

The model tested included activities over two to three seasons to strengthen an existing
WUA and to support it to improve water distribution. Continuing technical
backstopping and consultancy is needed thereafter. The general programme for each
season would be:
x Season 1: Process of engagement, including embedding the WUA and initial
development of skills, through an activity, such as a Water Users’ School.
x Season 2: a follow-up but still intensive, programme focused specifically on
technical, social and institutional measures needed to improve water management.
x Season 3: a less intensive programme which aims to help the WUA and water users
to address outstanding technical, social and institutional issues in a sustainable
manner, and to ensure that the legal and policy environment is supportive.
The precise content and duration of the activities which are included in each season of
activities will depend on the history of WUA development and the type of irrigation
scheme.
The estimated direct costs of the whole programme as conducted in the SMIP study site
are around $75 - $100/ha, with the costs being split between the three successive
seasons roughly in the proportion 60%:30%:10%. This can be compared with about
$1,000 per ha for the rehabilitation and command area development. These costs are
analysed further in the final report of GGG (Mott MacDonald, 2004). The direct costs
would reduce as the process became better established, but initially the constraint would
be the availability of skilled and dedicated people and organisations to facilitate the
programme.
No infrastructure was built during this study, but if infrastructure rehabilitation is being
planned at the same time as WUA establishment and development, the two aspects need
to be implemented in a coherent and integrated manner1. Detailed rehabilitation
planning should start once the initial work of embedding the WUA is well-advanced.
1- Rehabilitation and institutional development are sometimes separated into two discrete activities, for
pragmatic reasons. This division should be resisted, as infrastructure and institutions are but two facets of
the same problem. Good governance demands that they should be tackled together.
CONCLUSION
Water Users’ Associations have played an important part in irrigation reforms in many
countries, but there have been difficulties in ensuring that they are sustainable and that
all stakeholders benefit fairly. Prospects for replication and sustainability depend above
all on two factors: (1) a willingness to face the facts: there are no quick and easy
shortcuts for establishing effective WUAs; short one-off training linked to a
rehabilitation programme is not only unrealistic but likely to be counterproductive; and
(2) the political will to make the necessary investment in genuine engagement with
water users to meet local requirements – with all the messiness this represents, and the
conflicts that will have to be resolved.
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CHALLENGES AND NECESSITIES OF APPLYING PARTICIPATORY

APPROACHES AND MECHANISMS TO AGRICULTURAL WATER
MANAGEMENT
H. Shabanali Fami1, H. Iravani2, Z. Zarei3 and A. Mokhtari4
ABSTRACT
This paper provides an overview on the challenges and essentials for understanding the
starting point of changing a top-down oriented water management towards participatory
irrigation management (PIM) and also highlights the elements of the underlying concept
and already achieved successes.
In recent years, agricultural water has helped meet fast-rising demand for food, and has
contributed to the growth of farm profitability and poverty reduction as well as to
regional development and environmental protection (Ward et. al, 2005). Irrigation
provides some 40% of the world's food from only 17% of the global cropped area. At
present, 2400 million people depend on irrigated agriculture for food and livelihood and
with global population to increase to 7.9 billion in 2025; additional food will have to
come from irrigated agriculture. Hence, water development is critical for food security
in many regions of the world. Irrigated agriculture is dominant user of water accounting
for 80% of water consumption. (Peter, 2004). According to recent reports, over 60% of
the world's irrigation is in Asia. Since 1965, the irrigated area has almost doubled so
that irrigated agriculture is now a main source of food security, higher farm incomes
and increasing rural population's welfare in Asia (Barker, 2002).
CONCEPT OF PIM
Inappropriate management of irrigation has contributed to environmental problems
including excessive water depletion, falling water tables due to excessive mining and
water quality reduction, water logging and salinization, poor irrigation practices
accompanied by inadequate drainage that have often damaged the soil build up. In the
past the governments have been solely responsible for development of irrigation sector.
The general trend toward decentralization, fiscal crisis in governments, inadequate
maintenance on irrigation systems, the growth of private sector, focus on other social
sectors and highly staffed bureaucracies has led governments to divest most of its roles
1- Assistant professor, Dept. of Agril. Extn. & Educ., University of Tehran (hfami@ut.ac.ir)
2- Associate professor, Dept. of Agril. Extn. & Educ., University of Tehran
3- & 4- Msc students, Dept. of Agril. Extn. & Educ., University of Tehran
to the private sector and to user organizations. At present WUAs, progressively take
over responsibilities and the role of government and irrigation agencies through
adopting community-driven approaches (Rosegrant and Ximing, 2001; Peter, 2004).
PIM is a key term in the toolbox of current approaches to improve the efficiency and
performance of water resources management in the countries that are to cope with the
issue of water scarcity, or problems associated with global and climate change in the
foreseeable future (Regner et al., 2006). The term PIM refers to the participation of
users – the farmers in all aspects and levels of irrigation management. All aspects
include planning, design, construction, operation and maintenance (O&M), financing,
decision rules and the monitoring and evaluation of irrigation system. All levels include
the primary, secondary and tertiary levels. From another viewpoint, PIM usually refers
to the level, mode or intensity of user participation that would increase farmer
responsibility and authority in management process. A more comprehensive variant of
PIM is Irrigation Management Transfer (IMT). IMT is the full or partial transfer of
responsibility and authority for the governance, management and financing of irrigation
systems from the government to water users associations (WUAs) (Vermillion, 2003;
Peter, 2004). Groenfeldt (2003) states that PIM processes build two forms of capital:
productive capital (better maintained irrigation infrastructure) and social capital (new
institutions such as WUAs, skills, leadership and community action) (Peter,
2004).However, there is a growing concern on the need for PIM/IMT approaches due to
their following advantages:
x Reducing financial and budgetary difficulties of government,
x Improving irrigation management efficiency,
x Better and timely Operation and Maintenance (O&M) of irrigation infrastructure,
x Changing farmer's attitude of over dependence on external assistance,
x Positive experience on new institutional arrangements that can be extended to
other areas,
x Promoting community activities,
x Facilitating collection of water fees. (APO, 2002; Saleth and Dinar, 1999).
Apart from this, an appropriate PIM approach has to decrease risks of water supply and
maintenance costs of the pressurized conveyance system, a higher security of water
supply through improved reliability of the system and the increase of cultivated areas
due to a lower share of buffer zones within irrigation plots which are apart of farmers
reaction against the risk in water supply. In addition, PIM should be designed and
implemented in a way to reduce conflicts between farmers. It is because improved and
more transparent communication structures originated by adoption of PIM reduce a
number of conflicts between farmers and the need for interventions of governmental
authorities in local dispute (Regner et al., 2006).
A review on the various PIM approaches, adopted across the world indicate that
establishing WUAs is central and crucial for ensuring the efficiency of these
approaches.
WATER USERS ASSOCIATIONS (WUAS)

The paradigms for rural development pursued and practiced in developing countries
have transformed greatly since the 1950s. Failure to achieve intended result through
transfer of technology policies caused shift towards a more user – centered approach to
development and people first development model based on popular participation gained
popularity in the 1980s and 1990s (Bukey, 1993; Chambers, 1997; Cernea, 1991;
Khanal, 2003). Accordingly, the focus of water resource management has also shifted
from technology transfer towards decentralized and user – centered approaches
emphasizing participation and local organizational development (Clyma, 1986; Uphoff,
1986; Khanal, 2003). This change has happened through promotion of local water
management by users organizations commonly referred to as water users association
(Vermillion & Sagardoy, 1999; Meinzen-Dick et al., 2002; Johnson et al., 2002).
Several countries, such as Mexico, Turkey, Indonesia, the Philippines, Colombia, India,
Sri Lanka and Nepal, adopted policies to encourage greater management participation
by water users since the mid-1980s. These experiences witness demonstrable
improvements in economic water use efficiency, sustainability and a more responsible
handling of water resources and public funded installations (World Bank, 2002).
In fact, WUAs are in charge of the maintenance of the conveyance system and bear the
responsibility for the water distribution. The experiences of WUAs are important
criteria to be considered for improvement in the functions and mechanisms of PIM
approaches. For example, gained knowledge on traditional farmers association in
irrigation management allowed for the identification of three core elements which
characterize successful WUAs in the Jordanian context;
a) Farmers participate actively in the bodies which settle final decisions in water
management but are hesitant to participate in purely consultative organizations.
b) A precondition for farmer's participation seems to be the accessibility of resulting
benefits by the farmers in advance either by experience or by credible accord with the
respective authorities.
c) A formal, transparent management system reduces or at least clarifies the impacts of
informal power structures and relationship between individuals on the management of
water resources. In brief, three years experience of WUAs in Jordan yielded the
following indicators of success in the water management: a) regular distribution of
water, b) increasing of WUAs control over water meters at regular intervals and c) a
significant drop in the areas of destruction of water meters, valves and pipes. According
to Jordan experience the outline of the WUAs should be based on the principle of:
x One voice per field with irrigation outlet,
x The election of a directorate for each WUA,
x The official registration of WUAs for embedding them in the legal framework of
national development plans (Regner et al., 2006).
Since 1954 Turkey has had a legal framework allowing the transfer of management
proceeded at a very modes pace until 1993, when the program received new impetus
and the rate of transfers accelerated sharply. Since that time, the program has
successfully transferred about one million hectares to local management. The PIM was
adopted in 1986 in Turkey for enhancing user's participation and their self-control in the
irrigation management (Burak, 1999; Svendsen and Nott, 1998).
In India, a high level of efficiency in performance by WUAs in function like irrigation
water distribution and resolution of conflicts is reported (Joseph, 2001).
The study of successful experiences of WUAs in different countries as mentioned
earlier indicate that to achieve the successful and promising process of introducing
participatory structures into irrigation schemes, the following points should be taken
into consideration;
x Promotional programs for explaining the advantages of participatory irrigation
management are essential initial activities for successful transfer programs. This
can be done through meeting, workshop and the distribution of pamphlets.
x The election of a WUA is a critical action for the future of the association.
x Successful transfer requires an appropriate legal framework to clearly define the
rights of water, forms of organization, the responsibility of each party and the
manner in which activities should be regulated.
x Fiscal benefits must be considered for companies that manage the irrigation and
drainage infrastructure.
x A transfer program should be accompanied by continuous training for both WUA
directors and their operating staff.
x A simultaneous restructuring of the policy agency is required for transferring the
responsibilities and tasks from governmental organizations to WUAs (Regner et
al, 2006).
Facon (2002) believes that the sustainability of the WUAs depends on their capacity to
provide an adequate water delivery service and control as well as improved service to
allow the agricultural productivity to take place. In conclusion, efficiency of irrigation
systems to enhance productivity can be better when local knowledge, labor, money and
other inputs are mobilized through WUAs (Peter, 2004).
CHALLENGES FOR PIM APPROACHES

The current, technically sound approaches of management in water distribution face
serious problems within the social and economic context, since they allow for
significant incentives from illicit action by all concerned parties. Reported incidents
range from deliberate damage of water meters to circumvent regular billing of water
charges and temporary depressurization of the conveyance system by perforation of
tubes for illegal water extraction up to informal lobbying that obstructs the performance
of the administrative system (Regner et al., 2006). For example, in Philippines,
irrigation administrations face constraints to perform their responsibilities. These
constraints include: accelerated deterioration of irrigation infrastructure, lack of
production capital, stringent bank lending procedures and directive political
interventions (Avelino, 2002). Development of salinization and water-logging as well as
reduction in irrigation water quality and efficiency are other problems of agricultural
water management in other countries (Khasankhanova et al., 2001; Khasankhanova,

2003).
In Jordan, Low participation of water users in the irrigation water management makes
governmental administrative bodies to be confronted with many challenges. A study
shows economic and social consequences of this approach in Jordan as follows:
x Increased maintenance costs for the JVA (Jordan Valley Authorities) due to
manipulations of water meters and valves and therewith connected destruction of
concrete boxes and illegal tapping of the pressurized pipe.
x Loss of public funds through unaccounted water extraction by manipulated or
destroyed water meters and uncontrolled water extraction of surface water from
the King Abdullah Canal via the illegal use of mobile pumps.
x Additional investments by farmers in private ponds and pumping equipment to
store water in order to counteract potential disruption of the irregular water supply
by the system of the JVA.
x Further additional costs for farmers through opportunity costs from combinations
that renounce on parts of profit margins in favor of risk reduction and by
introduction of uncultivated buffer zones in the irrigation plots in order to cope
with unreliable water supply.
x An increased social cost due to social strives in the farming community as well as
between aggrieved farmers and the administrative authorities that are responsible
for the timely provision of water.
Hence, the Jordanian government decided in 2001, to counteract these problems by
gradually introducing new participatory elements into the water management of the
Jordan Valley Irrigation Scheme (Regner et al., 2006).
Transfer of irrigation management in Turkey faces the following challenges:
x The difficulty in reducing staff levels,
x The absence of a changing mechanism for bulk water supply to irrigation
associations,
x The indistinct vision of a new role for the agencies in supporting the existing
irrigation systems in the post-transfer era,
x The undefined nature of water rights and subsequent insecurity of their claims on
irrigation water,
x Restricted options for obtaining maintenance equipment by WUAs,
x Lack of legal basis to form federations for WUAs (Svendsen and Nott, 1998).
According to the experiences gained in Asia, in spite of many successes PIM
approaches still face following constraints:
x Inadequate knowledge of officials as well as farmers about management transfer,
x Limited coordination between farmers organizations (FOs) inadequacies in
government support and difficulties in sharing power,
x Inadequacies in legislation and regulatory mechanisms,

x Lack of incentives for the government agency staff to effectively involve in PIM,
x Price and market problems and resulting decline in farmer profits. (APO, 2002).
In investigating challenges faced by PIM approaches, Khanal (2003) found that
hierarchical organizational structure, lack of organizational learning, shorter time
frames, and failure to link the project while the broader development objectives all pose
barriers in maintaining participatory processes for irrigation management. Moreover,
lack of knowledge on water resource system was reported to be a major constraint in
embedding participatory approaches in water management which comes from lack of
initial learning of the system environment both by the users and outside facilitators. In
should be considered that irrigation systems are sociotechnical systems and technology
of the system is shaped by ecology and society. Hence, it has both human and physical
dimensions (Khanal, 2003). Lack of financial sustainability is another major constraint
to remote resource mobilization for operation, maintenance and improvement of the
irrigation systems (Peter, 2004).
NECCESITIES FOR SUCCESS OF PIM APPROACHES

For PIM approaches to be efficient, necessary preconditions should be provided. Some
of the most important ones are as follows:
CAPACITY BUILDING:
Supporting WUAs through participatory design process to build up the capacity to
manage water and provide better working conditions through more compatible
technologies and water management practices is highly important. It should not be
merely viewed as a training program aimed at bridging gaps in knowledge and skills
among farmers and agencies but also as facilitating the change process (Peter, 2003;
Bryan and Helmi, 1996; Khanal, 2003).
REGIONAL COOPERATION:
Since most Asian countries have a similar context in irrigation, regional cooperation by
sharing of experiences and study tours could prove invaluable. A powerful mechanism
by which this could be achieved is the creation of farmer networks at the national level
or through PIM chapters. PIM chapters are non profit organizations and comprise of
membership of WUAs, irrigation engineers, researchers and farmers (Peter, 2004).
ESTABLISHING FARMER NETWORKS

Farmer networks and federations could provide a platform for debate on water sector
and irrigation reform issues, so that farmers get an opportunity to take part in policy
formation and receive intense consultation (Peter, 2004).
ADAPTATION TO THE LOCAL SETUP:

Experiences from several countries indicate that introducing participatory elements in
the relationship between mostly governmental decision makers on water resources and
end users of water is an essential, but neither detached nor standardized process in the
complex setup of successful water resources management. The differences between the
applied participatory approaches support the assumption that PIM cannot be transferred
from one situation to another without modification, but the successful implementation
of PIM in a specific case, crucially depends on its sensible adaptation to the local
situation (Regner et al., 2006).
IMPROVED SERVICE DELIVERY:

The sustainability and efficiency of a WUA depend to large extent on its services to the
members. Most of the irrigation systems are quite old and require rehabilitation and
modernization in order to be capable of providing easy-access, reliable and equitable
services to their users (Peter, 2004).
COPING WITH THE COMPLEX INCENTIVE SYSTEMS:

One of basic needs of efforts towards an improved utilization of water by introducing
participatory elements in water resources management is to cope with the complex
incentive structures of individuals on the levels of farmer’s communities and within the
administration (Regner et al., 2006).
ACCESS TO ASSURED WATER SUPPLIES:

In order for farmers to participate in the process of irrigation management they should
be provided with water entitlement as well as efficient input and output markets (Ward
et al., 2005)
ANALYZING TRADITIONAL MANAGEMENT MODEL:

In order to come out with an efficient PIM, the first attempt is to analyze traditional
management models within irrigation communities and to identify informal
management approaches of country to acquire basic knowledge on more suitable
starting points. This proved to be a successful measure in Jordan (Ghneim et al., 2005).
SECURING WATER RIGHTS:

For WUAs to be successful, they need to be vested with a clear water right to give the
right incentives for improvement of the irrigation system. Secure water right also
protects the WUAs from infringements of its allocation and share of water to other
powerful interest such as industries and municipalities (Peter, 2004; Bryan and Helmi,
1996).
DEFINING A LEGAL FRAMEWORK FOR WATER USER ASSOCIATIONS

WUAs should be empowered through well defined legal frameworks that specify clear
roles and responsibilities among agencies, WUAs and governments. This legal
framework gives WUAs a fair degree of freedom and power to exercise its authority
(Peter, 2004; Bryan and Helmi, 1996; Burak, 1999).
REQUIRING TECHNICAL ASSISTANCES AT INITIAL YEARS OF THE TRANSFER

WUAs need technical assistance by central government to repair and maintain water
structures with equipment. This support can be gradually decreased over the years. This
is a crucial issue in the case of small WUAs which are weak and face challenges to
fulfill their tasks properly (Burak, 1999).
Other essentials for successful PIM approaches are as follows:

x Identifying socially acceptable mechanisms,
x Evaluation of former – less successful approaches,
x To reduce the cost of irrigation management for the government (Vermillion,
1997).
x Defining the rights and duties of all the parties involved under PIM approach,
x Flexibility in the operation of the irrigation system (Lele and Patil, 1999),
x Attempt to consider end users demand in irrigation management,
x providing farmers and WUAs with appropriate subsidies and financial supports
(Wijayaratna, 2002),
x Profiting farmers by subsidies, improved irrigation management and additional
training (Regner et al., 2006),
x Strengthening the managerial capacity of FOs or WUAs,
x Establishing multi-functional business organizations where in irrigation
management is an integral part of the overall business,
x Full transfer of responsibilities,
x Provision of technical assistance and skill development,
x Establishing transparent and people-centered M&E system based on a set of
objectively verifiable indicators (Wijayaratna, 2002),
CONCLUSION
Irrigation water management is a dynamic and complex process containing various
stakeholders. Adoption of any participatory process such as PIM/IMT should be
practiced beyond an instrumentalist perspective but rather based on a transformative
perspective. A successful PIM approach should be based on complete involvement and
cooperation of various stakeholders at different levels and from different sectors ranging
from top governmental body to the end users. Particularly, the role of water users is
crucial because they can help in establishing realistic water price and implementing
water protection and distribution measures. Involvement of water users in the decision-
making processes is essential to prevent or settle conflicts among themselves. For
improving the role of WUAs, it is essential to take constituent factors into
considerations which are: laws and policies of the country and its irrigation agencies,
size and complexity of the irrigation systems, physical condition of the irrigation
systems, size of irrigated farm holdings, farmers net income, capability and
organizational arrangements of WUAs, local politics, local social customs and practices,
frequency of natural disasters and environmental problems (Benjamin and Bagadion,
2002). According to APO (2002), PIM can be enhanced further by facilitating the
process of strengthening FOs, WUAs and similar organizations, assisting in capacity
building, supporting through other services such as timely supply of complementary
inputs, regulating credit facilities, providing legal support, appropriate policy changes
and political supports.
For PIM to be succeeded, farmer’s income and benefits should be taken as a critical
factor to improve their capacity to meet irrigation costs. In addition, PIM models should
be matched against socio-political and economic environment of the country. PIM has
to infuse a sense of ownership to the users. It would be necessary for countries
experiencing initial stage of PIM to follow a gradual process of withdrawal of
government control and intervention on irrigation management. A legal framework is
also required for well-functioning of PIM which covers formulating of supportive
policy and environment. Klozen (2002) call it as "institutional engineering". However, it
should be noted that full participation of farmers in irrigation management will be
achieved just when they involve in setting priorities for agricultural policy.
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FRUITS OF PARTICIPATORY IRRIGATION MANAGEMENT
Mrs. Charu Bhavsar1, Er. Pradeep Bhalge2
ABSTRACT
Water is a scare commodity. It can not be created, but it get replenish. Rainfall is the
major source of water for the human being. It is highly erratic in nature. Major parts of
the earth do not receive the rains throughout the year. The average rainy days may vary
from 10 to 45 from the arid to semiarid region. Therefore management of the water
resources became an essential function of the society. Community management of the
water resources had proven over time to be very successful and sustainable. This
approach ensures its optimum utilization, conservation, and maximizes the benefits.
Large numbers of such example are scattered throughout India. Involvements of the
people’s participation in construction of water harvesting structures and irrigation water
management of harvested water shows that the community can bring revolution in the
water management sector. The successes story sets very good examples of participatory
approach and could inspire the people facing the problems of water crises. This paper
illustrates few successful cases of the participatory Irrigation management practiced in
India.
INTRODUCTION
Out of the total use of available water 70 to 80% water is used for irrigation. Thus
irrigation sector is the largest user of the available water resources. Irrigation makes the
food security. Though productivity enhanced by several other factors like soil nutrients,
hybrid seeds and crop husbandry, water acts as catalyst and it is most important input
for higher productivity. But the availability of water is highly variable with space and
time. India often reels of flood and drought. The ancestors had taken lessons form the
erratic behavior of the monsoon rain and evolve various skillful traditions of
participatory approach in creation and irrigation management of the water resources.
Few cases of successful participatory irrigation management are given below.
1- Indian Council for Water and Culture, Aurangabad, Maharashtra, India.

2- Irrigation Engineer and Executive Council member of Indian Council for Water and Culture,
Aurangabad, Maharashtra, India.
SPRING CHANNELS
Polar River is flowing in Tamil Nadu state, India. It has a wide bed of thick sand.
During the period of north east monsoon, the river has subsurface flow of water i.e.
water springs below the sand bed. The flow period is sufficient to raise one seasonal
crop. The inhabitant on the bank of river had developed an art to tap the underground
aquifer to irrigate their fields. They identified few spots inside the river beds in the
lower reaches. Each village on its banks developed a right to a spot. On such spot the
villagers use to dig a pit. The depth of the pit may be 3 to 4 meters i.e. up to the
underground water spring. The spring is the water source. The spot is called as Kasam.
The villagers dug an open cut channel form the Kasam leading to wards their field on
the downstream side and along the bank of the river. The channels are slightly inclined
and away form the bank of the river and have certain gradient to ensure easy flow of
water form the Kasam to the tail portion. The land in between the river bank and the
channel is the command of the Kasam. It has a command of few hectares. The Kasam
can sustain for the crop period. The spring water carries sand along the flow. The sand
gets deposited on the bed of the channel and obstructs the water flow. Therefore day to
day sand removal from the channel is necessary. The Villagers evolved a very good
Participatory approach for day to day maintenance of the channel. One member form
each family of the beneficiaries has to contribute the cleaning activities. All of such
member gather early in the morning on the channel banks and starts cleaning the
channel form the head to wards the tail to rejuvenate the spring. One village do not
encroach the Kasam of the another village. This tradition is still in practice form long
back. This is the simple but very effective illustration of Participatory Irrigation
management.
MINOR IRRIGATION TANKS

Large numbers of Minor irrigation tanks are exist in Tamil Nadu state, India.
Management of these tanks is in the hands of the beneficiaries. They nominate a
respective person in the village as the in charge of the irrigation under the tank. He has
irrigation assistant called as Neerkattis. Under the directives of the leader Neerkatties
distribute the water to the different fields. They strictly follow a specific turn of water
distribution. This turn system might be evolved centuries back but still adopted. The
statement in the turn sketch gives the extent of the irrigation from Monday through
Sunday. It also specifies the time of irrigation to a certain areas of the field. For how
long the turn schedule is in vogue, nobody knows, but still honored. This is one of the
best examples of the Participatory irrigation management.
PHAD SYSTEM OF IRRIGATION

The community managed Phad irrigation system is prevalent in northwest Maharashtra,
India, i.e. part of Dhule and Nasik districts.The system is in operation in the Tapi river
basin. Weirs were constructed to divert the river water for agriculture use. The
command area of a diversion weir is divided in to four equal parts, called as Phad. Each
Phad has to grow only one type of crop in a season. Cropping pattern is decided so
wisely that the first Phad may have a perennial crop, second may have a two seasonal
crop, third may have a one seasonal crop and forth may be kept fallow. Each Phad has a
provision to raise perennial crop in every four years. The crops in the Phad are kept
rotating one after the other. The rotation of the crops is given in the table below.
Year (Rabi) Phad no one Phad no two Phad no three Phad no four
I Wheat cotton Gram Fallow
II Fallow Wheat cotton Gram
II Gram Fallow Wheat Cotton
III cotton Gram Fallow Wheat
From the above table it is observed that every Phad has an opportunity to grow all types
of crops by rotation. Irrigation to the crops in the fields is performed by the appointed
staffs. And farmers are not allowed to interfere in irrigation operation. The farmers need
not to worry about the irrigation and guarding the crops in their field. The irrigation
staff does their best as they have to get share from the individual field produce.
Maintenance is a group function. All farmers contribute equally both in labor and
leadership. Discipline is strictly enforced. The Phad system shows that if small farmers
organize, they can form a sustainable irrigation system. The crops are rotated from one
Phad to another and frequently one Phad is kept follow in rotation. Because of frequent
non irrigation and crop rotation the lands do neither get water logged nor get saline,
though the irrigation is practiced here from centuries back. Thus fertility of the lands is
maintained. The water distribution practice and the management rules are so framed that
they sustains for a long period. The Participatory irrigation management of the available
water in the weir is said as one of the best system of management.
MALGUZARI TANKS
The tank irrigation in Wainganga River Basin of Maharashtra, India are locally known
as Malguzari tanks, they are very good example of Participatory irrigation management
and water resources development. These tanks are still in use in the district Bhandara,
Gondia, Chandrapur, Gadchiroli and Nagpur since centuries to gather. Dynastic in this
tribal area was known as ‘Gound King ` inspired the people to undertake large number
of tank. These tanks were constructed in earthen embankment for harvesting water and
irrigation purpose. Solely the people through farmer’s participation built the tanks. The
farmer’s committees also look after the water management of these tanks. More than
20,000 tanks were constructed in this area. Some of the tanks are small and known as
Bodis. These were owned by the individual beneficiary/family.The tanks were
constructed in series. They did not have well defined conventional surplus water
arrangement. The location of the dam line was so fixed that the surplus water could find
its own way either through flanks or saddle.
JOHADS
The Tarun Bharat Sangh stepped in to Guwara Dewari village of Rajasthan state, India,
with its integrated development package. Under this package they constructed three
earthen water harvesting structures called Johads using 10000 man days in the year
1986-87. In July 1987, 130 mm rain fell in a period of 48 hours. There after there were
no rains. But the ample water was collected in the Johads. Due to which ground water
aquifer is recharged and the water level in the 20 well rose up and fulfills the drinking
water needs of the peoples. The bed in the larger Johads is used to cultivate the crops
where as water in the smaller Johads was used for livestock. Some organic debris that
flowed in to the Johads beds from the catchments enriched the soil fertility. About 30
tonnes grains were grown in these beds. For the construction of Johads, they have not
taken any external engineering help. Initially the people were suspicious. But very soon
they realized the importance of Johads. Due to construction of the check dams across
the drain the precious top soil erosion prevented. By learning the lesson from this, the
peoples from other villages also started to construct Johads in large numbers. They put
an example of what a community can do for its prosperity if it unites together. The
village environment has been revived. Luxurious tree now grow in the vicinity of the
Johads. Previously soil erosion from the cultivated land was remarkable and soil
moisture was very low. After initiation of the Johads the soil erosion is prevented and it
remains moist for long period. In 1986, 60 youth from 57 families had migrated in
search of the job. Today, neglibile numbers of men are employed out side the village. In
the past, village women had to fetch for water and spent time and effort to collect the
water from the distant sources but now they are getting water in there wells.
Construction of the Johads does not solve the problems. It requires regular maintenance.
Need of skilful irrigation water management rose for their sustainability. Decisions
regarding the use of the Johads are taken by the villagers themselves. The maintenance
of the Johads is the collective responsibility of the villagers. The revival of the
traditional water harvesting has been extremely successful. The flow of wealth fro the
village Gopalra has prevented. Thus the standards of living of the villagers are
improved. Since the year 1986, 200 Johads are constructed in 100 village of the Alwar
district.
CONCLUSION
Participatory irrigation management is very much successful for maintaining the
sustainability in agricultural production and efficient land and water use.
REFERENCES:
1. Few Glimpses of Indian water culture, Dr. R.S. Morwanchikar. Proceeding of
National Workshop, Indian Council for water and Culture, 15-16 October, 2005.
2. Region in the historical Gond Kingdom, Dr. Harishchandra Borkar,Proceeding of
National Workshop, Indian Council for water and Culture, 15-16 October, 2005.
3. Management of Irrigation tanks in Tamilnadu, Prof. A.Mohankrishnan,
Proceeding of National Workshop, Indian Council for water and Culture, 15-16
October, 2005.
4. Dying Wisdom, A book published by the Centre for Science and Environment,
New Delhi (India).
PARTICIPATORY IRRIGATION MANAGEMENT IN

KIRINDI OYA IRRIGATION AND SETTLEMENT PROJECT
Wijesundara. Mudiyanselage. Gunawardana. Banda. Giragama1
ABSTRACT
The Kirindi Oya Irrigation and Settlement Project (KOISP) located in the southeast
quadrant of Sri Lanka was completed in 1986 and during the same year, water issues
commenced. The KOISP consists the old Ellegala Irrigation System (EIS) Project area
(4,090 ha) and New Irrigation System (NIS) area (5,340 ha). Water management in this
project is performed in four levels: main canal handled by the Irrigation Department
(ID), secondary canal by Distributary Channel Organization (DCO), tertiary canals by
Farmer Organizations (FOs) and field level canals by individual farmers. Up to 1990,
the old EIS and the NIS were managed as two separate entities. During 1990, these were
formed into a single Project Management Committee (PMC) and the ID with the
assistance of IWMI prepared the seasonal operational plans for both seasons with much
consultation and communication between and among the stakeholders. The drainage
flow to the sea from the EIS and NIS has reduced considerably due to this water
management practice. The successful completion of 1999 yala cultivation was due to
the participatory irrigation management system offered by the officers, DCO leaders
and FO representatives. Due to high participation of the EIS the farmers got less number
of dry days and they reported that more than 71% adequate water delivery was available
in all crop growing stages. Further they obtained high yields ranging from 3.9 to 7.7
ton/ha. The farmers in the RB of NIS reported 24% and 10% adequate water supply in
booting stage and flowering stage respectively and they obtained less yields ranging
from 0.6 to 3.2 ton/ha.
1. INTRODUCTION
Sri Lanka a tropical country, which lies between 60 and 100 N latitude and between 800 -
820 E longitude has an extent of about 65,610 square kilometers. It is an island in the
Indian Ocean, and a predominantly rural, agro based economy with few industries and
with a limited population. Integrated Water Resources Management was not a pressing
issue. Demand for water in every economic sphere is increasing with an unhealthy
competition resulting in an unregulated exploitation and threatening the degradation of
1- Research Fellow and Head/Irrigation Water Management and Agrarian Relations Division
Hector Kobbekaduwa Agrarian Research and Training Institute
P.O. Box 1522, Colombo 7, Sri Lanka. Email: hartiiar@sltnet.lk, gbgiragama@yahoo.com
quantity and quality and depletion of a resource. With the transformation of the agrarian
society into an urban society, the main issue that the water sector is faced with is to
meet the growing sectoral water demands such as domestic, industrial, irrigation
agriculture and hydropower.
The overall objective of the National Water Resource Management Policy is to
encourage integrated water resources development and management, to ensure that the
national water resources are conserved and efficiently and equitably allocated among all
stakeholders to meet socio economic and environmental need of the present and future
generation (Draft National Water Resource Management Policy, 2006).
Based on water resources issues and management needs, the recommendation of the
institution responsible for water resource management areas should be declared.
Comprehensive sustainable water resource management plans need to be formulated
through identification of distinctive characteristics specific to different zones and areas.
National Water Resource Management Policy (2006) states that the system of water
allocation will be based on a participatory decision making process, represented by all
stakeholders with technical input on optimal operation for meeting anticipated seasonal
and multi- seasonal water demands for various regions and sectors, and the
environment. It also states that the allocation of water among different users will be in
accordance with the water resource management plans prepared for the each river basin
region, river basin or aquifer.
In Sri Lanka, the southeast quadrant received less rainfall than other dry zone areas and
the Kirindi Oya is located in this quadrant. The upper part of the Kirindi Oya basin is
mountainous with a fewer number of settlements. The lower part consists mainly of
agricultural lands under major, medium and minor irrigation systems and rain-fed
farming systems. KOISP is in Tissamaharama Electorate, Lunugamwehera Divisional
Secretary Division Hambantota District. This basin is narrow and extends from
Bandarawela at 1900 m. MSL to a distance of 120 Km. to the sea at Kirinda.
The total drainage area is 1,178 sq. kms. And the catchment area at Kirindi Oya
reservoir site is 909 sq. kms. Thin forests and scrub jungle are found between 600 m to
1,900m. elevations, which comprise 19% of the catchment. The catchment terrain can
be divided into a steep section from 1,900 m MSL to 180 m MSL and thereafter a flat
plain extending 50 Kilometers from Wellawaya to the dam site at Lunugamwehera.
Presently this area receives less than 1,500 mm of annual rainfall which is not
favourable for rain fed agriculture.
In late 1980's, after bidding adieu to their relatives in their home towns, more than 5,000
families aimed from various parts of the country to settle under KOISP with great
expectations of a comfortable life. However, these expectations became a distant dream
as the inflow to the Lunugamwehera Reservoir was far below the expected level, high
percolation rates of soils in the command area persisted and cultivation of traditional
paddy in lands were suitable only for other food crops.
Various other solutions were proposed for the water shortage problem of the farmers
who were settled under the new system of KOISP and they endured great difficulties
during last two decades.
The Kirindi Oya Irrigation and Settlement Project (KOISP) includes the old Ellegala
Irrigation System (EIS) Project area (4,090 ha) and New Irrigation System (NIS) area
(5,340 ha). The main component of KOISP was Lunugamwehera reservoir and the main
two canals which were completed in 1986 and water issues commenced from 1986
Yala season (April to August). Annual rainfall was 1,152 mm and it spread during Yala
season (380 mm) and Maha season (September to March - 810 mm). Reference Crop
potential evapotranspiration is 2,000 mm. Average inflow to Lunugamwehera reservoir
was 392, 315, 290 and 279 MCM during the years of 1977, 1986, 1994 and 2000
respectively (IWMI 2001). It showed that the inflow reduced from 392 to 279 MCM
during 1977 -1999 period. Hence, water scarcity was the main problem here.
Water management in this project was performed in four levels. Those are the main
canal handled by the Irrigation Department (ID), secondary canal by Distributary
Channel Organization (DCO), tertiary canals by Farmer Organizations (FOs) and field
level by individual farmers. From the commencement of the KOISP in 1986 and until
1990, the old EIS and the NIS were managed as two separate entities by the Irrigation
Department (ID) without much consultation and communication between and among
the stakeholders. Prior to 1991, seasonal allocation decisions in Kirindi Oya were
generally taken in a Project Management Committee (PMC) meeting presided over by
the Government Agent (GA). Under the Integrated Management of Major Irrigation
Systems (INMAS) programme, farmers were grouped on the basis of hydrologically
based organizations. These organizations select farmer representatives who sit with
officials from relevant agencies, including the ID, on joint management committees that
make seasonal allocation decisions and resolve various problems. The top-level joint
committee is the PMC and is chaired by the Project Manager from the Irrigation
Management Division (IMD). The INMAS advocates the establishment of a pyramidal
committee structure operating on three tiers; FOs, DCOs, and the PMC. In the case of
Kirindi Oya, a single PMC was constituted in 1990 by combining the PMCs of the old
EIS and NIS. In light of participatory irrigation system management, PMC is the
legitimate decision making body for seasonal allocations (IWMI 2001).
After the formation of a single Project Management Committee (PMC) in 1990, the ID
with the assistance of IWMI prepared seasonal operational plans for both yala and maha
seasons, taking into account the storage in Lunugamwehera reservoir and the five EIS
tanks at the time of planning (generally November 1), expected 75% percent probable
inflow to reservoir and the zoning of the NIS with priority order to receive water and
commence the Maha cultivation in stage level. This zoning procedure was necessary
because of the inadequate water inflow into the Lunugamwehera reservoir.
According to PMC decision the water allocation in 1999 to new area of left bank (LB),
right bank (RB) and old area was 39.996, 57.320 and 57.19 MCM respectively. The
drainage flow to sea from the EIS and NIS has considerably reduced due to this water
management practice. Farmers became more disciplined in receiving water and using it
effectively due to the higher management effort of DCO leaders and field channel
representatives. The re-use of drainage water has considerably increased due to this
method during both 1999 and 2000 Yala. The successful completion of 1999 Yala was
due to participatory irrigation management of lower level of ID field officers, DCO
leaders and FO representatives.
The KOISP planned to augment irrigation water supplies for the existing irrigation
systems of Ellegala and Badagiriya which cover 4,500 ha. Besides, the project intended
to provide irrigation facilities through the Right Bank and the Left Bank Main Canals
from the newly constructed Lunugamvehera reservoir for an additional area of 8,400 ha.
(IWMI 1995). The annual projected paddy production for KOISP was set at 44,000 mt.
During 1993 the actual production amounted to 41,000 mt. (IWMI 1995).
Figure 1. Map of KOISP
The rural Deevelopment society dominates among the extraneously- initial

organizations in both NIA and OIA. However, the OIA as the more stabilized
community reported higher settler membership as well as awareness of the
organizations. (Gamage et at 1988). Many organizations in the OIA were more
established with higher membership. In the NIA settler organizations have not
established themselves as yet, their emergence uptro Yala 1986 indicates that systematic
development of a community sense was underway in NIA (Gamage et at 1988).
PADDY PRODUCTION
Paddy yield in the old area at 6.5 mt/ha in 1985/86, this was 6% below the national
average 96.8 mt/ha). Hoowever and new irrigated area yield was 2.4 mt/ha in yala 1986.
METHODOLOGY
DATA COLLECTION
Several methods were adopted for colleting the required data for this paper. Reservoir
outflow data and meteorological data were collected from the Department of Irrigation
and secondary data are presently available. The drainage data of command area and
time series of monthly inflow data to Lunugamwehera reservoir were obtained from the
IWMI database which were mentioned in HARTI publications and data for other
information collected at the IWMI/HARTI collaborative study in 2003. The minutes of
the PMCs and IWMI publications were perused to find out the decisions made at
different stages of planning during and before the crop growing season. The author
collected some field data and information from DCO leaders agencies involved in
operating and managing the system and farmers. Additional information was
ascertained through a questionnaire which was pre-tested and refined. The questionnaire
survey conducted in year 2003 with a sample of 220 households in 11 villages of in
Kirindi Oya Basin. The farmers’ answers to the questionnaire were analyzed and the
results of the farmers perceptions and their views were discussed with the system-
operating agency to authenticate the veracity of the farmers responses.
Relationship between monthly rainfall and inflow of the KOISP was analyzed using
simple regression analysis. Data used for the analysis compare of 1991, 1992, 1997,
1998 and 1999 years.
RESULTS
Based on the questionnaire survey in Kirindi Oya Basin, male and female population is
indicated in the Table 1. This shows that the male population is 52.3% and female
population is 47.7%. According to that, more male population in both age groups and
that is a positive situation considering heavy labour requirements for agriculture.
Table 1: Number and percentage of households classified by age and sex
Unit Age range Male Female

No. % No. %
<18 Years 172 49.6 175 50.4
Kirindi Oya Basin Years 18< 371 53.6 321 46.4
Total 543 52.3 496 47.7
Survey data 2003
Distribution of family members according to their marital status is shown in Table 2.

Married percent age is 63.4%, and this can be construed that their mental conditions are
helpful for participatory activities. Percentage of unmarried is 31.4% in the sample.
This poses a drawback for participatory activities and agricultural production.
Table 2: Distribution of family members according to their marital status

(Age 18 years and above)
Marital status No. %

Unmarried 222 31.4
Married 449 63.4
Divorced 4 0.6
Widowed 30 4.2
Other 3 0.4
Total 708 100
Survey data 2003
The people of Kirindi Oya have to travel a distance of about 0.6 km to draw water
during the season. Mean distance travel for water during off season in the Kirindi Oya,
according to descriptive statistical analysis is 0.02 –8 km. Table 5 shows the average
distance (km) traveled by the households who do not own drinking water source to fetch
during the off season.
WATER FOR BATHING
Survey data of year 2003 indicates among the households not having own source for
bathing, the average distance traveled to bathe within season is about 0.816 km. This is
a considerable distance.
Average distance traveled to bathe by households not having own source for bathing
during the off season is high (1.917km) in Kirindi Oya. This is fairly a very long
distance to travel. The time spent for this may badly affect the time allocation for
agricultural purposes.
Seasonal variation of rainfall and inflow is indicated in Fig 2. It shows similar pattern of
change both during rain fall and inflow. During the months of January, February, March
and December, the difference between two lines are high. Hence relationship between
these two parameters will be discussed in next section for Maha and Yala seasons.
Fig 2 Seasonal variation of rainfall and inflow in KOISP

RF cm Inflow MCM
60
50
Inflow (MCM )
Rainfall (cm )
40
30
ccc
20
10
0
Jan Feb Mar Apr May Jul Jul Aug Sep Oct Nov Dec
Month
Figure 3: shows relationship of rainfall (mm) and inflow (MCM) during Maha season.
Relationship between monthly rainfall and inflow of the KOISP was analyzed using
simple regression analysis. It shows the inflow (IF in MCM) and rainfall (RF in mm) by
the following equation (N = 24, R = 0.6104).
IF = 3.617 + 0.150097RF------------------------ (1)
Fig 3 Relationshio between inflow and

rainfall during Maha Season in KOISP
Actual Inflow Predicted Inflow
250
200
Inflow (MCM)
150
m = 0.15
100
50
0
0 200 400 600 800
Rainfall (mm)
Figure 4: shows the relationship of rainfall (mm) and inflow (MCM) during yala
season. Relationship between monthly rainfall and inflow of the KOISP was analyzed
using simple regression analysis. It shows the Inflow (IF in MCM) and rainfall (RF in
mm) by following equation (N=24, R= 0.6495)
IF = -4.399 +0.123196RF------------------------ (2)
Fig 4 Relationship between Inflow and

Rainfall during Yala Season in KOISP
Actual Inflow Predicted Inflow
60
50
40
Inflow (MCM)
30
m=0.123
20
10
0
0 50 100 150 200 250 300
-10
Monthly Rainflow (mm)
Changes in performance due to changes in water-delivery strategies

According to Table 3 head, middle and tail end of the channel in the EIS reached nearly
similar percentage of farmers. But in other two schemes (LB and RB) the farmer
distribution was different along the field channels. Also there are 46% of tenant farmers
in EIS but no any such farmers in other schemes.
Table 3: Breakdown of the surveyed farmers according to the schemes, location with
respect to the field channel, tenure system and soil type of the farm
General information Composition (number) of sample farmers
LB RB Old EIS Total
Total number of farmers 31 50 76 157
Location with respect to the field channel N % N % N % N %
Head 6 19 21 42 24 32 51 33
Middle 13 42 12 24 24 32 49 31
Tail 12 39 17 34 28 36 57 36
Tenure system Owner 26 84 48 96 31 41 105 67
Lessee 5 16 2 4 10 13 17 11
0 0 0 0 35 46 35 22
Soil type Can retain standing water 21 68 28 56 60 79 109 69
Cannot retain standing water 10 32 22 44 16 21 48 31
Source IWMI 2001

WATER DELIVERY: FARMERS PERCEPTION
Almost all the sample farmers were aware of the decision taken at the PMC meetings on
the water delivery schedule (Table 4). It is estimated that the LB and RB farmers have
experienced significant delays in water delivery from the agreed date of water delivery.
It was also observed that the non-land-owner farmers have reported a significantly
higher delay in the commencement date of water delivery, than the land owner farmers.
According to Table 8 the highest percentage of water is received by EIS. If shows the
understanding and participation of EIS farmers on participatory water distribution. But
in other two schemes (LB and RB) the water distribution percentages were lower than
that of EIS in all four stages after LP stage.
Table 4: Farmers knowledge of water delivery
Distribution among systems

Factor
LB RB EIS KOISP
Farmers knowledge on the PMC decision on the
94 86 93 91
water delivery schedule (%)
Delay in water delivery (average number of
14 9 0 6
days between agreed and actual water delivery)
Continuous mode of water supply
LP stage (%) 100 92 100 97
NS stage (%) 35 32 89 60
TS stage (%) 6 6 51 28
BS stage (%) 6 0 37 19
FMS stage (%) 3 0 31 16
Source IWMI 2001 LP- Land preparation; NS – Nursery stage; TS – Tillering stage;
BS – Booting stage; FMS – Flowering and milking stage
CROPPING INTENSITIES OF LUNUGAMWEHERA SCHEME

The cropping intensities of Lunugamwehera Scheme is given in the Table 5. It shows
cropping intensity increases after 1990 especially in the new area. Due to less rainfall
some years 97/99 and 200/201 low cropping intensities indicated in NIS.
Table 5. Cropping Intensities of Lunugamwehera Scheme

Year Old Area Cropping Intensity New Area Cropping Intensity
87/88 2 1.25
88/89 2 1.14
89/90 2 0.45
90/91 2 0.85
91/92 2 0.98
92/93 1.6 0.94
93/04 2 0.81
94/95 2 1.63
95/96 1.7 2
96/97 2 2
97/98 2 1
98/99 2 0.74
99/00 2 2
00/01 1.38 0.74
Source: Irrigation Department 2004 Weheragala Reservoir Project
NUMBER OF DRY IN A ROTATION

The average number of dry days in a rotation is high in the RB and the very low in the
EIS. Number of dry days in booting, flowering and milking stages in the RB was higher
than the other two schemes. The Fig 5 shows lower number of dry days in EIS old area.
That is also due to their participatory irrigation management.
Fig 5 Number of dry days in a rotation

EIS LB RB
5
Number of
dry days 4
3
2
1
RB
0 LB
Scheme
NS EIS
TS
BS
FMS
Stage
LP- Land preparation; NS – Nursery stage; TS – Tillering stage; BS – Booting stage;

FMS – Flowering and milking stage
PADDY YIELD IN KOISP

Paddy yield in the study
area indicated in the Annex
Fig 1. It shows high yield
in the old area than other
two areas. More farmers in
the old area got more than
6 t/ha and most other
farmers in the area got
more than 3.75 t/ha. But
most of the farmers of LB
and RB received less than
1.37t/ha. This is mainly due
to bad water supply for the
crop.
Fig 6 Spatial distribution of

yield in the 1999 Yala:
Kirindioya irrigation and
settlement project
Source: Sakthivadivel, R,
et al 2001
CONCLUSIONS
Due to high participation of EIS the farmers get less number of dry days and they
reported that they received more than 71% adequate water delivery in all crop growing
stages and a high yield ranging from 3.9 to 7.7 ton/ha. Due to less participation and
other reasons the farmers in the RB of NIS reported 36%, 24% and 10% adequate water
supply in tillering stage, booting stage and flowering stage respectively and obtained
less yields ranging from 0.6 to 3.2 ton/ha. Due to less participation and other reasons the
farmers in the LB of NIS reported 42%, 45%, 42% and 39% adequate water supply in
nursery stage, tillering stage, booting stage and flowering stage respectively and
obtained less yields from 1.8 to 4.8 ton/ha. This shows that the participatory irrigation
management is important to optimum utilization of water resources and to gain high
yield and income.
REFERENCES
1. Gamage, D., Wanigaratne, R.D., Wijetunga, L.D.I. and Tudawa, I. , 1988 ARTI
research study No 85Kirindi Oya Irrigation and Settlement Project, Mid Project
Evaluation
2. Irrigation Department 2004 Weheragala Reservoir Project proposal
3. IIMI. 1995. Kirindi Oya Irrigation Settlement Project: Project impact evaluation
study. Vol.I: Main report (final) Colombo, Sri Lanka: IIMI. xxiii, 118p.
4. Ministry of Agriculture, Irrigation and Mahaweli Development, 2006 Draft
National Water Resource Management Policy
5. Sakthivadivel, R.; Loeve, R.; Amarasinghe, U. A.; Hemakumara, M. 2001. Water
scarcity and managing seasonal water crisis: Lessons from the Kirindi Oya Project
in Sri Lanka. Colombo, Sri Lanka: IWMI. v, 29p. (IWMI research report 55)
USER PARTICIPATION IN MAIN CANAL GOVERNANCE
Herath Manthrithilake1; Sandjar Djalalov2
INTRODUCTION
The Soviet Union has built-up a massive irrigation system in Central Asia, between two
main rivers, Amy Darya and Syr Darya rivers draining into Aral Sea. This irrigation
system, one of the largest in the world, covering 9.1 million ha, was primarily providing
cotton for the Soviet Union. Apart from cotton, wheat, rice, and orchards were
providing much needed food and fibre for the locals. The large farms called ‘Sovhoz’
and ‘Kolhoz’ were owned and managed by the government and produced government’s
quotas of cotton and grains. Water management authorities, based on administrative
districts were responsible for the delivery of water to the farm boarders. Within the farm
water and other input management was done by the specialized groups –“brigades” of
the farm under a Director. Hence, the water management authorities had only few bulk
clients as water users and managed only the main and secondary canals. Water in third
and forth order canals which were within the farms were managed by the farm
authorities. The O & M works of the systems too, managed with the same accordance.
With the dismantling of the large government owned farms along with land reforms,
thousands of smallholders, owning from fragment of a hectare to hundreds of hectares
hanged onto those tertiary and lower level canals. They do grow cotton, wheat, fruits,
vegetables, and variety of other crops in these plots. However, in most countries, still
cotton and wheat are favoured by the farmers and in Uzbekistan, these crops are
mandatory. Along with land reforms, water sector reforms too, have taken place.
Kyrgyzstan was first to introduce Integrated Water Resources Management (IWRM),
water fees, land alienation and established Water Users Associations (WUA), as early as
in 1996. Unlike Kyrgyzstan, the Uzbek government still provides services and subsidies
to agricultural producers. The organization and management of these services follow the
old soviet style centrally planned and controlled systems with very limited or no
participation of private sector. Although irrigation services are free of charge, the Uzbek
government recovers its irrigation costs and other subsidies through setting prices for
wheat and cotton (main cash crops) very low (ADB, 2005). In 2005, Uzbekistan has
ordered converting all cooperative farms known as “Shirkaths” to Water User
Associations. Irrigation service fees are introduced and pilot tested in few such WUAs
in all districts of Uzbekistan. In Tajikistan, reforms were affected by the civil war,
1- Head, IWMI Central Asia Office, Apt. 123, Dom 6, Murtazaev St, Tashkent 100000, Uzbekistan.
Tel: (998-71) 1370445, Fax: (998-71) 1370317. h.manthri@cgiar.org
2- Regional Water Program Manager, Swiss Cooperation Office Uzbekistan, 15 Ivleva Str. Tashkent.
700100 Uzbekistan. Phone: +998 71 1205455 Fax 1205456 sandjar.djalalov@sdc.net
which started soon after the independence. Since the end of the civil war, - the late
1990s, the government has pursued liberal policies and the economic growth has been
reaching 10.2 percent in 2003 (ADB, 2004). Tajikistan has set a price for irrigation
services. However, it is still runs with large government farms along with small private
farms, which makes the WUA operation a miserable activity.
It is worth to mention here that the intensity, pace and objectives of the reforms varies
from sector to sector and country to country. In general, although institutional reforms
in Uzbekistan are not commenced as rapidly as in other countries in Central Asia, their
implementation has been rapid (Pomfret 2003). On the contrary, in Kyrgyzstan and
Tajikistan though the policy reforms were fast, the implementation of the same is
lagging and weak.
In the above-described setting, “Integrated Water Resources Management in Fergana
Valley Project1 (IWRM – FV) along with the support of Water Departments of
Kyrgyzstan, Uzbekistan, and Tajikistan started water sector institutional reforms as part
of promotion of IWRM principles. This exercise based on intensive social mobilization
at all levels and these institutional reforms are much wider than normally used in WUA
creation approach. Below the WUAs farmers are organized into Water User Groups
(WUGs) along tertiary canals and above WUA, those WUAs are federated to participate
in main canal management. This paper describes how users are involved in canal
management and impact of that user participation on the performance.
In the past, during the Soviet times due to strategic importance of the main crops grown
-cotton and wheat, Moscow had an eye on the irrigation system. Then these countries,
called ‘Republics of the Soviet Union’, had to adhere to policies set by the Moscow.
Hence, all the water systems including the reservoirs with hydropower stations operated
with an irrigation bias policy set by the Moscow. Institutionally, agriculture being the
largest and the most important water user, one local Ministry handled both the subjects
– agriculture and water management. Ministries had water management run along the
admin district base or “Oblast” (in Russian). Each Oblast had several sub-districts called
“Raigion” (in Russian). These sub-district water management organizations called
“Raivodhoz” were responsible, for all activities related to water management within the
raigion. Most of main canals are so long that they cut across not only several sub-
districts but also several Districts. Main canal, passing through a particular sub-district
was managed by the relevant Raivodhoz. The raivodhoz controlled not only the outflow
from the canal to the users but also the transit to next section belongs to the adjoining
raivodhoz. Hence, the raivodhozes at upper reaches had the advantage against the lower
ones. Often this has led to conflicts between the raivodhozes as de-facto ‘users’ of water
to fulfil the region’s own agricultural plans and promises towards the government. So,
the upstream/ down stream conflicts were common at district and sub-district levels, and
even between provinces. The issue was mainly the tail-end water supplies.
The operations of these multitudes of canal sections were coordinated by a central unit
called “Dispatcher Point”, which subsequently linked to Basin management and the
Water Department. However, this dispatcher could not resolve conflicts as it did merely
1- IWRM FV project funded by Swiss Development and Cooperation, implemented in the Fergana Valley
of Kyrgyzstan, Tajikistan and Uzbekistan by International Water Management Institute (IWMI) with
Scientific Information Centre (SIC) of Interstate Committee on Water Coordination (ICWC) of Central
Asia.
the monitoring part. With the advice of Basin organization on availability of water in
the river system, the ministries used to set “limits” on water use for that particular year.
Often the heads of oblovodhozes or raivodhozes interfered with the water distribution,
which was again outside the ‘accepted plan’ and led to more obscure distribution.
Though the ‘limit’ is normally lower than the ‘planned’, the ‘actual’ water use
sometimes exceeded even the ‘planned’ due to such interferences.
In the past, water users were huge government owned farms. Hence, Raivodhoz has
delivered water up to the farm gate and there upon, it was the responsibility of the
irrigation “brigade” of the farm. Every year, the farm would provide the cropping plan
according to the production quota assigned to them by the state. Raivodhoz used these
proposed cropping plans to develop ‘water use/ demand plans’. Irrigation water
requirement was determined for 10-day intervals (decade) based on crop type, sown
area, soil characteristics, ground water depth and other environmental factors of
irrigated areas. Based on these estimated requirements, Raivodhoz has scheduled and
delivered the water. The Raivodhoz had a firm grip over the delivery of water to the
farms and water conflicts between the farms were rare, but occurred. However, more
frequently conflicts occurred between Raivodhozes themselves.
THE PROBLEM
With the land reforms introduced, independently managed farm sizes have become
much smaller and privately owned. As the result, number of farms too increased from
few numbers to several thousands. The farm gates moved from main and secondary
canals to lower level canals. Now, thousands of smallholders hanged onto smaller
canals, which have almost no regulating structures and asking water in different
quantities at different times. The job of Raivodhozes has become more complicated and
overloaded the existed capacities. Large numbers of overlapping requests from
numerous smallholder farmers for smaller quantum of water for different crops, and the
efforts to make water delivery schedules using existed method resulted in chaos,
inequity, and unreliability at all levels of the irrigation water management. This has also
led to a mismatch between water supply and actual cropping needs, waste of water and
an exponential increase in the number of water-related disputes. The operations were
further aggravated with the non-existence of proper canals and structures linking to
individual farm holdings, while the main irrigation supply and drainage networks too
are in a dilapidated state, due to decades of financial problems.
Under the influence of the technical assistance rendered by the international
organizations, newly independent countries of Central Asia started creating a new
institutional structure at farm level - Water User’s Associations (WUA) for water
management. In ideal situation, WUAs could have effectively replaced the former
“irrigation brigades” within farms. However, new small holder situation and absence of
technical know how within newly created WUAs could not make this replacement
effective. As mentioned earlier, the first WUAs in Central Asia appeared in 1996 in
Kazakhstan and Kyrgyzstan, where the legal base for such activity was created. In
Tajikistan, farmer cooperatives under took the water distribution role. In Uzbekistan,
where agriculture reform proceeds in step wise, a new type of ‘independent cooperative
farm’-“Shirkat” were created in place of old government farms, and the experiments
with WUAs has begun in 1999. However, only in 2003, state water policy
simultaneously with creation of basin management systems, acknowledged the creation

of WUA as a step in reforms. In all five countries, WUA movement is now getting the
momentum. However, again the progress is small and at different paces. WUAs created
with the initiative ‘from above’ are regarded and operate as something similar to former
Kolhoz and Sovhoz (old state owned farms), with a different name board.
With the adoption of IWRM principles, the ‘oblovodhozes’ were reorganized as “Basin
Irrigation System Management Organizations” (BISMOs) and parts of the main canal
sections, which came under ‘raivodhozes’ were regrouped as “hydroychastok” (in
Russian) or “hydro units”. The coordination, which was carried out by the centralized
dispatcher unit came defunct.
Despite these multiple fragmentations and worsening ground situation, the water
management authorities continued to operate the way they used to do. The result being,
almost all canal outlets left open to let water continuously flow without any regulation.
Consequently, users in the upper reaches of canals have enjoyed the access to more
water at the cost of the tail-end water users, and small fields fill up quickly and surplus
water discharged to the drainage network, while bigger plots never irrigated fully
throughout the season (IWMI, 2004). Hence, over use, deficit, water logging, salinity,
etc, were haunting every corner of this huge system, which has led to low yield, poverty
and other livelihood issues.
In summary, the main question was how to serve the multitude of farm holdings in an
equitable, uniform, justifiable, and sustainable way, so that user conflicts are minimized
if not eradicated, and transparency and fairness maintained through out the network,
despite all structural ills encompassed. The WUAs and Water User Groups (WUGs) set
up through bottom up approach are solving these problems effectively. The issue is how
to make sure that the trust placed on the WUAs sustained. For this WUA should have
uniform and reasonable supplies of water. For this purpose, main source of supply – the
main canal has to function in an appropriate way. How to improve the operations of the
Canal?
HYPOTHESIS
Experience elsewhere suggests that effective water delivery in situations like these can
only be achieved by fostering greater participation of users in the process of planning
and distribution of water (Abernethy 1988; Horst 1990). Involving water users in the
planning and distribution processes requires participatory approaches and methods that
are user-oriented, as well as simple enough to be understood by farmers. This kind of
user involvement can achieve only through a thorough social mobilization or creation of
good awareness on the role and responsibilities of the users. The world has lot more
experience of setting up Water User Associations for smaller systems. The hypothesis
here is that similarly, users’ participation in main canal management would improve the
performance of the canal operations.
EXPERIMENT
The Ferghana Valley is considered as the oasis of the Central Asia (see Map 1). This
valley forms the upper to middle reach of the Syr Darya River Basin, where three
quarters of the river’s run-off originates in Kyrgyzstan. This area of highest productivity
is shared by three countries, namely, Uzbekistan (71 %), Tajikistan (8 %) and
Kyrgyzstan (21 %). This valley consist of 49,000 km² in total (5% of the Central Asian
territory) is home for 27% of Uzbekistan, 31% of Tajikistan and 51% of Kyrgyzstan
population. The total population of the valley is about 10.5 million, makes more than
one-fifth of the Central Asian population. Thereby this area contains the highest density
of population (250 people/ km² compared to that of 14 people/ km² for Central Asia on
average. The Valley has a number of most extensive and economically important
irrigation systems in Central Asia. Due to these reasons, this project mainly aimed at
water sector institutional reforms was located in this area. Therefore, the Project
Steering Committee has selected three main canals for pilot testing from each country
(Annual workshop, 2002). These canals are:
1. South Ferghana Canal (SFC) in the Ferghana Province of Uzbekistan;
2. Aravan Akbura Canal (AAC) in the Osh Province of Kyrgyzstan;
3. Khodja-Bakirgan Canal (KBC) in the Soghd Province of Tajikistan
Map 1. Fergana Valley and three pilot Main Canals
Characteristics of these canals are given in Table 1. These long main canals in Central
Asia are continued to be managed by dividing them into sections based on admin
region. For instance, South Fergana Canal (SFC) came under eleven raivodhozes. The
other two relatively smaller canals had two raivodhoz per each.
Tab. 1 Canal Characteristics
Name of the Canal Length Head Discharge Command

(km) (m3/Sec) area (ha)
South Fergana Canal (SFC) 137 100 83,884

Aravan Akbura Canal (AAC) 37 25 9,200
Khoja-Bakirgan Canal (KBC) 31 33 8,100
With the efforts of IWRM-FV project, a single Canal Management Organization per
each canal was formed. Canal is no longer in the hands of several admin units but
managed as a one whole unit under a Chief Engineer. These new Canal Management
Organizations (CMO) are now responsible from head to tail of the canal, without any
interventions from oblovodhoz or raivodhoz. Thereby the political interferences over
the fragmented canal management have been stopped.
The next important step was to involve stakeholders in the management of the canal. A
governance body, - type of a ‘managing board’ were formed with stakeholder
participation for each of them. This is a novelty in the whole Central Asia and perhaps
in the whole ex-soviet countries. Understanding of this concept - managing such an
important economic unit with stakeholder participation, was initially difficult for many
in the water management authorities here. Hence, there was a huge reluctance and
suspicion on the proposed system on the part of authorities. There were difficulties in
understanding and separation of the roles of ‘governance’ & ‘management’. A
‘government paid canal manager and his staff’ could not be “supervised” by a “non-
governmental body”. Further, there were legal obstacles to overcome, as it was illegal to
transfer government funds into the hands of a non-government body for operations and
maintenance of the canal. Compromise was reached by setting up a ‘joint management
board’ with representatives of both BISMO1 and User Federations according to the
financial contributions they make towards the operations of the Canal. After a long
discussion and dialogues, in December, 2005 Kyrgyz Water Department agreed to
authorize a ‘joint management’ to run the CMO. The new management structure is
shown in the Diagram 1.
1- BISMO is the same Oblovodhoze renamed under the basin management concept as Basin Irrigation
Management Organization.
BISMO WUAF
Joint Management
Board
CMO
Water User Associations
Diag. 1. Management model
With this approval from Water Ministry of Kyrgyzstan, for the Aravan Akbura Canal
management and governance functions were separated. The day-to-day management is
handed over to the professional staff of the Canal Management Organization (CMO),
while policy making over the CMO was passed on to an independent governance body
consisting members of BISMO and Water Users Associations Federation (WUAF). The
BISMO and other water authorities agreed not to interfere with the decisions of the
governing board. Also, the governing body has to operate within the laws of the country
and can make policy decisions pertaining to finances and water distribution only within
the canal command area.
WUAs along the canal and other stakeholders are federated into a single organization
(WUAF) and representatives of this federation are now sits on the new canal governing
body, along with the government representatives coming from BISMO. The
membership quota for this governing body is divided according to the financial
contributions make by of each party to the operations of the CMO. In Aravan Akbura
governing body there are four members representing BISMO (government) and WUAF
is represented by three members. The CMO chief is a non-voting member of this
governing body. Chair of the ‘Joint Management Board’ (JMB) is elected by voting
from the board members. This governing body now successfully oversee the policies
and functioning of the CMO of Aravan Akbura Canal.
Above management structure was selected by the stakeholders of the AAC out of three
options to them by the project. Similarly, work is going on to select the form of
management for other two canals too.
The situation with regards to South Fergana Canal (SFC) is not matured as of AAK.
The situation at SFC is more complex. Form of user representation is just being agreed
upon and legal recognition is yet to come for this users Federation. The documents are
with the Ministry of Justice for registration. The CMO has taken over the control of
whole length of the canal including several major structures. Despite of these
difficulties, users have already taking part in the operations of the canal. Yet to be
‘registered’ canal governing board is currently chaired by a woman water user and
influence of the board is already showing results.
In Tajikistan, the HBC CMO is already functioning and collecting water fees. The
WUAs are just getting into their places and it is too early to federate them. However,
already a stakeholder committee is informally overseeing the CMO of KBC. Despite,
technical and legal shortcomings, the canal governing bodies started to ‘informally’
function from December 2005 and showing positive results.
RESULTS & DISCUSSIONS

The impact of project interventions on the canal performance is vital in many
perspectives. Failure could tantamount to many repercussions for the future user
participation in water management. However, the success too can have great impacts on
these irrigated agriculture based economies as a whole. Therefore, it is important to
measure the impact of these interventions. There are many ways to assess the impact or
performance of an irrigation system (Bos et al. (2005), Small and Svendsen (1992),
Wolters (1992), Murray – Rust and Snellen (1993), Bos et.al. (1994). More advanced
systems like ‘benchmarking’, was designed to compare performance across systems,
within defined contexts (IPTRID/WB/IWMI).
The main performance indicator used in this study is Delivery Performance Ratio
(DPR), which shows changes in quality of services provided by the canal management
and quantifies the uniformity and equity of water delivery. DPR is calculated as the
ratio of actually delivered volume of water against the planned. The Delivery
Performance Ratio (Bos et al. 2005), indicate the quality of services to water users,
which is quantified through the uniformity and equity of water delivery. The uniformity
is measured as the temporal change while the equity is measured as spatial variability of
DPR.
DPR (T, S) = W actual / W planned (1)

Where, DPR – delivery performance ratio
W actual – actual water delivery in the diversion point in a given decade
(cubic meters)
W planned – planned water delivery in a given decade (in cubic meters)
According to FAO (1986) classification the following three levels of DPR is

distinguished:
deficient water distribution (when DPR< 0.8)
moderate distribution (0.8<DPR<1.2) and
excessive distribution (DPR>1.2)
This paper shall use these two criterions (uniformity and equity of water delivery) to
assess the impact of interventions on the canal management.
The data used for this purpose is picked-up from the canal operators’ reports and
assumed they are accurate and represent the real situations. This data has been collected
during the period of 2000 -2005. The IWRM Ferghana project started in 2002 and
continues promotes institutional reforms to date. Water deliveries were measured 3
times a day. Daily averages were calculated based on arithmetic averages of the
measured water deliveries.
The existing seasonal planning system in Central Asia is based on 10-day periods
(called a ‘decade’). Each month is divided into 3 decades. The irrigation season lasts
from April to September, with a total of 18 decades. For the purposes of this study,
actual decadal water deliveries were compared against the planned decadal water
deliveries over the full or part of the irrigation season of study periods (2000-2005).
Descriptive statistics of spatial variations of DPR by Water User Associations (WUA)
before interventions 2003 and post interventions (2005) are also given in Tab. 2 in head
to tail order This table indicates that project interventions has made significant impact.
Only the first half of the vegetation periods, where first crop is cultivated has being used
in this table and figures. This is just due to processing and computerizing delays of the
data from the original sources by the time of preparing this paper and not for any other
reasons. The averages of the water distribution coefficients of the Aravan Akbura Canal
(AAK) for two periods are 0.49 and 0.97, respectively. The temporal distribution shows
that compared with 2003, DPR remained within the moderate water distribution range ±
20% of the planned (between 0.87 and 1.16) through out the season 2005 (Tab 2.),
whereas this was achieved only once (0.17 - 0.90) during 2003.
Tab. 2. Spatial and temporal distribution of DPR for Aravan Akbura Canal, Kyrgyzstan
MEAN (3
Location Year April Ɇɚy June
Months)
WUA
Name 2003 1 2 3 1 2 3 1 2 3
"Japalak" 0.27 0.24 0.29 0.41 0.49 0.31 0.70 0.52 0.56 0.42
"Jana Arik" 0.11 0.40 0.43 0.45 0.28 0.20 0.42 1.05 0.82 0.46
"Kerme-To" 0.13 0.20 0.22 0.22 0.92 0.45 0.68 1.07 0.87 0.53
Total AAK 0.17 0.23 0.26 0.30 0.73 0.39 0.67 0.90 0.77 0.49
2005
"Japalak" 0.53 0.59 0.08 0.95 0.87 0.84 0.41 0.33 0.35 0.55
"Jana Arik" 0.94 0.61 0.13 0.87 1.01 0.91 0.67 0.70 0.60 0.72
"Kerme-To" 0.29 0.64 1.20 0.39 1.30 0.71 0.90 0.87 1.04 0.81
Total AAK 1.16 0.99 0.98 0.89 0.89 0.87 1.01 0.92 1.03 0.97
For visualization purposes, this information is presented in the Figure 3a & 3b. The Fig.
3b shows improvement of equity among the users. It is important to note that Japalak
WUA is using more than stated amount of water due to reuse of drainage water from
other users. Japalak management is of the view that they are accountable (should pay)
only for the water received from the supply canal and not for the water taken from
drainage canal. Hence, records indicate only the irrigation canal supply. However,
during the personal discussions, the Japalak management accepted that the situation has
improved drastically since, 2003 with user interventions in the canal management.
AAK DPR (temporal)
1.4
1.2
0.8 2003
DPR
0.6 2005
0.4
0.2
0
1 2 3 1 2 3 1 2 3
Ⱥpril Ɇɚy June
Fig. 3a. Temporal distribution of DPR of Aravan-Akbura Canal pre

intervention (2003) and post intervention (2005) periods
Mean DPR (Spatial)
1.2
0.8
DPR Values
2003
0.6 2005
0.4
0.2
0
"Japalak" WUA "Jana Arik" WUA "Kerme -To" WUA Total AAK
AAK Release canals
Fig. 3b Spatial distribution of DPR of Aravan Akbura Canal pre

intervention (2003) and post intervention (2005) periods
These are clear indications, where users influence on the operation of the canal. They
got the canal management to operate at least close to the agreed plan. Of course these
are just first ever experiences in the users participation in canal governance. Both the
parties, users as well as canal managers have to get used to ‘each others’, the new
situations and be responsive to the hydrologic situations. These improvements within
first two years indicate that the direction of change is correct. The new ‘canal
governance body’ is now taking appropriate actions to improve the fee collection rates
to finance the infrastructure rehabilitations, which will make the management easy and
more uniform and equitable. It is important to remember, that Aravan - Akbura Canal
has being the most progressed canal in terms of legalizing and operationalizing the user
involvement in canal governance.
The reforms introduced to SFC management, have a positive impact on water
distribution. All 8 large hydro units of SFC, from which the water is now delivered to
the primary water users i.e. WUAs indicates that there is a clear difference between the
periods of pre and post reforms / interventions.
The following analysis was done by IWMI researchers (Iskandar, et al. unpublished
(2006)). The band in (Fig. 4) shows the moderate water distribution with ± 20% of the
planned. The actual distribution has remained close to this range since the intervention.
The pre-intervention (2000 - 2002) period is characterized by over supply of water, even
during the water shortage year of 2000 in Central Asia. During the intervention period
there were two cases with extremely low DPR – 0.21 (September 2004) and 0.16
(September 2005). They occurred at the end of the cropping season (Fig. 4). Hence, did
not have any impact on the irrigation water users but might have negatively impacted on
non-agricultural water users.
10.0
Water Distribution Coefficients
1.0
0.1
2000 2001 2002 2003 2004 2005
Water allocation by administrative units Water allocation by hydro units
Fig. 4 Temporal variations of average water distribution coefficients

(adopted from (Iskandar, et al. (2006)
The spatial DPR (equity) analysis of the pre intervention (administrative districts) and
the project intervention period (hydro units) shows significant differences (Tab. 3a &b).
The weighted averages of the water distribution coefficients for two periods are 1.97
and 1.2, respectively.
The mean DPRs for the pre-intervention period are relatively homogeneous, ranging
1.08-1.46 until the Kuva Raivodhoz (Ferghana), which is located at the middle of the
SFC. For the Kuva Raivodhoz DPR equals to 2.52, Okunbabaev WMO again reduces it
to 0.97 and then reaches it is highest values in Oltiarik, Fargona and Yozyovon districts
- 2.23, 4.28, and 3.07 respectively. This indicates that the water distribution among the
administrative districts located along the canal was not equal during the pre-intervention
period. (See Fig. 4 also) However, the unequal water distribution did not result in
impaired water delivery to the tail end districts. Rather, the tail end users received more
water than planned.
However, the picture has changed to a more equitable distribution, as a result of the
unification of the canal for the hydrographical management and the active role, which
water users started to play in SFC through their representation in the Canal Water
Committee (CWC). This is clearly visible in the Tab. 3b.
Tab 3a & 3b. Spatial distribution of DPR along the SFC in different periods
Tab 3a. DPR

Observation Raivodhoz Mean Tab 3b. DPR
Period Value Observation Hydro units Mean
Period Value
Khujaabod 1.46
Post intervention period

Hydro unit 1 1.06
Bulakbashi 1.45
Hydro unit 2 1.13
Markhamat 1.44
Hydro unit 3 1.53
Pre intervention
2002-2005
Aravan 1.72
Hydro unit 4 1.06
2000-2001
Kuva 1.42
period
Hydro unit 5 1.10

Tashlak 1.08
Hydro unit 6 1.35
Kuvasay 2.52
Hydro unit 7 1.00
Okhunbabaev 0.97
Hydro unit 8 1.34
Oltiarik 2.23
Fargona 4.28
Ezyovon 3.07
Canal is now managed as units/sections under unified management and not under admin
area based. Hence the Fig. 5a & 5b has two different axis’s. Nevertheless, spatial
distribution has evened out, cutting down the excessive supplies to the users. In 2005
another revelation occurred. That is around 6000 ha of lands earlier unreported through
the system but irrigated has being identified. However, Fig. 5b shows that there is more
room for improvement on spatial distribution.
4.5 Pre -intervention Mean DPR

4
3.5
3
2.5
2
1.5
1
0.5
0
n
O ev
kh uva k
la od
ba y
Ar at
Ta va
an
kh i
Fa arik
E z na
a r sh
vo
la
un sa
am
ba
Ku
B u aab
av
o
sh
M ba
yo
lti
rg
k
uj
K
Kh
Fig 5a. Spatial distribution of DPR as per 2000

1.7
Post - intervention Mean DPR
1.5
1.3
1.1
0.9
0.7
0.5
Hydro Hydro Hydro Hydro Hydro Hydro Hydro Hydro
unit 1 unit 2 unit 3 unit 4 unit 5 unit 6 unit 7 unit 8
Fig 5b. Spatial distribution of DPR as per 2005
In 2000 - 2002, when the canal was managed territorially with no water user
representation, water supply was excessive. Hence, the pre intervention period can be
characterized by very high DPR both spatially and temporally, indicating the over
supply of the water from the SFC. The overall water distribution performance during the
intervention period can be measured as a moderate and in 2005 was mostly optimal. The
pattern of spatial & temporal changes of water distribution clearly mirrors the
interventions in SFC. The above analysis indicates that there have been improvements
in the water distribution.
The data on Hoji-Bakirgan canal of Tajikistan were not ready for processing by the time
of preparing this paper. There is no doubt that the situation there too, has being
improved though legal aspects of user participation as in SFC is yet to be formalized.
Moreover, along the total canal length there are still large old cooperative farms
(kolhozes), which were yet to be dismantled. Some of the newly created WUAs are
dependent on these cooperative farms for their water as the delivery canals are passing
through them. Nevertheless, users are already making in roads to the Canal
management.
CONCLUSION
It is obvious from the above analysis that canals management has improved its
performance against what it was before the reform. The equity and uniformity of water
distribution has improved with the users’ involvement in the governance. DPR is
reaching the levels of moderate distribution. There are other evidence like user fee
collection rate, user satisfaction surveys, etc (though this information is not provided
here) to prove that the reforms are on the correct path. However, there is more distance
to go.
Managing the canal as hydraulically one unit and thereby created a fair and just
distribution of available water between all sections of the canal. This has reduced the
political and administrative interference on the operations of canal for water releases.
Involvement of users has brought two main advantages: a) users are contributing to
much needed financial resources for the maintenance of the system; b) transparency of
water availability and self-control of the users, which has being the root cause for admin
interference and thereby reduced the conflicts.
We conclude that the reforms on canal management to include users’ participation in all
three countries have led to an improved performance (a reduction of excessive water
delivery and increased the prevalence of moderate water distribution). Overall
assessment of the situation for the pre- intervention and intervention periods shows that
IWRM project interventions had a positive impact on equity and uniformity of water
distribution.
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Network paper 90/3b, Irrigation Management Network. London: Overseas
Development Institute.
10. Institutional Reforms at Main Canal Level and its Water Management Implications:
Case from South Ferghana Canal, Uzbekistan (unpublished 2006) Iskandar
Abdullaev, Jusipbek Kazbekov, Herath Manthrithilake, Kahramon Jumaboev,
Murat Yakubov
11. Integrated Water Resources Management in the Ferghana Valley. (2002)
Institutional Analysis of Water Management in the Ferghana Valley. Project
Document. Tashkent: International Water Management Institute, Scientific
Information Center of the Interstate Commission for Water Coordination and Swiss
Development Cooperation.
12. IWMI.2002. Integrated Water Management in the Ferghana Valley Project

(IWMFVP) (WA 300701). Institutional Situation Analysis of Water Management in
the Ferghana Valley
13. Mehmood, H., R. Starkloff and N. Nizamedinkhodjaeva. (2004). Inadequacies in
the Water Reforms in the Kyrgyz Republic. An Institutional Analysis. Research
Report 81. Tashkent: International Water Management Institute.
14. Murray – Rust, D.H and Snellen W.B. (1993) Irrigation system performance
assessment and diagnosis. Joint IIMI/ILRI/IHEE publication International Irrigation
Institue, Colombo, Sri Lanka.
15. Pomfret, R. (2003) Central Asia since 1991: the experience of the new independent
states. Working papers no 212. OECD Development Centre
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«On improvement of organization of water management system», Tashkent,
Uzbekistan
17. SDC. (2005) Integrated Water Resources Management Project in the Ferghana
Valley. External Review of Phase II and Recommendations for Phase III. Final
Report prepared by PA Consultant Services, Inc.
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Performance. IFPRI Working papers on Irrigation Performance #1. International
Food Policy Research Institute. Washington. DC.
19. Wolters, W. (1992). Influences on the Efficiency of Irrigation Water Use. ILRI
publication #51. International Institute for Land Reclamation and Improvement,
Wagnigen, the Netherlands.
PARTICIPATORY APPROACH FOR MANAGEMENT

OF WATER RESOURCES OF KATEPURNA SUB-BASIN IN
MAHARASHTRA STATE
Dr. Sanjay Belsare1
ABSTRACT
Katepurna project is a major irrigation project in Katepurna sub-basin. Over the last 25
years, the project could utilise on an average 25% of its irrigation potential. The PIM
approach has not only improved its irrigation utilisation, but also it has led to strong
demand from farmers to reduce non-irrigation reservation and allocate water for
irrigation. The amicable solution has been arrived at, as a result of fruitful dialogue
among irrigation and non-irrigation users.
Now with the benefits of Katepurna project accrued to the farmers of Katepurna
command, area that is mostly in Purna sub-basin, the farmers in Katepurna sub-basin
especially just downstream of dam, were demanding benefits of the project. There was
strong agitation by farmers to support their demand. Sinchan Sahyog, a NGO has come
forward to bring representatives of stakeholders and users of sub-basin water resources
on one platform. The dialogue between users and stakeholders is in progress. Sinchan
Sahayog is working on development of better partnership among all stakeholders and
users at sub-basin level. A plan will be prepared, with their participation, to make
effective use of water resources in the sub-basin catering needs of stakeholders and
users.
INTRODUCTION:
Katepurna River is a tributary of Purna River, which further joins Tapi River. The
length of Katepurna River till its meets Purna River is about 127 km. The total area of
Katepurna sub-basin is around 1194 sq. km. There are 195 villages in the sub-basin,
with total population more than 0.3 million. The sub-basin has special feature with hilly
region and dense forest in upstream while typical saline belt at down stream end. There
is a major river project on river Katepurna near village Mahan. There are few minor
irrigation projects in the sub-basin catering irrigation and water supply needs of nearby
2-3 nearby villages. The detail of Katepurna sub-basin is shown in Figure 1.
1 - Executive Engineer, Palkhed Irrigation Division, Water Resources Department, Government of

Maharashtra
KATEPURNA IRRIGATION PROJECT

The Katepurna irrigation project is completed in year 1975. The project envisages
irrigation supply to 8325 ha of land, water supply to Akola City and 53 villages in saline
belt, where there is no alternative source of fresh water. The command area of project
has mostly deep black cotton soil with 45% area falling in saline belt. The distribution
network is of open unlined canal.
Katepurna project completed its 25 years of service in 2000, but the project couldn't
provide the irrigation benefits as envisaged during project planning. In last 25 years, the
project could provide irrigation hardly to 2027 ha. On an average.
The under utilisation of irrigation potential has prompted the government to reallocate
water for non-irrigation use resulting in 54% water being reserved for non-irrigation
use. It consequently resulted in proposing curtailment of command area of the project
and reducing it to 5967 ha.
REASONS FOR UNDER UTILISATION

As project falls under assured rainfall zone, the farmers were not much enthusiastic
towards irrigation. Secondly, reluctance among farmers was also due to non-assurance
of getting right amount of water at right time. There was heavy wastage of water, which
led to problem of drainage and transportation of produce from the command. There
were outstanding dues on farmers and as a result the majority of farmers were not using
the water. The department could not maintain the canal throughout the length due to less
utilisation and shortage of funds. Under such circumstances, there was no co-ordination
among beneficiaries and project authorities. Every one was blaming each other for
under utilisation of water.
The Katepurna project was one of the worst affected projects in terms of under
utilisation in the region. Other projects in the region are also having somewhat similar
scenario. Considering this poor utilisation, efforts were made to analyse the situation
and identify key areas. The remedial measures are strategically planned and
implemented.
MEASURES TAKEN
ENGINEERING MEASURES
Initially, the system repairs were carried out by removing bottlenecks in the system and
improving the system. Irrigation scheduling was observed strictly with tail enders to
receive water first and head reach farmers at the end. Night irrigation was made
compulsory. Due to disciplined distribution, it resulted into adequate and timely supply
to farmers. Farmers were encouraged to adopt improved surface irrigation methods
through demonstration.
AGRONOMIC MEASURES
Integrated approach of irrigation and agriculture at field as well as administrative level
is adopted. Farmers were motivated to go in for crop diversification. Farmers started
taking pre-monsoon cotton, followed by rabbi crop e.g. wheat. It resulted in higher yield
of cotton. The farmers are also educated to apply water to crop at critical growth stages
of crops instead of applying water frequently to crop.
MANAGEMENT MEASURES
Better and reliable, irrigation management and operation practice is followed,
considering limitation of system and farmers' requirement. Better co-ordination among
farmers and project authorities established at different level involving farmers in
decision making and irrigation management of the project.
Awareness campaign conducted for formation of water user's associations (WUAs') and
efficient use of water through all possible media available e.g. newspaper, radio,
television, exhibitions, posters, cultural programmes etc.
With gaining trust of the farmers and with better services to farmers, the farmers started
reacting positively to Irrigation Department's call. Farmers were motivated, trained and
convinced about the importance of WUAs'. The privilege and incentives provided for
formation of WUAs was explained to them. With initial success in participatory
irrigation management (PIM), farmers responded by formation throughout the command
of WUAs. The development in formation of WUA is shown in Table 1.
TRANSFER OF MANAGEMENT
Transfer of management to farmers is very important phase in PIM. Generally irrigation
personnel are reluctant to relinquish the authority over the system and on the other side,
farmers feel that they are burdened with the unwanted responsibility and they try to
shrink it or pull on by one or other reasons. Earlier experience of WUAs was not
encouraging and thus there was reluctance among WUAs for taking over. Initially,
instead of running behind WUA to take over, efforts were made to concentrate on few
WUAs and appraising them with concrete benefits of transfer. There was apprehension
that once they take over, government will not pay attention towards them even to their
rational demand and they will have to face the villagers for any conflict in management
owing to condition of canal system. But with setting of initial successful example and
seeing benefits accrued to them, WUAs came forward for handing over of management.
Their footsteps were followed by other and transfer of management was took place on
almost all WUA. The steady and convincing approach has helped in consolidating PIM
in the project.
The canal system is handed over to WUA with minimum or no rehabilitation. One
should not wait for the system to get completely rehabilitate. As crucial part of PIM is
their active participation in irrigation management, WUA will not function properly till
responsibility is taken. Therefore, even though rehabilitation of canal system is
essential, the transfer of management should not be prolonged till the system gets
completely rehabilitate. On the contrary adequate repairs can be undertaken after the
transfer, as active participation of WUA is more important rather than physical
rehabilitation.
VOLUMETRIC MEASUREMENT OF WATER

In Katepurna project, there were Standing Wave Flume (SWF) for measurement of
water at head of canal and at off-taking branch/distributory canal. Proper account of
water was also maintained in prescribed format. At minor head, there was no
arrangement for measurement of water. Thus CutThroat Flumes (CTF) are fixed at head
of WUA and calibrations of existing SWFs are carried out.
A two-day training programme was carried out with the help of WALMI to train field
officer as well as WUA functionaries for volumetric measurement and its accounting.
Initially, there was apprehension among common farmers that CTF is obstructing the
discharge passing down the system. There were instances of tampering of CTF also, but
timely dialogue and enlightening them with functioning of CTF. has removed doubt
from their mind.
As the system was handed over to WUA without complete rehabilitation of canal
system, WUAs are charged on basis of lower of either volumetric supply of water or
area measured. This provision has removed apprehension that they would have to pay
more as the system is not in order. At the end of season, it was found that charging on
basis of volumetric measurement of water is lower than the area basis. Table No.2
shows, sample example of comparative charging on volumetric and area basis. It can be
seen that there is saving in water charges when charged on volumetric basis. Though
saving is small, it will increase as the farmers get acquainted with volumetric
measurement and use of water saving practices. It resulted into general acceptance
among farmers to go for volumetric measurement of water. There is also provision in
the act to use water saved in Rabi season, in hot weather season. This provision has
encouraged the farmers to go for volumetric measurement and to make efficient use of
water. Volumetric measurement of water is key to sustainable irrigation management. In
Maharashtra, due to last 10-15 years work in this area, farmers are well acquainted with
volumetric measurement and less resistance to volumetric measurement among majority
of farmers, which could not found in many parts of country and abroad.
IMPACT OF MEASURES IMPLEMENTED

With persistent effort for participation of farmers in irrigation management, there was
record irrigation of 5940 ha in year 2000-2001, which is almost 100% of revised
irrigation potential. Also there was complete utilisation of water in reservoir. It can be
seen from Table-3 that it was for the first time in the history of Katepurna irrigation
project.
It can be seen from Table-1 that WUAs are formed over entire command area of the
project. It is really interesting to know that where farmers were reluctant to go for
irrigation and were blaming irrigation authority for the state of affairs, are now not only
coming forward to form WUAs but are also shouldering the responsibility irrigation
management.
PROJECT LEVEL COMMITTEE

With formation of WUAs on complete command area, for better co-ordination among
various WUAs and with the department, project level committee of WUAs was formed.
The project committee consists of representatives from WUAs. The executive body of
committee has 11 members headed by a chairman. There was unanimous nomination of
members as well as Chairman to the committee. The committee was involved right from
the preparation of preliminary irrigation programme. The project level committee has
helped in developing good co-ordination among various WUAs and the Department.
DE-RESERVATION OF WATER FOR NON-IRRIGATION

The movement of WUAs has resulted in getting irrigation to those who were deprived
of water. Some farmers have received water after 10-15 years or even for the first time.
The farmers, who had lost the hope, were now assured that they would get water. This
has resulted in rapid increase in demand of water for irrigation.
Due to less utilisation in the past, there was curtailment in water reserved for irrigation
from 49.45 Mm3 to 27.83 Mm3. It resulted in reducing irrigation potential from 8325 ha.
to 5967 ha. Thus farmers were going to be deprived of their right of irrigation. On the
contrary, the project was constructed mainly for irrigation and distribution system was
already developed. The farmers had lost their land in canal construction and now they
were going to be deprived of water. The sense of deprivation was not strong earlier as
they were not getting water. But once they found that, the adjacent farmers are getting
benefits, the farmers started agitating for their right. There was growing demand from
farmers to cancel the additional reservation for non-irrigation and restore their original
command. WUAs and their project level committee agitated for review of reservation
for non-irrigation use and demanded release of water for irrigation.
It is observed that maximum use for non-irrigation is 24.00 Mm3 as against 46.82 Mm3.
It means that the non-irrigation consumers have reserved water exorbitantly higher than
their requirement. To find out an amicable solution among all irrigation and non-
irrigation consumers, a review of allocation was taken under Chairmanship of District
Collector. The consensus was reached among from all sector users, giving rational
thought to present and future trends of utilisation. It was agreed to reserve 31.37 Mm3 of
water for non-irrigation and release 15.45 Mm3 of water for irrigation use. The
additional 15.45 Mm3 of water will be provided for the area ,which was earlier proposed
for curtailment.
The present review of water use has helped in reallocating water for irrigation, thus
providing irrigation facility to those deprived. It is important to note that it was agreed
amicably among all users without making any further complication.
The Katepurna project can be cited as a typical example, wherein, because of under-
utilisation of water for irrigation, water was reserved for non-irrigation. But, with PIM,
there was rapid increase in the irrigation utilisation. It resulted in growing demand for
irrigation, which ultimately resulted in better utilisation of available water resources.
KATEPURNA SILVER JUBILEE FUNCTION

A novel function was organised by beneficiaries of Katepurna project on the eve of
silver jubilee of the project. The beneficiaries felicitated the project-affected people for
their sacrifice and engineers for their contributions. The project beneficiaries also
felicitated the Government, for constructing the project, which had changed their lives.
Indebtedness ceremony on the eve of Katepurna Silver Jubilee function was organised
by beneficiaries to express their sense of gratitude and attachment towards the project. It
was a unique gathering of society, the Government and media. Hon. Chief Minister of
Maharashtra State chaired the function and commended for organising a novel function.
The Chief Minister also called for organising such programmes at other projects to
honour contribution of the projects in national development and to reiterate sense of part
of the project. This function was appreciated from all corners of the State.
“SINCHAN SAHAYOG”- A NON-GOVERNMENT ORGANISATION

‘Sinchan Sahayog’ is a NGO established at Akola to promote PIM and improve
irrigation performance. Sinchan Sahayog is established with inspiration and guidance
from Dr. Madhavrao Chitale, Ex-Secretary General, ICID. Sinchan Sahayog working
committee has representatives from Agriculture University, Irrigation Department,
agricultural industrialist, seed experts, economists, socialists, members of legislative
assembly, media personnel and farmers. Broad objectives of the organisation are to
promote strategies of the efficient and effective use of available water resources, to
undertake training programme, to encourage people’s participation in irrigation
management. The Akola centre has contributed in educating, training and providing
solutions to farmers. Sinchan Sahyog has taken active participation in promoting
farmers to form WUA and to adopt improved irrigation practices. Sinchan Sahayog,
Akola had launched water literacy campaign for farmers by demonstrating, educating
them water measurement and accounting of water
DISTRICT FEDERATION OF WATER USERS ASSOCIATION (WUAS)

To strengthen the participatory movement in the district, federation of WUAs is formed
at district level. The federation will co-ordinate among the WUAs' and with Irrigation
Department. It will address issues of WUAs at various platforms to find solution over
difficulties in forming WUAs, its working and the development. The federation is
registered under the Co-operative Act. To have better co-ordination with irrigation
department, federation office is located in irrigation office premises. Establishment of
federation of WUAs of district level is the first such attempt in the State.
INSTITUTIONS IN IRRIGATION MANAGEMENT

The federation of WUAs, Sinchan Sahayog and the Irrigation Department is working
hand in hand to promote PIM and improve performance of the irrigation project. It has
led to positive relationship among farmers, experts from various fields and the
department. This experiment has shown very encouraging results. With this integrated
approach and mechanism, farmers are coming forward for adoption of latest technology,
improving water use efficiency, going in for crop diversification as well as processing
and marketing of farm produce.
A FILM ON SUCCESS STORY OF KATEPURNA PROJECT

A film was shot on "Success Story of Katepurna project" highlighting how the
participatory approach has helped in better utilisation of water resource of the project
and extending benefits to more number of farmers. The film has been found useful in
persuading the people to adopt participatory approach in irrigation management.
KATEPURNA TOURISM CENTRE

Katepurna eco-toursim centre was started at project site with a view to provide tourism
facility as well as to educate people about water resources of basin and contribution of
the project. The centre has helped in creating public awareness about water resources
management. Education while Entertainment (Edu-tainment) is found to be very
effective in mass education.
SHARING OF KATEPURNA SUB-BASIN WATER RESOURCES

While designing the project, stress was given to provide irrigation and water supply
facility to villages in saline belt area which are at the downstream end and covers more
than 1/3 of Akola district. Katepurna project has a main dam near village Mahan and
Pick up weir at Khambora, which is 17 km away from the dam. The water is released
from the dam as and when required to feed the weir, from where the canal off takes.
Thus the 45% command lies in saline belt and that too in Purna basin of which
Katepurna is sub basin. The domestic water supply is provided initially to Akola,
district headquarter and 53 villages in saline belt, but under-utilisation of water for
irrigation has resulted additional reservation for water supply to Murtijapur town which
is far away from project and also to the number of villages along the Katepurna river.
Akola city and Murtijapur town both fall in Purna sub basin.
With the benefits accrued to farmers of Katepurna command, the farmers in Katepurna
sub-basins started demanding that they are real stakeholders of water of the sub-basin
and they are deprived of water. Barring Katepurna project, there are a few minor
irrigation tanks/weirs catering needs of two or three villages. Only farmers along the
Katepurna river, upto pick up weir are able to get assured water, but they have to spend
heavily on lifting the water.
In year 2002-2003, there was heavy flood in Katepurna river, damaging fields along the
river. This has triggered more impatience among farmers in sub-basin, arguing one side
they are not getting water of Katepurna and on the other side, they have to face flood
damages in a cycle of 8 to 10 years. No doubt, the concerns of farmers in Katepurna
sub-basin were genuine. Farmers so demanded construction of new canal from dam foot
to cater the irrigation needs of farmers in Katepurna sub-basin. Also it can be seen from
the yield in Katepurna project during last 25 years, that there is more availability at
project site than its utilisation resulting in spill over from the project. It is not yet tapped
in the sub-basin and ultimately it flows to Purna River then to Tapi basin. It resulted in
agitation from farmers of the sub-basin to provide irrigation facility. They had also
declared that they would not allow the release of water to Akola City as urban people
use more water than they are supposed to. On the other hand farmers of Katepurna
command (which is mostly in Purna basin) were acknowledging the demand of farmers
of Katepurna sub-basin, but were not ready to part with the benefits.
It was observed that Katepurna project receives more yields than that can be utilised.
Thus there is overflow from dam and as there is no structure to store the water
downstream, the water goes to Purna basin. There is a proposal of construction of lower
Katepurna project downstream of the existing Katepurna project. There is another
alternative to use the water resources by storing excess water from Katepurna in minor
tanks/KT weir through network of existing canal.
The total yield available from Katepurna sub-basin is around 240 Mm3. So far water
resources utilised through completed irrigation project is 125 Mm3. The additional 9.32
Mm3 water will be utilised after completion of on-going irrigation project. It is also
planned to harness 90.57 Mm3 of water resources through construction of medium and
minor irrigation projects. Thus, there is planning of utilisation of 224.46 Mm3 of water
resources, which is nearly equal to available yield from the sub-basin. The abstract of
completed, on-going and proposed irrigation projects in the sub-basin are given in
Table-4. The ground water availability in the basin is varying while groundwater in
saline belt is not suitable for water supply as well as irrigation.
DIALOGUE AMONG USERS

Thus to find out an amicable solution to all contradictory demands, Sinchan Sahyog has
come forward to bring all the users on one platform to discuss rationally the existing as
well as future water scenario. Considering the availability of surface as well as
groundwater in the sub basin, discussions with the users and stakeholders are resorted
to. The dialogue is taking place with initiative of Sinchan Sahayog and with
participation of federation of WUAs', Irrigation Department, Water Supply Department
and others.
As federation of WUAs has representatives from all over the district, the possibility of
reducing the excessive consumption of water for irrigation, meeting out water
requirement of Akola town from Morna sub-basin are also discussed. The issue of
saving water by using water optimally, adoption of water efficient technology and
adding the existing one by water conservation and rain water harvesting, recycling of
waste water etc. are also discussed.
Last year there was 27% and this year, there is no live storage (dead storage of 3Mm3 )
in Katepurna project which has restricted its use to water supply only. Thus the need for
proper sharing and efficient use of water has assumed more importance than ever. The
discussions are going on with open mind and in fair manner. Rational thoughts will be
given to present and future water use pattern and due consideration for saline belt in the
basin. A plan for sub-basin will be prepared taking into consideration availability,
requirement, restrictions and limitations.
The PIM in Katepurna project irrigation management has paved the way to participatory
approach in management of water resources of Katepurna sub-basin.
CONCLUSION
Katepurna irrigation project is a representative scheme from Western Vidharbha where
in there is under utilisation of irrigation potential. With PIM approach, it has resulted
into not only complete utilisation of irrigation potential, but also farmers coming
forward for allocating more water for irrigation purpose. The beauty of this case is that
where farmers were reluctant to use water for irrigation, have how come forward
strongly to demand more water by de-reserving exorbitant reservation for non-
irrigation. Farmers and non-irrigation users have found out amicable solution with
proper dialogue. The farmers have expressed their indebtedness to project by
celebrating novel function of silver jubilee of the project.
With increased benefits to farmers in command area which is mostly in Purna sub-basin,
farmers in Katepurna sub-basin and that too immediately downstream of dam agitating
for irrigation facility saying that they are real stakeholder of water resources of
Katepurna. Sinchan Sahyog a non-government organisation has come forward to bring
all users and stakeholder on one platform to negotiate the process. The dialogue is in
progress, a complete plan considering adoption of water efficient technology and adding
the existing one by water conservation and rain water harvesting, recycling of waste
water etc, will be prepared with users participation to share the water resources of the
Katepurna sub-basin.
Table 1. Formation of WUAs in command area of Katepurna project.
Sr. Year No. of WUAs Total area covered No. of WUAs

No. WUA registered under WUAs beneficiaries actual
formed under working
(I.C.A. in ha.)
Co-op. Act
Up to
1 4 3 1192 620 1
1998
2 1999 2 1 0263 109 --
3 2000 4 3 1093 515 3
4 2001 10 7 2892 1247 4
5 2001 4 10 2425 921 10
5 2003 - - - - 5
Total 24 24 7865 3412 23
Table 2. Comparison of assessment of water charges by volumetric

method and crop area method in Rupees
1999-00 2000-01 2001-02 2002-03

Sr. Name of
No. minor Crop Crop Crop Crop
Volumetric Volumetric Volumetric Volumetric
area area area area
Borgaon
1 2102 3071 24471 27487 49477 53223 32890 55321
minor no. 1
Borgaon
2 13490 13503 69171 74774 76187 93324 58919 98785
minor no. 2
Dhatala
3 36936 39014 31672 42532
minor
Table 3. Year wise irrigation and water used in Katepurna Project

Season wise irrigation in ha. Season wise water used for Non Max. Water
irrigation in Mm3 irrigation storage in balance of
Sr. Year water use project the end of
No. Mm3 Mm3 year
Hot-
Kharip Rabi Hot-weather Total Kharip Rabi Total (30June)
weather
Mm3
1. 2. 3. 4 5. 6. 7. 8. 9. 10. 11. 12. 13.
1 75-76 2 1485 2 1489 0 9 1 10 1.813 86.35 49.96
2 76-77 111 1745 267 2123 2.25 13.95 8.01 24.21 4.53 86.35 56.81
3 77-78 9 1213 289 1511 0.50 9.70 7.17 17.37 10.05 86.35 58.76
4 78-79 5 656 93 754 0.30 5.25 2.79 8.34 11.64 86.35 35.09
5 79-80 0 532 10 542 0 4.26 0.03 4.29 12.56 86.35 68.86
6 80-81 0 1209 9 1218 0 9.67 0.03 9.70 12.44 86.35 63.09
7 81-82 0 1624 40 1664 0 15.99 0.17 16.16 12.7 86.35 16.08
8 82-83 13 1677 347 2037 1.19 15.09 22.28 38.56 13.19 86.35 14.77
9 83-84 0 954 387 1341 0 13.65 27.07 40.72 13.3 86.35 29.40
10 84-85 0 0 0 0 0 0 0 0 11.83 19.11 5.4
11 85-86 79 1515 355 2317 1-90 21.55 7.02 30.47 19.04 81.25 0.79
12 86-87 372 2936 1126 4434 4.76 38.05 25.03 67.84 16.82 79.50 13.22
13 87-88 175 3706 108 3989 5.00 30.00 1.00 36.00 23.73 62.34 11.94
14 88-89 0 1530 1313 2843 0 24.10 18.16 42.26 18.89 86.35 41.35
15 89-90 0 1150 764 1914 0 28.59 14.90 43.49 16.34 86.35 2.94
16 90-91 0 737 853 1765 0 11.43 17.99 29.42 13.8 86.35 14.5
17 91-92 2000 433 126 2559 10.77 1.39 4.00 16.16 17.42 41.50 16.05
18 92-93 0 999 1074 2073 0 22.08 22.41 44.49 14.98 86.35 6.27
19 93-94 0 1419 700 2119 0 20.66 20.85 41.51 14.345 78.78 28.88
20 94-95 0 2511 791 3309 0 30.27 14.54 44.81 15.71 86.35 17.22
21 95-96 70 1791 130 1991 0.50 12.71 2.47 15.68 17.51 34.34 1.09
22 96-97 0 1739 830 2569 0 14.83 16.50 31.33 16.88 84.89 22.99
23 97-98 142 1295 630 2067 0.47 9.18 13.05 22.70 17.055 59.27 22.63
24 98-99 0 1454 882 2336 0 10.17 21.53 31.70 18.88 81.99 43.90
25 99-00 0 2098 595 2693 0 15.33 13.29 28.82 19.087 86.35 31.12
26 00-01 1501 4081 358 5940 5.75 23.37 7.28 36.54 21.34 70.69 2.15
27 01-02 170 3258 470 3898 1.13 24.24 9.40 34.77 21.7 86.21 9.20
28 02-03 20 4335 493 4848 0.17 27.04 13.08 40.31 21.63 86.35 6.15
Table 4. Details of Non Irrigation Water Supply from Katepurna Project

(Figures in Mm³)
Sr. Year Akola 53 Murtizapur Akola M.I.D.C. FisheryMahan M.I.D.C. Borgaon Total Remarks
City Village City Water Sugar Akola Murtizapur Manju
No. Water Water Supply Factory Water
Supply Supply Supply
1 2 3 4 5 6 7 8 9 10 12 13
1 1975-76 0.003 0.45 0 1.36 1.813

2 1976-77 0.25 0.82 0.2 3.26 4.53
3 1977-78 5.59 0.84 0.36 3.26 10.05
4 1978-79 7 0.89 0.49 3.26 11.64
5 1979-80 7.94 0.86 0.47 0.03 3.26 12.56
6 1980-81 7.94 0.58 0.58 0.08 3.26 12.44
7 1981-82 7.94 0.79 0.59 0.12 3.26 12.7
8 1982-83 7.94 0.91 0.69 0.39 3.26 13.19
9 1983-84 7.94 1.06 0.72 0.32 3.26 13.3
10 1985-85 7.94 1.03 0.78 0.44 1.64 11.83
11 1985-86 12.16 2.51 0.57 0.5 3.3 19.04
12 1986-87 8.76 1.4 2.81 0.54 3.31 16.82
13 1987-88 8.72 1.46 9.78 0.45 3.32 23.73
14 1988-89 8.22 2.2 4.84 0.32 3.31 18.89
15 1989-90 7.8 2.2 2.78 0.42 3.14 16.34
16 1990-91 7.49 2.11 1.07 0.27 2.86 13.8
17 1991-92 7.62 3.45 2.66 0.05 0.32 3.32 17.42
18 1992-93 8.41 2.13 1.1 0.01 0.37 2.96 14.98
19 1993-94 8.08 2.22 1.09 0.005 0.48 2.47 14.345
20 1994-95 8.94 2.23 1.08 0.16 0.52 2.78 15.71
21 1995-96 10.13 2.53 1.43 0.04 0.55 2.83 17.51
22 1996-97 10.28 2.63 1.08 0.03 0.58 2.28 16.88
23 1997-98 10.08 2.53 1.03 0.015 0.66 2.74 17.055
24 1998-99 11.96 2.43 0.94 0.2 0.59 2.76 18.88
25 1999-2000 12.88 2.73 0.99 0.007 0.5 1.98 19.087
26 2000-2001 13.18 2.58 2.96 0.56 0.62 1.44 21.34
27 2001-02 13.23 2.53 3.31 0.22 0.61 1.80 21.7
28 2002-03 14.9 2.4 1.68 0.14 0.6 1.91 21.63
Water
24.03 0.79 2.83 1.0 14.95 0 2.05 1.17 46.82
Reservation
Revised
reservation of 24.03 0.79 2.83 0.50 2.00 - - 1.17 31.32
water
Table 5. Abstract of completed, on-going and future irrigation

projects in Katepurna sub-basin
(Figures in Mm³)
Sr. No. District Completed Under Under Total Planned utilisation of
Project Construction Planning water resources of sub basin.
1 2 3 4 5 6
1 Akola 113.01 0.629 88.274 201.91
2 Washim 11.559 8.692 2.297 22.55
Total 124.569 9.321 90.571 224.46

IMPACT OF PARTICIPATORY APPROACH ON MANAGEMENT

OF COMMUNAL IRRIGATION SYSTEMS IN UPLAND AREAS
Orlando F. Balderama1 and Luzviminda L. Domingo2
ABSTRACT
This Study was conducted in 2004 at the service area of the Caraballo and Southern
Cordillera Development (CASCADE) programme in three provinces in Northern
Philippines. It was designed to assess the impact of participatory approach for
development and management system employed for communal irrigation system (CIS).
Results show that economic impact was due to increase in productivity and cropping
intensity. Across all crops, average productivity per hectare was highest in vegetable
producing CIS.
The social impact of the project was determined at three levels: household, community
and irrigators association (IA). At the household level, the benefits were more on
increases in land productivity and cropping intensity as a result of the assured water
availability even during summer, hence food and income of the household.
At the organization level, the following benefits were revealed namely; 1). Change in
leadership structure paved the way for recognition of new leaders; 2) Improved
leadership skills; 3). Increased participation of members in IA related activities; 4)
Improved organization skills; 5) Enhanced cohesiveness among members and 6) Better
partnership and mutual existence between the village Local Government Unit (LGU)
and the IAs.
The integration of farming activities directly benefited the community. The LGU – IA
partnership encouraged maximum utilization of the project as evidenced by increased
cropping intensity and crop diversification.
The sustainability of the CIS-IAs are ensured through; (a) the internalized rules in the
proper usage and maintenance of the systems ;(b) security of their livelihood against
drought and (c) improved leadership capabilities and high level of control in the IAs.
1- Professor of Agricultural Engineering, Isabela State University, Echague, Isabela 3309 Philippines,
Tel./Fax: 63-78-672-0078; email: orly_isu@yahoo.com
2- Community Development Specialist and Professor Isabela State University
I. INTRODUCTION
The environment is undeniably playing a critical role, especially in the economy of a
developing country, like the Philippines. Economic activity has been the main source of
pressure on the country’s resource base. This is further compounded by the pressure due
to the demand of the increasing population and the need to sustain food security.
In the Philippines, the uplands are among the most vulnerable ecosystem. This can be
attributed, in part to the increasing migration of people to these areas in search for
livelihood. This in turn has a trade off - environmental degradation that will eventually
threaten the very existence of man.
To mitigate this problem, the Caraballo and Southern Cordillera Agricultural

Development (CASCADE) Project was launched in 1997. This project through the
partnership of the European Union – Philippine government, is an integrated area
development program aimed at promoting the agro-based local economy and
sustainable development of the indigenous upland and highland communities in 19
municipalities of Benguet, Nueva Vizcaya and Nueva Ecija of northern Philippines (see
Figure 1).
One of the components of the project is the establishment of irrigation facilities to

enhance food security and at the same time protect the environment from further
degradation. As of October 2003, there were 39 communal irrigation systems (CIS)
completed. Alongside with the development of the irrigation system, financial
assistance was also provided to support the social infrastructure of the project areas.
The CIS was implemented through the participatory approach. The beneficiaries were
actively involved in the management and development of the CIS in their locality. Thus,
the impact of this approach for small-scale irrigation project was determined, hence this
study.
II. OBJECTIVE OF THE STUDY

The ultimate goal of the study is for CASCADE and partners to be informed on
economic and social impact of the project under the framework of participatory
irrigation management approach and document information and experiences for the
improvement and sustainability of the CIS projects.
II. METHODOLOGY
The methodology used in this project builds from earlier works done on participatory
development for the past years. The methodology was based on the team approach on
the assessment of the integration of participatory processes in community based
projects. It intensively makes use of a combination of focus group discussion,
triangulation supported by actual field visitation with the beneficiaries, interviews and
actual physical assessment of fields served by the project. The data gathering and
discussion however did not consider thoroughly issues with bearing on cultural
sensitivity. Likewise, due to lack of logistics, not much data was collected to draw
conclusions on the effect of the CIS in the environment.
The steps undertaken in the conduct of the study were as follows:
1. REVIEW OF CASCADE’S STRATEGIES FOR IRRIGATION DEVELOPMENT

A thorough review of CASCADE’s strategies, thrusts and programs on irrigation
development was done from available documents provided by the project. This
preparatory work enabled the research team to describe, characterize, and do initial
profiling and categorization of existing CIS assisted by CASCADE.
2. ACTUAL FIELD VISITATION, SURVEY AND FOCUS GROUP DISCUSSION
x Physical Data and Service Area of 16 representative CIS operating for at least six
months were measured using the most appropriate equipment/method available.
x Socio-Economic, Management and Operations - Data on the management and
operations of the Irrigator Association (IAs), social and economic impact of the
project was gathered from sampled CIS units. It was done through interview with
key informants and beneficiaries. The primary data were gathered with the use of
questionnaire, and focus group discussion.
3. DETERMINATION OF SAMPLING SIZE

Out of the 39 CIS completed and operational for at least one cropping, sixteen (16) CIS
sample sites or 41% of the total CIS were selected for impact analysis. The criteria for
selection were as follows: geographical location, type of system intervention, cropping
system, type of irrigation, project cost, number of beneficiaries and declared service area.
4. ASSESSMENT AND ANALYSIS OF DATA
The indicator used in measuring economic impact of the various CIS in the CASCADE
area was the increase in production per hectare as evidenced by: expansion in area
served, increase in productivity (i.e. increase in production per hectare; and increase in
cropping intensity.
The assessment for social impact was done in three levels; household (beneficiary
level), Irrigator’s Association and the community.
At the management level, the written reports on the participatory strategies employed in
the implementation of the project were verified as to how these were implemented by
the management and at the beneficiary level. At the beneficiary level, both focus group
discussion and interview were used in the collection of data.
The levels of participation of the members of the IAs were rated using the following:
3-high, 2-medium and 1-low. Participation were measured in terms of level of the type
of involvement namely; 1- if participation was for attendance to meetings only; 2- for
attendance to meetings and participation to planning and decision making and; 3- for
undertaking all of the items including contributing in labor, efforts and funds in the
operation and maintenance of the IA and the CIS.
The context of sustainability is measured for the extent of participation, status of the
physical structures (relative to vulnerability of the environment of the structure); records
on activities undertaken (meetings, consultation, trainings); organizational control;
commitment of leadership; availability of trained leaders and commitment of the
leadership of both IA and LGU. These were scored by the evaluating team based from
results of survey and field visits and later validated with the community. Each
organization is scored based on the total value. These were correlated with other
variables that will explain the sustainability of each IA.
Organizational control is scored by the beneficiaries based on the following items:

1) group cohesion; 2) attendance to meetings; 3) LGU complementation; 4)
effectiveness of leader to enforce rules and discipline and influence members. This
criterion was validated using problem identification with the beneficiaries through focus
group discussion.
III. RESULTS OF THE STUDY
A. PROJECT PROFILE
The irrigation systems in the CASCADE area are small, low-cost and located in
vulnerable areas with slope greater than 20%. Water sources were either creek or Small
River and spring water. The CASCADE’s development assistance to CIS comes in three
forms: a) capability building; b) communal irrigation systems physical structure (new
construction, rehabilitation and improvement) and; c) other support services like
microfinance and enterprise development. Table 1 shows the type of infrastructure for
the CIS’s and the impact on water supply. Also, Figure 2 shows an example of CIS for
rice and vegetable production in the study area.
Table 1. Water acquisition facilities and their impact on water supply

Name of CIS Infrastructure Crop Impact on water supply
water supply is always enough –
Manamtam River Intake Rice
no impact
Dilan Reservoir Vegetable new irrigation service area
Libawan 1 diversion weir Rice+Vegetable increased+more stable supply
Botilao 1 diversion weir Rice+Vegetable increased+more stable supply
Proper Pudi 1 diversion weir Rice increased+more stable supply
Lower Sisi 1 diversion weir Rice increased+more stable supply
Capintalan 1 diversion weir Rice increased+more stable supply
Yaway River Intake Rice + Vegetable Stable water supply
Ammococan 1 diversion weir Rice increased+more stable supply
Decabacan 1 diversion weir Rice increased+more stable supply
water supply is always enough –
Batu River Intake Rice-Rice-Onion
no impact
Dutac River Intake Rice + Vegetable Stable water supply
Abogan Spring Intake Rice + Vegetable Stable water supply
Balete-Bagtang 2 units Reservoir Vegetable new irrigation service area
Batawil-Sabdang 2 units Reservoir Vegetable increased+more stable supply
Dapong 3 small diversion weir Vegetable increased+more stable supply
The purpose of communal irrigation project is to increase production through increasing

water supply, and protect the environment that supports the project with the community
as the main actors of the development process. The project studied covers a total of 267
hectares planted into rice, a combination of rice and vegetables and vegetables only.
The Respondents
There were 128 respondents in the study, but only seven of which are women (see
Table 1). Vast majority of the respondents were members of tribal communities called
Ibalois and Kalanguyas - the indigenous people in the northern uplands of the country.
Table 2. Respondents Profile

Number of Respondents 128
Type of Respondents
IA Officials 69
IA & LGU Officials 21
Members 38
Age bracket 45 – 74
Educational Attainment At least elementary education
Average Household Size 5.4 heads
Average land area, multiple cropped areas .48 ha.
Average land area, single cropped (rice) .96 ha.
System Performance
On the whole, the systems studied had an increased cropping intensity of 21%, a
distribution efficiency of 40% (much higher than National Irrigation Admininistration’s
10-15%), and a fair satisfaction rating given by the members interviewed.
In terms of the respective roles of the IA’s in planning irrigation-related activities, it

was observed that in general, there was no uniform practice across the system studied.
There was a poor collection of Irrigation Service Fee (ISF) except from the three project
sites. All projects that were visited are believed to be functioning efficiently with
minimal conveyance losses because of the use of pipes in the case of vegetable
irrigation and lining of canals for rice irrigation.
B. OVER-ALL BENEFITS DERIVED FROM THE PROJECT
1. Economic Impact
Results show that most of the impact was due to increases in productivity and increases
in cropping intensity. Only one CIS had an increase in area served. Across all crops,
average productivity per hectare was highest in vegetable producing CIS. The average
aggregate annual benefit per farm was P116, 274 (2,300 USD)
Considering the total construction cost as the initial investment of the various CIS and
the increases in the value of benefits due to increases in productivity, cropping intensity,
and area as the project benefits, the payback period computed ranged from 0.05 year to
1.99 years. This payback period for investment projects is quite fast. This result implies
that the investment cost in these CIS can be recouped very quickly. Also, this implies
that the direct benefits from CIS are high.
2. Social Impact
The project created impact at three levels; community, organization (IA) and
households’ level. The positive impact at the community level included increased access
to resources like the construction of water bridges out of collected service fees and
external sources for microfinancing,
At the organizations’ level, the IA’s generally learned to cope up with maintenance
problems especially when their livelihood security was threatened with inadequate
irrigation water. These enhanced the cooperation among farmers and ness in others,
leadership development, market integration among vegetable growers, and more
cohesive relationship of the IAs and the LGUs.
C. STRATEGIES OF PARTICIPATORY DEVELOPMENT AMONG CIS

Participatory development in the communities was legally established through Republic
Act 7160 signed in 1992. The law provides decentralized decision making at the lowest
local government unit – the barangay or village level. Projects were established based
on needs of the community. Through the representation of their officials, the community
decides on what type of projects will be established. Each barangay is granted Internal
Revenue Allocation (IRA) from the national government based on their population, land
area and revenue collections. The IRA is however utilized primarily for infrastructure
projects like roads, bridges and buildings. With the assistance of the CASCADE project,
the covered communities were able to access other resources for development while
making use of indigenous knowledge.
In the implementation of the Communal Irrigation Projects, the participatory

development strategies employed are as follows;
1. Involvement of the local government officials from the provincial to the

community in the planning, and operation of the projects. This strategy gave the
local government a first hand look on the economic and environmental conditions
in the project sites;
2. Facilitating the integration of various government services and programs into the
community;
3. Formulation of “Rules-in-Use” by the members of the IAs;
4. “Counterparting Scheme” for various stakeholders (i.e. IAs contributing labor in
the construction and operation and maintenance of the irrigation projects);
5. Trainings on capability building not only on maintenance and operation of the
projects, but also negotiations, decision-making, resource generation and
communications strategies.
D. EVIDENCES OF PARTICIPATION
1. Contribution to the Construction of the CIS.

Participation is in itself shown primarily in the construction of the facilities. On the
average, the beneficiaries contributed more than 22 % of the total project cost in the
form of labor and food.
2. Indicative Increase in Organizational Control

The level of organizational control increased in most of the CIS. Maintenance and
operation has become easier to implement in IAs with high to medium level of
organizational control. Table 3 shows the ratings on level of performance on
organizational control and the main reasons for the performance ratings.
3. Development of New Leaders

In some IA’s, new sets of leaders were regularly elected to manage the projects. This is
one of the off-shoots of participatory approach.
Table 3. Levels of organizational control exercised by the various CIS

Name of CIS Level of Organizational Control Reasons for the Performance
Dapong High x Vigilant leadership
x Proper resource sharing
x Involvement of women
Manamtam High x Effective leadership
x Group cohesion
Decabacan High x Committed leaders
x Visible projects
Batu High x Good leaders
x Presence of NGO’s
Capintalan Medium x Infrequent meetings
x Little service fee collection
Yaway Medium x High dependence to project
Dutac Medium x Weak organizational structure
Abogan Medium x Few committed leaders
x Infrequent meetings
Balete Bagtang Medium x Little service fee collection
Batawil Sabtang Medium x Organizational problems
Dilan Medium x Infrequent meetings
x Little service fee collection
Libawan Medium x Low level of organiza
x tional discipline
Botilao Low x Crisis-driven cooperation
x Farms are not ideal
Proper Pudi Low x No collection of service fees
x Highly silted areas
Lower Sisi Low x Ineffective leadership
x No elections or meetings
Ammococan Low x Low level of interest to the project
4. Relationship of Participation to the Sustainability of the CIS.

Table 4 presents a result matrix of Pearson R correlation technique to show relationship
between participatory measures to various indicators of sustainability of the CIS. It can
be noted that the CIS and the IA has a good chance to continue sustainably even after
the project ends as it indicated a significant relationship. The main reason is because the
project would ensure the availability of water for irrigation to the farms hence the
security of food for the family; and supported by higher income due to increased in
productivity. The CIS project increased cropping intensity by more than 20% to as high
as 100% after the establishment of the project.
The matrix revealed that as long as irrigation water secures the food and livelihood of
the members, the farmers will continue to support the project. Given this nature of
Livelihood-CIS relationship, the importance of the CIS will subsequently enforce
agreed relationships and will shape the behavior of the farmers-members towards the
power nexus of the IA.
Table 4. Correlation Matrix of Participation to Other Variables

Increase in
Variables Sustainability Participation Household Size
Productivity
Increase in Pearson
Productivity 1 0.496 0.624 (**) 0.716 (**)
Correlation
Sig. (2-tailed) . 0.051 0.010 0.002
N 16 16 16 16
Pearson
Correlation 0.496 1 0.709 (**) 0.397
Sustainability
Sig. (2-tailed) 0.051 . 0.002 0.128
N 16 16 16 16
Pearson
Correlation 0.624 (**) 0.709 (**) 1 0.576 (*)
Participation
Sig. (2-tailed) 0.010 0.002 . 0.020
N 16 16 16 16
Household Size Pearson
0.716 (**) 0.397 0.576 (*) 1
Correlation
Sig. (2-tailed) 0.002 0.128 0.020 .
N 16 16 16 16
** Correlation is significant at the 0.01 level (2-tailed).
* Correlation is significant at the 0.05 level (2-tailed).
SUMMARY AND CONCLUSION
1. ECONOMIC AND SOCIAL IMPACT

Important results of the study show that most of the economic impact was due to
increases in productivity and cropping intensity. Only one CIS had an increase in area
served. Across all crops, average productivity per hectare was highest in vegetable
producing CIS. Considering the total construction cost as the initial investment of the
various CIS and the increases in the value of benefits due to increases in productivity,
cropping intensity, and area as the project benefits, the payback period computed ranged
from 0.05 year to 1.99 years. This payback period for investment projects is quite fast.
This result implies that the investment cost in these CIS can be recouped very quickly.
Also, this implies that the direct benefits from CIS are high.
The project has also created social impact at three levels; community, organization (IA)
and household’s level. The positive impact at the community level included increased
access to resources like the construction of water bridges out of collected service fees
and external sources for micro-financing,
At the organizations’ level, the IAs generally learned to cope up with maintenance
problems especially when their livelihood security is being threatened due to inadequate
irrigation water. These factors will enhanced the cooperation and cohesiveness among
farmers, promotes leadership development and mutual existence of the IAs and the
LGUs.
2. CHARACTERISTICS OF A SUSTAINABLE AND STABLE IRRIGATORS

ASSOCIATIONS.
Several characteristics of the Irrigators Association were found to be good measure for
their long term sustainability as follows:
1. The members are involved in the planning, operation and maintenance of the
irrigation systems.
2. Support Services were broadened and integrated into the project operations.
3. Rules formulated were tied up with water distribution criteria.
4. The members and young leaders are mentored on how to make rational decisions
3. PROSPECTS FOR REGIONAL EXCHANGE OF INFORMATION ON

PARTICIPATORY MEASURES
The study has generated a wealth of information on the impact of participatory
measures in irrigation management in the community-based projects of upland and
mountain environments. A full documentation of the experiences are very good case
studies for dissemination in regional forum and publication outfits. Other countries
working on the similar environment and context can benefit on the strategies of
participatory process employed in this undertaking.
Likewise, a collaborative research and development work and continuing exchange of

information on the regional and international scale is worth pursuing.
REFERENCES
1. Balderama O. and B. Ausa. 2002. Terminal Report on Evaluation of Communal

Irrigation Projects at the Sierra Madre Natural Park. Plan International, Isabela State
University, Cabagan, Isabela, Philippines.
2. Balderama, O. 1998. Development of Crop and Water Management Model for

Reservoir Irrigation in the Philippines. Unpublished Doctoral Thesis. Department of
Agricultural Engineering. The University of Tokyo, Tokyo, Japan.
3. CASCADE Annual Report 1998 and 2000. Bayombong Nueva Vizcaya,

Philippines
4. CASCADE Highlights Publication. Jan.-March 2000. Vol. 3 Issue No.1.

Bayombong Nueva Vizcaya, Philippines
5. Cruz, R.D. 2002. Municipal Irrigation Master Plan for Diadi, Nueva Vizcaya.
Volume 2 - Project Monitoring Tools. CASCADE, Bayombong Nueva Vizcaya,
Philippines.
6. ERP-CASCADE/Economic self-Reliance Programme-Caraballo and Southern

Cordillera Agricultural Development Programme-Philippines. January 1998. Global
Work Plan for 1997-2004. Bayombong Nueva Vizcaya, Philippines
7. Ridder,D.,E. Mostert and H. Wolters (ed.) .2005. Learning Together to Manage

Together-Improving Participation in Water Management. University of Osnabruck,
Germany.
Project Site
Figure 1. Project Location
Figure 2. A view of a Communal Irrigation System for rice and vegetable farms
ROLE OF WATER USERS COOPERATIVES IN OPERATION

AND MAINTENANCE OF SOUFI CHAI IRRIGATION AND
DRAINAGE NETWORK
Ali Maleki Milani1, Yousef Toutakhaneh2, Gholamreza Fani3
ABSTRACT
Management of Irrigation and Drainage Networks (IDN) by government in the past few
decades has not resulted in optimal operation and maintenance and the irrigation
efficiencies are far below the design bases. Failing to collect the water fees has been
another incentive for the East Azerbaijan Regional Water Authority (EARWA) to think
of the beneficiaries as the main custodians of the network both in design and
implementation stages of Soufi Chai IDN and this was in accordance with the
traditional network operation management in the region. Therefore, for the first time in
the country, 17 Water Users Cooperatives (WUC) were formed in 1994 within the
framework of Note-26/ Budget Act of the same year and cooperatives were allowed to
participate in the implementation of the network. the consulting engineers considered
the opinions and rights of the beneficiaries in design. The implementation of the
Alavian Storage ended in 1999. For a short while, EARWA operated the system, then
holding a tender, the operation and maintenance management was conferred on a
contractor. As a part of the network management, WUC annually makes contracts with
the contractor for the delivery of volume- based irrigation water to be distributed among
users. WUC participates in operation and maintenance management of Grade-1&2
Canals, collects the water fees from the members, has remarkable part in settling the
disputes and sociopolitical issues. EARWA is trying to build the union of water user’s
cooperatives to confer on them the operation and maintenance management of the
whole IDN downstream Alavian Storage Dam.
Key words: EARWA, IDN, WUC
1- Ali MALEKI MILANI, Utilization and Subscribers Affairs Deputy, East Azerbaijan Regional Water
Authority, Boulevard 29-Bahman, Tabriz-IRAN E-mail: maleki21@yahoo.com
2- Yousef TOUTAKHANEH BONAB, Maragheh Water Affairs, Maragheh-IRAN
3- Gholamreza FANI, Office of Subscribers Affairs and Surface Water Utilization, East Azerbaijan
Regional Water Authority, Boulevard 29-Bahman, Tabriz-IRAN E-mail: gholamreza_fani@yahoo.com
1- INTRODUCTION
Studying the measures taken in the route of large hydraulic structures realization in
1950’s and 1960’s for the purpose of water supplying and distribution, we witnessed the
rapid development of agriculture in developing countries including Iran. This strategy
brought about several problems on rural communities. One of the main sources of these
problems has been neglecting presence of rural people in management and planning of
IDN’s. Experts believe the way to tackle with the prevailing issues is to return the
people to management arenas. Because disregarding the rural people had no result but
improper operation and maintenance of IDN’s & lowering the irrigation efficiency, etc.
This, which was the case with many of the government managed IDN’s, originated from
focusing on hardware aspects (structures) and neglecting the software including the
residents. Persons in charge had no exact idea then about the operation and maintenance
costs and out-comes of putting aside the farmers in the management arena. Finally, in
the late 1960’s it was clarified for the governments that, the water fees would not suffice
to supply costs of IDN’s implementation, operation and maintenance and other
expenses. Then, for three decades the solutions and methodologies were in the global
focus and understood that, only part of this deficiency results from financial restrictions
and the major part roots from failing to understand the necessity of presence of rural
community in planning and the major role of farmers in network management. In our
country too, the subject of popular partnership in implementing the modern IDN’s has
come to notice since a decade ago. Regarding the available experience from the
irrigation networks in use (e.g. Moghan), EARWA intended for the first time in the
country to tackle the executive and optimal operation and management of an IDN (Soufi
Chai) through supporting and forming Water Users Cooperative.
2-LOCATION AND LIMITS OF SOUFI CHAI IDN

Soufi Chai IDN lies on the south slope of the mount Sahand and southeast of Urmia
lake, 140 Km away from Tabriz towards southwest. This area is divisible into four
distinct zones from viewpoints of crop pattern and the existing or newly constructed
structures.
Zone-1: Including the orchards and farms upstream of the diversion dam to Alavian
Storage Dam and vicinity of the city of Maragheh in the total area of 2500 hectares.
IDN was not implemented in this Zone due to topographic conditions, high slope, well
developed orchards on terraced lands owned by private sector. This Zone is irrigated by
seven traditional canals branched from the Soufi Chai River the intake of which have
been amended or newly constructed and receive water in term of volume.
Zone-2: 440 hectares in area, this Zone is located downstream Maragheh Diversion
Dam between the 18 Km Right Main Canal and Soufi Chai River and is irrigated via
four Secondary Canals.
Zone-3: Lying among Maragheh Diversion Dam, Left Main Canal and Soufi Chai
River, this Zone is 2408 hectares in area and is irrigated by five Secondary Canals. Built
on a river with the same name, Khanghah Diversion Dam is meant to utilize the surface
water for this Zone in irrigation season.
Zone-4: This Zone includes Bonab Plain and the lands after Zarrineh Roud water
conveyance pipeline and is irrigated by 14 Canals branching from Soufi Chai. A water
need of this Zone is met from Alavian Dam, runoffs and the extra water in Khanghah
Chai from September to June and from ground water resources in June to September.
This Zone is 2850 hectare in area and its development is under study on Bonab area.
3- GENERAL SPECIFICATIONS OF SOUFI CHAI IRRIGATION AND

DRAINAGE NETWORK
Table 1: General Specifications of Soufi Chai Irrigation and Drainage Network

Network Area 12’000 ha Length of Secondary Canals 33.2 Km
No. of Irrigation Zones 4 Length of Secondary Drainage 5 Km
No. of Diversion Dams 2 No. of Main Irrigation Canals 2
Length of Main Irrigation Canals 30.8 No. of Secondary Canals 9
Length of Main Drain 33.6
4- CLIMATE
Mean precipitation in the project area is 331 mm per year out of which 250% falls in
autumn, 30% in Winter, 40 % in Spring, and 5% in Summer.
According to Amberge climatologic classification, the project area lies in semi-arid cold
zone. The hottest and coldest months of the year are August and February.
5- PURPOSES OF THE SCHEME

- Supplying irrigation water for Maragheh and Bonab regions
- Flood control
- Income increase and job creation
6- HISTORY OF WATER RESOURCES UTILIZATION BEFORE IDN

IMPLEMENTATION
An annual discharge record of Soufi Chai shows no similar volume and time
distribution on the course of several years. Due to such an unforeseeable behavior, it has
been called Soufi Chai, which means “Sufi River” in Azeri language. There are lots of
historical remnants on the banks, which indicate ancient civilizations in the area.
Climatologically, this area is semi-arid and surveys prove that climate and changes in
river regime have had a crucial role in formation of guilds and utilization of water, so
that users have come together to cooperate and have eventually attained the proper
methods of allocating each user’s water-right.
According to the studies carried out, discharge of Soufi Chai used to be more the needs
in winter and spring and all villages except Yengi Kand Khousheh Mehr could take
irrigation water from the river as per their water-right, with the beginning of summer
river discharge would decrease and water was allocated in accordance with the water-
right. Local trustees of the traditional canals around Maragheh, Khousheh Mehr and
Narj Abad would hold a coordination meeting in the first week of summer and elaborate
a timetable for the water distribution of villages and canals according to their water
right. The first seven days of each month was allocated to irrigation of Narj Abad and
Khousheh Mehr (3 and 4 days, respectively), and half of the river discharge was
allocated to Pahr Abad and Padegan and in rest of the days the orchards around
Maragheh would be irrigated. Canals Trustees were in charge of policy making and
supervision over water distribution and special maneuvers were carried out in drought
periods such as avoiding irrigating the harvested trees or diverting all available water
into one canal for a short period.
In villages of Rusht Bozorg, Sarj, Aghajeri, Akbar Abad, Zavesht, Rusht Kouchak, and
Dizaj Navlou that have no summer water right, people would cultivate cereals and
irrigate them via the canal passing through the city. Representatives of the said villages
would hold coordination meeting in early October to elaborate the cereal cultivation of
villages and their irrigation timetable till late June. The villages Chalghaei, Dizaj
Parvaneh and Ghaleh Khaleseh take their irrigation water from Soufi Chai via separate
canals.
In Bonab and the villages downstream, where Soufi Chai flows till early June, orchards
and farms are irrigated by river water and in summer months by underground water.
There are no summer water rights in the project area except for the seven traditional
canals and Narj Abad and Khousheh Mehr villages, therefore, water is distributed by
agreements based on common practice with no consideration to the water requirement
of the crops.
7- NECESSITY AND MODE OF EMPLOYING WATER USERS’ SERVICES IN

WATER RESOURCES MANAGEMENT
After carrying out the studies up to detailed design and at the beginning of IDN
implementation phase, experience of mangers of EARWA in connection to non-
participation of people in operation and maintenance of hydraulic structures and
inefficiency of governmental management in this area, motivated the attraction of
popular participation in all stages of IDN implementation and operation and the
following came to their agenda to be sought on the whole EARWA:
1. Attraction of popular participation in water distribution management for optimal
use of water and adjustment of social issues
2. Motivating the sense of possession among water users towards the IDN in favor
of extending its useful life
3. Diversifying the financial sources of water projects and providing part of the sums
needed and increasing investment in such projects
4. Reducing the government’s domain of affairs
Implementation of Soufi Chai IDN was the first IDN construction experience after
Islamic Revolution by the EARWA in East Azerbaijan province, and attraction of the
strong traditional water users guilds present in the area, was an on important event in
the engagement of beneficiaries in implementation of IDN’s.
Thus, EARWA was required to urge the responsible bodies and gain cooperation of
other governmental offices. To attain this, meetings were held with the said people
explaining the goals so that, elaborated was the memorandum of Water Users
Cooperative using memorandum framework of other cooperative companies and the
same were approved. For the first time ever in Iran, 17 WUC’s were registered and
established in Zones-2& 3 of the IDN. These cooperative companies took measures in
respect of concluding Civil Partnership contracts with Bank Keshavarzi (Bank of
Agriculture) under Note-3/ Budget Act 2003 and Note-26/ Budget Act 2004 and the
facilities granted were at the disposal of EARWA and spent for IDN implementation. In
1999, with Soufi Chai IDN utilization commencement, to institutionalize water
distribution sector, to realize goals of Irrigation Water Use Optimization by-Laws, the
existing traditional guilds were promoted to WUC’s. In Zones 1&4, WUC’s were
registered and established as well. Following table shows status of the WUC’s in Soufi
Chai IDN.
Table 2: Names and Details of WUC’s in Soufi Chai IDN

Name of WUC
Name of Guild
Establishment
Established
Township
Irrigated
Area/ha
Village
Being
Zone
Year
- Alavian - - Alavian Maragheh 90

- Nava - - Nava Maragheh 120
- - Talebkhan - Talebkhan Maragheh 150
Haj Kord - - - Haj Kord Maragheh 200
Pahr Abad - - 2002 - Maragheh 272
Jooi Shahr
1 - - - - Maragheh 180
Maragheh
Ghiamat Abad - - 2002 - Maragheh 400
Amir Jamal - - 2002 - Maragheh 250
- - Pesteh Ju - - Maragheh 300
Varjuri - - 1996 - Maragheh 800
- Darvazeh - - - Maragheh 50
Rusht Bozorg - - 1995 Rusht Bozorg Bonab 1382
Ghaleh Khaleseh - - 1995 Ghaleh Khaleseh Bonab 253
Sarj - - 1995 Sarj Bonab 577
Dizaj Parvaneh - - 72 Dizaj Parvaneh Bonab 357
2
Tazeh Kand
The three
- - 1995 Qeshlaq Bonab 634
Chalghaei’s
Chalghaei
Dizaj Navlou - - 1995 Bonab 154
Establishment Year
Being Established
Irrigated Area/ha
Name of Guild
Name of WUC
Township
Village
Zone
Zavesht - - 1995 Zavesht Bonab 388

Rusht Kouchak - - 1995 Rusht Kouchak Bonab 450
2
Aghajeri - - 1995 - Bonab 301
Akbar Abad - - 2002 - Bonab 205
Khousheh
Khousheh Mehr - - 1993 Bonab 800
Mehr
Yengi Kand
Yengi Kand
- - 1993 Khousheh Bonab 600
Khousheh Mehr
Mehr
3
Tazeh Kand
Tazeh Kand Zavaregh - - 1993 Bonab 150
Zavaregh
Narj Abad - - 1993 Narj Abad Maragheh 380
Zeinagh - - 1993 Zeinagh Maragheh 89
Khanghah - - 1993 Khanghah Maragheh 80
Kor Arkh
Kor Arkh Gazavesht - - 1993 Bonab 465
Gazavesht
Mehrabad - - 2002 Mehrabad Bonab 587
Qarachopoq - - 2002 Qarachopoq Bonab 895
Zavaregh - - 2002 Zavaregh Bonab 765
Khanehbarq
Khanehbarq Qadim - - - Bonab 300
Qadim
Khanehbarq Khanehbarq
- - - - 435
Jaded Jaded
4
Yengi Kand Yengi Kand
- - - - 170
Qeshlaq Qeshlaq
- - - - 300
Ali Khajeh - - - - - -
- Kuteh Mehr - - - - -
- Supergan - - - - 18
- Sari Gullar - - - - 35
- Qarashir - - - - 30
8-STRUCTURE AND FUNDAMENTS OF WUC

Gaining the permission from Water Affairs and letter of agreement from the cooperative
sector, WUCs are formed after holding General Assembly meeting and elections of
Directors Board. Cooperative Department sends results of elections and the decisions
made to Deeds and Real Estates Registration Department and after the company is
registered at Companies Registration Department and its Establishment Notice is
publicized on the Official Gazette of the Islamic Republic of Iran, the Company
commences its legal activity. WUCs have three organs:
1. General Assembly, to approve the proposals;
2. Members of Directors Board to operate;
3. Inspector to supervise the operations and report to General Assembly.
Supervision on activities of WUCs is done by Cooperative Department as a policy-
maker. WUCs are active on the basis of their memorandum in the areas of water
distribution maintenance, protection of the IDN, improvement of canals,
implementation of tertiary canals and submit their opinions to Consulting Engineers for
in improving the water distribution efficiency. For realizing the goals and activities of
WUC’s they keep in touch with the authorities mentioned below:
Figure 1: Diagram showing the relationship between WUC and pertinent offices
Judicial
Authorities
Cooperative Water
Sector Sector
Cooperation
WUC Agriculture
Fund and the
Sector
other banks
Socio-
political Operation
Authorities Sector
Consultants
A review of WUCs history shows that at the beginning, they were only active in the
area of water distribution among their members but as time passed, WUCs developed
their activities and promoted their role in operation management and maintenance of
IDN so that having established WUC Union to seek larger share in IDN management.
EARWA intends to confer such management on WUC Union in the coming years by
supporting them.
9- ROLE OF WUC IN MANAGEMENT, OPERATION AND MAINTENANCE

OF SOUFI CHAI IDN
WUC’s have played effective part in the following areas as a segment of IDN
management factors:
1. Orientation of the members and expediting the implementation process;
2. Conclusion of irrigation contracts for water distribution among water users;
3. Protection of the irrigation network and secondary canals;
4. Adjustment of legal and social issues;
5. Participation in administrative meetings and extending the agricultural policies.
The Following is a detailed explanation of the above.
9-1- ORIENTATION OF THE MEMBERS AND EXPEDITING THE

IMPLEMENTATION PROCESS
Having a financial contribution to the project, WUCs played an important part in

expediting the implementation operations. This contribution urged the persons in charge
to finish the job in time so that water users could pay installments of their loans utilizing
the IDN. WUCs announced their ideas in the course of IDN implementation and such
opinions have been of great effect in easing the IDN operation. Also, parts of the IDN,
which were not executed for the reasons like financial restriction for land acquisition,
WUC convinced their members to let the EARWA to perform the secondary canals.
Figure 2 shows route of canals implemented with the pursuance of WUC’s.
Figure 2: Soufi Chai irrigation and drainage network plan
At present, equipping and renovation is underway by Agricultural Jihad that is in charge

of coordination among members, all social issues and presentation of correctional
opinions to the consulting engineers and WUCs have a strong executive role at the
service of Agricultural Jihad in improvement of canals.
9-2- CONCLUSION OF IRRIGATION CONTRACTS FOR WATER DISTRIBUTION

AMONG WATER USERS
Annually, WUCs receive area list of lands to be cultivated by the members and
conclude a formatted contract of irrigation and draw up a monthly timetable with the
IDN Utilization Company. Based on this timetable, each cooperative attempts to irrigate
their lands in accordance with their local common and practice and deliver the
members’ water fee bills also collecting the sums or the payment receipt to deliver to
EARWA. Rendering services to their members, WUCs reduce number of referring to
governmental office and by cooperation in preparation of water distribution timetable,
increase satisfaction level of people and their optimal water use. Water users announce
the adequate time of irrigation and this way increase the water use efficiency. The map
shows activity area of each cooperative.
9-3- PROTECTION OF TERTIARY CANALS OF THE IDN

Water delivery point of each WUC is according to the map. Delivering the secondary
canals to the WUCs, they get a more important role in servicing and maintenance of the
IDN and show a serious conduct towards people who may harm or disuse the canals.
WUCs consider protection of canals a privilege for themselves. Traditional tertiary

canals too, are managed and protected by cooperatives.
9-4- ADJUSTMENT OF LEGAL AND SOCIAL ISSUES

Managing Directors of WUC’s who are responsible bodies before the members,
amicably solve lower legal problems like violating irrigation program and try to prevent
the case to be referred to legal authorities as far as possible and play an effective role in
social matters through orientation of the members.
9-5- PARTICIAPTION IN ADMINISTRATIVE MEETINGS AND EXTENDING THE

AGRICULTURAL POLICIES
By their presence in the meetings of irrigation water use optimization, WUC Managing
Directors set forth the opinions and problems of their members
And by applying the regional agricultural policies, they play an important part in
agricultural extension issues.
10- CHANLLENEGE FACING WUCs

In the present conditions, legal protections and executive ambiguities are the main
challenges of sustainable development of the WUCs. Role of WUCs in water resources
management is not defined for the legal authorities and they are not legally supported.
For the same reasons, they are devoid of financial protection too.
11-SUGGESTIONS:
Although WUCs have proved their positive role and efficiency in water distribution and
service rendering, agricultural development is influenced by many factors Therefore, it
is suggested to form a united institution for focusing the protective activities of
executive organizations in a single unit. Such an institution will execute all agricultural
policies and can have an effective role in agricultural development.
12-REFERENCES:
1. Seyed Ahmad HEIDARIAN, 2005, How’s and Why’s of Transferring Irrigation
Management, 4th Technical Workshop on Cooperation of Farmers and IDN
Management
2. Reports of Mahab Ghods Consulting Engineers on Soufi Chai IDN.
INTEGRATED APPROACH
ON SUSTAINABILITY OF IRRIGATION SCHEME
Gatot Irianto1; Samsul Huda1; Istiqlal Amien2 and Hilman Manan1
ABSTRACT
Irrigation network is vitally important for distributing water to fulfill crop water
requirement at precise timing, quantity and quality to ensure good agricultural
production both in terms of quantity and quality. Due to the economical crisis from
1997 up to know, most of irrigation networks in Indonesia have been deteriorated, and
are not yet performed well till present. This problem causing the system of irrigation
networks are unable to fully provide water demand sufficiently.
For resolving this problem, an integrated approach and effort are demanded to save the
existing water, rehabilitate irrigation networks and sustaining irrigation management for
future generation. Irrigation development in Indonesia has been started since The First
Long-term Development Plan, during the period of 1970-1990, technical irrigation areas
have increased more than 2.6 million hectares from 1.5 million to 4.1 million hectares.
Under this achievement, rice production was reached to a magnitude of 15 million
ton/year, and by the year of 1984 Indonesia has attained self sufficiency in rice
production. Unfortunately, this self-sufficient condition can not be maintained for a long
time, and instead Indonesia has been transformed into rice importer. The decreasing of
water quantity, quality and continuities are amongst the important constraints of the
transformation into rice importer.
Accordingly, a strategy needs to be formulated in order that the function of the existing
irrigation schemes could support providing irrigation water in accordance with the
economic time horizon with proper management to ensure its sustainability. For this, the
basic concept of integrated approach under the era of regional autonomy will be
discussed in this paper. This concept is divided into three major aspects, namely:
management, integrated, and revolving fund system approach. Due to the past planning
and development policy of irrigation, which emphasized the “top-down” approach, the
entire management on irrigation networks became the government domain, with very
limited involvement of the farmers as the end users. Incidentally, however, due to
continuous financial crisis, the government could no longer fully provide the operation
1- Directorate General of Land and Water Management

Gatot_irianto@deptan.go.id; gatot_irianto@yahoo.com
2- Agency for Agricultural Research and Development of Ministry of Agriculture Indonesia; Jalan Taman
Margasatwa No. 3 Jakarta Selatan – Indonesia.
and maintenance costs. On the other hand, the management transfer of irrigation to the
farmers, are not acceptable, having understood that the government should take the full
responsibility for developing and managing irrigation. Based on this experience,
participatory approach among the stakeholders on planning, development and
management should be strengthening.
Key Words: Integrated Approach, Sustainable Irrigation Management
BACKGROUND
The function of irrigation network is vitally important in distributing the water for
obtaining crop water requirement at precise timing, quantity and quality to ensure good
agricultural production. Presently, various problems are widespread concerning water
resources. Among others are decreasing of irrigation water supply on the one hand, and
increasing water demand on the other. The decreasing water supply is currently due to
the effect of decreasing dependable water resources due to the escalating degradation of
the catchments-area of the rivers. Meanwhile, the increasing water demand is due to the
increasing population and escalating economics growth. Water use efficiency is
generally low among others because of the poor condition of irrigation networks, the
water user association (WUA’s) are not performing and functioning as expected, and
the application of efficient water management technology has yet extensively adopted.
In addition, the water quality is also decreasing due to the underlying contamination
from industrial disposal, household wastes, agriculture, and sea-water intrusion.
The above problem has therefore causing water scarcity both spatially and temporally,
where the system cannot cater the water demands. Eventually, the water scarcity
brought about unfair competition in water use among sectors or sub-sectors. Without
concerted efforts in solving the problems above, it will be very difficult to be able to
save or conserve the existing water resource for future generation.
PRESENT CONDITION OF IRRIGATION IN INDONESIA

Irrigation development in Indonesia have been started since the First Long Term
Development Planning (PJP I) of the country. During the first two decades (1970-1990)
technical irrigation areas have increased by more than 2.6 million hectares from 1.5
million to 4.1 million hectares. The irrigated land has boosted paddy production by
about 15 million ton/year, almost one-third of the national requirement (Afif, 1992). By
the year of 1984 Indonesia has attained self sufficiency in rice.
However, due to the impacts of insufficient maintenance together with natural disasters,
the irrigation infrastructure experienced of extensive deteriorations. Floods have
damaged the irrigation networks at about 100,000 hectare per year. In the year of 2002
the flood damaged had come up to about 172,000 hectares. In 2004 the earthquake and
tsunami in Nanggroe of Aceh Darussalam and Nias Island, destroyed more than 21,000
ha of irrigated agriculture. Most recently, the quake and volcanic eruption in
Yogyakarta and Central Java, as well as the tsunami event in Pangandaran, West Java
(July 2006) also damaging significantly on irrigation infrastructures as well as
agricultural lands in the said areas.
From the data of 2002 the irrigation networks developed in Indonesia have a total
capacity to serve 6.77 million hectares of rice fields. Of which, about 48.3% of
irrigation networks are in Java, 27.1% in Sumatra, 11.7% in Sulawesi, and 6.8% in
Kalimantan, while the remaining, 6.1% in Bali, Nusa Tenggara, Maluku, Papua, and
West Irian Jaya Provinces. Of the total of irrigation developed above, it is estimated that
around 1.67 million hectare, or almost 25% has yet functioning well as expected. These
poor-functioning irrigation networks due to a number of problems and constraints,
including the yet completed network system, inadequate water sources, some of the
paddy fields has yet to be fully developed, or even due to the non existence of the
farmers and farmer’s organization in some areas. Similarly, this matter is also happened
in the lowland irrigation networks – of the 1.80 million hectare that had been developed,
only about 0.8 million hectares (44%) are currently functioning. Complementary to
these, the non functioning irrigation networks also suffered from damages due to the
low quality of operation and maintenance. At present, the total estimated area that
experience damages on their irrigation networks had almost come up to about 30%, and
most of damages occurred in the national rice producing areas on Java and Sumatra
Islands.
The problems are exacerbated by the degradation of the catchment areas. The degraded
lands in the upstream areas are almost come up to the magnitude of about 40 million
hectares. On the other hand, the problems are also worsened by to the increasing
population, which entailed with rapid rate of agricultural lands conversion into non
agricultural utilization. In 1984 degraded catchment areas was 22 locations, but by 1994
the magnitude became 39 locations of degraded catchment-areas. Most recent statistics
indicated that in 1998 the degraded catchment areas had reached 62 locations. This
degradation has significantly brought about negative impacts on the continuity of
dependable water flows.
Beside the poor condition of irrigation infrastructures, the water use efficiency is also
very low. In many cases, the precious water is wasted unnecessarily when it abundant
in the main, secondary and farm levels without proper distribution management.
Meanwhile, the quality of irrigation water for the agricultural sector is also degraded by
the contamination of industrial disposal, domestic and urban wastes, as well as the sea
water intrusion.
Climate anomaly add to the problems with uneven distribution of the intra-seasonal,
seasonal and annual water distribution. Drought triggered by El-Nino phenomenon in
1997, for example have caused damages of paddy crops in more than 500,000 ha and
88,000 ha of the areas suffered from crop failures. Other than El-Nino the cooling of
eastern part of Indian Ocean as also known as positive dipole mode (IODM) in 2003
have caused more than 500,000 ha damage paddy crop and more than 117,000 ha of
crop failures.
Agricultural lands conversion to non agricultural uses such as industrial, housing, and
infrastructure in last ten years has increased to 100 % from 40,000 ha per year to 80,000
ha per year. All the above conditions have been happened and have negatively
influenced the performance of irrigation systems. Therefore, a strategic actions need to
be formulated in order that irrigation schemes could be well performed, and hence
provide irrigation services in accordance with expected the economic age and
sustainable management of the entire irrigation schemes.
CONCEPT OF INTEGRATED MANAGEMENT APPROACH
A. MANAGEMENT APPROACH
The concept of integrated approach in irrigation scheme has to be carried out from early
stage of the development up to the operation and maintenance stages – i.e. from
development planning, technical design, construction execution, operation and
maintenance and eventually monitoring and evaluation as well as follow up actions for
subsequent improvement. In the past, the development policy on irrigation
infrastructures were emphasized on the top-down approach, that had created many
problems, including technical as well as non technical , particularly during the operation
and management stages. For resolving the underlying predicaments, this orientation
should be shifted to bottom-up approach. In general, the concept of integrated approach
on irrigation water management must be carried out, among others by:
x Involving the relevant parties and stakeholders concerned both in terms of vertical
as well as horizontal organizational structures.
x Utilizing all the locally existed practices in the society (local broad-based
empowerment) with special attention on indigenous technology and knowledge
as well as practical experiences.
x Appropriate technical guidance and other requirements of local community
concerning natural endowment that evolved into cultural experiences.
In the new Water Law (Undang-undang No. 7) year 2004 regarding water resources that
was enacted after prolonged debates irrigation water at farm level shall be managed and
handled fully by the farmer through water user association. Consequently irrigation
development shall involve farmers since the planning process. This requires a
participatory irrigation management system. The concept of participatory irrigation
system is now growingly adopted worldwide.
The benefit of participatory irrigation management approach is the growing sense of
belonging and responsibility from all participants, ensuring that the development
results would be similar to the expected requirement, including the improvement of the
ability of the farmers to utilize the development outputs, clearly defined working
process in the field, and strengthening the ability of farmers to manage further irrigation
networks.
In principle, participatory irrigation system is positioning the farmers as the main water
user and become the focal point on decision making processes. Together with other
stakeholders, all the irrigation development activities are conducted within the entire
development and management process, from planning, implementation, until its
operation, and the entire decision making are discussed and decided to together.
In relation with the participatory approach, there are several preconditions that must be
fulfilled, those are: demand driven, participatory, transparency, flexibilities,
decentralization, openness, accountabilities, and integrity both in the social and
technical aspects. Demand driven is means that all activities proposed and conducted by
the members so in such a way that they comprehend their duty and responsibility.
Hence, involvement of all farmers through their organization in management of
irrigation network is imperative by means of participatory approach. Meanwhile,

transparency means that all the funds have to be expended properly and informed all
the participants openly. Flexibility means that any specified rules can be executed when
necessary, without a rigid bureaucratic process. Decision making process also involving
all the member without dependency on one particular person or organization
(decentralization). Openness means that every report can be accessed by all farmer
members. Accountable means that any income obtained and expenditure spent have to
be technically and administratively audited. Integrity of socio-technique means that
irrigation is not simply technical problem but also social cultural problems, therefore,
the sound understanding on local tradition and customs must be considered in planning
and managing of irrigation infrastructural development.
B. INTEGRATED APPROACH
The concept and approach of integrated approach in irrigation area management is
involving entire stakeholders actively from early stage (planning, construction) to
operation and maintenance, as well as monitoring and evaluation stages. According to
the U.U. SDA 7 - 2004 (Water Law) that farmers or WUA have responsibility in the
management of on-farm irrigation network. But when the farmers or WUA are not yet
able to manage the network for effective operation and maintenance, the government
will assist them.
Conception of integrated approach is focused on the participation of all stakeholders in
management of network (operation and maintenance). Therefore the government side
(Central, Provincial and District Government Administration) and farmers are partners
in the management of irrigation networks. For illustration, based on experiences that
had been conducted in many years on the sharing of the expenses, Table 1 presents
some examples of budget sharing in participatory irrigation management. The central
government, province and district government together with the farmers/WUA sharing
the Operation and Maintenance budgets for financing the activities such as repairing
channels, making of water receptacle, appropriate water allocation, procurement of
water pump and preparation of diversion boxes and other such on the farm level
infrastructures and operational expenditures.
From the data that are presented in Table 1, it is highly plausible that the existence of
adequately high willingness and awareness of the farmers to manage irrigation in
improving farming production are amongst the determinant factors of the failure of
success of participatory approach.
Table 1. Budget Sharing on Participatory Irrigation Management in some selected

frovinces (East Java, Central Java, and Lampung Provinces).
(Rp. 000,-)
No Location Central Province District Farmers Output
25,000 41,010 Rehabilitate of

Gebangan, Krejengan, 44,783 4,000
1 irrigation canal,
Probolinggo, East Java (39%) (22%) (3%) (36%) gate and pumps
Pipe irrigation
Kemuning, Kramat, 43,683 108,000 1,260 42,390
2 Diversion box,
Tegal, Central Java (22.6%) (55%) (0.7%) (21.7%)
pumps.
Sukanegara, Bangun Diversion box and

43,102.5 21,550 9,850 42,444
3 Rejo, Central Lampung, rehabilitation of
(36.85%) (18.43%) (8.42%) (36.30%)
Lampung irrigation canal
C. REVOLVING FUND SYSTEM APPROACH

Present issues regarding irrigation in Indonesia are related to the lack of participation
and contribution of farmers and water users in the operation, maintenance and
management. Until present, the government still takes dominant role in irrigation
management and development. Irrigation system is still treated as public infrastructures
or utilities that must be managed by the government. Farmers and water users are
positioned only as beneficiaries. As the result, farmers and water user associations tends
to be inresponsive and ignorant to the system condition.
Along with the financial problem and economic crisis, the capacity of the Government
of Indonesia to cover the costs for operation and maintenance of irrigation system has
declined sharply. As a result, more than 60% of the irrigation system has decreased and
still decreasing in their performances.
Through experiences, it had been identified that the key factor of the sustainability of
irrigation systems is laid highly dependent upon the presence of sustainable financial
source (and support) for operation and maintenance. Continuously relying on the
government budget is obviously far from possible, while instantaneous budget from
donor, that the farmer used to rely in the past, is also unsustainable. For which, strategy
for financing irrigation operation, maintenance and investment in terms of Revolving
Fund System for Irrigation is presently recommended.
The concept of revolving fund system for irrigation implies that for the WUA the water
fee shall be divided in two parts, one part is for operation and maintenance, and another
part shall be kept as repayment of the improvement cost. Experience indicates that the
ideal composition of water use fee is 60% for operation maintenance and 40% is for
cost recovery. The Management of Revolving Fund System for Irrigation Investment is
presented in Chart 1, below.
Chart 1. Management of revolving fund system for irrigation O&M investment
CONCEPT OF SUSTAINABILITY OF IRRIGATION SCHEME

The concept of sustainability in irrigation scheme is not a quilt of some aspects as
technical, social, cultural and economic aspects. A sustainable irrigation scheme can be
attained when:
x Management of irrigation scheme including operation and maintenance (O&M)
should be shifted from supporting monoculture only (paddy) to become providing
water to various crop types (diversified crops).
x Management of irrigation has to develop flexible irrigation (reliability, flexibility,
equity), that can provide irrigation water to various crop types, this requires the
change in existing irrigation system device and pattern of O&M.
x Irrigation is basically has the character and function fundamentally as supporter of
agricultural or farming activities. Therefore, irrigation must be fitted with
agricultural and farming activities. In other words irrigation scheme is develop to
support agriculture not the other way around.
x Policy in the development and management of water resources should be balanced
between downstream and upstream areas. Presently, too much attention are given
to downstream areas, and consequently the upstream areas became degraded.
x Improvement of community participation from all stakeholders in irrigation
management from planning, construction execution, O&M, as well as monitoring
and evaluation.
x Increasing the efficiency of irrigation water management through appropriate
technological innovation to the small scale farming.
x Fair utilization, conservation and protection of water resource with consideration of

social justice have to be implemented and become common goal. Utilization,
conservation and protection of water resources by applying fair share is the
common interest of the society without any discrimination on the right to get or
access to water resources.
x Policy management of water resources to support food security is not only for
annual food crop sub-sector, but also for other sub-sector as horticulture, estate
crop and livestock.
x Integrating the irrigation development and management with the agricultural sector
is fundamentally important. Negligence of the integration will result in expensive
social and economic risks, as revealed by unutilized irrigation networks.
x Preventing the conversion of agriculture farms to another functions such as
industrial, housing, and others. A step in the prevention is the preparation and
enaction of legislation as well as regulatory instruments.
x A new policy formulation relating to water resources management in accordance
with decentralization and regional autonomy has to be formulated and enacted
judiciously. These policy formulation consist of proper distribution of delegation of
authority, duty and responsibility among institutions at central, provincial and
district levels.
BIBLIOGRAPHY
1. Republic of Indonesia, 2004. Pemerintah Republik Indonesia, 2004, Undang
Undang SDA 7 Tahun 2004 (Indonesian Water Law No. 7/2004).
2. Republic of Indonesia, 2004. Rencana Pembangunan Jangka Menengah
Pengairan TA. 2004-2009, Intermediate Long Term Planning for Irrigation
Development; Irrigation and Water Resources Bureau, Bappenas, 2004.
3. Anonymous, 2005. Kebijakan Operasi dan Pemeliharaan Prasarana Pengairan
Mendukung Ketahanan Pangan, Directorate of Water Management, Directorate
General of Land and Water Management, Ministry of Agriculture, 2005
4. Anonymous, 2003. Pedoman Pelaksanaan SPFS Indonesia, Food Security Board,
Ministry of Agriculture 2003.
5. Anonymous, 2004. Model Pengelolaan Irigasi Partisipatif, Directorate of Water
Management, Directorate General of Agricultural Facilities, Ministry of Agriculture,
2004.
6. Robert Chambers, 1992. Managing Irrigation Canal, Oxford & IBH Publishing Co.
Pvt. Ltd, New Delhi, 1992.
ABOUT THE AUTHORS

Hilman Manan born 2 July 1951 in Bandung. He got master from IHE-Delf,
Nederland. Specialist in hydraulic and expertise on water resources development
and management. He is now director general of land and water management,

Ministry of Agriculture.
Istiqlal Amien is senior scientist and knowledge engineer at the Indonesian Agro-
climatology and Hydrology Research Institute, Bogor. Holds master degree in soil
chemistry from State University of Ghent, Belgium and Ph.D in soil management
from University of Hawaii, USA. Soil scientist by training, Agro-meteorologist by
profession and environmentalist he has experienced in developing expert systems.
Gatot Irianto born, 24 October 1961 in Halmahera Tengah. He obtained Ph.D. in
Hydrological modeling, Ecole National Superieure Agronomique Rennes, France.
He is now director of water management, Ministry of Agriculture. Hydrology
scientist, lecturer, author on many newspaper, proceeding, etc.
Samsul Huda born 2 May 1968 in Nganjuk. Hold master in irrigation water
management from Indian Institute of Technology Roorkee, India. Engineer,
Specialist in irrigation water management and evaluation performance of irrigation
system.
IRRIGATION MANAGEMENT TRANSFER:

WORLDWIDE EFFORTS AND RESULTS
Giovanni Munoz1, Carlos Garces-Restrepo1, Douglas L. Vermillion2,

Daniel Renault1 and Madar Samad2
INTRODUCTION
This paper summarises information collected from a range of countries worldwide. A

database with all the information collected as well as other related documents led to the
creation of a specialized webpage on the subject managed by FAO, found at:
http://www.fao.org/landandwater/aglw/waterinstitutions/. The paper is structured into
five sections. This first section provides a brief introduction to set the stage of why
irrigation sector reform has emerged. In section 2, the policy and legal framework for
IMT are presented. With respect to policy, the section addresses the requirements to
support IMT programmes as well as to establish Water Users Associations, the
cornerstone of the transfer process. The elements present in the implementation of IMT
programmes is the subject of section 3. In sequential order, the document addresses
IMT strategies such as the scale of transfer, the scope of activities included and the
speed of implementation. In section 4 the paper brings together the outcomes and
impacts derived or expected from the reform. Section 5 summarizes key conclusions
and recommendations.
1.1. BRIEF HISTORICAL BACKGROUND OF IMT AND DEFINITION OF

CONCEPTS
Serving the external debt has been the main driver for Bretton Woods institutions to
pursue general structural adjustment strategies all throughout the indebted world (Sen,
2000). Governments have therefore devised ways to decrease public spending in most
sectors. This disengagement has not spared agriculture and the irrigation sector in
particular. This is not surprising as the World Bank estimates that since the 1950’s it has
lent some 35 billion dollars for irrigation development or an equivalent seven percent of
all its lending (Plusquellec, 1999).
For the development of public irrigation schemes, governments had set up irrigation
agencies that not only identified, designed and built irrigation schemes, but were also
engaged in their management afterwards. It was therefore common in many countries
that the irrigation agency would receive one of the largest budgets dedicated to the
1- Food and Agriculture Organization of the UN, FAO: Munoz, Garces and Renault belong to the Land
and Water Development Division. Contact details: E-mail: Giovanni.Munoz@fao.org;
Phone +39 3485589108; Fax: +39 0657056275. Via delleTerme di Caracalla, 00153 Rome.
2- International Water Management Institute, IWMI. (Vermillion is a former IWMI staff).
agricultural sector. In many countries the irrigation agency became a powerful enclave
with large bureaucracies and considerable territorial presence. In several countries this
has also implied strong political power and influence not only on local and regional
levels but also on central governments. National Irrigation Agencies running irrigation
schemes were often not successful in keeping pace with infrastructure deterioration as
low fee collection rates and decreasing budget allocations from central governments
allegedly hamper their maintenance capabilities. Likewise, operation activities often
were not up to farmers’ expectations and this decreased their motivation to promptly
pay the dues to the scheme managers. This created a deterioration cycle that led to the
idea of transferring the management of the scheme directly to the water users with the
underlying principle that farmers would be able to operate and maintain the irrigation
scheme properly and would be able to collect the water service fees from a satisfied
group of peer users.
In dealing with IMT issues a second interrelated concept is often encountered, and
referred to as Participatory Irrigation Management or PIM. Normally this refers to the
increased involvement of water users in irrigation management, along with the
government; and thus consists more of a behavioural or attitudinal change than a reform
process per se. Thus, while the IMT concept intends to replace the role of the
government, PIM seeks to strengthen the water user-government relationship, by adding
farmer participation to government management. The concepts intersect at the “co-
management” stage of IMT where before a final transfer takes place the government
agency and the recipient organization agree to share responsibilities. Thus, the point is
made herein that while having intersecting elements, the two concepts are not exactly
the same and therefore are not interchangeable.
To further capture the meaning of IMT, it is convenient to define other concepts that are
found in the realm of institutional reform and that often touch irrigation.
Decentralization is the movement of decision-making authority to regional or local
levels from a central authority, but still within the same organization. Privatization
refers to the transfer of ownership of assets from the government to the private sector. In
the case of irrigation, the assets would be represented by the systems themselves —
irrigation and drainage network— and by equipment.
1.2. EXTENT OF IMT WORLDWIDE

Irrigation Management Transfer is a true worldwide event; it is taking place in countries
in all five continents. While the IMT “boom” can be place in the 90s, this type of reform
can be traced as far back as the 60s in Bangladesh and USA, the 70s in Mali, New
Zealand and Colombia and the 80s like in the Philippines, Tunisia and Dominican
Republic. The careful reader should not fail to note the diversity of the geographical and
economic regions represented above. The new century already shows examples with
interventions taking place in Sudan and Pakistan (2000), India (2001), China (2002) and
more recently in some of the Central Asian countries, experiencing a process of
different intensities. Today, more than 60 countries have embarked in some type of
irrigation sector reform. These countries constitute around 75% of the world population
and represent some 80% of the irrigated area of the world of 277 million ha
(FAOSTAT, 2003). These countries include the 42 shown in Figure 1 plus: Guatemala,
Laos, Vietnam, Ethiopia, Jordan, Madagascar, Mauritania, Cyprus, Georgia,
Kazakhstan, Macedonia, Moldova, Ukraine and Poland. Since then, other countries
where reforms are ongoing are Russia, Slovenia and the Chez Republic.
1.3. FAO AND IWMI’S BREADTH OF IMT-RELATED ACTIVITIES

This paper presents the synthesis of a programme on the subject of irrigation sector
reform initiated by FAO and its partners in the year 2000. With the generous support of
the Ford Foundation and in collaboration with the International Water Management
Institute, a rather broad set of activities were designed. Other organizations, such as the
World Bank and the International Network for Participatory Irrigation Management
(INPIM), joined from time to time in making specific contributions. The main activities
carried out included: an International E-mail Conference which was held in 2001
counting over 400 participants from 80 countries; preparation of thirteen IMT in-depth
case studies in countries which have gone through a major process of IMT were
prepared covering 11 countries; preparation of 43 IMT Country Profiles representing
33 countries and that can be seen as a brief description of the IMT process that has
taken place; finally, 30 WUA Legislation Profiles representing 29 countries, were
prepared by the FAO Development Law Service and include legal and supporting
regulatory framework for WUAs. All these documents are available at the website
mentioned above.
Figure 1. Map of countries represented in the study

2. POLICY AND LEGAL FRAMEWORK FOR IRRIGATION MANAGEMENT

TRANSFER
2.1. RATIONALE FOR ADOPTING IMT

One of the most remarkable things about IMT is its relative similarity across different
parts of the world. This is partly due to the basic need for sustainable irrigation
management under declining levels of government investment. It is also due to the
similar ways whereby the technical, agricultural, organizational and economic aspects
of irrigation systems must interact with each other to ensure productive and mostly self-
sustainable management. The FAO/IWMI database of IMT Profiles provides data on
key factors that motivated adoption of IMT in 43 locations around the world (see Table
1).
Table 1. Factors motivating adoption of IMT
Number of countries where

factor is:
Factors
Most Second most
important important
Shortage of government funds to allocate to irrigation O&M 24 6
Poor maintenance of irrigation systems 5 13
Government could not collect enough fees from water users 4 11
Part of general liberalization policies of government 3 0
Poor operation of irrigation systems 2 2
Farmers requested to take over management of schemes 2 4
Donors and international agencies 2 0
Political transition in Former Soviet Union Countries 2 0
Pressure from central department (such as planning or finance) 0 3
2.2. POLICY AND LEGAL BASIS FOR IRRIGATION MANAGEMENT TRANSFER

Where irrigation agencies are strong and/or transfer policies are modest, IMT policies
can be adopted by the sectoral line agency, as was the case in 26 of the 45 cases of IMT
from the survey. However, in 20 cases the policy was adopted by the head of state and
in 19 cases it was adopted by an act of parliament or the legislature. In 15 cases the
policy was issued by a cross-sectoral department such as the finance or planning
ministry. Table 2 shows the extend of authority transferred to farmers’ organizations.
Table 2. Authority transferred
Number of countries where authority is:

Function devolved Fully Partially Not
Total
devolved devolved devolved
Operations 31 12 0 43
Maintenance 30 13 0 43
Finance O&M 21 19 1 41
Can apply sanctions & resolve disputes 20 20 0 40
Can develop cooperative business 17 9 9 35
Finance rehabilitation & modernization 10 18 9 37
IMT occurs at different hydraulic levels of irrigation systems. In most cases (25) IMT is
implemented up to the distributary or secondary canal level. In ten cases IMT included
main and branch canals and in another ten cases it includes the entire system, including
the headworks (i.e., dam or weir). In some cases, where IMT was, in the beginning,
officially declared to be implemented up to the main system level, subsequent
experience has shown a reluctance to do this for large-scale systems. Political resistance
(mainly from irrigation agencies) and technical/financial challenges for farmer
organizations can make this level of transfer more problematic.
Another key policy issue for IMT is the question of what kind of governance and/or
management entity will take over authority and responsibility for irrigation management
after the transfer. While there is a variety of potential types of organizations, by far the
most common type is the WUAs, to which management was transferred in 39 cases.
Management was transferred to irrigation districts in five cases. Districts often have a
higher level of legal recognition than WUA, including receipt of water rights, legal
status as a semi-municipal entity, and infrastructure property rights. In three cases
mutual companies took over management. Generally, these are companies owned and
governed by farmer shareholders. Public agencies may also transfer management to
local governments (Turkey), public utilities (France), joint government/farmer
organizations (Sri Lanka) and limited responsibility societies (Mexico).
In small irrigation systems or in distributary and tertiary blocks of large systems it is
common to see WUAs that handle both governance and management functions after
transfer. By governance, it is meant mobilization of authority, adoption of policies, and
selection and supervision of key management staff. By management, it is meant the
mobilization of staff and resources to deliver those services mandated by the governing
authority. In larger systems or at higher hydraulic levels it is common for WUA to
handle only governance or oversight functions while professional staff or third party
companies handle day-to-day management tasks. However, in countries as diverse as
Nepal, China, the USA and Taiwan, WUAs hire and manage their own staff and
mobilize farmers for occasional maintenance works for systems as large as between
10,000 and 100,000 ha.
2.3. POLICY AND LEGAL BASIS FOR WATER USERS ASSOCIATIONS

In most cases the institutional framework is only partial at the time of policy adoption
and is elaborated further over time. The study shows that the most common key policy
and institutional features of WUAs that have been adopted are: the right of WUAs to
use and obligation to maintain irrigation infrastructure, the legal authority to set and
enforce sanctions against errant members, arrangements for settling disputes, policies
and means to reorient the mandate of the irrigation agency and redeploy its staff, an
arrangement to extend technical advisory services to WUA, water rights for individual
water users, and a right for WUA to develop businesses (such as for input provision and
agri-business) and make profits (although this is restricted in many countries due to the
requirements that WUA maintain a tax exempt status). The most common of the legal
rights that have been granted by governments to WUAs include the rights to enter into
contracts with third parties (including the government) and hold bank accounts (18
cases), the right to levy fines against members (17 cases), and the holding of a water
right or water use right (15 cases). In 11 cases WUAs have a legal provision to own
property. For public irrigation systems transferred to WUAs, those which obtain
ownership of irrigation system infrastructure were only three cases in Latin America
(Argentina, Chile and Costa Rica), two cases in Europe (Bulgaria and Romania), and
one case in Africa (South Africa).
In all cases, WUA have a general assembly of members, an executive council of
representatives and a chief executive officer. In 19 of 24 cases the WUAs can federate
to higher than base levels. WUA in most cases are simple organizations that lack
significant checks and balances to prevent misuse of power within them. WUAs had
audit committees in only seven cases of the 24 cases reported.
One issue of growing concern is that of the role of gender in membership and
management of WUA. Inequalities occur where women play significant roles in water
use or management and have key interests in irrigation management but are not
represented in the WUA. And yet people often find it easier to place trust in women
when they are not perceived to have significant roles in factions. In some cases, such as
Turkey and Nepal, efforts are being made to include women more in WUA boards and
in WUA positions, including treasurer and WUA head.
2.4. IMT AND FINANCING IRRIGATION

Regarding the issue of how IMT programs themselves are financed, the survey
indicated that in 19 countries financing for IMT programs came primarily from
international investment or IFIs’ funds. In 15 countries IMT was financed primarily
from national funds. In 5 cases IMT was financed roughly equally between international
and national sources of funding. In most cases where international assistance is involved
some grant funds are also provided by bi-lateral public or NGO sources. This is
particularly done in the early stages of reform to conduct pilot testing and derivation of
a methodology appropriate for national dissemination.
2.5. REFORM OF IRRIGATION AGENCIES

Irrigation departments tend to resist IMT when they perceive it to be a danger for their
jobs, budgets or decision making powers. Irrigation agencies may be able to reassign
their staff to higher hydraulic levels (above the level of transfer), to relocate staff to
systems where IMT is not taking place, to assign them to other functions than irrigation
O&M, or to have staff deputed to work for WUA (as has happened in Andhra Pradesh
and Madya Pradesh, in India). Table 3 displays the main roles that government
irrigation sector agencies continue to play during and after IMT has occurred.
Table 3. Roles of government relative to WUAs and water users
Latin World-
Asia Africa Europe
Roles America wide
(11) (3) (3)
(7) (24)
Make policy, laws, strategy, plans about WUAs 11 7 3 3 24
Establish WUAs & approve WUA statutes 11 7 3 3 24
Regulate, supervise & inspect WUAs 11 6 3 3 23
Provide technical assistance & training 10 3 3 3 19
Construction & rehabilitation 10 2 2 2 16
Manage main system/large systems 9 3 2 1 15
Help settle disputes 7 4 2 0 13
Grant water allocations & concessions 5 6 1 1 13
Conduct technical & management audits 6 3 1 1 11
Arrange maintenance contracts with WUAs 4 0 0 1 5
Approve WUA O&M plans & budgets 1 2 1 0 4
Sets water service charges 3 0 0 0 3
In cases where the government retains a close role in irrigation management, the
irrigation agency may arrange maintenance contracts for WUAs and review and
approve WUAs’ O&M plans and budgets. In countries where governments prefer to
retain a common level for water charges between different irrigation systems it may
continue to set water charges.
2.6. IMPROVEMENTS NEEDED IN THE INSTITUTIONAL FRAMEWORK

Experts who provided the IMT profiles were asked what policy and institutional
problems and issues arose during IMT or remained thereafter. The most commonly
mentioned problem was the lack of clarity about what financial and technical assistance
the government would provide to WUAs after management transfer (28 cases reported
this). This is related to three other concerns about financing, which were, “Who would
pay for rehabilitation or modernization after transfer?” (22 cases) and “Would farmers
be unable to pay for O&M?” (8 cases). Water use rights and rights over system
infrastructure were noted as unresolved issues in 17 and 14 cases, respectively. Thirteen
cases reported that policy or legislation about IMT was still lacking. Eleven cases
reported that there was lack of clarity about the future role and authority of the irrigation
agency after transfer. These were all key issues needing further consultation, negotiation
and agreement with the stakeholders involved. They give an indication as to the extent
of complex issues that accompany an IMT reform process. They suggest how important
it is to provide extensive negotiations and opportunity to build the institutional
framework and common support for IMT.
3. IMPLEMENTING IRRIGATION MANAGEMENT TRANSFER
3.1. MOBILIZING SUPPORT AND PUBLIC AWARENESS

Normally, an IMT programme is supported and developed initially by a small group of
proponents, being government officials, NGO’s, technical experts and IFIs. The most
common main source of support for IMT is central government at the national or
provincial level (32 cases). There is a larger number of sources of support than might be
expected and surprisingly, perhaps, the irrigation agency was identified as a main source
of support in 25 cases. Farmer organizations (19 cases), IFIs and international technical
agencies (16), legislatures or parliaments (14) and local governments (9) were also
significant sources of support for IMT programs. Support was also generated by pilot
projects and the media.
3.2. IMPLEMENTING MANAGEMENT TRANSFER

From data obtained through the present study, it can be seen that the most universal
steps taken during IMT implementation are creation of WUA, democratic selection of
WUA leaders (though this is problematic in practice), technical training in O&M both
for WUA leaders and their staff, farmer participation in identifying and contributing to
repairs or rehabilitation, training of WUA leaders and staff in administration and
finance, and training of agency staff in how to create WUAs, build their capacity and
provide them with technical advice.
The resistance of the irrigation agency to IMT is the most commonly reported problem
when implementing IMT as it was reported by 31 of 44 cases. This was done either in
terms of slowing it down, making it more modest in scope or stopping it. This was the
case in the majority of countries in Asia, Latin America, Africa and Eastern Europe.
However initial resistance often switches to support later on, after negotiations and
adjustments are made to protect some of the interests of agency staff.
Other problems or issues that arose during implementation of IMT included
disagreements over whether WUAs should be profit making or not (Colombia,
Morocco, Romania), late or poor disbursement of funds for IMT activities (Ecuador,
Andhra Pradesh in India, Indonesia), lack of markets for private sector providers of
support services for WUAs (Niger, Tunisia, Argentina), difficulties getting WUAs
registered as legal entities (Rajasthan in India, Indonesia), problems caused by WUAs
not being based on hydraulic boundaries (Armenia, Indonesia), and cumbersome
government procedures to implement IMT (Orissa in India, Sri Lanka, Indonesia).
Table 4 below summarizes the key lessons learned from implementing irrigation
management transfer. In addition to these points, respondents also mentioned the
following: there is a need for a market of O&M service providers that can be acquired
by contract or hiring of staff (Argentina and Niger), farmers need to have free crop
choice in order to be able to support IMT (Indonesia, Sudan and Uzbekistan), and
different forms of support services are needed for large commercial farms and small
subsistence farms (South Africa).
Table 4. Key lessons learned about irrigation management transfer

Key lessons learned Asia Latin Africa Eastern USA, World-
(21) America (10) Europe Oceania wide
(7) (3) (3) (44)
Need clarity on roles, responsibilities, authority of

14 5 4 1 1 25
WUA, agency & towns
WUA & agencies need substantial training 17 3 5 0 0 25
Need to reorient agency & handle staff disposition 14 4 3 1 3 25
Need clear legal framework 14 3 3 1 3 24
Address financial capacity of WUA along with IMT 14 3 3 2 1 23
High-level political commitment essential 13 3 3 0 2 21
Need clearer water rights & infrastructure rights 11 3 3 0 2 19
Multi-stakeholder involvement important 14 1 3 0 2 20
3.3. PERFORMANCE OF WUA AFTER MANAGEMENT TRANSFER

It is not yet clear what proportion of WUA worldwide is established democratically,
functions effectively and becomes sustainable. The study offers a glimpse at the extent
to which WUA are active in performing basic water delivery and canal maintenance
functions after management transfer. According to the data collected, in 22 cases out of
25 reported, WUA were performing their basic water delivery and canal maintenance
functions at the field canal level after management transfer. And in 17 cases out of 23
reported, WUA were performing their basic water delivery and canal maintenance
functions at the distributary canal level after management transfer. In six cases only half
or fewer than half of all WUA were performing their basic water delivery and canal
maintenance functions. This indicates that, in general, WUA have the potential to
perform their basic functions but they need sustained training, consultation, support
services and a proper legal basis.
In relation to the sources of financing for WUA after IMT programs, for a sample of 27
cases, in 26 cases water charges and dues were collected by WUA from members. In
most of these cases this was probably the main source of revenue for the WUA. Fines
were used worldwide but were probably not a major source of revenue. Somewhat
surprisingly, in 15 cases, subsidies and contracts awarded by governments and loans
from public and private sources each provided revenue to WUA. In 12 cases private
sector business and sales also provided revenue for WUA. Private business has not
penetrated the financial management of WUA in Africa and Eastern Europe to the
extent that it has in Asia, Latin America and the more developed countries.
3.4. SUPPORT SERVICES

Table 5 shows the main support services that are needed by WUA after IMT.
Significantly, the top six identified were all about training and consultation.
Table 5. Support services needed by WUAs after IMT

Support services needed Asia Latin Africa Eastern USA, World-
(21) America (10) Europe Oceania wide
(7) (3) (3) (44)
Train WUA in technical aspects 19 7 8 1 1 36
Train WUA in financial aspects 20 6 6 0 1 33
Train WUA in administration 17 6 6 0 1 30
Technical consultation 16 6 3 0 2 27
Extension, agri-business, marketing 8 5 6 0 3 22
Train & motivate agency for IMT 16 0 1 0 0 17
Rehabilitation & modernization 11 1 3 1 0 16
Credit for WUA & farmers 4 2 5 0 1 12
Legal support/dispute resolution 5 3 0 0 1 9
M & E of management performance 7 0 1 0 0 8
Additional needed support services that were identified included environmental

monitoring and regulation (Colombia, Shaanxi-China, Indonesia), crop price supports
(Nigeria, Uzbekistan), technical/managerial auditing (Andhra Pradesh & Madya
Pradesh in India, Indonesia), assistance to develop a capital replacement fund
(Australia, Indonesia).
3.5. REFORM OF PUBLIC SECTOR ORGANIZATIONS

One of the changes that should go along with IMT that often does not happen is the
reform of public sector organizations, especially the irrigation agency. The informants
were asked, in what ways does the irrigation agency need to change, in relation to IMT.
Their responses are summarized in Table 6.
Table 6. Reorientation of the irrigation agency
Ways agency reorientation is Asia Latin Africa Eastern USA, World-

needed (21) America (10) Europe Oceania wide
(7) (3) (3) (44)
Withdraw from O&M at lower
19 5 6 1 3 34
hydraulic levels
Restructure/decentralize 11 3 8 2 3 27
Increased role in capacity
15 5 4 1 1 26
building
Downsize/reassign staff 11 4 6 1 2 24
Increased role in providing
16 0 0 0 2 18
technical & financial guidance
Increase regulation of irrigation
5 4 2 2 2 15
sector
Increase management at main
6 2 2 1 2 13
system & river basin levels
In addition to the above points respondents also suggested the following needs to reform
or reorient the irrigation agency: increase the role of the agency in producing and
communicating information to WUAs and to others in the sector (Australia, Madya
Pradesh-India, Uzbekistan), increased role in water and agricultural extension (Senegal,
Andhra Pradesh-India), and restricting the role of the agency to higher level
maintenance and rehabilitation (Indonesia and Bulgaria).
4. IRRIGATION MANAGEMENT TRANSFER RESULTS
4.1 OUTCOMES
4.1.1 Operation and Maintenance Costs
The rate of collection of users' fees to cover O&M costs is often used as an indicator of
the financial sustainability of a transferred scheme. A thorough assessment of the effect
of transfer on the financial health of the scheme would need to consider the change in
the amount of resources allocated for O&M costs before and after the transfer. In our set
country profiles however, an attempt was made to understand perceptions about changes
in O&M costs. In the questionnaire used, a differentiation was made between the
perception of change in these costs for the farmers and for the government. The results
are mixed, particularly when it refers to the change in costs to the farmers. The results
are similarly distributed among those cases in which costs to farmers have increased
(43% of the cases) and those in which costs have decreased (37% of the cases).
Moreover, in 20% of the cases the costs to farmers have remained the same (see Figure
2). It is worth noting that it is well documented (Aw and Diemer, 2005) that even under
favourable conditions often decades may pass by before farmers are in an economical
position to take full responsibility over the operation and maintenance costs of the
schemes.
35
30
Number case studies 25
20
15
10
0
increase same decrease increase same decrease
to farmers to government
Figure 2. Changes in O&M costs after IMT
From the data collected in this study, it cannot be argued that the IMT process will
necessarily result in a decrease or increase in costs to farmers. On the other hand, in the
majority of cases (76%) the costs of O&M to the governments were perceived as
decreasing and in 11% of the cases has remaining unchanged.
These mixed results may just reflect the fact that irrigation schemes are quite different
from one another in respect to their O&M costs and in the intensity and complexity of
the management they require to operate and be maintained properly.
4.1.2 Quality of Maintenance

Out of the 43 countries surveyed, only four reported that the quality of maintenance had
decreased after IMT implementation. It is significant to mention however, that all four
cases are in Africa. The situation that emerges from some of the African countries
included in the survey is that governments have drastically decreased their contribution
towards O&M and farmers have not been able to increase their share in the same
proportion. The most obvious consequence of this situation is an accelerated
deterioration of the infrastructure. There are some positive outcomes in Africa as well.
The Sudan case study describes how after the transfer of management, farmers
increased their in-kind contribution by dedicating more time to the seasonal
maintenance. Another positive case comes from Mali, where the Office du Niger
irrigation scheme has undergone a profound change through a comprehensive process of
reform.
4.1.3 Rate of fee collection

In 75% of the cases studied the rate of fee collection increased. This result is
particularly remarkable as it has occurred despite higher water fees in some cases.
There were only three cases out of 43 in which a decrease in the rate of fee collection
was recorded. From these results, it can be argued that in most cases farmer
organizations taking over the management of their schemes have been able to improve
the water delivery service, as otherwise it is unlikely that users would pay increased fees
more willingly than in the past. However, farmers' willingness to pay is not only related
to the quality of the service provided but also to the existence of control mechanisms
and transparent water-pricing methodologies.
4.1.4 Timeliness and Equity of Water Delivery

Timeliness of water delivery is one of the indicators that reached high consensus in the
countries studied (See Figure 3). The results indicate that farmers are receiving water
closer to the moment they need it and have asked for it. As mentioned above, this is
partly due to better maintenance but especially to simpler operational practices and
improved communications. It is worth noting that the positive change in timeliness is
reported from all regions surveyed. A similar situation emerges in relation to the equity
of the service provided to farmers, meaning that users located towards the tail-end of
canals were receiving a better share of the water resources available. It could be argued
that such a clear improvement in these two indicators is, per se, a good enough reason to
advocate for the direct involvement of farmers in the governance of irrigation schemes.
30
25
Number case studies
20
15
10
0
increase same decrease increase same decrease
timeliness equity
Figure 3. Timeliness and Equity of Water Delivery
4.2 IMPACTS
4.2.1 Irrigated Area
In the majority of cases studied (25 out of 39 cases) an increase in the area irrigated has
been reported. During processes of reform, there may be changes in the recorded
irrigated area that may not necessarily reflect actual changes in land use, but may
merely bring records closer to reality (Huppert, 2005). The most important change in
irrigated area during the last 15 years has taken place in several of the countries of the
Commonwealth of Independent States, largely associated with their difficulty to
continue funding the energy costs to operate the irrigation schemes and due to their
deterioration for lack of maintenance. The incipient reforms taking place in the region
have already shown potential to increase area under irrigation, as the Kyrgyz Country
Profile reports. Due to the high heterogeneity of irrigation practices in the region this
potential is still to be proven under different circumstances.
4.2.2 Crop Yield

It is not possible to identify distinctively the effects of the reforms in the irrigation
sector in crop yields from the many other factors that may affect their seasonal value
positively or negatively. Sudden changes in crop yield may stem among other reasons
from major technological changes (positive or negative) or from political decisions not
related to water use (i.e. changes in access to fertilizers). There are also other elements
in crop yield changes that may have a small but cumulative effect over time on crop
yields, like the release and adoption of improved varieties, the up taking of improved
agricultural practices and overall improved management. Notwithstanding, 21 out of 34
replies of the survey reported an increase in crop yields, while another 11 informants
saw no change. Most of the cases showing an improvement in crop yield are from Asia.
Arguably, improvements in crop yield may be due to the normal positive trend in crop
yield changes registered in Asia during the last four decades not related to IMT.
However, an important result is that the information collected did not show a decrease
or stagnation in crop yields in areas where water management is being taken up by
farmer organizations.
4.2.3 Farm Income

Farm income is not a good performance indicator for IMT processes as it summarises
the effects of issues such as the ability to produce the adequate crops, access to inputs,
access to markets, access to transport facilities, farmer’s managerial skills, etc. Policies
and management decision have an important bearing on farmers’ economic
performance, but to single out the causes for its fluctuations is rather difficult and would
require much more detailed data than what was collected through the questionnaire
developed for this survey.
During the process of IMT farm income may increase due to a number of reasons. If
things were to evolve according to the common features included in an IMT process, fee
collection will improve and more money would be available for operation and
maintenance activities, which would result in better water delivery service. Under an
improved situation, having water timely and in the adequate quantities would mean,
other factors being equal, that yields could be increased or the quality of the produce
improved. If there are no other major limiting factors, this higher production would in
turn have the potential to increase farm income per hectare.
When looking at these three indicators together, namely, irrigated area, crop yield and
farm income, the results of the survey show a clear tendency confirming the afore-
mentioned statement. Most countries reported higher irrigated areas; increased crop
yields and increase in farm income (see Figure 4).
30
25
Number case studies

20
15
10
same
same
same
increase
increase
increase
decrease
decrease
decrease
area irrigated crop yield farm income
Figure 4. Changes in area irrigated, crop yield and farm income
4.2.4 Soil salinity and waterlogging

The information collected through the questionnaires and case studies in relation to soil
salinity and waterlogging is limited as in few cases these situations exist or are
recognised as an issue. However, out of the 15 countries which reported waterlogging
as an issue, seven reported it has decreased after the introduction of IMT and only one
country reported it has increased. The remaining seven countries reported no change.
5. CONCLUSIONS
This section summarises the findings of this survey and provides insights into the areas
that pose risks, approaches that have proven valuable and negative experiences as well.
1. Emerging types of IMT models and programs: As the IMT process gains
momentum across the world, several international bodies tried to develop an ideal
IMT model that could be easily implemented anywhere in order to facilitate and
promote the implementation efforts. What is now perceived from the evidence is
that it is not possible to design a model that can cater to different physical,
institutional and socio-economical conditions that are evident not only across
regions and countries but often also within countries themselves. Notwithstanding
the above, there are certain common elements of IMT programmes that can be found
in a broad number of situations. The following statements are a case in point:
IMT programs need to be clear about the roles, responsibilities and authority
of WUA and irrigation agencies after transfer. The information collected shows
that there is a tendency to grant WUA responsibilities without sufficient, legally-
recognized authority. Governments should develop clear and comprehensive policy
and legal frameworks that sufficiently empower WUA to accomplish their
purposes.
IMT programs should include the important need to reorient the irrigation
agency and plan how to support agency staff to adapt to the new situation. Without
this, agencies tend to resist IMT and may sabotage its implementation. As a
minimum, agencies need to redeploy staff from transferred canals and build their
capacity to train, establish and strengthen WUAs. They may also need to intensify
their roles in management of main canals in large schemes, sector regulation and
river basin management.
2. Main IMT constraints and how to overcome them: From the information
collected in this survey it can be seen that in some cases countries started the
adoption of IMT programmes without a thorough previous analysis to evaluate the
existence of adequate conditions to support the process. Following are some
considerations emanating from the results of the survey:
There is a widespread need for clearer water rights to be given to WUAs. In
many parts of Asia and Africa water rights do not exist or they are not functional.
Farmers may need greater confidence in their water rights before they will be
willing to take responsibility and make investments to ensure the productive and
sustainable use of the infrastructure as well as of agricultural inputs.
Oftentimes, government financial support fell short of IMT needs. Many of the
cases in this survey were clearly under-funded which led to insufficient support
for important issues such as a promotion campaign to facilitate the implementation
process, building the capacities of WUAs and irrigation agencies, addressing land
and water rights and adjustments in agricultural support services.
3. IMT as a mechanism towards an improved integrated water management
approach: This reform has provided an opportunity to bring together a range of
actors at various levels that did not use to communicate often about the problems
faced by irrigated agriculture. Because of the inclusive nature of the transfer process
that cuts across policy, legal, institutional, technical and socio-economic matters, it
provides a venue for discussion on how to tackle water resources management in a
broad context. Some issues to consider follow:
IMT programs require the support of stakeholders such as local governments,
the private sector and civil society to be able to reach its intended goals.
There is no strong evidence that the IMT process leads to an automatic
improvement in water distribution at any particular level of the system. However,
there is ample indication that communication between system management and end-
users has increased which creates a better understanding of the water distribution
process and its requirement which translates into enhanced satisfaction of the
service provided and received by each party.
4. Concept of IMT - Revised objectives and expectations: As it could be expected
from any complex reform process, there are implementation aspects that lead to
partial or non-achievement of original objectives. The aspects mentioned below
summarise the main issues in relation to achievement of IMT objectives coming
from this survey:
Overall, the results of the IMT process undertaken across the globe can be
perceived as a mix of successes and failures. Now that the process is better
understood and its implementation has taken hold, efforts should concentrate now
on the Monitoring & Evaluation component of the process.
IMT has partially achieved government objectives. Even though some of the
main objectives of governments at the onset of the process have been achieved, in
some cases this has been coupled with the government’s disengagement from
irrigated agriculture, hampering the provision of some support services basic to the
agricultural sector. The expectation that the private sector was going to become
involved in the provisions of some of these basic support services has not been
fulfilled.
The performance of water services fee collection has been erratic. Initially, in a
good number of cases IMT has led to significant increases in the fee collection ratio
but it has not always been sustainable. There are large variations between irrigation
systems within the same country and among countries. It has not been the silver
bullet that was originally presented as one of the main reasons for introducing the
reforms.
Democratic selection of WUA leaders is problematic and is often not
achieved. Not in all cases internal WUA statutes provide enough safeguards for
small farmers to be adequately represented.
5. Recommendations towards future IMT programs: From the previous paragraphs
in this section, it is possible to draw some lessons emanating both from the survey
and other experiences gathered from other efforts concerning the transfer of
management that should be taken into consideration by those governments or
entities that are engaging or about to engage in this type of reform:
WUAs and irrigation agencies need substantial and prolonged capacity
development. Commonly, IMT programs provide training and other complementary
activities to WUAs only during their establishment, but many survey respondents
say that all these activities should be part of a long-term programme that eventually
evolves into a consultative, problem-solving process. Many irrigation agencies lack
knowledge and experience in assisting WUAs to organize and manage their new
responsibilities.
IMT programs generally need systematic public awareness campaigns,
consultations and involvement of all key stakeholders. This helps farmers to see that
IMT is a programme with broad recognition, legitimacy and support. Where
irrigation-related disputes exist, consultations with stakeholders may be needed to
work out acceptable solutions.
IMT should be tailor made and flexible. There is a tendency for IFIs-promoted
IMT programs to adopt fixed institutional arrangements and implementation
schedules. When complexities and issues arise during implementation they may
cause governments to skip over negotiated settlements or establish WUAs rapidly
and undemocratically.
Checks and balances should be created to ensure that WUAs act according to
members’ interests. This may include a variety of measures, such as requirements
for approval by WUA members of irrigation management plans, budgets and fees;
WUA officer recall provisions in WUA by-laws; and irrigation management audits.
The studies have not provided any direct evidence that the IMT process has
translated into a negative environmental impact on the systems involved. At worst,
the effect, particularly on salinity and waterlogging, has been neutral meaning no
deterioration has occurred or it has remained as prior to IMT.
6. REFERENCES
1. Aw, Djibril and Diemer, Geert, 2005. Making a large irrigation scheme work: A
case study from Mali. The World Bank. Directions in Development Series.
Washington, D.C.
2. Huppert, Walter, 2005. Water management in the “Moral Hazard Trap” - The
example of irrigation. Paper presented at the Seminar on “Corruption in the water
sector: How to fight it?”. World Water Week 2005. Stockholm.
http://www.siwi.org/downloads/WWW-Symp/Water_Management_Huppert.pdf
3. Plusquellec, Herve. 1999. The role of the World Bank and new opportunities. In
FAO: Modernisation of irrigation system operations. pp. 13-19. Bangkok
4. Sen, Gautam. 2000. Is globalisation cheating the world’s poor? The First Press.
www.theglobalsite.ac.uk
EQUITABLE DISTRIBUTION AND COMMON RESOURCES

MANAGEMENT AT ANDHI KHOLA IRRIGATION SYSTEM
Padma Prasad Aryal1, Dinesh Rajouria2
ABSTRACT
Water resources being one of the major natural resources of Nepal, culturally,
economically as well as geographically it plays an integral and vital role in the
agriculture based economy that supports 40% of the GDP with more than 80% people's
involvement in the sector. Land fragmentation coupled with small land holdings, and
uncertainties in land tenure regulations are identified as some of the confronting factors
in the process of agriculture development in the country.
Land pulling from the larger landholders with their consent and distribution of land in
accordance with the water right shares earned during the construction of the irrigation
project has addressed the poverty to a larger extent and the effort made by Andhi Khola
Water User's Association (AKWUA) is commendable. This indigenous practice of
water right provided an opportunity to even the land less family of the command area to
earn land by contributing labor during the construction of the project. This indigenous
practice has provided land to the 15 landless and 56 marginal farmers’ family.
The water right shareholders can even sell their share of water to the person in need
with in the command area. The out come of the strategic management and
implementation of this irrigation project has not only resulted in the decrease of
migration but it has improved the economic condition of the people. Increase in the crop
production and economic activities has attracted establishment of boarding schools and
mills for grain processing. The water from the Andhi khola Irrigation system has not
only been used for irrigation but it is used in multiple purposes. This system is a unique
model of the integrated water resources management and has been successful to address
the poverty with in the command area.
1- Executive Member- National Federation of Irrigation Water User Association Nepal

2- Irrigation Engineer – Department of Irrigation, Phone: 0097715530244, e-mail: akwuas@yahoo.com
PART I
INTRODUCTION
Although UMN had been planning a water resources development program in the
Andhi-khola basin (Andhi is the name of the river and Khola means river in Nepalese
language) since 1963, it could not be materialized till 1980 due to lack of resources both
financial and humane. In 1980, it exerted its effort to undertake a multipurpose and
integrated rural development project targeted for overall development of the region.
Under this project, a 5.1 MW hydro-electric project was formulated with the objective
of availing electricity for rural electrification, ropeways, lift irrigation and small agro-
based industries.
In 1981, an agreement was signed between the then His Majesty’s Government of Nepal
and the UMN for the implementation of the program. Initially, the Norwegian Agency
for Development Cooperation (NORAD) provided the fund through UMN for
hydro-power construction and rural electrification component only. Later following a
request, the NORAD agreed to provide additional fund needed for irrigation
development activities too. In 1985, the NORAD through Norwegian Himal-Asia
Mission made available the fund for irrigation component. This irrigation project is
called Andhikhola Irrigation Project (AKIP) that provides irrigation facility to about
282 hectares of lands. The total cost of the project at its completion was 31.8 million
rupees (US $ 0.45 million). This paper now onwards will focus only on the different
aspects of Irrigation development and related impacts on the socio-economic condition
and its functioning mechanisms.
THE ANDHI KHOLA IRRIGATION PROJECT
THE WATER SOURCE

The arrangement for the distribution of water for both hydropower and irrigation is
made in such a way that a 60 m. long and 6 m. high Ogee type weir is constructed
across the Andhi-kholal that in turn diverts water through 1284 m long head race tunnel
that opens up to a surge tank. This surge tank has two out lets one for the hydropower
and another for the irrigation channel.
THE IRRIGATION SYSTEM

This irrigation system comprises of 9.4 km of main canals (3.4 km extended after hand
over), 13 branch canals totaling to a length of 21.6 km with a network of pipelines to
cater irrigation water to different patches of agricultural lands scattered around the
sloping and incised topography. The construction of this system was started in 1989 and
handed over to the water users organization, Andhi Khola Water Users Association
(AKWUA) on 27th June, 1997.
FORMATION OF ANDHI KHOLA WATER USERS ASSOCIATION (AKWUA)

In line with one of the prominent objectives of the project, which was the uplifting of
the poor and landless farmers in the command area through active participation in the
development of the project a representative body of the affected farmers was formed as
early as in 1984 and registered under the association registration act. There are three
committees under AKWUA that are legally tied up with the AKWUA statute. There
major responsibilities and extent of works are described below:
1. AKWUA EXECUTIVE BOARD:

This board is comprised of 13 members with at least 33% of women members. This
board is chosen through the direct election from the share holders. The election is held
every year, however, the each election replaces only the 50% of the members that have
completed 2 years tenure. This arrangement is made in order to make cohesion with the
newly elected members and make sustainable governance. The executive body is not
only responsible for the daily activities of the AKWUA office and its employees at the
same time, it is the main body that looks after the over all operation and maintenance,
service fee collection, budget allocation, water distribution and resource mobilization
with in the system. This committee is mandated to take all the major decisions and is
responsible to make cooperation and coordination with the major stakeholders and
funding agencies both governmental and non-governmental. Regular monthly meeting
is held of the executive body.
2. EVALUATION AND MONITORING COMMITTEE

This committee is comprised of one chairperson and 10 members elected directed from
the share holders. The election for this committee is held every year for its all 11
members. This committee is mandated to monitor and evaluate the activities carried out
by the executive committee and make suggestions and recommends for further
betterment. This committee submits the report of its evolution and findings to the
executive board every six months.
3. LAND PURCHASING AND REDISTRIBUTION COMMITTEE

This committee is comprised of one chairperson and 6 members. All the 6 members and
the chairperson are nominated by the executive body. This committee is mandated to
keep the records of the land and water share of the individual. The trading of the water
share can only take place after the recommendation this committee to the executive
body.
FORMATION OF ANDHIKHOLA MULTIPURPOSE ASSOCIATION (AMA)

With the main objective of providing sustainable support to AKWUA a new
organization in 2005 has been registered. This organization is comprised of AKIP
shareholders and representative from Butwal power Company (BPC) that owns the
hydropower. This organization has 500 general members. It also has an executive body
comprised of 5 elected members out of water shareholders and 2 representative
nominated by BPC. BPC has agreed to provide Rs. 250000.00 per annum to AKWUA
through this organization for institutional development of AKWUA. After formation of
this organization BPC has waved the share of the cost (20%) that AKWUA used to pay
to BPC towards the maintenance to head works and headrace tunnel. This organization
is active in attracting fund from donors. So far the fund collected by this organization
amounts to rupees 577774. It releases the fund to AKWUA as and when requested.
ROLE PLAYED BY THE AKWUA AND MODALITY OF IMPLEMENTATION

The AKWUA has worked closely with AKP/ UMN staff in implementation of the
irrigation project. It has been much instrumental specifically in mobilizing local human
resources during construction, and executing necessary task of land purchasing and
redistribution program of the project. Fig. 1 presents the external and internal support
mechanism that the AKWUA has established. Some of the prominent areas wherein the
AKWUA has contributed are discussed below:
SHARE EARNING:
As stated earlier, any person residing in project area could earn a share by contributing 5
days labor contribution (worth Rupees 165 equivalent to US $ 2.32). A person was
entitled to earn a maximum of 4 shares. There was a provision of 25000 shares to be
distributed to the beneficiaries. Possession of the single share would give the owner a
water right of 1/ 25000 part of the water flow available at the head (which would mean
688 lit/sec divided by 25000, equals to 0.027 lit/sec). Calculating at the rate of Rupees
165 per share the total contribution that was expected from the beneficiaries farmers
was worth rupees 4,125,000. However, by the end of the project i.e. hand over date the
shares earned by the beneficiaries were only 17739 worth rupees 2926935. Since the
UMN had spent money in lieu of labors for rest of the contribution the UMN kept rest
of shares, 7,261 within it self. However, in year 2000 the share kept by UMN was
handed over to the AKWUA. So far AKWUA has sold 1056 shares out of 7261 and
remaining 6205 shares are still in the possession of AKWUA. In order to sell the
remaining share AKWUA is thinking of revising the quantity of water per share.
ASSESSMENT OF WATER NEED

The AKWUA notifies to the user farmers register their shares with in certain date before
each cropping season. They share holders are required to mention the canal from where
he /she needs water. Based on such registration, the AKWUA calculates the discharge
needed and it requests the Hydro power to release water for irrigation from the surge
tank. The AKWUA also determines the discharge required to each canal (Main,
branches and tertiary) based on the prior registration.
LAND RE-DISTRIBUTION
One of the major objectives of this project was to collect some lands from the rich
farmers and then distribute to the land less. The basis for determining and optimum land
requirement for livelihood was based on the assumption (postulated by Joy Poppe,
1982, Socio-Economic Survey) that a family with 7 members would need a land area of
5 Ropanis (0.25 hectares). This would mean that one person would need approximately
11.5 anna (0.036 hectares). As a result of this, the project made criteria that farmers
having more than 0.036 hectares per person would require to sell 10% of their extra land
to the AKWUA. Such purchased land pieces would then be distributed to the poor or
landless farmers at the same pre irrigation price.
To date, AKWUA has been successful to purchase 232 Ropani (11.6 hectares) of land
and also has already distributed this land to 71 poor/landless and marginal farmers. The
rate for buying and selling of the land by the AKWUA was decided according to land
category which is shown in table 1. While the money was fully paid to the seller, the
eligible buyers were allowed to pay in installment basis of five years with out any
interest. For this purpose of land pulling and subsequent payment to the seller, UMN
had provided a refundable fund to the AKWUA which later on waved by the UMN to
the AKWUA for its institutional development.
Table: 1. Land Price

S.No. Price (Rupees/ropani)
Land Slope Before 1990 After 1990
1 0º - 10 º 2000 3000
2 10º -20º 1800 2800
3 20º - 30º 1600 2600
IRRIGATION SERVICE FEE

Each shareholder or beneficiary farmers are paying rupees 6.0/share/year for office
expenditure of AKWUA. Besides this the shareholders are paying rupees 4/share/year
for maintenance and operation of the canal system. The shareholders are also
shouldering a portion of maintenance expenditure of headwork and tunnel (20%) to the
hydropower company. At present 15000 shares are active and utilizing water for
irrigation and paying the O& M as well as office expenditures. Besides the above the
AKWUA also mobilizes some labor contribution from each shareholder for canal
cleaning and reshaping. There are some prior agreed rules and procedures for such labor
contribution. Therefore, the canals are generally cleaned twice in a year that is before
paddy transplantation and wheat sowing.
CONFLICT MANAGEMENT
The AKWUA board has been successful to resolve conflict so far. There has been no
conspicuous related to water allocation and distribution. The AKWUA has rules
whereby any person or shareholder who does not abide by the rule are normally
penalized by depriving him of irrigation water or requiring him to pay fine of some
amount.
PART II
THE COMPARATIVE STUDY
LAND TYPE OF THE COMMAND AREA
Basically the land in hills is classified into three types- “Khet” – terraced, irrigated land;
“Bari” – unirrigated land that is sometimes terraced; “Kharbari” – an area of seemingly
waste land which is cut for fodder. The Figure 1, below shows the comparative status of
land type with in the command area. It is note worthy that the farmers have worked hard
to convert their sloping land into terraced land in order to grow rice and take full
advantage of irrigation. This terracing of land has not only added value to their property
but also the soil erosion has been checked to a larger extent.
figure :1 Land Type
300
250
H
e 200
c
t
150
a
r
e 100
s
50
0
Bari Khet Kharbari Bari khet kharbari
Before Irrigation After Irrigation

LAND HOLDING
There has been a significant change in the pattern of land holding as a result of land
pulling from the larger land holders and redistribution to the land less and marginal
farmers. The figure 2 and 3 show the comparative pattern of land holding.
Figure:2 Land holding (ha) Before Irrigation

% household
5.9 2.5 0.7

10.3 Landless
0 - 0.25
0.25 - 0.5
51.2 0.5 - 1
29.4 1 - 1.5
1.5 - 2.0
Source: Joy Poppe, 1982 Socio-economic Survey
Figure :3 Land Holding After irrigation

% Household
2
0 7
5
Landless
20
˜ 0.25
0.25 - 0.5
0.5 - 1.0
1.0 - 1.5
1.5 - 2.0
66
Source : AKWUA Yearly Report 2005
FOOD SUFFICIENCY STATUS

Rain fed paddy and maize were the dominant crops grown in the area. After the
irrigation facility, farmers are producing more paddy, wheat and the vegetables such as
tomatoes, potatoes, cauliflower, cabbage, onion, garlic and green leafy vegetables.
Generally, maize and millet are grown in unirrigated “bari” land. After the availability
of irrigation, major part of the bari and meadow has been converted into rice fields and
thus the production of maize and millets has gone down considerably. More and more
farmers are attracted towards the vegetable farming due to availability of agricultural
inputs in the local market and the agriculture extension service nearby. Tables below
show the comparative production status of different crops:
Comparative Crop production

Before Project In year 2005
Crops (Rainfed) % of Gross Production Crops (Irrigated) % of Gross Production
Paddy 38.70 Paddy 60.77
Maize 30.77 Maize 10.90
Millet 16.90 Millet 0.85
Wheat 7.28 Wheat 15.37
Potato/Vegetables 3.16 Potato/Vegetables 9.37
Pulses 2.33 Pulses 1.51
Mustard 0.86 Mustard 1.23
The average grain production per person per annum has increased from 3.83 muri
(Approx 268 kg) to 5.64 muri (Approx. 395kg).
CROPPING INTENSITY
Due to the non availability of irrigation water only the long duration crops were grown
as a result of which, farmers were able to grow only two crops per year. The average
cropping intensity then reported was merely 150%. However, due to availability of short
duration and quick yielding varieties most of the farmers are harvesting 3 crops a year
resulting into the 288.8% of cropping intensity in the year 2005.
CROP YIELD
No large increase in crop yield was reported in the earlier years and it is believed that
this might have happened due to the loss of fertile top soil while converting the bari
(sloping land) into Khet (terraced land). However, in the recent years the average yield
of summer paddy is 3.1 mt/ha and spring paddy (cultivated only from last year) is 4.4
mt/ha. The average yields of wheat and maize are 1.8 and 1.5 mt/ha
ECOLOGICAL BALANCE
The previously rugged terrain of high slope was prone to land slide and land
degradation. Deforestation of the marginal land for fodder and fuel was its peak.
However, after up coming of the multipurpose project these adverse activities have been
checked to a great extent. Efforts have been made towards plantation of suitable plants
to minimize the threat of land slide and sheet flow of top soil. The area that looked
deserted before the implementation of the project now surrounds with green vegetation
giving a picturesque view. As result of this effort the project has owned the prestigious
“Blue planet Award 2005". A good effort towards biodiversity and ecosystem
conservation with in the project area has been made to over come the threat of land
degradation.
CONCLUSION
The AKIP is a unique irrigation project in the history of irrigation development in
Nepal. The modalities of design and construction, water right share distribution; land
pulling and redistribution are very well thought and very appropriate ones. The project
has been successful in meeting the objectives up to large extent. The unique concept of
share distribution has not only instilled much farmer’s contribution in the system
construction but has become one of the example of equitable distribution of common
resources and its management. It has helped to establish an equitable water distribution
mechanism. The major success of this project lies in getting some portion of land from
comparatively large land-holders and distribution of these land to land less and marginal
farmers. The project has been successful in alleviating the poverty in the region. The
trend of migration of the family members from the region has gone down considerably.
The establishment of health centre and educational institution has provided the
opportunity to the population for better health care and education. The establishment of
strong and powerful water user Association is another remarkable achievement of this
project towards decision making for the betterment of the farmers and functioning of
project as well. This project is not only a very good example of successful integrated
water resources management but also a very good coordination and cooperation exists
between the management of Irrigation system and Hydropower Company.
REFERENCES
1. BPC Hydroconsult, 1987. AHREP Headrace Gravity Irrigation Scheme Feasibility

Report United Mission to Nepal
2. Earnest Thiessen, 1983 AHREP Headrace Irrigation Preliminary Report- United
Mission to Nepal
3. Joy Poppe, 1982 Socio-economic Survey Report, Andhi – Khola Project, UMN
4. Nepalese Society of Agricultural Engineers, 1997 Impact Evaluation Study of
Andhikhola Irrigation System
5. Padma Prasad Aryal, 2004 Final Report on Effect on Rural Livelihood through
Common Resource Management- International Centre for Integrated Mountain
Development (ICIMOD)
PRINCIPLES AND METHODS FOR PARTICIPATORY IRRIGATION

MANAGEMENT AND ROLE SHARING BETWEEN GOVERNMENT
AND FARMERS
Dr. Masayoshi Satoh1, Satoshi Kono2, Tassanee Ounvichit3
ABSTRACT
This paper theoretically discusses the principles and methods for Participatory Irrigation
Management (PIM), including the goals of irrigation management and obtaining
farmers’ cooperation in implementing water management systems. In addition, the
principles for role sharing between governments and farmers are discussed. First, the
Law of Diminishing Return is used to explain the relationship between the efficiency of
an irrigation project and equal water distribution. The law explains that a governmental
project has two independent goals of highest economical return and equity in irrigation
management, both of which can be simultaneously realized under specific and limited
conditions. Second, background is given on how to obtain the cooperation of farmers to
show that cooperation is possible because of the competitive relationship of local
farmers, not in spite of it. Third, the water distribution process is divided into four
sub-processes of decision making, operation, monitoring and feedback. Traditional role
sharing between the government and farmers’ organizations is called “spatial role
sharing” because lower levels of the canal system are handed over to farmers, while the
main levels of the system are still totally managed by the government. Instead of the
traditional method, “functional role sharing” is recommended, in which the government
1- Professor, Graduate [S]chool of Life and Environmental Sciences, University of Tsukuba, Ten-nodai
1-1-1, Tsukuba, Ibaraki, 305-8572 Japan, Phone: +81-29-853-4648,
E-mail: massa@sakura.cc.tsukuba.ac.jp
2- Graduate [S]chool of Life and Environmental Sciences, University of Tsukuba, Ten-nodai 1-1-1,
Tsukuba, Ibaraki, 305-8572 Japan, Phone: +81-29-853-4899, E-mail: shitosanoko@hotmail.com
3- Policy Analysis Group, Planning Division, Royal Irrigation Department, 811 Samsen Road, Bangkok,
10300 Thailand, Fax: +66-2-669-5014, E-mail: ounvichit@yahoo.com
and farmers share functions based on the four sub-processes, according to each
irrigation facility at the main, lateral or on-farm level.
1. INTRODUCTION
The world’s irrigation area was 94 million ha in 1950, and tripled to 276 million ha in
2000 (Figure 1). This is a result of irrigation development, and can be viewed as a great
achievement towards the more stable and increased production of food, and to
contributing to the food supply for an increased population. This increase in the
irrigation area is seen not only in developing countries but in industrialized ones.
However, efficiency and sustainability in irrigation management are a challenge,
especially in developing countries. Most of the irrigated areas in 1950 were traditional
irrigation systems sustainably managed in a traditional way with farmers participating
when necessary (Surarerks 1986, Ounvichit 2006). The present problems of irrigation
management are mainly related to modern irrigation projects that have been developed
after World War II, most of which are in Asia, Africa and Latin America, where many
small scale farmers have to share an irrigation canal.
300000
250000
200000
1000ha
150000
100000
50000
0
1940 1950 1960 1970 1980 1990 2000 2010
Figure 1 World irrigation area tripled during the latter half of the 20th Century
(Source: FOASTAT, Brown 1999)
These irrigation projects have been initiated, planned, constructed and managed mostly
by governments, but many experts now believe that irrigation systems should be turned
over to local farmers to be managed by the water users themselves. Governments and
international organizations around the world are attempting to implement this
“Participatory Irrigation Management” (PIM). However, it is widely recognized that the

establishment of a water user’s group, an essential element of PIM, and its stable
management are very difficult (Vermillion 1997, Groenfeldt and Svendsen 2000).
For the success of PIM, it is critical to extract the common principles underlying
successful irrigation management by analyzing experiences in traditional irrigation
systems and to apply them to new and problem systems. These analyses should be
carried out very carefully, because so many aspects of a country affect irrigation
management. We know that a successful method in one region does not always
guarantee success in other regions in other countries.
Japan achieved a rapid increase in irrigation areas from the 17th to 18th centuries that led
to water conflicts similar to the conflicts the world is facing now. Consequently, Japan
has a long history of water conflicts and resolution, and has developed its own style of
managing irrigation projects. It employs a Land Improvement District (LID) system for
irrigation projects, in which farmers manage their irrigation systems in an autonomous
way, determining water distribution, operating the canal system, and collecting
membership fees covering the entire cost of management. Thus, Japan is regarded as a
country whose experiences in irrigation management deserve analysis and
generalization.
This paper aims, based on the authors’ experiences in Southeast Asian countries as well
as in Japan, to discuss common principles for success in PIM, and to thereby present
ideas that should be introduced into PIM implementation.
2. PROBLEMS OF WATER MANAGEMENT IN MONSOON ASIAN

COUNTRIES
One of the special characteristics of the water management situation in East and
Southeast Asian countries, including Japan, is that a large number of small scale farmers
are the beneficiary of a project. Moreover, a farmer owns several plots dispersed over an
area. The terminal ditches delivering water to these small plots are so small and earthen
that it is impossible to measure the water used by individual farmers. Under these
conditions, a water management company may not be able to run a business delivering
water to each plot according to farmers’ needs, unlike in the water supply sector or in
large scale farming systems. The farmers inevitably have to be both users and managers
of the water at the lowest level.
An important discussion point is expressed in the slogan, “From government to

farmers.” The incentive of farmers for a good water management is stronger than that of
government bureaucracies (Groenfeldt and Svendsen 2000). Should the ultimate goal of
PIM therefore be to transfer everything to farmers? Although government officers are
now the official managers of irrigation systems in most countries and are achieving very
low performance, transferring everything to the farmers may not be the best ultimate
goal.
A real problem is that the illegal interference and no maintenance activity of farmers
with irrigation facilities are leading to uneven water distribution and rapid deterioration
of the facilities. What is needed is not the simple participation of farmers, but an
adequately controlled participation of farmers. If this is undertaken, who would control
farmers’ participation? For what goal would someone undertake to control the farmers’
participation?
The most fundamental and even practical problem may be that most government
engineers, officers of international organizations, farmers and other stakeholders have
no commonly shared understanding of the goals of water management, or of why, and in
what form, farmers should participate. The idea from the World Bank, “The concept of
PIM refers to management by irrigation users at all levels of the system and in all
aspects of management.” and “the PIM approach starts with the assumption that the
irrigation users themselves are best suited to manage their own water.” (INPIM) is
widely accepted. This can work as a general guideline in promoting PIM. However,
there have been very few discussions on the practical goals and methods needed to
achieve this involvement. We need a clear image for the course of action.
3. DIFFERENT GOALS OF WATER MANAGEMENT IMPROVEMENT FOR

GOVERNMENTS AND FARMERS
Investments in irrigation development are done mostly by governments (both central

and local). In particular, farmers are not requested to cover the main construction costs,
with some exemptions like Japan that requests monetary contributions from farmers, for
main facilities as well as for on-farm ones. In this investment, the government mainly
looks for the highest economical return from irrigation development. The broader targets
of a government, such as poverty alleviation and increased social stability will, of
course, accompany the project (Asian Development Bank, Hussein et al. 2002). But the
first and most fundamental target of water management is still to harvest the largest
amount of food with the given amount of available water.
However, you have the farmers, each of whom will endeavor to make the maximum
profit from the water flowing in front of them. The ability of farmers to obtain more
profit is in itself a favorable thing, but not all of the farmers’ goals can be realized at the
same time under the limited availability of water. Farmers have to share the water. In the
management of irrigation projects, farmers have a basic and rational demand, which is
that they want to know the reason why a certain amount of water has been given to them
at this moment, and they also want to be able to decide the amount and time of receiving
water by themselves if they can. Seen in this light, we can surely say that farmers have a
basic incentive for participating in irrigation management.
However, an important point to note is that the efficient and sustainable use of an
irrigation project is out of the direct purpose of individual farmers’ performance. An
irrigation organization of farmers with such backgrounds is not easy to manage in
accordance with the goals of the government. Our observations of irrigation projects in
Asia and Africa has led us to conclude that the maximum benefit to the government or
society is not realized if irrigation management is transferred to farmers or farmers’
organization with no intervention from the government (Ishii et al. 2005, Sato and Satoh
2006). Therefore, farmers should not be allowed or expected to manage the project
themselves. We should again confirm the final goal of water management improvement
for the project or the society, and the methods for realizing the goals of PIM should be
continuously sought.
4. TARGET OF WATER DISTRIBUTION
Let the major target of water management be to gain the maximum yield under the
given irrigation conditions. Then we need to know what water distribution will gain the
maximum under a given amount of water. Here, the authors introduce the Law of
Diminishing Returns, which is widely used in economics. This law may be applicable to
the irrigation of farmland (Figure 2). It suggests that the first one unit of water applied
to rain-fed farmland has large benefits, but that the marginal benefits decrease as the
water application increases, though the total benefit continues increasing. It means the
relation curve for irrigation and yield is convex upward. The marginal benefit will
eventually reach zero when the total benefits have been reaped. By applying this law, we
understand that the maximum benefit of irrigation is realized when the available water is
allocated equally among individual plots in the project area.
Yield
P
YA
Ymax
Yav
Q
YB
Irrigation rate
IB Iav IA
Figure 2. Law of diminishing returns for irrigation management.
A model for an irrigation project consisting of two regions, A and B, having the same
areas of irrigated land is introduced as shown in Figure 3. Assume that all conditions
except water are the same in both areas and that there is no water conveying loss. Let
the available water W be not enough for the whole project, and distributed to regions A
and B by WA and WB (WA >WB), respectively. The irrigation intensities in Regions A
and B, I A, IB are obtained by WA and WB divided by each area, respectively. The average
irrigation intensity for the whole area IAV is given as (IA +IB)/2. When this relation is
applied to the Law of Diminishing Returns, we know the yield in Region A YA is larger
than that in Region B YB, as shown in Figure 2. The average yield for the whole region
YAV is given as (YA +YB)/2, on the middle point between P and Q. The average yield, of
course, represents the total yield in the project area.
W
WA
Region A
WB
Region B
Figure 3. Water distribution model: Available water is distributed to two

regions, A and B, with the same areas of cultivated land.
If we consider a little more even water distribution, IA will shift to the left on the
horizontal axis and IB will shift to the right by the same distance. As a result the average
yield YAV increases while W (IAV) stays constant. According to this process, if all
available water becomes evenly distributed over Regions A and B, the water application
rate for all water users is IAV, which brings the average yield for the whole region to the
maximum at YMAX. Now we know that an irrigation project can realize the maximum
yield when the available water is distributed evenly over the service area, or beneficiary
farmers.
The maximum yield is just what the government is seeking from the viewpoint of the
national economy. The economic benefit happily coincides with the social need for
equity. This discussion may be sufficient to show that the major target of water
management should be equal water allocation, though it is abstracting some minor
conditions such as the scale of the project, crop stage, soil conditions, and so on.
Two supplemental discussions should be given. First, in the discussion above the yield
of Region A is reduced to get the maximum benefit of the whole region. This implies
that local benefits and the national benefit conflict with each other in water management.
We have to suppress the benefits of some local groups for the sake of the whole. Second,
if we consider a different situation, that there is a water conveyance loss, equal water
distribution will not guarantee the national maximum benefit from the economical point
of view. Such a situation can easily be found during the dry season in the Asian
monsoon region, especially in areas where the canals are made of earth. In this case we
need to sacrifice the maximum benefit for the whole society to keep the goal of the
equal water distribution over the areas. The same discussion is available for the case of
poverty alleviation if the water distribution for realizing the maximum economical
benefit must be changed for the poverty alleviation purpose. This means that the goals
of water management to bring about economical benefit and other social benefits of
equity and poverty alleviation conflict with each other. We should know that it is
necessary to choose one of these goals as the priority goal in some conditions of actual
water management.
5. IS FARMERS’ COOPERATION POSSIBLE?
Even when a government facility is managed by the government, in correspondence

with the government’s goals, experience has shown that the government cannot and
should not manage everything (Groenfeldt and Svendsen 2000). Governments cannot
manage every facility by themselves because of budget constraints, and cannot prevent
farmers from performing illegal actions on the facilities the government is trying to
control. Governments need farmers to achieve the government’s target. Here, we should
remember that the individual farmer’s target in water management is different from the
government’s target. If the government lets farmers manage facilities without any
conditions set down or rules governing this management, the government cannot
achieve its target. How can the government realize a management transfer while
achieving its target?
To realize the target, farmers need to be organized and behave according to specific
rules for the transferred facility. However, in the process of water allocation under
limited water availability, more water to a farmer or a group of farmers means less water
to others. There are strong conflicts among farmers in every region at the main, lateral,
and on-farm levels (Shinzawa 1955). Therefore, we face a more fundamental question of
whether or not establishing farmers’ groups and gaining their cooperation are possible in
principle.
The authors’ idea is that despite the conflict, or rather because of it, farmers may opt to
establish their own water user group and organization, because farmers can hope to
realize common benefits only by establishing their own water user group to claim their
right to have water. This idea has two prerequisites: First farmers need to be informed
and understand the reality of conflicting structures in water management, and second,
there must be an institutional system in which farmers’ decisions in their group can be
reflected or realized in water management at the higher canal level. If not supplied with
such conditions, farmers cannot take action or formulate plans, and they then feel
desperate and lose their motivation to improve their situation. Therefore, the first goal in
farmer education and capacity development is to prepare such conditions and explain
them to the farmers.
Based on this idea, the suggested action for governments to promote the sustainable
establishment of water user groups is to prepare a table at which different water user
groups can claim their rights and talk to each other, as well as a system in which
whatever they decide is realized in an actual water management process.
A group of water users composed of farmers cannot operate by themselves, because if

they do so, conflicts among themselves can destroy the group. A water users’ group
needs, for its continuous existence, a common outside interest for which they have to
cooperate. Understanding the need for a common outside interest leads to a conclusion
that we should not expect a successful establishment of water users’ groups (WUGs) as
a condition for the subsequent establishment of an integrated water users’ group
(IWUG) (Gautam 1997). Rather, the simultaneous establishment of WUGs and IWUG
is necessary for success. This idea has been applied to JICA projects in Thailand and
Egypt (Onimaru et al. 2003).
6. ROLE SHARING BY GOVERNMENT AND FARMERS IN WATER

MANAGEMENT
What part of water management should farmers be involved in? As far as the scale of
irrigation system is concerned, the management of a small scale irrigation project can be
completely transferred to a farmer’s organization. Most of the irrigation systems in
Japan, even large scale ones, have been completely transferred to farmers’ organizations,
Land Improvement Districts (LIDs). Provided appropriate conditions are in place, a
large scale project with a beneficiary area of more than 10,000 ha can be transferred to a
farmer’s organization such as an LID. However, a widely accepted idea for large scale
irrigation systems is that governments or public sectors should manage the main parts of
the systems, and the farmers’ groups the on-farm facility. Japan also has examples of
this demarcation, which can be called “spatial role sharing” (SRS).
However, a simple application of SRS may not be successful for PIM since many
factors are involved in water management. SRS is sometimes seen as a reason for
governments to no longer support or intervene with farmers’ management of on-farm
systems after PIM or water management transfer (WMT) has been introduced. As for
the main part of the irrigation system, if every decision on water allocation is made by
the government, and if these decisions are not explained, farmers won’t know whether
they are being treated equitably or not. Moreover, they cannot construct a farming plan
if they are not informed of the water resources status of the project. Under such
suspicious conditions, farmers are apt to take action for their individual benefit.
Governments have no capacity to suppress such activities, which are usually committed
during the night. Governments should not expect farmers to behave rationally for the
national goal. It is therefore extremely important for governments, as much as is
possible, to eliminate those actions which cause farmers to take selfish actions of their
own, and also to prevent these actions from being taken in practice. Information
dissemination and accountability are of the utmost importance.
Water management (in the broad sense) consists of operation, maintenance and
management (organization and finance), among which operation can be regarded as the
core of water management because it is the action that brings the water to farmers. Thus,
operation may be called water management (in the narrow sense). The other two kinds
of activities have rather supplemental functions that make this water management (in
the narrow sense) efficient and sustainable.
An action can be divided into four processes: target setting, execution, evaluation and
adjustment. The authors suggest the classification of water management (in the narrow
sense) into four processes (Figure 4) to discuss the role sharing of government and
farmers:
1) Decision process: Deciding on the water distribution target and plan

2) Operation process: Operating the facilities according to the plan
3) Monitoring process: Monitoring the operation to see whether it is performed as

expected
4) Feedback process: Adjusting the operation or decisions based on monitoring
Each process is further explained as follows:
Decision
Operation
Feedback
Monitoring
Figure 4 Four processes of water management
First, in the Decision process, how much water should be introduced and distributed to
each canal must be decided based on evaluation of the water demand and supply. It
makes sense for this process to be primarily covered by the farmers, because the
ultimate users of water are farmers and every target is based on their request. Only
farmers really understand the necessity of water, and thus they can negotiate and adjust
water allocation in case a water shortage occurs. This will increase water use efficiency.
However, it is the role of government engineers to give farmers the scientific and
technical information on hydrology and hydraulics to enable the farmers to make
rational decisions. The government should also guide and oversee the farmers’
discussions so as to guard equity, which realizes the government’s goal in water
management. To protect the interests of everyone concerned, the decision process for the
whole project should be shouldered by both the government and farmers. To make this
possible, farmers should form a project level water users’ organization to which every
regional water user group will send delegates.
Second, government engineers should be primarily responsible for the Operation

process. For, the other parties (farmers) should not be involved in operation of water
distribution to keep fairness. In addition, special knowledge and skills are needed to
operate the main systems. However, government officers and farmers may cooperate in
the operation process at the lateral level and below.
Third, the Monitoring process includes watching for unfair or illegal operation,
measuring the water delivered to each canal and ditch, and comparison of planned and
actual waters as well as watching of the state of crops. Farmers should take an important
role in the monitoring process, especially in watching for the illegal operation and
destruction of facilities. Farmers would have a strong incentive to play a role in this
process as long as they themselves have created the water distribution plan during the
decision process. The results of the water distribution process should be monitored and
gathered by government officials, and the information made openly available to all
farmers.
Fourth, during the Feedback process, water distribution should be adjusted if there is a
discrepancy between the initial plan and monitored results. To make this possible, there
should be some place where farmers and government officials can get together to
discuss any discrepancy. There may be cases in which the water distribution plan itself
must be adjusted. Sanctions may be taken against farmers or local groups of farmers
who have intentionally operated the irrigation system in an unfair way.
To realize effective water management, we should consider the role sharing of the above
four functions between government and farmers for each irrigation facilities at the main,
lateral and on-farm levels. This may be called “Functional role sharing” (FRS) against
“Spatial role sharing”. An example is seen in the Toyogawa Irrigation Project in Japan,
where the water distribution plan in the whole system is decided by all organizations
benefiting, although operation is the role of the public sector.
7. METHODS FOR PIM

To realize farmers’ participation in water management for the whole irrigation system, a
water user organization for the system needs to be formed, and must be supported by a
hierarchical farmer group system such as WUG, IWUG, and so on. The challenge is
how to set up and sustain such organizations.
We often see that depressed farmers in the downstream, who cannot get enough water,
do not take positive action to improve their situation. Two factors may be influencing
this: One is that the farmers have no expectations about the projects because they have
not participated in the initiation, planning, or design. They feel no ownership of the
project or irrigation canal. They just may not object to the project as long as the project
has no negative impact on their traditional rain-fed farming. The second is that farmers
do not understand the reason for their unfavorable situation, and cannot expect
government officers to take effective action for them. This is principally because of lack
of information disclosure to farmers, which is not recognized necessary by the officers.
To realize the proposed role sharing between government and farmers, the following are
of special importance:
1) The government openly declares, after establishing its own goals, that beneficiary
farmers have equal rights in the system, and that these equal rights are one of the
principles in water management.
2) The government establishes a forum for local hydraulic groups to discuss and
decide water management according to the equity principle.
Through the above mentioned roles in and the contribution to water management,
farmers can have ownership in their irrigation project. The majority of beneficiary
farmers would understand that equitable water distribution is necessary and can be
realized by their cooperation.
We should not underestimate the importance of water distribution at an on-farm level.

Inequitable water distribution at the on-farm level for a project is equivalent to
inequitable water distribution on a large scale. Governments need to pay attention to this.
However, it is impossible for central governments to be involved in every water
management process. Local governments and communities share a common interest
with the central government, that of maximum exploitation from irrigation. The central
government can achieve its goal by cooperating with and supporting the local
governments.
The participation of farmers in the decision making process is the issue raised in this
paper that may attract the most serious discussion. There is a strong traditional attitude
among government officers that they, being highly educated, should hold the power to
make decisions. However, if governments do not allow farmers to participate in
decision making, then they cannot expect farmers to cooperate in other aspects of the
water management. As explained above, governments can achieve their goals more
effectively by letting the farmers discuss decisions with them, and by sharing
information with the farmers to enable these discussions to be rational.
8. CONCLUSIONS
1) We need a clear image for the practical goals and methods to realize successful
participation of farmers in water management. In this regard, it should be confirmed
that the first and most fundamental goal of water management for governments is to
harvest the largest amount of food with the given amount of available water, and
some other social goals of poverty alleviation and equitable water sharing among
beneficiary farmers are accompanied.
2) Farmers have a strong incentive for irrigation management transfer (IMT), which is
recommended to get higher efficiency of irrigation. However, a simple WMT to
farmers with no government intervention would not realize the government goals
because individual farmers have different goals.
3) The Law of Diminishing Returns shows that the equal water allocation can realize
the maximum yield, which is the major target of governments in water management,
under some simplified conditions.
4) Farmers have strong conflicts in water management at every level of irrigation
system. However, the principal possibility of farmers’ cooperation in water
management can be found in these conflicts. Farmers can cooperate only to get a
common benefit outside. From this understanding, a simultaneous establishment of
water users’ group (WUG) and integrated water users’ group (IWUG) is
recommended.
5) Water management (in the narrow sense) should be divided into four processes of
Decision, Operation, Monitoring and Feedback. A traditional role sharing between
government and farmers, in which farmers should be responsible for every function
relating to the on-farm facility management, should be called “Spatial role sharing”
(SRS). However, the “Functional role sharing” (FRS), in which the government and
farmers should share the roles considering the function each at the main, lateral and
on-farm facilities, should be introduced for the successful participation of farmers.
6) The participation of farmers in the decision process is of special importance, only
through which the government can expect farmers to cooperate in other aspects of
the water management. Thus, governments can achieve their goals effectively and
surely.
REFERENCES
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2. Brown, L. R 1999: State of the World 1999-2000, Japanese version, pp.2006-2035,
Diamond inc., Tokyo
3. FAOSTAT: http://faostat.fao.org/site/419/DesktopDefault.aspx?PageID=419
4. Fujiki, T., M. Satoh, P. Sopaphun and V. Vudhivanich 2001: Water Management
Practice in Upper Chao Phraya Delta, Thailand -Analysis of water use in the
Borommathad Irrigation Project-, Transactions of Irrigation, Drainage and
Reclamation Engineering, 216, 1-7
5. Gautam, U. 1997: Classification on the West Gandak Experience in Nepal, INPIM,
No. 6, p. 7, The World Bank
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Management, World Bank Institute, 157 pp., Washington, D.C.
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Interventions for Irrigated Agriculture in Asia, 18th Congress on Irrigation and
Drainage Vol. 1A, pp. 20-23
8. INPIM: http://www.inpim.org/leftlinks/FAQ/Topic%20Page/PIM
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Sri Lanka
IRRIGATION MANAGEMENT AND STATUS OF PIM

ON PRODUCTIVITY IMPROVEMENT
A CASE STUDY IN MAHANADI DELTA PROJECT, INDIA
DK Paul1
ABSTRACT
Irrigation has helped convert rainfed lands into productive cultivable tracts in India but
management of water has suffered due to lack of proper operation and maintenance of
the system. Even after establishment of Command Area Development Agencies
(CADA, since 1974) performance of the system is still poor and resulted in half hearted
adoption of Participatory Irrigation Management (PIM). The CADA Programme was
taken up in Mahanadi Delta Stage-I Project, at the lower Mahanadi River Basin in 1976-
77.
The CADA took up ‘On Farm Development’ (OFD) works of construction of field
channels, field drains, land leveling & shaping, reclamation of waterlogged areas,
enforcement of rotational system, realignment of field boundaries and consolidation of
holding, supply of crop production inputs, introduction of suitable cropping pattern and
services like credit, extension. The programme also covered ground water development
through conjunctive use for efficient operation of the irrigation system upto the outlets.
The programme is under implementation for more than 25 years and a sum US $ 9.0 ml
was spent. A study was taken up by MOWR to assess the achievements of OFD and
come out with pragmatic suggestions for optimum results. The paper presents the status
of PIM in the Mahanadi Delta Project with respect of the irrigation system, CAD
activities, agro-climatic and socio-economic parameters, conjunctive use of water,
agricultural performance, environmental impact, benefit cost ratio and recommends
remedial measures.
The irrigation system comprises of 5 canals taking off from Mahanadi and Birupa
Barrages covering 4 districts and 27 community blocks with a culturable command area
of 1,67,000 ha (presently revised to 1,83,400 ha). A number of tributaries and drainage
channels forms the drainage system (9000 sq.km) comprising of main, secondary and
link drains with out fall,. A total of 44,872 ha is waterlogged of which 32,273 and
12599 ha are seasonal and perennial type with 1671 ha as marshy land. The maximum
annual yield is assessed to be 89,593 MCM, with minimum and average of 1880 and
51,061 MCM. The designed average irrigation requirement is assessed to be 3315 MCM
(331.5 T ham) with dependable irrigation requirement of 2527.5 MCM\ with 21.0 MCM
1- Principal Scientist (IWM), ICAR, Ministry of Agriculture, India

as the requirement for industrial and other uses. Seepage loss is assessed to be 36.3 and
22.9% in main canal and distribution system where as the field application and total
conveyance losses are 15 and 59.2% respectively. The efficiency of conveyance and
irrigation are 40.8 and 34.7% respectively. In pursuance to the National Water Policy
(1987) the State Govt. of Orissa adopted the PIM in the “State Water Policy 1987” and
provided legal back up, through Pani Panchayat Act 2002. In the beginning 4 pilot
projects on PIM were launched in the first phase (1996) and later on 50 Pani Panchayats
were formed and registered as legal bodies and 51% of the total irrigation potential
created has been covered under PIM and handled more than 153 nos. of Pani
Panchayats (WUAs). and remaining 49% would be covered by 2007.
It has humid tropical climate with good monsoon rain of 1400mm (range 902 to 2337.8
mm) The soil is moderately sandy, pH varies from slightly acidic to mildly alkaline. The
infiltration rate of soil is 0.40 cm/hr in sandy soil to 0.1 cm/hr in clay loam soil. The
ground water fluctuations for the entire delta in rainy season ranges between 2.18 to
3.94 m and in post monsoon from 1.11 and 2.13 m. Out of 38 blocks 12 are reported to
be saline, equally shared by 3 districts of Kenderpara Jagatsinghpur and Puri. The extent
of moderate and slightly saline areas are 30,291 ha. and 12,318 ha. respectively (1999-
2000)
The total area of Mahanadi Delta Project covers 8304.24 sq. km. with a population of
4.8.62 million with a population density of 585 per sq.km(1991). It has 5,532 villages,
787 Gram Panchayats and 6,67,718 of house holds with per village population of
around 1000 persons. Cultivators and agricultural labourers in the whole command have
been estimated to be 0.551 and 0. 466 million respectively and are mostly marginal
farmers followed by small, semi-medium, medium and large farmers. Average land
holding ranges from 1.20 ha. to 1.41 ha.
The command area is rich in ground water with annual replenishable resource,
discharge and draft of 3,70,758, 34,549 and 71,378 ha m/year respectively, with the net
water availability of 3,36,209 ha.m annually. The quality of ground water is quite safe
except in 4 Blocks of Kendrapara district with salinity. Till 2002, rotational water
supply covered an area of 1,81,600 ha. and reclaimed waterlogging and salinity in
17,950 ha. Consolidation of holding started prior to the CADA covered 1,40,147 ha
with field channels 10,7214 ha. Rs. 11.64 crores has been spent on the construction
of field channels, field drains with other components like maintenance of
irrigation drainage system, agricultural activities, enforcement of warabani, innovation
management in irrigation with a total expenditure of about Rs. 40 crores (us $ 9 mil.).
The main crops in rainy season are paddy (91%) and in summer also paddy (41.5.%)
with other major crop are pulses (27.0%), groundnut (8.5%), oilseed (0.7%), vegetables
(12.5.%). 16343 multi crop demonstrations were conducted from 1977- to 2002 for
improving irrigation area particularly in important crops of paddy and other high value
crop like vegetables etc. Farmers have resorted to high yield varieties of paddy and
other crops and have attempted to take up less water requiring crops in general. Rainy
season agricultural productivity of paddy 1.6t/ha. during 1994-95 has increased to
2.5 -2.9 t/ha. in 1997-98 showing 88% increase. In summer the productivity level has
gone up to 40.6 t/ha with a increasing trend of production by 55.9% from 1994-95 to
1999-2000 in both the seasons.
Since the CAD development works adoption of PIM in this command area is better as it
resulted in better utilization of irrigation potential created by improving project
efficiency, increasing irrigated area through available surface and ground water,
bringing change in better cropping pattern and increasing agricultural production &
productivity and made positive socio-economic impact in the command area of the
project.
INTRODUCTION
Irrigation has helped convert rainfed lands into productive cultivable tracts in India but
management of water has suffered due to lack of proper operation and maintenance of
the system. Even after establishment of Command Area Development Agencies
(CADA, since 1974) performance of the system is still poor and resulted in half hearted
adoption of Participatory Irrigation Management (PIM). The CADA took up ‘On Farm
Development’ (OFD) works of construction of field channels, field drains, land leveling
& shaping, reclamation of waterlogged areas, enforcement of rotational system,
realignment of field boundaries and consolidation of holding, supply of crop production
inputs, introduction of suitable cropping pattern and services like credit, extension. The
programme also covered ground water development through conjunctive use for
efficient operation of the irrigation system upto the outlets.
The programme is under implementation for more than 25 years and a sum of US$ 9.0
million was spent. A study was taken up by Ministry of Water Resources, Govt. of
India, to assess the achievements of OFD and progress of PIM and come out with
pragmatic suggestions for optimum results in the Mahanadi Delta Stage 1 project, under
the perview of the impact evaluation study through the Water and Power Consultancy
Services India Ltd. (WAPCOS, New Delhi,India).
The paper presents the status of OFD and PIM in the Mahanadi Delta Project with
respect of the irrigation system, CAD activities, agro-climatic and socio-economic
parameters, conjunctive use of water, agricultural performance, environmental impact,
benefit cost ratio and recommends remedial measures.
LOCATION AND BACKGROUND

The command of the project is located in the lower Mahanadi Basin of Orissa State in
Eastern India, with its southeastern boundary touching the Bay of Bengal. The Project
lies in the latitude between 190 – 40’ to 200 – 35’N and longitude between 850 – 40’ to
860 – 45’E. The Map-1 and Map-2 indicates it’s location with reference to the country
and the state.
THE RIVER MAHANADI

The river Mahanadi originates from Madhya Pradesh State and enters into Orissa in
Sambalpur district and flows through the state along a distance of about 350 km. It has
a total catchment of 1.3 lakh sq./km. carrying an average run off 25000 cumecs.
Its lean season flow is around 30 cumecs. The maximum annual yield is assessed to be
89,593 MCM, with minimum and average of 1880 and 51,061 MCM. The designed
average irrigation requirement is assessed to be 3315 MCM (331.5 T ham) with
dependable irrigation requirement of 2527.5 MCM with 21.0 MCM as the requirement
for industrial and other uses. In the past years one anicut had been constructed at Jobra,
Cuttack with a rainy season (Kharif) Command of about 1.5 lakh ha. The tail reach
water with an average flow rate of 220 cumecs is not only used to augment the lean
season (Dalua) supply into the command of the old anicut but also an additional weir
has been constructed at Naraj, Cuttack for irrigating an area of about 4.3 lakh ha. The
old anicut has been replaced by a modern barrage. The irrigation command of the old
anicut has been named as Mahanadi Stage –1 command and irrigation command and
after construction of new weir is known as Mahanadi Stage-II command projects (Fig.3)
CLIMATE
The climate of Mahanadi Delta Command Area is tropical.with good monsoon and wet
climate. It is characterized by the general wetness of the air. There are 3 distinct seasons
in the area. The mild winter season is from November to end of February, followed by
hot summer season from March to middle of June and the third the high rainfall
monsoon season from middle of June to end of October. During the monsoon season the
area experiences heavy rainfall by the Southwest Monsoon with an average rainfall of
1432 cm ranging between 2688.5 mm (1995 in Puri) to 784.3 mm (in Cuttack, 1992).
The mean wind velocity varies between 2.6 to 9.1 km/hr with annual average of 5.3
km/hr. The annual mean monthly relative humidity ranges between 92 % (at 8.30Hrs) to
61% (at 1730 Hrs) respectively. The Delta area is not only very close to the Bay of
Bengal but also faces cyclone storms during hot summer and monsoon season.
TOPOGRAPHY AND SOIL

The Physiography of the delta presents a general topographical view of a very flat land
extending over the vast plane areas with mild undulations in its micro relief. The land
areas under these sub-deltas being formed by the fertile alluvium deposits carried by the
two adjacent rivers are hence being named as 'doabs'. the Mahanadi Delta Irrigation
Project area has been developed in two stages. The Stage-1 Project area constitutes, the
anicut and gross areas under Doab-1 to IV. Similarly the Stage-II project area
constitutes the area under Doab-V to VIII. The basin and catchment area relevant to the
Delta command are 65,580 sq. km and 19,907 sq.km respectively
The highest land is generally located along the riverbanks, which dissect the Delta
forming in to 8 doabs. These doabs tend to slope down from the river to the interior and
at the coast. Slopes in the doabs interior are generally in the range of 1:5000 or 0.02%.
SOIL TYPES
Soil Survey in the Delta Command has been conducted by computerized Data Base with
inputs from Satellite Remote Sensing Technology, wherein aerial photo – mosaics of
1:29,000 has been used as base map over which different land types and their area
coverage information has been transferred by delineating their soil boundaries using a
mirror stereoscope. Both aerial photograph and Satellite imagery has been interpreted
for the entire Delta extending over 5000 sq./ km. The method adopted by National
Bureau of Soil Survey involves a 3-tier approach, viz. Image interpretation, field survey,
cartography and printing. As per the survey report the soils of the delta region are
moderately sandy along the rivers to sandy clay loams in the low-lying areas. In general
the soil texture is heavier and deeper from river edges to lower delta in the interior of
the doabs and from the upper portion of the doabs starting at the delta apex to the lower
area closer to sea. The soil pH varies from slightly acidic to mildly alkaline along lavies
and upper regions of valley areas. Out of 38 blocks 12 are reported to be saline, equally
shared by 3 districts of Kenderpara Jagatsinghpur and Puri. The extent of moderate and
slightly saline areas is 30,291 ha. and 12,318 ha. respectively (1999-2000). The soil
along the sea shore and adjacent low-lying areas are reported to be saline / alkaline.
THE IRRIGATION HEADWORK

The Irrigation system of the Mahanadi delta stage-I command, Cuttuck comprises of the
canal network originating from Mahanadi barrage and Birupa barrage. This delta covers
21 community development (C.D) blocks of Cuttack, Jagatsinghpur, Jajpur and
Kendrapada districts. The Mundoli weir is located at the apex of the Mahanadi Delta. In
down stream of Mundoli weir the main Mahanadi River branches into three rivers viz.,
Kathjori, Mahanadi and Birupa. Correspondingly, three barrages were constructed
namely, Naraj on Kathjori river at Naraj village, Mahanadi on Mahanadi river at Jobra
Village, Birupa on Birupa river at Jagatpur village. These works were commenced in
1866 by British Military Engineering Services after the great Bengal famine and
completed in 1883.
The irrigation system comprises of 5 canals taking off from Mahanadi and Birupa
Barrages covering 4 districts and 27 community blocks with a cultivable command area
of 1,67,000 ha (presently revised to 1,83,400 ha). A number of tributaries and drainage
channels forms the drainage system (9000 sq.km) comprising of main, secondary and
link drains with out fall,. A total of 44,872 ha is waterlogged of which 32,273 and
12599 ha are seasonal and perennial type with 1671 ha as marshy land.
Seepage loss is assessed to be 36.3 and 22.9% in main canal and distribution system
where as the field application and total conveyance losses are 15 and 59.2%
respectively. The efficiency of conveyance and irrigation are 40.8 and 34.7%
respectively
MAIN CANALS
At the primary level the conveyance of water from the three headwork is being carried
out by 6 main canal system. The canal systems coming under Delta Stage-I and Delta
Stage-II are (I) Taladanda Main Canal, (ii) Machhagaon canal (iii) Kendrapara Main
Canal, (iv) Pattamundai Canal and (v) High Level Canal Range and (vi) Puri Main
Canal. The pattamundai canal off-takes from Kendrapara canal at R.D. 0.80 km and
receives high discharge. Similarly, Machhagaon Off-takes from Taladanda Main canal
at RD 11.78 kilometers and receives a discharge of 43.10 cumecs.
BRANCH CANALS
At the Secondary level there are 7 numbers of branch canals operating in Mahanadi
Delta Stage-I Command. The length and design discharge of this individual canal has
been given in Table 2.7. Their total length is 361.41 km at the tertiary level both
conveyance and distribution of water is being manned through 431 numbers of
distributors and over 531 nos. of minors and sub-minors spreading over the entire delta.
The total length of these tertiary level canals is 2808.0 Km..
ENVIRONMENTAL CONDITION
CANAL DENSITY
The total length covered by the primary, secondary level canals has been calculated to
be 531.71 km. It may be seen that the density of these primary and secondary levels
conveyance systems is 3.2 km per 1000 ha. with a CCA. of 1,83,000 ha. After taking in
to consideration of all the conveyance system and distribution system total canal length
coverage is 3339.8 km. The density of canal is found to be 20.0 km per 1000 ha of the
C.C.A. (Mahanadi Delta Stage I).
CONJUNCTIVE USE AND GROUND WATER STATUS

The ground water fluctuations for the entire delta in rainy season ranges between 2.18 to
3.94 m and in post monsoon from 1.11 and 2.13 m. The command area is rich in ground
water with annual replenishable resource, discharge and draft of 3,70,758, 34,549 and
71,378 ham/year respectively, with the net water availability of 3,36,209 ham annually.
The quality of ground water is quite safe except in 4 Blocks of Kendrapara district with
moderate to slight soil salinity. It is seen that there is occurrence of sand castings in the
area which are both of aeolian and fluvial origin. The sand-casting on the slip side off
the meandering section of the river is of fluvial origin.
SOIL DRAINABILITY
The soil survey report conducted by National Bureau of Soil Survey and Land Use
Planning Nagpur classified the soil of Mahanadi Delta in four parts:
x Soils of upland
x Soils of gently slopping coastal plains
x Soils of lower delta
x Box Sand dunes
It is revealed that in general the deltaic alluvium consists of the admixture of soils with
well-drained features. Typical characteristics of soil located in micro uplands are
moderate to heavy textured with poor to very poor drainage characteristics. Findings
reveal the area under different soils in the delta command as given in Table 1.
Table 1: Area under Different Soils in Mahanadi Delta Stage I Project
S.N Soil As per Morphology Classification Delta Stage –I
Area in ha. % OF G.C.A.

1. Hydromorphic Soils 19387.50 7.32
2. Sedentary Soils 1218.75 0.46
3. Laterite Soil 7443.75 2.801
4. Aeolian (Dry) Soils 4706.30 1.78
5. Aeolian (Moist) Soils Nil -
6. Saline Soils 57943.75 21.82
7. Waterlogged Soils 2681.00 1.00
8. Coarse Clastics Soils 26925.75 9.82
9. Other Soils including cropland 145719.00 55.00
Total 265000 100 %
SOIL PERMEABILITY
On an average the soil permeability in terms of its measured coefficient, hydraulic
conductivity, works out to be 2.02 cm/hr for the Delta as a whole. According to USDA
permeability classification the permeability of Delta is moderate in entire delta.
SOIL INFILTRATION
The soil infiltration has been observed to be 0.40 cm/hr in sandy soil to 0.15 cm/hr in
clayey loam soil. It varies between 0.15 cm/hr in saturated condition sandy loam soil to
0.50 cm/hr in dry conditioned similar soil. In case of clay loam soil it varies between
0.15 cm/hr in dry condition to 0.05 cm/hr in saturated condition.
CROP PERFORMANCE
The main crops cultivated in rainy season are paddy (91%) and in summer also paddy
(41.5.%). The other major crops are pulses (27.0%), groundnut (8.5%), oilseed (0.7%),
vegetables (12.5.%).
A total of 16343 multi crop demonstrations were conducted from 1977-to 2002 for
improving irrigation area particularly in important crops of paddy and other high value
crop like vegetables etc. Farmers have resorted to high yielding (HYV) varieties of
paddy and other crops and have attempted to take up less water requiring crops in
general. Rainy season agricultural productivity of paddy was 1.6t/ha. during 1994-95.
This has increased to 2.5 -2.9 t/ha. in 1997-98 showing about 88% increase. In summer
the productivity level has gone up to 40.6 t/ha (1999-2000) with a increasing trend of
production by 55.9% from 1994-95.
RESULTS AND DISCUSSION
IMPLEMENTATION OF NATIONAL WATER POLICY

Ministry of Water Resource, Government of India, has given a high priority for farmers’
participation in irrigation water management in its National Water Policy (1987). The
policy that recognizes the importance of Participation of Farmers and Voluntary
Agencies stressed that efforts should be made to involve farmers progressively in
various aspects of management of irrigation systems, particularly in water distribution
and collection of water rates. Assistance of voluntary agencies should be enlisted in
educating the farmers in efficient water use and water management. As per the Ministry
of Water Resources New Delhi, a number of actions have been taken in the Mahanadi
Delta Stage –1, namely, preparation and circulation of guidelines for making legal
provisions in the Orissa State Irrigation Acts, through modifications providing technical
and financial help. Holding of seminars, workshops to create awareness among the
officials/officers and farmers etc. This has brought a catalytic effect on PIM activity in
many states including Orissa.
CAD PROGRAMME IN ORISSA STATE

The CAD programme was taken up in Orissa in 1974-75 for ushering in Participatory
Irrigation Management (PIM) itself by inclusion of four of the major irrigation projects,
namely Hirakud, Salandi, Mahanadi Delta Stage I (Cuttack) and Mahanadi Delta Stage
II (Puri). After experiencing usefulness of the programme, nine more irrigation projects
were also included in different years till 1998-99 and some others later on. Six CAD
Authorities were constituted under the Societies Registration Act, 1860, as applicable to
the State of Orissa to supervise the CAD work in 7.12 lakh ha. of cultivable command
area (CCA) representing 10.9 lakh ha gross command area (GCA)
PIM APPROACH AND FARMER’S PARTICIPATION IN IRRIGATION

MANAGEMENT
In pursuance to the National Water Policy (1987) the State Government has adopted the
PIM policy in the Orissa State Water Policy 1987 with an objective to transform the
irrigation management to such farmers. Similarly, the state government has introduced
the Pani Panchayat Act 2002 with an objective to give legal states to such farmers’
organization for appropriate handling of the operation and maintenance (O&M) affairs
of the land systems at the tertiary level. The state government action was based on two
important activities i.e. Farmers Organisation and Turnover (FOT) and Participatory
Irrigation Management (PIM).
INSTITUTIONALIZATION OF PIM PROGRAMME

The Command Area Development Authority Mahanadi Delta Stage-I, Cuttack was
constituted in pursuance of resolution Dated 12th May 1976 of erstwhile Agriculture &
Cooperation department as a legal body and was registered as a society under the
Societies Registration Act 1860 in the year 1976-77, comprising 21 Community
Development blocks. The Command Area Development Authority aims at effective
utilization of irrigation potential through execution of different works like, On-Farm
Development Works, Rotational Water Supply, Warabandi, Training of Farmers, Multi
Crop Demonstration Programme, Topographical Survey etc. For providing irrigation
network unto the farmer’s field to increase agricultural production and productivity in
the field, tangible improvement in the standard of living of the farmers of the command
area is the cherished goal of the authority.
FEATURES OF WATER USERS ASSOCIATIONS (PANI PANCHAYATS)

The PIM component attached to the FOT component mainly governs irrigation
management at the territory level of the irrigation system i.e. particularly at
distributory/Minor/Sub-Minor level.
It envisages the following powers and responsibilities:
i. It gives a legal right to participate in operation, maintenance and management of
irrigation system leading to farmer’s empowerment.
ii. It gives the freedom and flexibility in choice of crops and land use within the
stipulated quota of water allocated as per agreement.
iii. It assigns equability in getting irrigation water as per agreement on a long term
basis from the irrigation agency.
iv. It enables taking joint discussion in irrigation planning design and construction at
the micro level.
v. It gives a broad scope to achieve more irrigation coverage through optimum,
water use and thereby to reduce the water fees per ha.
Till 2002, rotational water supply covered an area of 1,81,600 ha. and reclaimed
waterlogging and salinity in 17,950 ha. Consolidation of holding started prior to the
CADA activities and covered 1,40,147 ha with field channels in 10,7214 ha.. Rupees
11.64 crores (US$ 2.9 mil.) has been spent on the construction of field channels, field
drains with other components like maintenance of irrigation/drainage system,
agricultural activities, enforcement of warabandi, innovative management in irrigation
with a total expenditure of about Rs. 40 crores (US$ 9 million).
IMPROVEMENT IN DEMAND AND SUPPLY OF WATER

The demand and supply of Mahanadi Delta as a whole has been assessed. A broad
picture has been assessed as indicated below
Table. 2: Irrigation requirement and water supply figures over the years 1984-2002
i) Irrigation Requirement as was initially designed 331.5 Thousand ham (Tham)
ii) Average water supply for irrigation made during 1984-86 240.075 Tham
iii) Irrigation Supply made in subsequent year 381.87 Tham
iv) Present Water Requirement
a) for Irrigation 481.10 Tham
b) for Industrial etc. uses 21.0 Tham
From the above, it is observed that percentage requirement, has been increased to about
50% for irrigation and industrial uses. Efforts are being made to prepare the water
supply through modernization and proper maintenance of irrigation system and proper
management of irrigation water.
IMPROVEMENT IN IRRIGATION POTENTIAL UTILISATION

The cultivable Command Area, of Mahanadi Delta Stage-I is 1,83,000 considering,
163% irrigation intensity, the ultimate irrigation potential has been assessed as 300,100
ha. The irrigation potential created and utilized in the project so far is given in Table 3.
Table 3: Detail showing periodical Irrigation Potential Utilisation in Mahanadi

Delta Stage I Orrisa.
S.N. Period Irrigation Potential Utilisation Remarks
% increase
Kharif Rabi Rabi (ha.)
over 1976-77
Maximum utilisation
1. 1976=77 157917 69875 227792 - of irrigation potential
utilization in 1989-90
2. 1979-80 167402 89859 257261 12.9 -do-
3. 1984-85 167594 116241 283835 24.6 -do-
4. 1989-90 198633 135335 333968 46.6 -do-
5. 1994-95 184207 69314 253521 11.3 -do-
6. 1996-97 139327 92486 231813 1.8 -do-
7. 1999-2000 139327 63000 202327 -3.0 -do-
8. 2001-02 139327 63000 202327 -3.0 -do-
The Mahanadi Delta Stage-I is more than a century old project and water is available
from run-off of the river through different barrages. There has been considerable
improvement in the irrigation potential utilization after the implementation of the

PIM/CAD programme (however fluctuation in potential utilisation has been observed in
different years due to varying rainfall pattern).
In the inception year the utilization of irrigation potential was in 227,792 ha. which has
increased to 257261 ha in 1979-80 i.e. 12.9 percent increase over 1976-77. 2,02,327 ha
during 1999-2000 and 1,39,327 ha. during 2001-02 etc. However, the irrigation
potential was less in many years due to scanty rainfall, pattern. So far as designed and
planned CCA re concerned, it was 1,67,000 ha. and 1,83,400 ha. respectively. However
190% irrigation intensity is expected by the State on the completion of CAD works as
against 167% now.
TRAINING OF FARMERS
To educate the farmers in modern scientific technology for proper utilization of

irrigation facilities as available in individual farmers’ fields this component was brought
to change the traditional mind set of the farmers and modernizes their outlook and
approach. After completion of OFD works regular one day duration training camps have
been/are being organised under the CADA Blocks usually in villages selected for
warabandi and demonstration programme in both kharif and rabi season. The year wise
organization of farmers training programme and number of farmers trained are given in
Table 4.
Table 4: Year Wise Organisation of Farmers Training Conducted Under Mahanadi

Delta Stage I Project, Orissa From 1980 to 2002
Achievement
Year
Delta stage -1 Delta stage -2
No. of Training Nos. of Training

No. of Farmers No.of Farmers
Camps Programme
trained Trained
Organised Organised
6th Plan 1980-85 227 9850 2 132
th
7 Plan 1985-90 120 8116 35 1920-
th
8 Plan 1992-97 - - 235 23677
th
9 Plan 1997-2002 362 172 17400
th
Upto 9 Plan, 2002 982 493 46969
BENEFIT COST RATIO
FINANCIAL ACHIEVEMENT/PROGRESS
For success of PIM the CAD programme is carried out for On-Farm Development
works like construction of field channels, field drains, reclamation of waterlogged areas
and other related activities like soil survey, topographical survey, land leveling and
shaping etc. As per the assessment of the State Government the ratio between capital
cost and other activities works out to around 55% and 45%. Thus the cost on OFD
works is assessed at Rs.1162.00 lakh and Rs. 971.221 lakh on other items. This
expenditure is used for calculation of B: C Ratio as follows:
(Rs. in Crores)
Net income from agricultural produce and benefit cost ratio
i) Net benefit at post CAD project stage (1999-2000) 224.20
ii) Net gain at pre CAD project i.e. at inception stage (-) 154.99
iii) Net income in one-year (a)-(b) 69.21
Total expenditure / investment made on the cad programme in the project of from
inception to 1999-2000.
a) Total Expenditure 39.64
b) Expenditure on capital items 11.64
c) Expenditure on other items 28.00
d) Expenditure for calculations of B: C RATIO
i) 10 % interest pn capital expenditure (+) 1.16

ii) 2.5 % interest for maintenance (+) 0.29
iii) 1% for depreciation (+) 0.12
---------------
Total 1.57
iv) Expenditure are other items (+) 28.00

v) Total expenditure 29.57
Net Gain (net gain in one year)

Benefit: Cost Ratio = _____________________________________________
Total Expenditure
69.21
= ……………… = 2.34
29.57
CONCLUSION
Orissa stands out as a under-developed State within the Indian dominion even though it
has been endowed with rich natural and mineral resources. The estimate Water
Resources of the state is one of the highest in the country, being of the order of 11%
with 4% geographical area. The State is made up of small and marginal farmers, thus
the strategy in planning and managing water resources assumes greater importance.
The first step made in this process of reformation was to hand over a part of the network
of the canal system/irrigation system for its operation and maintenance (O&M) to the
farmers or the beneficiaries through the Pani Panchayats (Water User Associations or
WUAs). Four Pilot projects in the first phase namely, Ghodahad project, Rushikulya
Distributary No.11 of Ganjam District and Aunli and Derjang Projects in Anugul
District were identified for this work during 1996 and related activities of Pani
Panchayat (WUAs) started simultaneously in the projects. The farmers were
demonstrated about the utility and practicability of Pani Panchayat. Soon after
inception, 50 Pani Panchayats were formed in these projects with the help of NGOs and
WALMI. Farmers were advised to take up minimum maintenance work by them for
ensuring free flow of water up to the tail reaches. They were also helped to organize
water distribution in their jurisdiction, resolve disputes, if any, and adopt their own
crop-planning etc. The Pani Panchayats were registered as legal bodies to provide the
required identify. In pursuance to the National Water Policy (1987) the State Govt. of
Orissa adopted the PIM in the “State Water Policy 1987” and provided legal back up,
through Pani Panchayat Act 2002. In the beginning 4 pilot projects on PIM were
launched in the first phase (1996) and later on 50 Pani Panchayats were formed and
registered as legal bodies and 51% of the total irrigation potential created has been
covered under PIM and handled more than 153 nos. of Pani Panchayats (WUAs). and
remaining 49% would be covered by 2007.
Since the CAD development works, the adoption of PIM in this command area is better
than many other Command Area Development Programmes in the country. It resulted in
better utilization of irrigation potential created by improving project efficiency,
increasing irrigated area through conjunctive use of available surface and ground water,
bringing changes in better cropping pattern and increasing agricultural production &
productivity. It has made positive socio-economic impact in the command area of the
project.
IMPLEMENTED PROCESSES OF THE SMALL IRRIGATION

DEVELOPMENT PROGRAMME IN BURKINA FASO
Athanase Ouedraogo1
ABSTRACT
The total irrigated area in Burkina faso is about 233,000 hectares, some over 70% of
which are in the West South West and East Centre regions and about 4% in the Sahel
region. The country is tropical and monsoonal with annual rainfall varying from 200
mm to 1000 mm depending on localities. Till now the principle irrigated crop has been
paddy and irrigation has been needed in the wet season to provide water during dry
spells.
Despite the good macroeconomic performance obtained through the adoption and the
implementation of stabilizing programmes and structural reforms in order to improve
the management of public finance and to liberalize the economy sector, living
conditions of the population have not been significantly improved and Burkina faso is
still facing the challenge of poverty with over 46% of the population living below the
poverty line.
As population and food requirements are increasing, on the basis of the guidelines of the
Poverty reduction Strategic Plan (PRSP), the government decided to significantly
promote the development of the small-scale village irrigation as part oft the strategic
policy actions of the Rural Development Strategy. In this context, a small-scale village
irrigation development pilot program which aims primarily at achieving self-sufficiency
in food has been implemented.
Relying on farmer’s participatory, on the whole, the small-scale irrigation has yielded
benefits. They include use of irrigation in the dry season as well as in the wet season to
provide water during dry spells for food crops (maize and beans) production, reduced
immigration of young rural population during the dry season and increased agricultural
activities. Yields per hectare have increased in areas where dependable water is
available. There have been increases in cropping intensities, which have increased
agricultural activities and stimulated a rise in local business activity. Finally the
implementation of the small-scale irrigation pilot actions helped to attain self-
sufficiency in cereals in Burkina faso for two years. While substantial benefits have
been obtained from the small – scales village irrigation development pilot program,
1- Head of Department of irrigated farming development, Ministry of Agriculture, Hydraulics and Fish
Stock / Small Irrigation Development Program, Tel: 0022650361610, Fax: 0022650369747,
E-mail: athanaseouedraogo@hotmail.com
much remains to be realized: in most regions the benefits have not yet reached all the
part of the population that lives under the threshold of extreme poverty estimated at
27.8%. Constraints include:
x Lack of water availability and formal land tenure system, which has delayed the
motivation and restricted irrigation activities;
x Difficulties in implementing a cropping calendar that optimize water use, largely
due to delays and uncertainties in the supply of agricultural inputs, and lack of
commercialization possibilities and structures
x Lack of training of irrigation operational personnel and producers on irrigated
areas choosing;
x Lack of communication between farmers and irrigation operational personnel and
organization of producers.
Experience shows that farmer’s participation is a key factor in the successful
development of irrigation. However, methods, procedures and policies to motivate and
train farmers for effective participation are still in an early phase of development. Pilot
actions and measures to test appropriate concepts and methods are being conducted.
Early results point to the importance of strong government support for participatory
approaches, training at all level, new attitudes of irrigation personnel, new procedures
and methods to assist farmers in funding, commercialization of the produced cash crops
and capacity building in promoting of the local industries and traders to respond to
farmer’s needs.
Key words: small-scale irrigation scheme, cropping calendar, farmers’ participatory,
self-sufficiency in food, rural development strategy, multi criteria analysis and
responsabilisation.
I. BACKGROUND INFORMATION
1.1. CONCEPT OF THE SMALL-SCALE IRRIGATION DEVELOPMENT
The most commonly used irrigation method is surface irrigation. The schemes obtain
water from rivers or reservoirs and use gravity-fed canal systems. Where gravity flow is
not possible, water is lifted by pumps. Overhead irrigation (sprinkler and drip irrigation)
is used for large-scale sugarcane production.
According to scheme size, degree of water control, level of technology or type of
management, Africa’s irrigation types and practices can be classified in various ways.
If the scheme size is taken as the basis for classification, four main categories can be
distinguished:
x very large-scale schemes: typically over 10.000 ha with full water control and
under government management. Examples are the gravity schemes in the large
river basins in Sudan (Gezira), Morocco (Gharb) and Egypt;
x large-scale schemes: typically 1.000 to 10.000 ha with full water control.
Generaly under government or commercial management, the latter usually less
than 5.000 ha. Examples are found in Kenya (bura; Mwea), Tanzania (Mabarali),
Somala (Shebelli);
x medium-scale schemes: typically 100 to 1.000 ha with full or partial water
control. Government managed, government assisted cooperatives, or commercial
estates;
x small-scale schemes: typically 1 to 100 ha, controlled by farmers’ groups, or
single farmers.
If the level of technology or the type of management is taken as the basis for
classification, the terms “formal” and “traditional” (informal) irrigation could be used.
Formal irrigation schemes are usually developed and managed by a government
institution on behalf of the smallholders or labourers. Formal irrigation projects are
typically medium, large or very large-scale developments. In contrast, traditional
irrigation is usually small –scale. It refers primarily to schemes which are under local
responsibility, controlled and operated by the community in response to their felt needs.
The main traditional irrigation developments include the following:
x small –scale developments using manual or animal power or small pumps to
obtain water from dug wells or ponds;
x small temporary river diversions or development of swamps;
x water spreading or harvesting: simple bundings collecting runoff water or flash
floods discharging onto flat land.
Small- scale developments often have only partial water control and use traditional
methods of water application and local materials. The works may be temporary and may
need to be rebuilt annually. In some cases, natural flooding, if it implies some form of
control of water, is grouped under the heading of traditional irrigation.
According to government policies on scheme operation and maintenance, irrigation
systems varied widely from country to country. In Thailand, government efforts have
transformed almost all the irrigation systems into government scheme (constructed and
management by the government) which are usually large and medium scale projects
built for increasing rice production to stabilize the domestic price of paddy and to
enable this country to maintain its rice export position and people’s scheme (constructed
and managed by farmer with the assistance of the government) which are mostly small-
scale and are rehabilitated or improved by the government to assist small farmers.
In Philippines, according to ownership, irrigation systems are classified into national,
communal or private. National irrigation systems are owned, constructed and managed
by the government. Communal irrigation systems are owned and managed by farmer’s
irrigation associations. Private systems are those constructed and managed by an
individual to irrigate his land and sometimes that of a few neighbours. This kind of
irrigation systems may be classified into small-scale scheme.
Irrigation systems in Indonesia may be classified into four general categories: technical,
semi-technical, simple and village. The first three are constructed and managed by the
government, while the fourth (village irrigation) is constructed and managed by
farmer’s groups. Simple are those that don’t exceed 2,000 hectares selected by the
government according to standard criteria generally without an economic feasibility

study. Designs are simple so they may be easily constructed using labour intensive
methods. Technical and semi-technical systems are larger systems subjected to more
rigorous feasibility studies and technical requirements. In all the systems constructed by
the government the general policy is to construct only the main system and leave the
farm level system as responsibility of the farmers.
Compared to the other three countries, small–scale irrigation development scheme in the
new Rural Development Strategy in Burkina Faso has the smallest irrigated areas:
typically about 0.1 to 20 hectares, controlled by farmers’ groups, or single farmers, with
only partial water control and use traditional methods of water application, new
cropping techniques, and improved technologies and local materials. The works may be
temporary and may need to be rebuilt annually. Examples are: Kenya, Zimbabwe,
Tanzania, Madagascar for simple river diversions, Nigeria (fadama) for shallow
groundwater, and Kenya, Tanzania for pumping from lakes. At present, the small–scale
irrigation development scheme includes irrigated areas, which are over 50 hectares
constructed with technical and economic feasibility studies.
1.2. FARMER’S PARTICIPATION APPROACH

1.2.1. Multi criteria analysis for determining the strategy
In order to take into account the diverse flaws, notably those related to passed
experiences in the implementation of similar programmes, the execution of the pilot
actions to test appropriate concepts and methods for farmer’s participation relied on
responsabilization of them and the reorganization of agricultural regions into three
appropriate production areas.
The responsabilization of the producers include use, increase and creation of conditions
favourable to the building of irrigation farmers’ autonomy groups or agencies, which
are able to respond to their needs, increase the responsibility of populations in the
infrastructures management, develop economic market and improve women’s economic
status in rural area at farm level. The strategic main criteria, which are needed relied on
leadership of heads of farmer’s groups, their capacity for working together, the group’s
capacity to resolve internal conflict, the motivation of all the members and their
creativity and dynamism.
The reorganization of agricultural regions into three appropriate produced areas relates
to their classification into three regions according to specific characters relates to their
physical potentialities (water and irrigated areas availability), increase of human
resources (organisational and technical capacities of farmer’s group or single farmers),
Yields per hectare, the increase in cropping intensities and irrigated areas. This
classification aims primarily at improving, conjointly with farmer’s groups or single
farmers, appropriate cropping and production systems and cropping calendar for
optimizing water use and increasing the cropping intensity of the systems. The choose
of crops is done together by farmers and government regional structures, which are
charged to improve irrigation at farm level.
1.2.2. Implemented actions and measures

1.2.2.1. Identification and choice of the sites of production
For each proposed irrigation site, this process has taken three months including two
weeks reserved for approval by the administration. The identification and choose of the
sites relied on possibilities of precision of the physical and socio-economic framework
of the site development, the elaboration of a site development plan and the working out
of the technical basic data which can be used for the elaboration of the detailed
development draft project.
For the final choice, in all the irrigation sites, one of the most important criteria used
conjointly by farmers and irrigation operational personnel concerned the motivation of
the beneficiaries groups in promoting the development of farmer organisations and co-
operative structures responsible for the irrigated areas exploitation and engaged for the
introduction and popularization of new cropping systems and techniques and
approaches in order to increase their fully access to bank funding and supplies in inputs.
In addition, farmers fully implication in appropriation of the realised actions and
measures to allow the development of small-scale irrigation scheme is higher
appreciate. Usually, employed methods for identification and choice of each proposed
irrigation site relies on participatory approaches such as semi-structured interview and
accelerated researches methods for participation.
1.2.2.2. Establishing of development scheme

The established development scheme has taken into account the findings of the
particular studies formerly undertaken (topography, pedology, socio-economy, etc.).
Because of its cost, in the whole, the established development scheme is implemented
only for the irrigation sites, which are over 20 hectares and includes the presentation,
description, calculation of the ideal dimensions, the execution method and the cost
estimates of the irrigation works and of other needed infrastructures (social,
communications) as well as the corresponding works. It also includes the land tenure
system management and the description of the agricultural development actions, in
terms of optimum choice of speculation and of organization, of maintenance actions and
of needed means to this effect, as well as the supportive measures at the social and
environmental level.
According to the conceivable development options, the development scheme is
presented in a certain number of alternatives. For each of the alternatives, the phases of
the execution is described in an argued manner and the costs and advantages is assessed
at the economic, financial, social and environmental levels. The cost estimate is related
to all the investments (hydro-agricultural and supportive infrastructures) and all the
operation and production expenses. This kind of irrigation sites are constructed by the
government the general policy is to construct only the main system and leave the farm
level system as responsibility of the farmers.
Irrigation sites, which are less large than 20 hectares are constructed and managed by
farmer’s groups or individual farmers without a feasibility study. In some cases, those
that exceed 10 hectares are constructed with simple designs and managed by the
government.
1.2.2.3. Information, sensibilisation and organisation of producers

Because of the climatic hazards particularly in the East, North and Sahel regions and the
repeated droughts over the latest decades in Burkina Faso, it is clear that the actions
aiming at monitoring water through irrigation are still to play an essential role in the
development of agricultural production and the strengthening of food security. All of
information, sensibilisation of producers actions aimed at showing that the small-scale
irrigation development is today an important alternative to solving the hunger and
poverty issues in our country.
The actions which aimed at achieving farmers’ groups and organisations building relies
on the Law n° 014/96/ADP of 26th May 1996 relating to agrarian and land re-
organisation. For their implementation, the following ministries which act through their
decentralized structures and specialized organisations and institutions are concerned:
x the Ministry of Agriculture, Hydraulics and Fish Stock (MAHRH) which
supervises the essential part of the activities relating to plant fish production,
x the Ministry of Animal Resources (MRA) which supervises the activities related
to animal production
x the Ministry of Environment and Life Framework which covers all the activities
related to environmental, forest and fauna issues
x the Ministry of Secondary, Higher Education and Scientific Research (MESSRS)
in charge of agronomic and environmental research.
These ministries are represented in the country by regional and provincial directorates.
In order to fulfil their mission, the ministries rely on specialized organizations, namely:
x the National Institute of Environment and Agricultural Researches (INERA) in
charge of agronomic research, including breeding
x the Water and Rural Equipment Fund (FEER), a public establishment oriented
towards the management and coordination of the funds destined to development
activities of land and water resources and equipment of rural world ;
x the Agricultural and Commercial Bank of Burkina (BACB) and the Union of
Poplar’s Banks of Burkina (URCP-B), which are limited companies in charge of
granting agricultural credits,
x the National Office for Soils (BUNASOLS) in charge of soil analysis,
x the National Council for Environment Management (CONAGESE) in charge of
the management of environment,
x the Professional Agricultural Organizations (OPA) for the organization and
operation the rural environment,
x the Decentralized Financial Systems (SFD) that are the savings and credit
institutions, etc.;
These different organizations and administrative services have enough qualifications,
great experience as well as acknowledged and valued competence. They have
implemented diverse approaches relating to village lands, water resources sustainable
management, improvement of the women’s economic status in rural area, participation

responsabilisation of beneficiary populations in the infrastructures management and the
approach of local development at the farm level, which are undertaken in order to
underscore the strengths and weaknesses of anterior experiences.
1.2.2.3. Definition of expected outcomes per year

The main results aimed at by the programme are:
x an increase in the maize and beans production by 3 400 tonnes per year
x modernization of agriculture through the adoption of simple, appropriate and law
cost technologies,
x popularization of the research findings
The prevision of number and areas of developed irrigation sites relies on results of the
selection of farmer’s micro-projects and previous irrigation sites of production of each
region.
1.2.2.4. Farmers and irrigation operational personnel training

Since several years, Burkina Faso’s agriculture is subjected to more and more frequent
and severe climatic hazards (difficult starting of rains, bad distribution in time and
space, drought pockets, floods, rains early stop, ...). Face to this situation, water and
irrigation techniques control reveals an essential condition to securing and
diversification of agricultural production. From this diagnostic, it appeared opportune to
implement, at the local and national level, strategic training programmes allowing to
success. In this way, training programmes on soil water relationships, water
requirements, water allocation and scheduling and maintenance procedures, irrigation
sites identification and choice, micro-finance management, foot and motor pumps
maintenance and reparation and soil’s fertility management. Journeys of demonstrations
of obtained results, commented visits and travel’s studies are revealed necessary in
some cases to increase farmer’s technical and organisational capacities building.
1.2.2.5. Small-scale irrigation scheme funding

Irrigation development in Burkina Faso aims primarily at achieving food self
sufficiency. To reach this objective, namely through the small-scale village irrigation
development, the improvement of the women’s economic status and the development of
market economy in rural area, financing actions of irrigation construction are arranged
through a mix of foreign loans and domestic funds. The implementation is undertaken
together by the small-scale village irrigation development programme with its regional
coordinating committees, the Agricultural and Commercial Bank of Burkina (BACB)
and the Union of Poplar’s Banks of Burkina (URCP-B), which are limited companies in
charge of granting agricultural credits. NGOs and other government agencies with the
participation of beneficiary populations provide assistance through coordinating
committees.
All these funding institutions have been established at both national and local levels for
the purpose of preparing production plans and targets and coordinating the supply of
irrigation water, credit fertilizer, seeds, ago-chemicals and agricultural extension
services. Through the elaboration and submission of their micro-projects to the required
funding institutions, farms participate in the planning and implementing of irrigation
projects.
1.2.2.6. Realisation of works relating to the sites

For the small – scale irrigation sites which are over 20 hectares, the execution of the
works begun with the approval of the feasibility studies reports and the choice of the
companies.
Monitoring of works is realized by a research consultancy recruited to this effect and
different from the one conducting the execution studies. The works are realized in
accordance with the companies’ consultation file.
For the others, this phase relies on construction of simple bundings collecting runoff
water or flash floods discharging into flat land by farmer’s groups or individual farmers
under the technical supervision of agricultural extension operational personnel. On the
whole, it begins with the provision of agricultural inputs (credit fertilizer, seeds, ago-
chemicals and irrigation materials).
1.2.2.7. Development and farmers’ technical supervision in the sites

This phase includes:
x distribution of plots of land
x setting up of a producers organization
x producers training,
x exploitation of plots of land by producers,
x technical supervision of the producers during the production campaign.
II BENEFITS OF SMALL – SCALE IRRIGATION DEVELOPMENT PILOT

ACTIONS
Through the small-scale village irrigation pilot actions, the main objectives relate to
achieving food self sufficiency. After the implementation phase, many benefits have
been obtained and additional activities have generated. They include:
x use of irrigation in the dry season as well as in the wet season to provide water
during dry spells for food crops (maize and beans) production and increase of yields
per hectare in areas where dependable water is available. Before implementing of
small-scale irrigation pilot actions the maize and beans lands were productive only
during the wet season, averaging only 1.0 tons to 1.5 tons per hectare in one year
for maize and 0.6 tons to 0.8 tons per hectare in one year for beans. With the
introduction of dependable small-scale irrigation water supplies, the risks of

agricultural production have been considerably reduced and farmers, with help of
funding institutions, began to invest in fertilizers, high yielding seeds,
agrochemicals and improved cultivation practices. Yields increased from 3.5 tons to
7.0 tons per hectare twice a year, especially in the systems served by storage
reservoirs for maize and 0.9 tons to 1.5 tons per hectares twice a year for beans;
x reduced immigration of young rural population during the dry season through the
increase of the agricultural activities. About over 0.4% young rural peoples which
were previously immigrants, have been participated to the promotion of dry season
production activities, namely through the adoption of simple, appropriate and law
cost technologies for implementing of small-scale irrigation development activities;
x increase in cropping intensities especially in the systems served by storage
reservoirs;
x stimulation of a rise in local business activity. Through the works, development and
transformation and commercialisation phases, the implementation of small-scales
irrigation actions which have not yet reached a stage of full maturity, and much
remains to be achieved, their beneficial impact, on the whole, has yielded increased
employment and business activity in the rural areas;
x increase in providing services to farmers. The high agricultural activity generated
increased services to the farmers. Banks providing credit to the farmers expanded
their operations. Both government and private agencies, dealing with fertilizers,
agrochemicals and high yielding seeds had to handle more business and employ
more people.
x additional incomes for many farmers through duck raising near irrigation canals and
the commercialisation of production in the dry season;
x contribution to the self-sufficiency in cereals. The increased maize production, the
principal staple, made Burkina faso self-sufficient in cereals or reduced the impacts
of lack of food production during the drought and other risks of agricultural
production, despite the yearly increases in population.
While substantial benefits have been obtained from the small – scales village irrigation
development pilot program, much remains to be realized: in most regions the benefits
have not yet reached all the part of the population that lives under the threshold of
extreme poverty estimated at 27.8%.
Constraints include:
x Lack of water availability and formal land tenure system, which has delayed the
motivation and restricted irrigation activities;
x Difficulties in implementing a cropping calendar that optimize water use, largely
due to delays and uncertainties in the supply of agricultural inputs, and poor or lack
of shops for the manufacture of small farm machinery and activities in the storage,
milling, transportation and marketing of cereals;
x Lack of training of irrigation operational personnel and producers on irrigated areas
choosing;
x Lack of communication between farmers and irrigation operational personnel and

organization of producers.
III. EXPERIENCES GAINED

The Burkinabè economy rests mainly on the sectors of agriculture and rearing which
provide in average 40%(25% agriculture, 12% rearing and 3% forestry, fishing) of the
Gross Domestic Product and ensure 80% of the overall exports by themselves. The
economically working part of the population is employed at 86% in agriculture and
rearing, 5.8% in agricultural activities, 4% in industry and urban handicraft and 4.2% in
services. Despite important economic progress, the rural population remains extremely
poor. The proportion of poor represents 45.3% of the total population. The part of the
population that lives under the threshold of extreme poverty is estimated at 27.8%.
Irrigation practice being relatively recent in Burkina Faso, the irrigation systems have
begun to develop but from 1960s. The total developed areas, all kinds merged, are
estimated at 24,161ha.
The urge to improve the village small-scale irrigation development process yielded
noticeable benefits which permitted the agricultural sector to fully play continuously its
role of driving force of the economy. But more often there were obvious constraints to
better small - scale irrigation performance, which may be broadly grouped into:
x Constraints in planning and construction of irrigation systems. They include
difficulties in promoting the development of farmer organisations and co-operative
structures responsible for the irrigated areas exploitation, introduction and
popularization of new cropping systems and techniques and access to bank funding,
supply in inputs and the relatively high cost of irrigated areas developments
x Constraints in improving performance of existing irrigation systems, which are
related to degradation of natural resources namely the lowering of soil fertility,
problems of selling of products on local and external markets, ownership security
and socio-cultural heaviness tending to marginalize the young peoples, particularly
women in the rural society and the level of farmers’ instruction compared to the
management of infrastructures, the management of water, the functioning of the co-
operative.
From the assets found in small-scale irrigation with the pilot tests which have produced
significant results these last years, improvement of performance of existing systems is
considered judicious since many irrigation systems are performing well below their
potential. In more often cases, it consists to increase cropping intensity in irrigated
areas. However, limiting this measure to this activity only is unlikely to obtain a
noticeable impact. It appeared opportune to define, at national level, institutional
policies and management practices allowing to exploiting carefully the water resources.
3.1. ROLE OF GOVERNMENT

Irrigation development in Burkina faso aims primarily at achieving food self
sufficiency. Initially there was a preference for large projects because of greater
visibility, perceived economies of scale, and expected greater impact on production and
overall benefits. Lately, however, there has been a shift in programmes to small scale
projects in order to use irrigation in the dry season as well as in the wet season to
provide water during dry spells for food and cash crops, as these latter require less
funding and can generate benefits in a shorter time.
Through its coordinating committees, government agencies provide with the
participation of beneficiary populations financing assistance in construction, supply
agricultural inputs and agricultural extension. The implementation is undertaken
together by the small-scale village irrigation development programme with its regional
coordinating committees, the Agricultural and Commercial Bank of Burkina (BACB)
and the Union of Poplar’s Banks of Burkina (URCP-B), which are limited companies in
charge of granting agricultural credits, NGOs and other government agencies. More
often, government irrigation agencies have programmes to organize water users groups
by turnouts to enable farmers to carry out their responsibilities at the farmer level. But
in more cases these programmes have not yielded benefits.
3.2. FARMERS’ PARTICIPATION

Because it is a key factor in the successful development irrigation, during planning and
construction, participation of the farmers is required in location of canals and structures
or construction of simple bundings collecting runoff water or flash floods discharging
into flat land under the supervision of agricultural extension. For each irrigated sites,
implemented actions to obtain participation of the water users furthers is usually
included their choice according to their requests of capability building of their irrigation
associations. Consequently, their increased participation has limited wastage of water at
the farm level, facilitated equitable water distribution, mobilization of labour or
constitution of funds for the credit’s counterparts or the maintenance of canals and
pumps that cannot be undertaken by the government due to lack of funds, agricultural
practise, agreed irrigation schedules, and a feedback of field problems to the agricultural
extension agencies operating the system.
Where successful methods, practices and actions to maximize farmers’ participation in
information, sensibilisation, planning, construction and operation and maintenance of
irrigation systems have not been implemented, motivating of farmers is delayed and
training for their effective participation in irrigation development and management
poses legitimacy problems to the irrigation agricultural extension agencies, which do
not understand or consent the idea and concept of farmers’ participation.
Improvement of farmers’ participation does not need bureaucracy. It requires
pluridiciplinary unrest working with farmers.
3.3. SMALL-SCALE IRRIGATION SCHEME FUNDING

The funding institutions of small-scale irrigation scheme are Kuwait Fund for Arab
Economic Development and the government of Burkina Faso. As the majors irrigation
projects which are funded by loans from foreign financing institutions and local
counterpart funds, the main problem registered relate to lack of domestic funds for
constructing or rehabilitation irrigation systems. The counterpart funds are voted only
for the personnel expenses.
In addition, in more irrigation sites which are less than 20 hectares operated by farmers’
groups, the lack of funds and resources for suitable operation and maintenance of the
irrigation systems poses a basic constraint to better irrigation performance, because of
its combination with other problems such as the poor mobilizing contribution in cash
and labour from association members, their low capacity to manage the system
effectively for equitable water distribution, conflict resolution and system maintenance.
In those which are over 20 hectares, generally, this lack is combined namely to the low
paying capacity of farmers due to the combination of the interference with water
distribution by other farmers, poor maintenance and general deterioration of facilities,
crop damage and low price of paddy compared to production costs, which discourage
farmers’ efforts to attain higher yields per hectare. The government has instituted
operation and maintenance fees, but the farmers do not adhere to the schedule.
3.4. CROPPING CALENDAR
The reorganization of agricultural regions into three appropriate produced areas relates
to their classification into three regions according to specific characters aims primarily
at improving, conjointly with farmer’s groups or single farmers, appropriate cropping
and production systems and cropping calendar for optimizing water use and increasing
the cropping intensity of these systems, through a prepared cropping calendar. The
choice of crops is done together by farmers and government regional structures, which
are charged to improve irrigation at farm level.
The cropping calendar is communicated to all water users who are informed that water
releases will be in accordance with the calendar. In more irrigation sites with more over
20 hectares, farmers do not adhere to the schedules due to delays in acquisition of
credit, seeds and fertilize, or to the lack of mobilization of labour or constitution of
funds for the credit’s counterparts or the maintenance of canals and pumps that cannot
be undertaken by the government due to lack of funds. The delays in the agricultural
inputs stem from the support agencies that make them available. Because of their higher
cost, in more cases, feedbacks of selling problems to the farmers have not made. But
where successful delays in cultivation and planting have been registered, the adoption of
cropping calendar increased cropping intensity of the systems.
3.5. TRAINING
The urge to improve the village small-scale irrigation development process encouraged
the establishment of consultancy agencies for the training of the farmers. But because of
the lack of appropriate capacity building programme, poor incentives and appropriate
training for irrigation systems operation and maintenance personnel is perceivable. The
training programmes focused on soil and water relationships, water requirements, water
allocation and scheduling and maintenance procedures, but there is a very need in
trainings which are able to resolve institutional problems, such as successful methods
and approaches for farmers’ participation identification and implementing.
3.6. WATER MANAGEMENT

During the implementing phase of all the actions and measures to allow water
management improvement in small-scale irrigation development scheme, many
approaches which tend to organize farmers in each turnout more specifically with a
view to facilitating the conflict resolving process and the coordination between the
management of the main system and the farm level system have been considered. But in
more cases, farmers do not adhere to these and perceived these programmes as serving
the interest of the local authorities rather than theirs.
IV. RECOMMENDATIONS
In small-scale irrigation systems constructed and maintained by the government through
its regional coordinating committees, efforts must be focussed on increase of irrigation
fees collecting by framers themselves. In Burkina Faso, experience shows that
governments are unable to allocate an adequate amount to cover the recurrent cost of the
systems. In more cases, enforcement through group pressure and social sanctions by
members of well organized irrigation associations is more effective than legal action by
the government. Experience indicate too that collecting of established fees in order to
pay irrigation systems’ construction and maintenance should take into account the
paying capacity of farmers. In addition, where farmers have sufficient paying capacity
they often prefer to pay irrigation fees instead of contributing labour and materials
directly.
Obtained experiences through the implementing of pilot actions and measures to test
approaches for increasing farmers’ participation showed that it should begin in all the
stage of identification and choice of sites, planning processes and construction and
development phases. In more cases, the use of recognized and catalysing farmers-water
users and agricultural extension operational personnel should be indicate. In addition, it
would be recommendable to have interdisciplinary groups, consisting of members
skilled in engineering, agriculture management, sociology, economics and specialist of
producers training and capacity building to assist the pilot project in planning
interventions, analysing resultants, and designing improvements.
It is essential that the capacity building in the agricultural extension services charged to
assist farmers should be interdisciplinary and should base on a learning process
approach.
PARTICIPATORY IRRIGATION MANAGEMENT IN PAKISTAN:

OPPORTUNITIES, EXPERIENCES AND CONSTRAINTS
Abdul Hakeem Khan1, Mushtaq Ahmad Gill2 and Aamir Nazeer3
ABSTRACT
The contiguous Indus Basin Irrigation System of Pakistan covering an area of about 17
million hectares has been mostly operated and maintained by the government under the
130 years or so old Irrigation and Drainage Act of 1873. The mismatch between
expenditures and revenues from the irrigation system resulted in continued deferred
maintenance leading to poor performance and widespread inequity in water distribution
to farmers, especially the tail enders. The Provincial Irrigation and Drainage Authority
Acts were passed in 1997 for establishing autonomous and financially self reliant bodies
at all levels of the irrigation system. Pilot studies were conducted by establishing
Farmer Organizations (FOs) for transferring the operation and maintenance of the
secondary irrigation system to them. The transfer of management was either partial, the
so-called joint management, where the public agencies and FOs were managing the
system jointly; or a complete transfer of management to FOs. The level of success has
been varying from system to system and from province to province depending upon the
motivation, capacity building and willingness of the agencies involved. There were
cases where system performance had considerably improved in achieving a higher level
of equity in water distribution, higher cropping intensity, higher revenues collection,
reduction in conflicts and reduced operation and maintenance costs. Results from other
systems with quasi participation of water users or the government departments have not
been encouraging. The involvement of different organizations in different places with
limited expertise, experience and resources for water users mobilization, capacity
building and lack of democratic approach for establishing water users associations and
organizations have been major factors for poor participatory irrigation management
experience. While, experience with committed, expert and experienced organizations
had been the other way round. Political involvement and fear of loss of authority have
also contributed its share.
1- Head, International Water Management Institute (IWMI) Pakistan 12 KM Multan Road, Lahore,
Pakistan. Phone: +92 42 5410050, Fax +92 42 5410054, Email: a.khan@cgiar.org
2- Director General, On-Farm Water Management, Directorate of Water Management, Agriculture
Department, Government of Punjab, Lahore, Pakistan
3- Economist, International Water Management Institute (IWMI) Pakistan, 12 Km Multan Raod, Lahore,
Pakistan.
INTRODUCTION
The deteriorating performance of irrigation systems due to lack of maintenance funds
and vandalism in many Asian countries has been contributing to widespread inequities
in water distribution. Poor management of available scarce water resources has led to
lack of viability and availability of water during critical periods of crop growth. In large
canal schemes in South Asia, it is common for one-third to one-half of a tail end of a
designed service area not receiving water form canals. Numerous research studies by
International Water Management Institute (IWMI) have documented the pervasive
problem of inequitable water distribution in canal irrigation schemes in Pakistan, India,
Sri Lanka and Indonesia (Merry, 1997). Similarly the gap between cost recovery and
operation and maintenance (O&M) expenditures has been widening with the passage of
time. The estimated operation and maintenance requirement in Pakistan was about
US$5.70/ha compared with the actual expenditures of about US$2.70/ha (Skuteh, 1998).
Low and declining rates of cost recovery are key threats to the sustainability of
irrigation systems. Revenue collected from water charges equaled or exceeded the
expenditures in the 1960 and early 70s in Pakistan. But, by the 1990, revenue collected
from water charges was only 44 percent of O&M expenditures, fro surface irrigation
(Vermillion 2005).
Participatory irrigation management (PIM) has been advocated in order to overcome the
maintenance and management problems of irrigation systems. With the passage of time,
irrigation has become more than a technological process and its management goes
beyond the management of infrastructure to include management of human
relationships between irrigators, water uses, organization officers and others (Coward
1980). Coward called for research on the human and organizational dimension of
irrigation management and that irrigation should be considered as a multi-faced socio-
technical enterprise.

Pakistan has the largest integrated irrigation network in the world. The system is fed by
the waters of the Indus River and its tributaries. Since 1947, Pakistan has implemented
the Indus Basin Replacement Works Project (IBRWP) with the World Bank’s help as
the lead donor. The salient features of the system are three major storage reservoirs,
namely Tarbela and Chashma on the Indus River, and Mangla on the Jhelum River; 19
barrages; 12 inter-river link canals; 45 independent irrigation canal commands; and over
140,000 watercourses which are complemented by a surface drainage system
comparable in size (Figure 1). The length of canals totals 61,000 kms, and in addition
watercourses, farm channels and field ditches cover another 1.6 million kms. The
system draws an average of 130 billion cubic meters (BCM) of surface water each year
for irrigation, supplemented by an annual groundwater pumpage of some 53 BCM. With
nearly 80 percent of the agricultural land being under irrigation, irrigated agriculture
contributes significantly to the economy of Pakistan, where 25 percent of GDP, 50
percent of employment, and 70 percent of export revenues (directly and indirectly), are
from agriculture (World Bank, 1997).
PRESENT STATUS
Although irrigated agriculture contributes significantly to the country’s economy,
Pakistan’s irrigated agriculture suffers from waterlogging and salinity, over-
Figure 1: Indus Basin Irrigation System.

exploitation of fresh groundwater, low efficiency in delivery and use of irrigation water,
inequitable distribution and unreliable delivery of water, and from insufficient cost
recovery of irrigation and drainage charges. Waterlogging and salinity are the principal
threats to the sustainability of irrigated agriculture in Pakistan. Nearly thirty eight
percent of the Gross Command Area (GCA) is waterlogged, of which 15 percent is
severely waterlogged. Fourteen percent of the surface is saline, of which 6 percent is
severely saline. Salinity is estimated to rob farmers of about 25 percent to the potential
production of major crops. Due to age, overuse and poor maintenance, the efficiency of
delivery of the canal system is low, ranging from 35 to 40 percent from canal head to
the root zone. Furthermore, the system which is based on gravity flow, is supply-based
and has low use-efficiency. Inefficient water delivery and use also mean that, in reality,
water does not reach many users toward the tail-end of the system. Inequity in the
distribution of surface water –due to deliveries less than design levels, poor O&M, and
even illegal diversion—is a major concern in Pakistan. Operation and maintenance is
inadequately financed. Cost recovery of O&M is perennially inadequate. For example,
the gap between O&M expenditures and recoveries in Punjab was 62 percent in 1994-
95, and increased to 74 percent in 1995-96; and the gap between O&M expenditures
and revenues in Sindh was 89 percent in 1994-95 and 88 percent in 1995-96; and the
gap between O&M expenditures and revenues in Sindh was 89 percent in 1994-95 and
88 percent in 1995-96. Many users and polluters of drains do not even pay for the use of
drainage infrastructure. For example, urban centers and industries dispose of municipal
waste and toxic effluents in canals and drains without payment or regulation. The poor
state of drainage O&M is reflected in the periodic need for rehabilitation at roughly five
year intervals (World Bank 1997).
FARMER MANAGED SYSTEMS

Pakistan is country where irrigation and water management is done both by the state as
well as the water users themselves. The centuries old Karezes in Balochistan, the civil
canals in the North West Frontier Province (NWFP) and the Rodkohi and Sailaba (Spate
irrigation) in NWFP, southern Punjab and Balochistan are all farmer managed irrigation
systems with no involvement from the government. Water users have developed their
own rules for operating and maintaining these systems since centuries. Civil canals have
been serving 0.33 million ha of land in NWFP, while the Karezes have been serving
about 0.10 mha in Balochistan. The irrigation from hill torrents is practiced on about
0.095 mha.
Public involvement in water resources management started with the introduction of
properly regulated and large irrigation systems during 1850s and afterwards, when
water users were not given any management role above the tertiary channels. The first
amendment mad by the government for involving water users in water management was
the enactment of Water Users Association (WUA) Act 1981. Under the Act, WUAs
were involved in the construction of tertiary channels for improving the conveyance
efficiency and reducing seepage losses in unlined channels. There are about 140,000
tertiary water courses in Pakistan which are being partially lined under a phased
programe since 1976, where a part of the cost is being paid by the farmers, either in
cash or in kind. The Government of Pakistan has now embarked upon a crash program
of lining about 86,000 watercourses by investing US$ 1.1 billion in about four to five
years (2004 – 2008) for saving water and improving productivity. The contributions
coming from the WUAs in this National Program for Improvement of Watercourses
(NPIW) are 22.1 percent of the total cost. However, the role of these associations has
remained limited and have not been instrumental in the long run for improved and
sustained efficiency of their watercourses.
PIM AT SECONDARY CANAL LEVEL, PILOT STUDIES

Organizing water users and handing over canal management responsibilities to them on
bigger secondary canals was considered to be an impossible task before the
International Water Management Institute (IWMI) and the Punjab, Provincial
Agriculture Department through its On-Farm Water Management (OFWM) Directorate
took on the pilot studies in southern Punjab and Sindh. IWMI conducted its studies on
the Hakra 4-R Distributary (17,733 ha) of Hakra Branch Canal in Punjab and on Bareji
Disty (5,728 ha), Heran Disty (6,164 ha) (under Nara Canal System) and Dhoronaro
Minor (5,353 ha) (Rohri Canal System) in Sindh. The Sindh study was replicated on
another ten channels after the success of the pilot schemes. While the OFWM carried
out its studies on the Sirajwah Distributary and Bahadurwah Minor of Malik Branch
Canal.
The studies were conducted almost simultaneously form 1994 to 1998 without a
blueprint through a consultative and adaptive process between the organizing teams and
the water users. Being pilot and research oriented in nature, these studies were
conducted in the absence of any legal framework and without the involvement of the
concerned irrigation departments (Khan 2006). These studies were conducted with the
expectation and assumptions that the irrigation department would transfer the
management responsibilities to FOs and that FOs would cope with the social and
feudalistic forces for achieving equity in water distribution. The four pilot FOs formed
by IWMI and two by the OFWM in Punjab and Sindh have been termed as excellent in
all respects, i.e. orientation, clearance of objectives, awareness and capacity building
and discharge of responsibilities. But, it took about two to three years for these
organizations to establish these FOs. The social mobilization and awareness phases took
considerable time for the water users to understand the concept and be willing to accept
the new responsibilities. Also, all the process was more democratic and consensus
oriented.
These studies were a major breakthrough in the irrigated agriculture of Pakistan when
Farmer Organizations (FOs) were formed, and registered with the Provincial Irrigation
and Drainage Authority (PIDA) under the PIDA Act 1997. The management of pilot
schemes was transferred to FOs under the irrigation management transfer agreement
signed between PIDAs and FOs. An important aspect of the pilot channels was that they
were adequately rehabilitated before management transfer. All the important control
points, outlets and cross sections were improved with the involvement of FOs for
improved water conveyance and distribution.
Studies on irrigation management in East Asian countries have show that well-designed
institutional arrangement can create a synergetic relationship between state and local
farmers to ensure the productivity and sustainability of irrigation systems. Effective
irrigation management requires that people understand and develop locally-appropriate
institutional arrangements and division of roles between the state, the community of
water users and the private sectors (Lam, 1999).
Limited work has been done on evaluating the overall performance of these FOs. Field
studies conducted by IWMI on Sindh farmer managed irrigation systems show
considerable improvement in the hydraulic performance of the concerned irrigation
canals. FOs mobilized their resources and ran a “desilting campaign” in their respective
channels in order to convey water to tails. Figure 2 shows that water distribution
(delivery performance ratio [DPR], the ratio of actual to design discharge) had
significantly improved. Most of the channels were drawing more water than their design
allocation, however, the tails were proportionately getting much less, before the
desilting campaign. Water distribution improved substantially after silt was removed all
along the channels. Most of the tails started getting increased supplies as is evident from
Figure 2, while Mirpur, Belharo, Potho and Bagi Distributaries were very much
benefited. Another important observation was that most of the channels were drawing
more than their design discharge with the exception of Khattain Minor, before the
maintenance activities which was reduced thereafter.
2.5
2.0
1.5
DPR
1.0
0.5
0.0
i
e
ro
ian
ho
ur
a
n
o
ji
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il
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ag
re
ra
tin
th
Ta
lha
i rp
Ba
nr
Di
at
Ba
Po
He
er
wa
Sa
M
Kh
Be
Av
Ra
Before desiltation After desiltation
Figure 2a: Water delivery at head.

2.5
2.0
1.5
DPR
1.0
0.5
0.0
i
e
ro
an
ho
na
ur
n
tho
ji
gi
il
gr
ag
re
ra
Ta
lha
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Ba
ati
nr
ti
Di
Ba
Po
He
er
wa
Mi
Sa
Kh
Be
Av
Ra
Before desiltation After desiltation
Figure 2b: Water delivery at tail.
Lashari et al 2003 have reported that the maintenance carried out by FOs was about
$0.45 per ha which was only 40 percent of the water fee that farmers were expected to
pay. This was a substantial saving for the government which could not meet the
increasing maintenance cost. Another study carried out on the Pilot Hakra 4-R
distributary has shown that the hydraulic aspects of the irrigation services delivered by
FO had significantly improved resulting in highly proportionate and equitable water
distribution at the tail reaches of the distributary. Tampering with outlets had been
almost eradicated and an increase of about 6-7 percent had been reported in the irrigated
area. Similarly revenue collection improved by about 14 percent for Kharif (summer)
season and by about 23 percent for Rabi (Winter) season (Latif 2003). The Hakra 4-R
FOs achievements were more than just water management. For example, the FO opened
a joint bank account, collected money from members to purchase cotton seed and
distributed it to members for cultivation. When empty bags were not available for
harvest, they collectively approached the government and obtained the bags
(Nakashima).
The experience with the pilot farmer managed systems has been quite encouraging,
though they used a lot of support for their sustainability.
PIM UNDER NDP

The Government of Pakistan launched a massive National Drainage Program (NDP) of
US$ 785 millions mainly with the World Bank and Asian Development Bank assistance
in 1997 in order to rehabilitate the irrigation and drainage infrastructure in the country.
A package of major reforms had been agreed upon between the Government of and the
donors within the framework of the NDP project. The reforms consisted primarily of
decentralization and management transfer of the irrigation and drainage system from
Provincial Irrigation Departments (PIDs) to a multi-tier system of autonomous
institutions with clearly defined roles and responsibilities within the system, and with a
firm commitment to phase out subsidies for O&M in seven to ten years. Consequently,
the four provinces of Pakistan promulgated the Provincial Irrigation and Drainage
Authority (PIDA) Acts in 1997 for transforming the existing provincial Irrigation
Departments into autonomous and financially self-reliant entities. One of the major
functions of PIDA was to introduce the concept of PIM through the pilot Area Water
Boards (AWB) at existing canal circle level and FOs at the secondary canal level in
about 7 years. Each PIDA was responsible for developing a legal framework, byelaws
and regulations for their respective AWBs and FOs.
Basically, all the four Acts promulgated by the four provinces were almost similar in
nature. They had provisions for farmers’ representation at the Authority and for their
role in important decision-making, but their enforcement varied considerably from
province to province. The absence of a clear policy till very late regarding the number
of farmers’ representatives in the Authority and their selection/election or nomination
by the government or FOs had seriously affected the process of PIM. Lack of awareness
and capacity building of the irrigation department staff before initiating the process of
AWB, FOs, the concept of PIM and the new role of the staff had created the impression
of loss of job. The reluctance of the government agencies for transferring authority to
water users and fear of loss of job especially at the field level cadre delayed the
development of rules and regulations for proposed FOs.
Development and revision of by-laws and regulations for AWB and FOs took too long
for every province, which delayed the process of trnasfering the O&M responsibilities
to FOs. Punjab had done some work on these regulations in 1999 after two years of
PIDA Act for the pilot FOs formed by IWMI and OFWM and have now finalized them
during 2005. Sindh had developed some regulations but amended the PIDA Act 1997
during 2000 to be called Sindh Water Management Ordinance 2000 for incorporating
the detailed functions and responsibilities of every institution under PIDA including
tertiary watercourse associations. NWFP has not made major changes in the Act except
increasing the number of farmer members from one to three in the Authority.
Sindh was leading in the formation of FOs where 206 FOs had been formed by the end
of 2005 and Irrigation and Drainage Management Transfer (IDMT) agreements had
been signed with 166 FOs along with the complete transfer of management to them.
Punjab started late and had completed the first pilot AWB of Lower Chenab Canal
Circle (LCC) East by transferring 85 secondary channels to FOs for joint management
by December 2005. The NWFP PIDA had formed 49 FOs had signed Irrigation and
Drainage Management Transfer (IDMT) agreement to 6 of them only (Table I). NWFP
PIDA has provisions for joint management during the first year, however, FOs had
concerns about the support and help form PIDA.
Table 1: Number of FOs, signed agreements and offtakes transferred.

No. of FOs No. of IDMT No. of FOs with transferred
Province
formed signed management
Punjab 85 85 85
Sindh 206 166 166
NWFP 49 29 6
(Source: PIDAs (Punjab, Sindh and NWFP)

The fundamental objective of the irrigation and drainage sector reforms was
improvement in water distribution equity and self-reliance of the autonomous PIDAs.
Out of the total 340 FOs formed by December 2005, 257 FOs had taken over
management responsibilities. However, limited information has been available on their
performance so far. No independent and detailed study has been carried out for
evaluating the farmer-managed systems for water distribution equity, crop assessment
and revenue collection. Punjab has reported the following major achievements of the
FOs managed systems during the first 100 days of their operation after March 2005
(PIDA 2005).
x Water distribution has improved as cases of theft of water have been controlled by
about 80 to 90 percent as compared to previous years.
x Silt clearance activities have been carried out by many FOs on self-help basis.
x 14 out of 20 channels had 32 breeches during the 100 days due to weak banks.
x 146 disputes mainly relating to warabandi of watercourses were reported to FOs and
disposed off.
x Progress on crops assessment in channels command was about 70 percent.
Internal reports from Sindh PIDA suggest considerable improvement in water
distribution, recovery of water fee and conflict resolution. Latest information is lacking
but the performance during 2001-02 has been encouraging. Overall water fee collection
was 80 percent of the target for kharif 2001 and 50 percent of target for Rabi 2001-02.
While FOs had collected 82 percent of water fee in Kharif 2001 and 45 percent in Rabi
2001-02, i.e. Nara Canal Pilot AWB. Similarly, water distribution had also improved
where some of the tail reaches that did not receive water for many years had been
growing rice (Haque 2003).
Another important aspect of the Pilot Area Water Board of Nara Canal in Sindh was the
more democratic and transparent process of social mobilization and election of office
bearers of FOs. Out of 100 registered FO in Nara Canal AWB, 47 FOs chairmen were
from tail ends, 28 from middle whereas 25 were from head reach. 40 FOs chairmen held
less than 18.25 ha of land, 23 were owning upto 40 ha while 37 had more than 40 ha
(Haque 2003).
CONSTRAINTS IN PIM
Accepting a change is not easy, especially when it involves loss of authority and
financial control. Even accepting a change or responsibility without an incentive is not
forthcoming most of the times. The first proposal submitted by the World Bank in 1994
for introducing PIM in Pakistan had received considerable resistance as it involved
transformation of provincial irrigation departments into commercially oriented public
utilities. These utilities were supposed to be autonomous and financially self sustainable
by adjusting water charges and had to be eventually privatized. According to the
proposal farmers would take over the management of secondary canals and that water
markets would be developed at different levels of irrigation systems. The proposal of
privatization was not accepted by the provincial government because irrigation is a
provincial subject. Government officials, officers from provincial administration,
farmers and researchers debated over the feasibility of the proposed reforms proposed
by the federal government.
The debate through seminars, workshops and media resulted in dropping the proposals
of privatization and delinking water rights from land (Renaudo, Zubair, 1999). The
farms lobbies also strongly opposed the first draft of PIDA Act for their insufficient
representation. Another important constraint was lack of understanding and details
about the proposed reforms. The first impression of privatization and water markets had
created sufficient resistance that could not be easily eroded with the revised and
improved PIDA Acts of 1997. The knowledge and skills gap among farmers and
agencies need to be filled with a blend of skills and attitudinal changes at all levels
including policy makers. Lack of capacity was one of the major reasons that took
PIDAs to take several years for developing bylaws and regulations for AWB and FOs.
And one of the major reasons for the success of pilot FO has been their proper training
and education on technical, financial, administration and legal aspects of the irrigation
systems.
However, the capacity building of other FOs formed by PIDAs and other agencies has
not been as good as that of pilot FOs which would definitely adversely affect their
performance. Social mobilization and capacity building of water users for a socio-
technical and complex job of irrigation system is a time consuming and laborious
process. Continuous support is always needed for effective and successful management
transfer which is not the case with FOs formed by consultants within a short specified
period, of the assignment. Irrigation Management with limited capacity of FOs and
without back up support from PIDA may not produce the desired results.
The staff of the provincial irrigation departments especially the field level cadre, were
not very encouraged to support the reforms process mainly for two reasons, one, loss of
authority and financial control over a large part of the system (secondary canals and
below) and two, the perception that water users did not have the capacity to operate and
maintain the system.
REFERENCES
1. Coward, E.W. 1980. Irrigation and agricultural development in Asia: Perspectives
from the social sciences. Ithaca, NY; Cornel University Press.
2. Haque, A. 2003. Sindh Irrigation Sector Reform: Presentation at World Bank on
Water Week (March 4-6, 2003). Washington D.C.
3. James, C. 1996. Agricultural Research and Development. The need for public-
private sector partnership: Issues in agriculture 9. Consultative Group on
International Agricultural Research, Washington D.C.
4. Khan, A.H., I. Masih and S. Munir. 2006. Public-private partnership in water
management in Pakistan; Experiences and constraints. Sixth Indo-American
environmental leadership program. International workshop on water saving
technologies, 23-24 February, 2006. Amritsar (Punjab) India.
5. Lam, D.W.F. 1998. Institutional design of public agencies and co-production: A
study of irrigation associations in Taiwan. In M.D. McGinnis (Ed.), Polycentric
governance and development: Readings from the workshop in political theory and
policy analysis (pp 296 – 325). Ann Arbor: The University of Michigan Press.
6. Latif, M., M. S.S. Pomee. 2003. Impacts of institutional reforms on irrigated
agriculture in Pakistan. Irrigation and Drainage Systems, volume 17; 195-212,
2003. Kluwer Academic Publishers, The Netherlands.
7. Marry, D.J. 1997. Expending the frontiers of irrigation management research.
Colombo, Sri Lanka. International Irrigation Management Institute (IIMI).
8. Nakashima, M. Undated. Water Users’ Organization for Institutional Reform in
Pakistan’s Irrigation Sector. Faculty of International Studies, Hiroshima City
University, Hiroshima, Japan.
9. Samad, M., and D. Vermillion. 1999. Assessment of Participatory Management of
Irrigation Schemes In Sri Lanka: Partial Reforms, Partial Benefits. Research Report
34. Colombo Sri Lanka: International Water Management Institute (IWMI).
10. Skutch, J.C. 1998. Maintaining the Value of Irrigation and Drainage Projects
(Report OD/TN 90) Wallingford, UK. HR Wallingford Ltd.
11. Smdren M., Trava J., Johnson, S.H. III. 2000. A Synthesis of Benefits and Second
Generation Problems in D. Goeufeldt. And M. Sverdsen (eds), Case studies in
participatory irrigation management.
12. Vermillion, D.Z. 2005. Irrigation Sector Reform in Asia: From Participation with
Patronage to Empowerment with Accountability. Book on Asian Irrigation in
Transition: Responding to Challenges (Ed). Sage Publications, New Delhi/
Thousand Oaks/ London.
ESTABLISHING WATER USER ASSOCIATIONS IN IFAD PROJECTS
Mohammed Bourass1
SUMMARY
1. The development of irrigated schemes has for a long time been contingent upon a
centrally- planned and controlled policy emphasizing the importance of the
investments carried out by the state in the sector. However, in the eighties, this
centrally-planned development path in force was no longer considered appropriate
particularly within the specific context of a free enterprise economy and state’s
disengagement from direct involvement. Fresh alternatives were considered
involving a series of measures to delegate users increasing responsibility in matters
pertaining to the maintenance of irrigation networks, direct management of farms,
liberalisation of land left fallow, establishing Water User Associations (WUAs) and
promoting water conservation systems.
2. Hence a new legislation better adapted to boost organization of Water User
Associations was promulgated by the public authorities (Act N°2-84 on Water User
Associations of December 21, 1990). Besides, the strategies put in place by rural
development projects funded by the International Fund for Agricultural
Development (IFAD) provide a concrete example to ease implementation of the
participatory approach, with a view to upgrading locally-based development and
management skills through training provision.
3. The report presents three examples in connection with IFAD- based projects whose
main bullet points bring to bear on the following (i) the innovative capacity of the
rural world with regard to inheritance of traditional lore and know-how;(ii) the
increasingly important capacity of the farming world to open up and integrate
innovative methods when they are deemed useful and profitable and (iii) the role of
training programs, though in their simplest forms, can be considerably instrumental
in enhancing capacity building of associations and ensuring long- term
sustainability of irrigation infrastructures.
1- Mohammed Bourass is a rural engineer and IFAD consultant.

I. INTRODUCTION
1- Considerable efforts have been invested by the government of Morocco to harvest
underground and surface water resources for irrigation purposes resulting in the
construction of many storage dams throughout the country.
2- The development of irrigated schemes has for a long time been contingent upon a
centrally planned and state-run policy on account of the investments made in the
sector. In the preliminary stages, the state, as was often the case, substituted farmers
in the decision-making processes. These extensive efforts exerted by the state in the
field resulted in a dramatic increase of production in irrigated systems.
3- However in the eighties new developments occurred and it was noticed that this
centrally-planned irrigation development pattern was no longer viable particularly
within the context of a free market economy and the state’s disengagement from
direct involvement. New development-related paths were considered involving
taking a series of measures, particularly those pertaining to increased users’
responsibility in matters, such as maintenance of irrigation infrastructures, direct
farm management through fallow liberalisation, establishing Water User
Associations (WUAs) and promotion of water conservation systems.
4- These new orientations have not as yet contributed to fully attain the set goals,
basically due to lack of reallocating the means available on the basis of newly
identified goals and because of resistances inherited from past practices.
5- The current paper will give a brief overview on the development of Participatory
Irrigation Management (PIM) through (i) the Water User Associations Act (ii) the
strategies put forth by rural-based development projects funded by the International
Fund for Agricultural Development (IFAD).
II. BRIEF OVERVIEW ON WATER USER ASSOCIATIONS ACT

6- In the small and medium-scale irrigation systems, renovation of traditional
irrigation networks is generally compounded by a complex management system
based on water rights still in use in the scattered farm holds. This practice of water
rights is performed on the basis of community-pre-established and accepted criteria,
with every grower receiving his share of water under the supervision of an official
monitoring the smooth flow of work in each irrigation system. However,
maintenance of community irrigation infrastructure in the districts is not always
efficient (i.e. intake structures, primary and secondary canals). To offset these
shortcomings, a new legislation on Water User Associations, better adapted to cope
with the situation, was drafted and promulgated by the public authorities (Act N°2-
84 on Water User Associations of December 21, 1990).
7- Hence, responsibility to manage renovated irrigation networks is entirely borne by
farmers operating within WUAs. These associations of irrigation farmers are often
made up of groups with previous existences in most of the conventionally-run
irrigated systems and operate in compliance with the legal framework of the
WUAs’ Act.
8- The act provides for establishing WUAs in all irrigated systems where the state has
created or developed facilities with a view to using the harvested waters for
agricultural purposes. With this aim in mind, the basin agency proposes to the
assembly of irrigation farmers the program of the works to be carried out in the
district. It defines the financial and technical contributions it will make and the
deadlines for work completion. The agency equally determines the expenses to be
shouldered by the association, namely the water fees, the investments to be
performed and the costs incurred by maintenance and operation of irrigation
infrastructures.
9- Agreement of the eligible parties to set up associations is a prerequisite for project
establishment in the small and medium-scale irrigation systems. Subsequent to the
agreement reached between the WUA’s general assembly and the basin agency on
the work program to be carried out, the association is eventually created and is
therefore empowered to sign contracts with the public authorities to start equipping
the irrigation system.
10- When infrastructure-based projects are completed, minutes are signed between the
association and the agency to transfer management of the irrigation system to the
WUAs. From that moment onwards, the system will be run and maintained
exclusively by the association. The agreement subsequent to the establishment of
the WUAs provides for certain accommodating clauses and measures designed to
cope with all the modalities pertaining to the management of irrigation systems,
such as water distribution (water turns) and operation and maintenance of the
infrastructure. Operation and maintenance tasks of the network basically encompass
ensuring proper work –flow of water supply, efficient operation of irrigation
structures and distribution (i.e. organizing water turns, cleaning irrigation canals,
restoring to good condition of deteriorated simple civil-engineering structures and
ensuring maximum protection of the irrigation system, etc.).
11- Through its governing board, the WUA is called upon to list down high priority
actions and the modus operandi relating to maintenance works in accordance with
the level of their importance (either to be carried out by the beneficiaries themselves
or through outsourcing). Therefore, it is a requirement for the association to develop
a good understanding and knowledge of the conditions of the irrigation
infrastructure and of the network as a whole.
12- Costs incurred by operation and maintenance of the infrastructure will be met by the
WUAs. All members of the association are expected to pay an annual fixed fee.
This fee will feed into a fund in order to pay for specific maintenance works (i.e.
concrete paving, masonry) and for staff compensations. Ordinary maintenance work
(i.e. earth moving and canal cleaning) will be performed by the users themselves.
Specific works, however, such as masonry or concrete paving will have to be
performed by a mason who is a user resident in the district or through recruitment
of a mason from outside the district (labour and construction materials bills are paid
for from the community-based fund).
III. WUAS DEVELOPMENT STRATEGY IN IFAD PROJECTS

A. OVERALL OBJECTIVE AND POLICY STRATEGY OF IFAD PROJECTS
13- IFAD projects have been designed in such a way as to fit within government
policies. Their overall objective is to contribute to eradicate poverty in the rural
world through diversifying and increasing incomes of the rural populations in a
sustainable manner and contributing to restoration and sustainable management of
natural resource bases.
14- In the context of the participatory approach which is a key characteristic of IFAD
project implementation, the proposals put forth to improve small scale irrigation are
considered a top priority by the beneficiaries. Therefore, engaging in dialogue with
them on this specific topic is quite smooth and not difficult.
15- Also, rehabilitation of irrigation networks will basically allow achieving the
following: (i) increasing crop yields through increased and better distributed water
volumes, (ii) increasing the share of water volumes made available to downstream
areas of the main irrigation scheme, which do not very often receive irrigation water
during peak or low stream flow periods and (iii) introducing highly productive crop
varieties or even samples of new farm crops.
16- Implementing an approach based on strengthening training on all levels, including
enhancing community-level awareness, outreach and counselling necessary to attain
the goals of poverty eradication, to achieve sustainable development and ensure
conservation of natural resources in project-based areas. The training of growers
will bring to bear on utilisation, management and maintenance of farm implements
and on upgrading farming techniques, without which water use efficiency will
remain an empty slogan.
B. WUAS TRAINING IN IFAD PROJECTS

17- The strategic objective of IFAD projects is to consolidate management-based
capacities and to prompt local development of rural populations with a view to
improving their incomes, standards of living and ensuring their food security, with
the overriding concern of achieving sustainable utilization of natural resources. This
objective fits within the 2020 rural development strategy worked out by the
Ministry of Agriculture ,Rural Development and Marine Fisheries, and which calls
for the adoption of a participatory approach involving village-based teams to carry
out the inventory work, ranging from soil analysis, establishing diagnosis,
considering assets and constraints, defining and prioritizing relevant actions to be
undertaken, exploring appropriate paths for their implementation including
participatory management. Along those lines, the program consists in working out
Village or Community-based Development Plans (VCDP), which can be derived
by striking up a balance between the technician logic and the participatory approach
calling for greater involvement of the grassroots’ population.
18- In order to suitably play their role in operation and maintenance of rehabilitated and
modernized irrigation systems, WUAs should receive direct backstopping and
permanent advisory services provided by a close proximity department at least
during the first years from their inception. This technical support should not only
cover aspects pertaining to irrigation water management , but also should lead to
improving agricultural productivity and intensifying production systems.
19- The establishment of associations is one of the most critical and necessary actions
to perform for ensuring the lastingness of irrigation infrastructures. In compliance
with the programs put forth by the Ministry of Agriculture, Rural Development and
Marine Fisheries, IFAD projects have scheduled a training program to be delivered
by a consultant-trainer recruited through competitive bidding open to the private
contractors. The successful bidder will either be an engineering and design
department, an NGO with expertise in the activity sector or possibly Moroccans
with recognized skill qualifications.
20- The proposed training program will relate to the five following sessions: (i) to kick-
start, focus will bring to bear on the participatory diagnosis to systematically
identify most salient weaknesses and to facilitate educational group activities
according to the needs and key characteristics of the irrigated district; (ii)
community-based administrative and financial management (Record keeping and
the WUAs secretariat, budgeting of operations, management of current accounts
and funds, financial follow-up and financial statements); (iii) rational distribution of
water among users in the district and water use at field plot-level taking account of
factors, such as soil, crop requirements, plot layout and site preparation for
irrigation water; (iv) establishing sound maintenance practices likely to ensure
sustainability of irrigation infrastructures; (v) protecting water resources from
pollution; and (vi) methods, instruments and procedures for setting goals to be
attained in addition to medium-term planning of actions to be performed by the
WUAs.
21- To complement the five sessions, a specialized session will be hosted to sharpen the
skills needed by treasurers and secretaries. This sixth session will deal with issues
related to financial management of WUAs for the benefit of treasurers and
management of administrative problems for secretaries.
22- The training course will take place over the span of 4 days for each WUA, with a 2-
day course in-situ (i.e. the local headquarters of the association for example) and a
2-day field trip. Between each session, a 5-week period is extended to the trained
members to carry out a mini action project which they have been able to design
during the session and to share the multiplier effects with the users in the course of
the meetings they will have with them.
C. WUAS DEVELOPMENT EXAMPLES IN THREE IFAD PROJECTS
Case 1: Rural Development Project of the Eastern Middle Atlas (PDRMO)

23- Community-based traditional organization of the populations in the villages of the
project area is still predominant in several places. It is reflected through the
simultaneous performance of a multiplicity of tasks (i.e. tillage, crop harvesting,
house construction, laying out of irrigation canals, etc), management of irrigation
water, conflict settlement between village members or between villages themselves
on issues pertaining to defining the boundaries of the farm holds or of the villages.
However, the community (jmaa) does not have existence in law and cannot,
therefore, engage in any partnership-related scheme with the administration or deal
with management of public funds. Its members provide memory support services to
the community with regard to irrigation water distribution methods, water share for
each user as well as the boundaries of the farmsteads and villages.
24- In parallel to this, the area has witnessed an increasing development pattern in the
form of village-based associative and co-operative movements which have been
gaining ground. Indeed since 1999, 31 development-driven associations have been
created in the project area and are quite active, particularly in matters relating to
agricultural development, livestock -breeding and environmental protection. In
addition, some WUAs, operating at district level, have proven their worth in
ensuring maintenance of irrigation networks, water management and for conducting
follow-up of rehabilitation work.
25- Within this framework, 73 WUAs are operational in the Boulemane province, of
which 20 are located in the project area, discharging work particularly in the
communes of Sarghine, Enjil and Skoura. Sometimes, the leadership in charge of
these associations (i.e. the President, the Secretary General, and some Board
members) are university graduates.
26- In this regard, it is particularly important to underscore the fact that several of these
WUAs are the brainchild of the jmaa (traditional community-based form of
organization). Several have been created subsequent to a request filed by the jmaa
to take advantage of the development programmes extended by the government.
Indeed, the IFAD project has been able to notice that the leadership of several
associations is mainly made up of members of the jmaa and their relatives. The
decisions are collectively taken in agreement with the jmaa’s standpoint. Support to
formally-set up associations, particularly those involved in rural development and
management of the socio-economic infrastructures, seeks to respond to the
following (i) the national policy to strengthen capacity-building of civil society
components and increase population involvement in national development-based
issues; (ii) the strategy put in place by IFAD and (iii) the requests expressed by the
associations and the jmaas to benefit from development projects.
Case 2: Rural Development Project in the Mountainous Area of Al-Haouz Province

(PDRMH)
27- 17 rural communes are targeted by the rural development project of the mountain
areas of Al- Haouz province (PDRMH) .To give concrete substance to villagers’
involvement in the work, an Annual Contract Program (ACP) is signed with project
management. This ACP encompasses all actions identified and defined by the
village population including the rights and obligations of the concerned parties. The
activities listed in the action plan are scheduled for implementation and can be
financed by the PDRMH.
28- Rehabilitation of the small and medium-scale irrigation is very crucial, since the
latter is a very important project component expanding over 4,000 ha area, of which
25% in high and 40% in medium valleys and 35% on the foothill.
29- The project has adopted the participatory approach as a basic strategy within the
context of a sustainable development perspective to better allow the populations to
identify their needs and structure their actions accordingly. Hence, in discharging its
duties, the project has benefited from partnerships established with development-
driven associations for implementing the action programs. The numbers of
associations recorded in the Al- Haouz province as well as the growth pattern of
associative demography highlight the increasingly important role of the associative
movement.
30- In addition, the wealth of information derived from the participatory culture of the
local populations is a considerable asset for the project. Indeed, in these ‘so-called’
marginal areas (especially those of the Talat N’ Yacoub commune) local citizenry
have learnt to close ranks, work cooperatively and adopt traditional patterns of
organization in order to respond to unmet needs by the public sector. Consequently,
they are more flexible to adapt to the community-based form of organization put
forth by the project.
31- Association Involvement. The contribution of recipient populations is multi-
faceted. Initially the PDRMH provides a framework for the populations to express
their dissatisfaction. In this preliminary stage, focus is on formulating the needs in
an exhaustive manner.
32- In general, in the course of the preparation of the study files of irrigation networks,
the association takes part in the choice of the layout and negotiates with the
engineering and design department the type of irrigation canal it deems suitable.
During the execution of the work contract, the association also takes part in
monitoring the work, in particular the proportioning of concrete and steel
reinforcement.
33- Usually, the association appoints one or two people (often masons or people with
experience in the construction sector) to monitor concreting. The discussions
initiated with some associations showed that they had sufficient information on the
quantity of concrete proportioning they wanted (the required number of
wheelbarrows of aggregates per cement bag), the number and diameter of steel bars
to be used and the type of cement.
34- It is a pity; however, that the association is not able to receive the execution plans
prior to work implementation so that it can participate in monitoring the work
rigorously. The availability of the execution plans as well as the orientation training
that can be provided to the association to help it read these plans will be extremely
helpful to the project. The people working within the association are the ones with a
permanent presence on the construction site, in contrast with the technicians or the
people from the engineering and design department who undertake periodic visits to
the area.
35- The contribution of various associations is often carried out in the form of labour to
do the earthworks, the pitching and concrete laying. The price units of the various
contracts applied to these quantities allow computing the amounts payable by the
beneficiaries. The table hereafter synthesizes the results by commune.
Kind of Contribution
Rural Work Contribution Contribution
Commune Amouts Earthwors Pitching Concrete Amount (Dh) Rate (%)
(m3) (m²) (m3)
Azgour 7 101 441 820 365 62 159 316 2.2
Ighil 4 857 926 377 753 - 59 350 1.2
Imgdal 3 823 139 1 385 523 - 46 764 1.2
Ijoukak 2 839 597 841 523 39 132 890 4.7
Total 18 622 104 3 422,85 216 475 10 135 39 832 101 2.1
36- It seems that labour contribution ranges between 1.2 % and 4.7 % among the 4
communes of the high valleys; the average is 2.1 %. This apparent low rate of
contribution is indeed very significant and reflects the degree of population
involvement. It is directly linked with the poverty level of the populations who do
not have the base resources to take part in the work. In this regard, it is worth
recalling that the project strategy focuses initially on and targets support for the
most destitute and underprivileged villages in the project area.
37- Capacity-Building of Associations: Work Monitoring. In this regard, increasing
capacity-building of associations to monitor conducted work is one of the most
practical project recommendations since it will make it possible to back the work
initiated by the technical departments of the ministry. Indeed, the human and
material resources available (cars, travelling expenses) do not allow the engineering
department to engage in an ongoing type of assessment given the limited staff
number, on the one hand, and the number of construction sites scattered over a vast
area with difficult points of access, on the other. The major constraint is the
multitude and dispersion of the irrigation systems in the project area. Conducting a
regular and constant follow-up of the various construction sites is therefore
impossible to perform mainly because the sites are scattered all along the high
valleys of Ighil and Aghbar, the Piedmont and mountain region of Amizmiz and the
middle valleys of Asni.
38- A solution to the problem consists in involving the beneficiaries themselves through
their associations to take part in monitoring and follow-up of work. Thus, within the
framework of the Association - Project partnership, it is possible to consider giving
increased responsibility to the association to discharge follow-up and monitoring of
the work on a permanent basis. This will require training association members to
upgrade the skills in connection with the reading of plans, sizes and concrete
proportioning (cement, aggregates) and reinforcements.
39- This task is within reach and is not a problem since there are always masons or
workmen in the village with sufficient skills in the construction sector. Moreover,
associations have expressed their readiness to perform such a task. In fact, in many
localities this monitoring has already been put in place. What is most needed is a
contract to formalize this relationship, and especially the provision of training to

members of the association to discharge monitoring efficiently. Associations are,
therefore, capable of assimilating these technical aspects if training is engineered
and administered adequately.
40- The benefits accruing from such an approach are vast and varied. There is no
question that it is the best way to enhance responsibility of the beneficiaries and
increase their involvement in the project. It is also a form of contribution in work
delivery. Finally, it is a kind of training and an initial preparation for shouldering
prospective maintenance work of the irrigation infrastructure.
Case3. Rural development project in the mountainous area of Errachidia province

(PDRME)
41- This project is still at the formulation stage. However, provision of training to the
WUAs, as has been stated earlier, is a fundamental component in IFAD’s project
implementation strategy. In addition to this, fresh proposals are suggested for
action.
42- The thrust of the action is to be able to determine on the basis of measurements
using stream gauging, i.e. to be provided by the project, the discharges transiting
through the traditional irrigation canals or séguias. For all of the irrigation systems,
measurement of de facto discharges and of the volumes conveyed by the network
transport and distribution systems is a key element in the decision-making process
relating to irrigation network operation. The set goals to be achieved are the
following: (i) gain complete mastery of water transport in the networks; (ii) initiate
and kick-start maintenance and rehabilitation works (a priori) and their assessment
(a posteriori); (iii) address water shortage management issues; (iv) develop conflict
arbitration procedures; (vi) council exemption; (vii) provision of a database on
discharges and water volumes; and (viii) ensure efficient water resource
management within a participatory framework.
43- There is an absolute requirement for the technical departments of the Tafilalet
regional office of agricultural development (ORMVATf) and the local user
organizations to have tools available for measuring water discharge. Decision on the
location of these measurement points will be made in close collaboration with the
local institutions and the beneficiaries (WUAs and ORMVATf). The ultimate goal
of such a system is to make it possible for the various stakeholders to have a
database on discharges and on water volumes to ensure efficient water management
within a participatory framework.
44- For implementing such a system, it is necessary to provide training for proper
installation and operation of the system to the ORMVATf technicians and to those
in charge of the WUAs.
45- The WUAs will be gradually involved in the process. Initial work will be started
with those which are available and express a real interest into this type of activity.
Most importantly, focus will be on involving WUAs with users who are literate and
have a school background.
46- The discharge measurement activity (and therefore of water volumes) is of a

strategic nature, because its success (i.e. involvement and project ownership by the
WUAs) will be a breakthrough in the role played by WUAs, which will then be in a
position to take over the prerogatives shouldered by the Jmaa previously (i.e. role of
managing irrigation networks, water shortages and conflict settlement).
Consolidating the role and the legal entity of WUAs is the best course of action to
ensure sustainability of irrigation infrastructures.
IV. CONCLUSION
47- The innovative capacity of the rural world combines perfectly with heritage of
traditional lore. The farming world is quite open to innovative methods when they
are useful and profitable. Training courses, though quite simple in their design, can
contribute considerably to enhance capacity building of associations, the best
guarantor of the sustainability of irrigation facilities. This should lead to increasing
soil productivity and boosting agricultural production efficiency.
THE NEED FOR PEOPLE PARTICIPATORY MANAGEMENT

IN PROGRAMMING THE WATER RESOURCES;
CASE STUDY MESHED PLAIN.
Dr. M. H. Popoli Yazdi1
ABSTRACT
The main objective of this paper is to present the result of many social and economic
studies done by the author on the problems of water shortage in Meshed Plain.
The paper analyses the present water shortage situations in Meshed, the government
proceedings to solve the problem, the role of people participation and cooperation to
support the government, the traditional systems of people participatory cooperation and
finally, gives a view on the future if the present model of participation would continue.
In analyzing the previous and the present agricultural projects, it seems that the main
guilty ones for the present water crisis are the university, Iran and overseas consultative
advisers and governmental programmers. These educated bodies did not predict the
shortage of water for today and in their agricultural development proposals offered to
the government some years ago, they put the most water demanding industries and
dependant agricultural products, e.g. sugar beets products, that were not compatible
with Meshed resources of underground water. At the end of the paper the author
suggests his preferred model for optimum use of underground water in Meshed plain.
INTRODUCTION
The development from the top, without consideration of people views and local
knowledge, had been a mutual aspect of the thought of development in the majority of
the countries despite capitalism or socialism regimes. The result of getting a
development from top to down where people wants and local knowledge were ignored,
became the cause of many Social problems such as unwanted migration of farmers to
the cities, deep differences in social classes, revolutions and political changes that
resulted in environmental problems, decreasing natural resources and many different
kinds of pollutions and health problems. The development from top and based on
benefit alone became the cause of deterioration of people’s rights and the nature rights.
This procedure continued until the year 1970. The resulting environmental problems
1- Amayesh Consulting Co., Social adviser to Razavi and North Khorassan water companies on the water
management at the down stream of some new constructed dams. (Moddaress University)
Address: No92, between Behar and Khayyam, Tell: 0511- 7640040 Fax: 0511-7621658
E.mail: info@amayeshco.com
came to a point that the scientists and thinkers of development issues decided to change
their approach to development.
In the post modern age, the environmental issues came into the institutional laws of the
countries. The article of No. 50 of I. R. Iran institution was also allocated to the
environment. From the other side, the discussions on people participatory and formation
of associations1 were brought to the attention of policy-makers by thinkers and
specialists.
The practical following of the issues resulted in an international quorum so that most of
the countries included the issues of people participatory and people associations in their
institutional laws.
In IR of Iran, too, the articles of 106 and 107 of the third Iran Development Plan and
also in 4th Development Plan the people participation and formation of people
associations on the water issues are included. I.R. of IRAN, considering the total
country policy that was a return to Iran origin, reducing government roles in economical
management, giving people affairs to themselves and solving the social and
environmental
Problems and economic usage; approved the participatory managements and formation
of associations in the 4th Iran Development Plan.
IRAN STRATEGY FOR PARTICIPATION OF PEOPLE ASSOCIATIONS ON

WATER ISSUES IN PLAINS INCLUDING MESHED PLAIN.
From 1948 when the first country development plan was approved, the development
policy was followed without attention to environmental issues, people wants and local
knowledge. This policy presented from the top has resulted many social and
environmental problems today. This paper is not to find the problem creators and
condemn the guiltiest. But it is to clarify the problem to introduce the guidelines for
improvement.
We must distinguish the real persons or institutions responsible for the existing
environmental problems. if the people are the cause of all water shortage in plains
and they are the cause of critical water problem including the water shortage in
Meshed plains, we should introduce the guideline for reduction in agricultural
water use, the guideline is being followed now by government with an approach to
development and popularization from the top to down, that is, pressure from the top,
fines, control water use by intelligent counter equipment and determination of the
water use right from the wells, increasing the rate of electric charge, prevention of
further deepen the wells, preventing the replacement of wells and bring a bill from
the courts to stop water using from the wells.
But if we realize that the guilty ones are the development programmer, economic
theorizing experts, banks, universities and consulting companies, and in summary all
1- In this paper the word ASSOCIATON means any kind of group such as: stock shared Co.,
Cooperatives, Trade association Etc.
the governmental agents as the principal cause of the existing water crisis and
shortage of water in Meshed plain, then we must present a different solution and that
is to reduce the water demand instead of water use reduction. The second
hypostasis needs another kind of water management that would be more complicated
and more extended than management for water use reduction. In an approach with
reduction demand, the big users of water in food industry or city users of agricultural
water should change their views on water consumption. The much water use
products should be produced in a region with much water availability.
In an approach with decreasing the demands of water, the replacing, improvement and
sometimes closing the big agricultural industries in some regions is necessary. The
sugar beets industrial factories, tomatoes concentrated industry, fruit conserves, and
other similar industries that are the big consumer of agricultural waters should change
their activities in some regions that critical shortage of water exist. In an approach with
reduction in water demand, in addition of the farmers, users of service water, city
potable water, and city green gardening should also participate in optimum use of water.
For investigating and clearing the cause of Meshed present critical shortage of water we
must see who has proposed the agricultural objectives and strategies in Meshed plain.
Those who have determined the agricultural objective without correct prediction of
underground water for today, are the guiltiest for the situation we are confronted as a
critical water use today.
In a report of the Scetcoop Company1 in 1970 approved by the Iran budget and plan
organization of that time, Meshed volume, page 88, in describing of agricultural
objectives in Meshed plain, we read that:
Agricultural Objectives:
In agricultural products, sugar - beets needed for sugar factories, should be provided
first and then establishing the other big new projects of agricultural industries such as
stations of producing fruits, vegetable oil factories for sunflower and the factories for
producing foods for husbandry.
The recommendation of Setcoop, a French engineering adviser, was accepted by the

government of the time in decade of 1961-1971. This is correct that Scetcoop adviser
Co. has mentioned the limited potential of water in Meshed in different pages of his
report, but the adviser has suggested finally the cultivation of products that need a lot of
water. The fruits product in Meshed was 50000 tons. Scetcoop, in a 20 years landscape
has suggested 204900 tons of fruits and grapes and also 206000 tons of grass
(husbandry food) for Meshed plain to be cultivated.
In 1961, the policy for agricultural development of Meshed plain predicted by Scetcoop
consultant was to develop industrial food production which mostly depended to much
1 – SCETCOOP ETCOCEAC PARTIA, Plan de development du Khorassan, Vol. 1 Meshed, 1972

water consumption, that is develop in horticultures and cultivations with highly demand
of water.
You may suppose that from existing 6008 underground water wells in 2005, 1000 wells
have been dug and used without governmental permission but is it possible that people
have established so many sugar factories, Conserves and concentrated tomatoes
industries which consume most of the underground water for cultivation of needed
products without bank cooperation and governmental permission?
Scetcoop Company in 1970 predicted Meshed water use in 1987 for 583 million cu.m.
Underground water use in Meshed from 6008 water wells was 91 million cu. m. in
2004.
Water use from 403 springs was 9000000 cu.m and from 895 Qantas was 85000000 .In
total, Meshed water use was 1085 million cubic meters .If the programmers in 1961 had
planned the long-term projects of development upon the land and water capacity of the
region and agricultural potential, they certainly would had proposed less water use
agricultural projects for Meshed plain. The advisers should have proposed the high
water used agricultural projects such as sugar-beets factories and food industries with
high water demand for the west of Iran instead of Meshed, where big water sources such
as Charkha, Karoon, Dez and other large rivers exist. If they had proposed a correct
policy for agricultural development, we would not have such a critical water situation in
Meshed. Unfortunately the present situation would lead us toward a dependency to
international sources and Iran will experience the Hirmand again in Meshed. The
present critical situation in Meshed can not be solved unless having people participatory
assistance in all the country with having big objectives in national and regional level
based on a strategy that guarantees the agricultural development. There is urgency for a
legal and financial layout for above mentioned purposes with a national decision and
will.
I propose some models for problem solution. These models should also be completed by
other experts and critics.
First
Hypostasis
Hypostasis
Programmer strategy from Guideline The principle faulty

TOP, execution also from in creating present
top. water critical
1. Legal pressures; situation in Meshed
2. Search for new water Mostly plain are water
agricultural Reducting
resources; users (well owners
section water use
3.Water fees increasing; and farmers and
4. Control on water use; other rural water
5.Increasing the efficiency users).
of water use per Hectare or
any other unit in industrial
or services water use;
6. Training, associations
and people participation to
reduce water consumption.
Associations as a tool for
execution of government
order.
Model 1 the principle guilty for the critical water situation in Meshed are
agricultural water users.
With attention to Model no.1 it seems that the hypostasis should be rejected because the
people are not responsible for the system structure. People are trapped in the
governmental agricultural system and they are not the principle guilty for the shortage
of underground water. So we should find the guilty in the governmental and high
educated higher programmers. The people are sub- guilty bodies in the system. If we
accept the second hypostasis we should choose the guideline of reduction in water
demand instead of water use reduction. Then the following proceedings are needed:
1- All industrial water users including agricultural, industrial, city services, drinking
water and Etc. by accepting the idea of participation choose the method of
participatory management in water using and support the government in optimum
use of water. People should be seriously involved in water problems through
associations by solving the problem in a participatory way.
2- The total policy of programming and management should be changed so that a
country approach towards the patterns and systems of participatory management
using modern and local knowledge together in water management could be
changed ...
Basic review in present management and

acceptance of the management system
with combination of modern and local
knowledge.
1- Providing legal layout and approving
the new laws (combination of management Second
in financial, credit, and investment.) hypostasis
2- Cultural development reach to a
national decision and a will.
3- Creating a unit of management for any
irrigation basin. - Agricultural
4- Change in the model of water demand. Section
The programmers,
5- Replacement or closing the industries
- Industrial universities,
with much water demand and stop
section Economic theorist,
dependant agricultural products.
consultants and
6- Seriously integrated coordination and - Services Reduction banks are the
cooperation of all governmental sectors. in water
7- Forming the associations of industrial - Drinking main guilty ones.
request
owners for cooperation in optimum water water
use and reduction in water demand. - Green space
8- Formation of associations and
participatory irrigation of agricultural - Others
water users. (underground and surface
water users and owners of wells)
9- Formation of associations and
participatory involvement of other water
services, drinking water factories and
other urban water users.)
10- Formation of environmental
protection associations.
11- Formation associations or stock
shared Co. for investment
12- Cooperaton with Afghanistan for
mutual programming of agriculture in
Heart plain and Meshed plain (cultivation
of raw material in Heart and food industry
i h d
Model 2- second hypostasis: the principle guilty in creating critical water

problem in Meshed are programmers and Bank system.
To reach a balance of underground water use both presented models are recommended,
But the principle model in the author view is the model No 2.
Government should precede the approved laws on water management that will result in
reduction of governmental function. The transfer of water management to people
organizations (associations, stock-shared companies, cooperatives, etc.) should be
executed and government should thank people participation. Government could only
monitor people on water management.
It should be noted that transfer of management is completely different with stop of
management. It is about 80 years that government has got the local and people
management in his hand and it is difficult to change a trend of 80 years governmental
rule in a quick change. The transfer of management to people association takes a long
period of time and it should be done step by step accompanied with training, creating
self-sufficiency, self believing, motivation and cultural training. This procedure needs a
step by step strategy and in a 4-year-experience of mixed governmental and people
management experience, the associations would get enough experience to follow the
management independently. The needed regulations and manuals for a four year
cooperation of participatory management should be prepared and approved by the
governmental board of Ministers. The government should decrease being in charge of
everything, instead it must increase policy making, monitoring and coordination role,
side by side with NGOs. Cultural training, propaganda, training and using technology
should be accompanied with transfer of management.
Reduction in government Cultural

Training function and transfer of development
management
Investment
Underground water use People

Monitoring by balance. participation,
Government Nature. monitoring by
Investment NGOs
New Reducing Water Demand Propaganda

Technology
Model 3: The model of underground water use balance

Processing the Industrial change

agricultural waste of products Processing
products such as: Optimum use the up hand
industrial alcohol, of less water products
husbandry foods. demand products Association
Participation formation: Farmers of
in investments - joint - stock producing
using the company less water
participatory - cooperatives use products
shares -Associations
-Other
formations
Optimum use of all Processing
Nourishment kind of remained corns the down
in the field and other hand
agricultural products. products
Interest return
Model 4: Continuous Economic System
Continuous economic system through formation of associations and farmer participation on the
objectives of:
1- Reduction in water demand
2- Increasing the farmers income.
At the present time, the investment in agriculture and food industry, processing the
higher and lower products is done completely separated from each other. It is necessary
that markets be found through researches find a guideline through a bourse market for
the total agricultural system and dependant industry or formation stock, hold companies
or other formation for the total system, take away this interruption and involve the
benefit of all investors either farmers or industrialists in the benefit or loss of the
system. At time being, the producers of the raw agricultural materials claim that they are
losing their investments. So the government should not only omit the tax from the
agricultural system but also subsidize this economic sector. Unlike the raw producers of
agriculture, the food industries allocate all benefit to themselves. Neither peasants have
share from the benefit of food industry nor do dealers nor dealers and owners of food
industry have share in farmer’s loss.
If this model (that should be completed) is preceded, the situation for reduction in
agricultural water demands and the replacement of the sites of water users industries
from the critical plains to other place including from Meshed, would be possible.
RECOMMENDATION AND PROPOSALS:

1. Attention should be paid to the deep idea of this article that is: changing attitudes
from management of water use reduction to water demands reduction and from
critical management to risk management.
2. The formation of people associations should be considered seriously. Participatory
Irrigation Management is not just financial but participators should be involved in
deciding and making decisions, management, execution and financial maters in
such a way that management transfer from the government to the people would be
possible step by step.
3. The different form or kind of associations should be studied before formation
So that the formation of association be compatible with local culture and with
Regional climatology. Although the form of association is studied mutually by the
Ministry of Energy (deputy to water resources) and the Ministry of Jihad
Keshavarzi (Agricultural Ministry) and the trade union is chosen for the
underground water users, but this form of association should frequently be
examined and tested.
4. The people should not be introduced as the principle guilty for water critical
situation and water shortage. The main are governmental programmers, Iranian
and overseas advisers and universities educators’. we, educated advisers, are the
guilty ones and we should improve the situation. If the educators, advisers and
programmers are the guilty ones, we should not blame the people for water use
and ask or fine them for what that is not their fault.
The present strategy for improving

the water shortage of meshed
Replacing the waste water Present model of water Provide water from the dams
consumption
Environment Financial The security- Expenditures International

problem problems military risk dependence
Social- political and military risk

Social problems international and internal
Interior disciplinary and political risks
Model no 6: the Chart of Critical Management

Reduction in water demand

Balance in
Meshed and
Change in Less demand Heart plain
Less need to development
replacement water model of for the water
consumption of doosti dam
Cooperation with
Afghanistan in
agricultural use
of the plain of
Herat- Harirud
Less financial,
political, health, Less security and Reduction Less international
social and disciplinary risk expenditure dependency
environmental
risk problems
Providing raw
food material
from Herat
plain
Less social, political.
international security Railway transit
and military problems the raw material
to meshed
Change the raw material
of agriculture to industry
products in meshed plain
Balancing the Meshed plain
Reduction in social, economic, military, Protecting national benefits

security and political problems.
Model 7: The Preferred Model: Risk Management Chart

REFERENCE:
1. Adib Soltani, Mirshamsadin, 1980, Religious Thesis (Persian), Iran Center for
Studding Cultures, 220 pages.
2. Azkia, Mostafa, 1989, the theories of non-development, Geographical Research
Quarterly, No. 13.
3. Afroogh, Emad, 1998, Space and Society and Social differences (Persian), Tarbiat
Modaress University, 341 pages.
4. Popoli Yazdi, M.Hossein, Hassanpoor Razavi, Jalil, (1986), Yazoo, a sample of
traditional group system of users in the North of Khorassan (Persian).
5. Popoli Yazdi, M. Hossein, Ebrahimi M.Amir,(2002),Rural Development Theories
(Persian), Semat Publication, 306 Pages.
6. Farhadi, Morteza, (2002), Environment Crisis in Iran and necessity to restore it with
local knowledge, Nemayeh Research Magazine, No.12-14, Special issue traditional
knowledge and technology
7. Farhadi, Morteza, 19994, Cooperation Culture in Iran, Vol. I Cooperation in
irrigation and cultivation, the center for University Pub, 432 pages
8. Naghavi, Naghib, 1368, The traditional irrigation in Nehbandan and its Qanat.,
Geographical Research Quarterly, No. 14
9. Iran Ministry of Islamic Guidance, 1989, I.R. of Iran Constitution
10. ORESTOM (1984) Le developpememt rural en questions
11. International Network on Participtory lrrigation Manayement.
12. United Nations University 287p
13. WWW. Uneso. Org / water / Ihp
14. www.undp.org, United Nations Development Programs.
15. www.unicef.org, United Nations children’s Fund.
16. www.copac.org, How to start a cooperative, cooperatives information report.
17. www.inpim.org, International Network on Participatory Irrigation management.
IRRIGATION REFORMS IN PUNJAB PAKISTAN:

REVIEW OF IMT MODEL AND FRAMEWORK
Aamir Nazeer1, Abdul Hakeem Khan2, And Shaiq Hussain Aabdi3
ABSTRACT
The new demands and challenges for food production and security combined with the
persistent poor performance of the agency-managed irrigation system in Pakistan has
led the Government of Pakistan to transfer the management of irrigation systems from
provincial irrigation agencies to Farmer Organizations through the Provincial Irrigation
and Drainage Authorities (PIDAs). In the Punjab, pilot Area Water Board (AWB) has
been established and irrigation management has been transferred to 85 Farmers
organizations (FOs). This paper reviews and evaluates the existing institutional and
legal framework, implementation model & methods as well as the roles &
responsibilities of the stakeholders by taking the Punjab province as a case study with a
purpose to analyze the existing reform structure and process in terms of providing
opportunities for establishing and strengthening autonomous sustainable institutions at
all levels of the reform process. The institutional & legal framework as well as the
structure and functions of stakeholders are well defined and the reforms have taken off
but yet there are certain doubts and fears about its sustainability. The on-going reforms
is influence by a number of internal and external factors; like the opposition from
stakeholders themselves, changes in leadership, influence of personalities, lack of
political commitment, lack of consistency & continuity and the change in the strategy
and implementation model. What is needed for successful sustainable reforms is a
strong commitment of all the stakeholders, devoted leadership and collective actions of
the farming community under existing socio-political and environmental realities of
Pakistani system.
1- Agricultural Economist, International Water Management Institute, 12-Km, Multan Road, Thokar Niaz
Baig, Lahore; e.mail: a.nazeer@cgiar.org; Ph: +92-42-5410050; Fax: +92-42-5410054
2- Water Resources Specialist, Head, International Water Management Institute, 12-Km, Multan Road,
Thokar Niaz Baig, Lahore; e.mail: a.khan@cgiar.org; Ph: +92-42-5410050; Fax: +92-42-5410054
3- Manager, Social Mobilization, Social Mobilization Cell, PIDA, Lahore; Ph: +92-300-4644050
INTRODUCTION
The Indus Basin Irrigation System (IBIS) of Pakistan serves as a lifeline for sustainable
irrigated agriculture and is of central importance to the economy of the country. Since
eighties, it was widely recognized that the irrigation system has not been performing
productively, mainly due to improper/inadequate maintenance of the huge hydraulic
infrastructure as well as the declining level of irrigation management services. This
resulted into inadequate, unreliable and inequitable water supplies that further lead to
physical and financial non-sustainability of the system and consequent stagnating
productivity of irrigated agriculture in the Indus Basin.
Keeping in view the new demands and challenges for food production and the persistent
poor performance of the agency-managed irrigation system, the Government of Pakistan
(GoP) opted for fundamental institutional reforms, coupled with investment to improve
the efficiency and performance of the physical system. The World Bank proposed to
implement broad-based institutional reforms in 1994 and a reform program was
prepared by a task force group including policy makers and water experts. All the four
provincial assemblies passed Provincial Irrigation and Drainage Authority Bills. Under
the on-going reforms, the Provincial Irrigation Departments (PIDs) have been
transformed into financially autonomous entities, as Provincial Irrigation and Drainage
Authorities (PIDAs), for their respective provinces. The PIDAs will comprise of a
number of Area Water Boards (AWBs) and each AWB controlling a canal command
area. There are 43 canal commands in the IBIS, divided as 24 in the Punjab, 14 in
Sindhh, 3 in NWFP, and 2 in the Baluchistan province. Under each AWB, Farmers’
Organizations (FOs) will be establishing to take over the responsibilities of distributary
(secondary channel) management. So far, the PIDAs have been established in all the
four provinces while pilot AWBs and FOs have setup in Nara canal in Sind, LCC (East)
in Punjab, and Upper Swat Canal in NWFP.
About six years have passed since the irrigation reforms started – PIDAs and pilot
AWBs have been established and management has been transferred to a number of FOs
formed in the pilot areas, however, the reform process is still controversial with very
unclear understanding among the stakeholders with a number of questions in mind
about its sustainability. The present paper reviews the existing structure of the irrigation
reform process in the Punjab province of Pakistan by synthesizing the available
literature and data. The main objective of the paper is to review and evaluate the
existing institutional & legal frameworks, implementation model & methodology as
well as the roles & responsibilities of the stakeholders (PIDA, AWB, and FOs) by
taking the Punjab province as a case study. The purpose of this endeavor is to analyze
the existing reform structure and process in terms of providing opportunities for
establishing and strengthening autonomous sustainable institutions at all levels of the
reform process. This will help to understand the strengths & weaknesses of the reform
process for improved irrigation management and a better reform process.
IRRIGATION REFORM PROCESS IN THE PUNJAB: A CASE STUDY
AN OVERVIEW
Irrigation system in the Punjab province of Pakistan is a part of IBIS and serves an area
of 20.8 million acres (PIDA, 2005a). It is now widely accepted that the financial
constraints coupled with the management deficiencies are central to the poor irrigation
performance of the Punjab irrigation system and IBIS as well. The major problems
include low cost recovery, inadequate maintenance funding & unsatisfactory
maintenance, low level of services with general lack of agency responsiveness,
unauthorized irrigation, low irrigation efficiencies, and inadequate, unreliable &
inequitable water supplies. Realizing the deepening crises in water management and the
irrigated agriculture, irrigation reforms in the Punjab province of Pakistan were started
in 1997 after the PIDA Bill 1997 was passed by the provincial assembly of the Punjab
on June 1997. The initial negotiation process was lengthy having two negotiation
arenas, in which different actors negotiate over the scope, the intensity and
implementation schedule of the reforms and it took about two years to come up to the
present model from the original World Bank proposal (Nakashima, 1998; Rinaudo and
Tahir, 1999; Dinar, et. al., 2004; Sarwar, 2006).
The initial documentation, legal frameworks and establishment of pilot AWB at Lower
Chenab Canal (LCC), East Circle, Faisalabad in the province was carried out by the
year 2000 (PIDA, 2005b). In 2002, the PIDA in Punjab rationalized its strategy
differing from the original FO model and new rules for pilot FOs were approved which
provided farmers’ participation in irrigation management through a joint management
phase (PIDA 2005a). On acquiring capability to operate and manage the irrigation
system independently by these FOs during joint management phase, transfer of
irrigation management was made operative. For the purpose, farmers based
organizations at watercourse level i.e., Khal Punchayats (KPs), and distributary/minor
level i.e., Nehri Punchayats (NPs) were established which will assist FO (at major
distributary level) in its work.
IRRIGATION REFORM MODEL

The concept of original reform model (of privatization of irrigation system) proposed by
the World Bank, including the introduction of water markets and individual water rights
was not accepted by the GoP. After a long policy debate the government adopted the
concept of decentralization and participatory irrigation management. The strategy
evolved by the GoP incorporated most of the elements proposed by the World Bank,
however the Public Utilities (PU) organized at the canal command level (proposed by
the World Bank) were renamed AWBs and a regular authority, named as the PIDA to be
established at the provincial level. The GoP did not explicitly ruled out the possibility of
privatization, neither did it exclude the possibility to create tradable water rights that
would be de-linked from the land property (Rinaudo and Tahir, 1999). Thus, the on-
going irrigation reform model is based on three key elements of decentralization,
participation, and management transfer.
INSTITUTIONAL FRAMEWORK
The new institutional frame, under irrigation reforms, is based on three-tiered
management system, including mainly three entities of PIDA, AWBs and FOs. At
provincial level, the PID is acting as the Irrigation and Drainage Management agency
and in the process of being transferred into autonomous PIDA. The PIDA has been
established with an equal representation of government’s and farmers’ representation
and would have the complete autonomy of' revenue collection and spending with proper
accountability. Under the new set-up Minister for Irrigation would be the chairman of
the authority, with six farmer members nominated by the government and five non-
farmer members including the Chairman Planning & Development (P&D) Board,
Secretary Irrigation & Power Department, Secretary Agriculture Department, Secretary
Finance Department and Managing Director PIDA.
Under PIDA, there would be a number of AWBs operated at canal command level as
provided in the PIDA Act, 1997. Pilot AWB at LCC (East) Canal has been setup and
includes a representation of farmer and non-farmer (government) members. The
Chairman and Vice-chairman of AWB would be elected out of farmer members while
in total there are 10 farmer members (elected out of FOs) and nine non-farmer members
who are the representatives of allied government departments and technical experts.
Under the participatory model of on-going reforms, Farmers Organizations (FOs), Nehri
Punchayats (NPs), Khal Punchayats (KPs) have been formed through a comprehensive
legal framework. KPs are comprised of a chairman and four executive members elected
out of farmers of a watercourse. Chairmen of all watercourses located on a major
distributary constitutes the general body of the FO while a management committee
elected from FO general body consists of a president, vice president, secretary,
treasurer and five executive members (three from tail reaches of the distributary).
LEGAL FRAMEWORK
The Punjab Irrigation and Drainage Authority (PIDA) Act, 1997, legislated by the
Provincial Assembly provides the legal framework for establishing PIDA, AWB and
FO. The underlying principal of the Act is to decentralize the operation and
maintenance functions and reduce government subsidies in particular for irrigation and
drainage (Dinar et. al., 2004). The Act is mainly to provide for the participation of water
users from Watercourse (tertiary to secondary/distributary) to main canal (primary)
levels and even beyond at the Authority’s level, for specified functions.
The main objectives of the PIDA Act includes; (i) to streamline irrigation and drainage
system for more responsive, efficient and transparent arrangements; (ii) economical and
effective irrigation and drainage system management in the Province; (iii) ensure
sustainability of irrigation and drainage infrastructure; (iv) introduce and pursue the
participation of beneficiaries in the operation and management of irrigation system
(Qureshi, M.A. and Haq, A.U., 2006).
As the establishment process of reforms moved forward, the government of Punjab
approved Area Water Board Rules, 2005, and the Farmer Organization Rules,
1999/2005, under the PIDA Act, while another set of five rules and regulations was
approved by the authority, PIDA, including; (i) Farmers Organizations (elections)
Regulations, 1999, (ii) Farmers Organizations (Registration) Regulations, 1999, (iii)

Farmers Organizations (Financial) Regulations, 2000, (iv) Farmers Organizations
(Conduct of Business) Regulations, 2000, (v) Irrigation Management Transfer
agreement between FO & AWB/PIDA
FUNCTIONS OF STAKEHOLDERS
In the on-going transition process there are three main stakeholders and expected to
perform a well defined set of functions, while the PID has the role of overall policy
regulation and overseeing. By implementing the present model, the management
functions of PID are being transformed to the PIDA. The newly established PIDA, as an
autonomous entity, representing the government as well as the farmers, is responsible
for functions, like control on water delivery at provincial level, maintenance &
development of the system, improving irrigation performance, optimizing water use
efficiency, introducing the concept of participatory management, undertaking measures
to improve assessment and collection of Aabiana (water charges), and sometimes sales
of water beyond amounts contracted with AWBs.
The AWBs are responsible to perform, more or less, the same functions (like PIDA) at
canal command level. The AWB would manage and distribute irrigation water, through
formal volume based contracts with FOs, and trade water with other utilities. The main
function of the AWB is to govern the operations and maintenance of Irrigation System,
to assist the PIDA & government in the formation, promotion and development of FOs
and monitor their functioning and performance.
The FOs are mainly responsible to obtain contracted amount of water from the main
canal and supply it to the irrigators equally (on equal share basis), to operate and
manage the distributaries, resolve the water disputes, and assessing & collection of
water charges and making payments to AWBs as against their due share. In addition to
the specific functions of the FOs, the major functions designed for NPs and KPs at the
level of their own organizational framework, include; (i) Participate in the assessment of
water rates, in deciding objections to the water rates, assessment remission of water
rates, distribution of bills, and persuade the water users to pay the water charges; (ii)
maintain the watercourse (through voluntary labor) and channel and undertake and
supervise the maintenance, repair and development work of the channels; (iii) supervise
the work and assist to the Canal Officer for necessary matters and assist the Irrigation
Officers in the formulation of regulation plans; (iv) supervise and monitor the gauges
and discharges of the channels and report tempering of outlets to the management
committee; and (v) conflict/dispute resolution and assist the FO as directed by the FO or
authority.
PRESENT STATUS OF REFORMS

Presently, reforms are in progress in the Pilot AWB of LCC East, where a total of 85
FOs have been established so far at distributary level and irrigation management has
been transferred to them by December 2005 in three phases (20 in March 2005; 49 in
June 2005; and 16 in December 2005) (PIDA, 2006). The pilot AWB established in
February 2000 would start functioning as an autonomous body by December 2008. The
reform process would be extended throughout the province in different phase/batches
whereas the whole reform process would be completed by the end of 2025 (Annex
Table 1) in which 24 canal commands of the Punjab province would be accommodated
in 18 AWBs. PIDA has already introduced grouping of FOs and has estimated feasible
size for an IMT unit, which is ranged between 40,000 to 50,000 acres (average) of
CCA. Based on this criterion, 32 IMT units have been identified for the management
transformation of 85 FOs in the pilot AWB.
The KPs, NPs and FOs are key starting point for introducing Participatory Irrigation
Management (PIM). A total of 3666 KPs and 153 NPs in pilot AWB of the Punjab
province were established up to 2004 while 233 NPs were formed outside pilot AWB,
in other canal zones of the Province (PIDA, 2005a). These NPs were operationalized
after necessary capacity building and training in different areas of irrigation
management. Similarly, the FOs established under new PIDA rules of 2005, have
started functioning after Transfer Agreement between PIDA (through Chief Executive
AWB) and the management committee of the established FOs.
FO PERFORMANCE
Limited information is available on the performance of FOs established under the on-
going institutional reforms and probably, no independent study has been carried out by a
credible organization for assessing the performance of these organizations. However,
the Monitoring & Evaluation Cell of PIDA has reported the major achievements of the
20 FOs (first batch of transformation) managed systems during the first 100 days of
their operation after March 2005 (PIDA, 2005b). The key points were;
(a) Improvement in water distribution, as cases of theft of water were reported to control
by about 80 to 90 percent as compared to previous years, (b) Silt clearance activities
have been carried out by many FOs on self help basis, (c) A large number of disputes
cases (146) mainly related to warabandi (water turn) were resolved by FOs, (d) Progress
on crops assessment for the collection of water charges was about 70 percent in the
respective canal commands.
While recently the results of a second round of performance evaluation, for the same
first batch of 20 FOs, after completion of their one year functioning, shows the
performance ranking in terms of FO success (PIDA, 2006). The results reveal that out of
a total 20 FOs evaluated by the monitoring and evaluation cell of PIDA, nine (45%)
were functioning ‘successfully’ followed by ‘adequate’ and ‘poor performer’ FOs
counted as six (30%) and five (25%), respectively. Unfortunately, none of the 20 FOs
was reported to perform well, as ‘good’. The key performance indicators and the criteria
used for the evaluation of FO performance is presented in Annex Tables 2 and 3,
respectively.
DISCUSSIONS AND CONCLUSIONS

The on-going reform process in the irrigation sector of Pakistan, which came in to
existence after a long policy negotiation process, initially suggested by the international
aid agencies and later adopted by the policy makers, has taken off successfully and on
its way. However, the anticipated changes yet are not adequate enough to address the
key issues faced by the irrigation sector of the country. Will the on-going reforms and
transition process, when completed after 15 years or so, be successful? If yes, to what
extent it will solve the issues of deficient irrigation management and services; and if
not, then what is next? Would the existing PID staff be able to transfer successfully the
management to the farmers and would the farmers be trained sufficiently to manage the
system independently? These are such common questions and perceptions, which are
moving around since the negotiation round of the reform process started in 1993 and
even existing today in the minds of all stakeholders, including reform managers, water
experts, policy makers and most importantly the common man, particularly a small
illiterate poor farmer. The irrigation reforms proposed by the World Bank in Pakistan
pointed out by Dinar et al. (1998) if implemented fully, would significantly affect the
existing economic interests and power relationships in the irrigation sector.
Since its inception there are varying reactions and objections to the reform in different
agencies and organizations, and there is not a consensus yet among the organizations
and stakeholders (Nakashima, 1998). The performance level of the reform process is yet
unclear and pace is very slow, while there are number of factors that seems influencing
the performance of the reform process with the doubt of making it unsustainable. These
factors include; the opposition from stakeholders themselves, changes in leadership,
influence of personalities, lack of political commitment, lack of consistency &
continuity and the change in the strategy and implementation model (Sarwar, 2006). A
strong institutional and political economy constraint in view of Ali (2005) is the major
cause of lack of progress of institutional reforms in the country. Controversies regarding
fixing and collecting water charges, farmers’ participation in a water users organization,
delegation of farmers’ authority to the PIDA and the process of transformation of PID in
to PIDA are difficult issues to find agreeable answers to all parties concerned.
There were two primary institutional policy initiatives behind the irrigation reforms in
the province of the Punjab, viz., the transformation of PID into PIDA and the
participation of farmers through FOs and AWBs (Velde and Tirmzi, 2004).
Commenting upon the present situation of the developing institution of PIDA, Sarwar
(2006) reveals that the transition of PID to PIDA and the reforms call for a change in
the whole institutional framework (top-down approach) to be changed into a multi-tier
institutional set-up with users’ participation. PIDA is still not having its own Managing
Director while the Secretary Irrigation and Power is holding both the positions. The
number of total PIDA employees reported till December 2005 in the LCC (East) circle
were 1846 with only 15 permanent staff transferred from PID while another 521 PID
officials were temporarily attached to assist FO (Sarwar, 2006). The policy regarding
the transformation of PID staff to PIDA is yet not clear, raising the questions about the
criteria (merit or willingness or any other) being used or would be the basis for the
transformation of such staff as well as the number of staff transferred over a specific
period of time is also unknown. On the other hand, it is also important to consider the
commitment and capacities of PID staff (who will be PIDA staff) to contribute to the
success of reform process. Another point of view discussed by Ali (2005) on the fear of
the PID staff reveals that the engineers and staff of the PID could be against these
reforms, fearing they would entail dissolution of their service, and breakdown in
existing rent relationships
Though, PIDA is the successor agency of PID but currently it’s only following the
institutional reforms part whereas the infrastructure investment component is mainly
being conducted by PID yet. The organizational set-up of PIDA in the Punjab province
is quite different from that of PID. PIDA is still in establishing phase where the different
cells of PIDA, except the social mobilization cell started working from 2005. It is
obvious that the reform process requires a series of actions and PIDA establishment
would require time to input a number of functions, such as governance and strategic
management, financial capacity building for revenue assessment and recovery, O&M
functions, technical services and a host of water market learning curves to achieve
steady reductions in transaction costs (Ali, 2005). Similarly, AWBs would be
responsible for a number of functions and they need to operate as financially self-
accounting entities, with sufficient technical capabilities to monitor water supplies and
be able to provide technical support to FOs. In turn FO need to be strengthened and
require major capacity building exercises since they will be responsible for collecting
water charges for reaching volume based contractual agreement with AWBs for water
supplies, for O&M of irrigation facilities, for resource mobilization and for dispute
resolution (Ali, 2005).
The FOs are the basic unit of the reform process and their proper functioning and
performance will lead to the successful reforms. At the initial stage of the transition
these FOs are supposed to perform their functions with joint assistance of the PIDA
officials and later will mange the system independently. Thus, in the on-going reforms,
the performance of FOs has got critical importance which mostly depends upon their
understanding of the system, their capacity to manage and the support provided by the
government during the joint management phase or during the initial phase of the
management transfer. Achieving equity in water distribution and level of Abiana (water
charges) collection are considered as very important criteria for their evaluation.
Under the on-going reform process in the Punjab, though the performance of FOs is not
so bad at this initial stage of the reform process but needs a serious commitment at both
ends of the process; authorities/skillful professional managers who are going to transfer
the system and the farmers who are new to take over the responsibility. However, the
results show that farmers are still not on the driving seat and requires lot of assistance
form the PID officials and particularly follow-up trainings through the well-trained
social mobilization officers. On the other hand this performance is based on very basic
indicators and needs to develop a comprehensive scale to evaluate the sustainable
success over time. Also the present FO performance carried out by M&E ell of PIDA,
reflects only one canal command area of the Punjab irrigation system, while 24 canal
commands (accommodated into 18 AWBs) existing in the Punjab have quite diversified
situation in terms of varying irrigation and agricultural issues, a variety of socio-
political conditions and a large variation in landholding/distribution situation that would
probably effect much to the reform process and FO performance. So the adoption of
same model for all canal commands, may not work successfully, as also mentioned in
the World Bank (2005) that the Punjab has developed a “Punjab model” which is
consistent with the spirit and logic of the on-going reforms but is adapted to the varying
conditions to the province. Thus, the sustainability of the reform process, in general,
and of the FOs, in particular, would be very challenging, which would decide the
sustainability of the irrigation system and the irrigated agriculture in the province.
CONCLUSIONS
The continuous deteriorating performance of the irrigation system (coupled with the
excessive use/exploitation of the groundwater resources) in the Indus Basin in general
and province of the Punjab, in particular, is a big challenge for an agriculture-based
country, like Pakistan. The emerging problems coupled with controversial issues
regarding the on-going reforms are not only making the irrigation performance poorer
but also slowing down the pace of the reform process. The opposition by the existing
PID staff joint with the lack of commitment is the main cause of slow pace of the
reforms. Irrespective of the uneven and slow progress with the reforms program, there is
no alternative but to continue with the process and improve by drawing on lessons
learnt, experience gained and coming to a better understanding on more effective
implementation of the process. This is a big challenge and needs the strong commitment
of all the stakeholders, devoted leadership and collective actions of the farming
community under existing socio-political and environmental realities of Pakistani
system.
In terms of the institutions, the PID is very important who are going to transformed in to
PIDA, so the successful PIDA set-up and functioning depends upon a smooth and
transparent transition process of the assets and human resources to this new
organization. In-turn the transfer of technical and managerial skills from authorities
(PIDA and AWB) as well as their committed attitude to enhance the capacities of the
community and strengthen FO will lead to sustainable FO managed irrigation system.
On the other hand FOs who are going to take over the management system are the key
player of the whole process. Therefore the future challenges for these FOs is not only to
best manage the system (available water resources) and O&M of the system but also to
best utilize the available water resources for increasing crop productivity. So in future
ideally these would be the farmers (through FOs) who will decide what to grow (crop
diversification) to increase crop and water productivity considering the growing
population and increasing multi-sectoral use of the available water resources. The future
sustainable FOs will not only manage surface but also the conjunctive water use
rationally/productively for crop production (to grow crops with less water avoiding
groundwater exploitation and maintaining water distribution equity of surface water). A
strong commitment is needed on the part of those who are going to transfer the system
(authority) to the hands of illiterate rural farmers that require intensive capacity building
exercises. Since it has almost a decade passed, the reform process started, there is also a
need to evaluate the performance of the on-going process at all levels of transformation
(PIDA, AWB, FOs, other stakeholders), not only by the PIDA Monitoring and
Evaluation Cell internally but also by the third party, including government
representatives, consultants and research organizations.
ANNEXURES
Table 1. Scheme for Transfer of Irrigation Management in the Punjab Province
Implementation Schedule/Activity Time Period
Establishment of PIDA 1997

Establishment of Pilot AWB 2000
Formation of KPs, NPs and FOs and Partial Management Transfer (PMT) to Ist March 2005
Batch of 20 FOs
Formation of KPs, NPs and FOs and PMT to 2nd Batch of 49 FOs June 2005
Formation of KPs, NPs and FOs and PMT to 2nd Batch of 16 FOs December 2005
Operationalization of FOs and AWB NK
Testing of Functioning of FOs and AWB NK
Continuation of Joint/partial management till complete Irrigation Management NK

Transfer
Continuation of capacity building/trainings/institutional support to FOs for their NK

smooth and efficient operation
Autonomous Pilot AWB December 2008
Establishment of 05 AWBs of Ist Batch 2009 – 2013
Establishment of 05 AWBs of 2nd Batch 2014 – 2018
rd
Establishment of 08 AWBs of 3 Batch 2019 – 2023
PIDA as an autonomous entity 2024 – 2025
Source: Unpublished PIDA Report (2004) and PIDA (2006)
Table 2. Key Performance Indicators used for Evaluating FO Performance
Indicator Weight/Score
Organizational development 15
Management of physical conditions of distributary 20
Irrigation service delivery 10

Regulation and equity in water delivery 20
Monitoring and water accounting 15
Dispute resolution & disposal of revenue cases 05

Water charges assessment and collection 15
Total Score 100
Source: PIDA 2006

Table 3. Success Criteria used for Evaluating FO Performance
Citeria Description Marks Rating

Poor FOs not performing well and requires further support Less than 50
Adequate Minimum acceptable level and required performance monitoring 50 – 65
Satisfactory FOs performing well and considered to be sustainable 65 – 85

Good FOs performance is very good and fully sustainable More than 85
Source: PIDA 2006
REFERENCES
1. Ali, I. 2005. Political Economy of Water Reforms in Pakistan, Background paper

for the World Bank Report, Pakistan,s Economy Running Dry, March 2005.
2. Dinar, A., Trichur, K. B. and Wambia, J. 2004. Politics of institutional reforms in
the water and drainage sector of Pakistan, Environment and Development
Economics 9: 409—445 Cambridge University Press.
3. Nakashima, M., 1998. Pakistan’s Institutional Reform of Irrigation Management:
Initial Conditions and Issues for the reform
4. PIDA, 2004. Status report (unpublished)
5. PIDA, 2005a. Scheme for transferof irrigation management, Farmers Organization
in Punjab. April 2005. PIDA, Lahore.
6. PIDA, 2005b. Monitoring and Evaluation Plan for the Performance of Farmers
Organizations. August 2005. PIDA, Lahore.
7. PIDA, 2006. Irrigation reforms in Punjab: The implementation experience and
performance evaluation. A presentation delivered at Ninth International Seminar
on Participatory Irrigation Management held at Lahore, 4—8 December 2006
(unpublished)
8. Quershi, M.A. and Haq, A. U. 2006. Irrigation reforms in Punjab: The
implementation experience and performance evaluation. A workshop paper to be
published in the proceedings of Ninth International Seminar on Participatory
Irrigation Management held at Lahore, 4—8 December 2006 (unpublished)
9. Rinaudo, J. D. and Tahir, Z. 1999. The political economy of institutional reforms
in Pakistan irrigation sector. IWMI Working paper No. WP 99—02.
10. Sarwar, S. 2006. On the road to irrigation reforms: From PID to PIDA. A review
of the irrigation management organizations in Punjab, Pakistan. A thesis
submitted for the fulfillment of masters in land and water management, March
2006. Wageningen Agriculture University, The Neitherlands.
11. Velde, V. E. J. and Tirmizi, J. (2004) Irrigation policy reforms in Pakistan: who's
getting the process right? In: Mollinga P. and A. Bolding (eds.) The Politics of
Irrigation Reform. Ashgate Publishing, pp. 207-239
12. World Bank. 2005. Pakistan’s economy running dry. http:www.worldbank.org.pk
PARTICIPATORY IRRIGATION MANAGEMENTS IN KERALA

(INDIA) – REVIEW
Paimpillil Sebastian Joseph1 and S. Thomas
ABSTRACT
The benefits from irrigation projects in India are not in proportion to the investment on
them and steps were taken to bring down the expenditure. Attempts were initiated for
participatory Irrigation Management to increase farmers' direct involvement in irrigation
management, which ultimately results in the transfer of authority and responsibilities
from the government, either in full or in part, to farmer organizations. Under a pilot
study, one branch canal each of Neyyar (Olathanni) and Malampuzha (Kuthannur)
projects were taken up with the objectives: to learn from the experiences on a small-
scale manageable irrigation system by implementing, monitoring and learning; to help
in testing the appropriateness of various PIM elements to local conditions; to
demonstrate the possibility of PIM in Kerala; and to evolve a practicable and replicable
strategy for the implementation in all irrigation projects of Kerala state. The pilot
projects were being implemented by handing over the control and management of the
two branch canals to the farmers. The projects encouraged collective farming, ensured
the involvement of women in irrigated cultivation, promoted cooperation with
panchayats, departments and other agencies and linked the farmers to the marketing
sector. As the government had transferred some responsibilities of Irrigation
Management from government agencies to Water Users Associations (WUAs), the
villagers including farmers participated in the maintenance of the water management
structures with a sense of ownership. The functions of these associations such as the
acquisition and distribution of water, maintenance and repairs, fixation and collection of
water charges, punishing defaulters within the areas of the WUA and resolving disputes
among water users in the area of operation seemed to be an effective strategy for
ensuring farmer/users participation in management of water for irrigated agriculture.
INTRODUCTION
Optimal utilization of the water resources through appropriate conservation and
management measures assumes critical importance in sustaining the life support
systems. The demand for water in Kerala (India) is mainly for domestic, agriculture,
prevention of salt water intrusion, and generation of electricity. The annual yield of
water in Kerala state in a normal year is around 7030 crore cubic meters and the ground
1- Senior Researcher; Center for Earth Research and Environment Management; Tel: 00914842203035;
Fax: 00914842390618; E-mail Address: paimjose@sify.com
water resource available is estimated at 7048 MCM. The utilizable water resources is
around 4200 crore cubic meters. Nearly 40 % of the available resources are lost as run
off causing heavy floods. Kerala would require around 3000 crore cubic meters of water
for agriculture, 750 crore cubic meters for domestic use and 1220 crore cubic meters for
prevention of salt water intrusion. The pattern of demand for water is undergoing
gradual but continuous changes towards increasing pressure for drinking and other
household and commercial needs relative to the demand for irrigation.
Since the dawn of Indian Independence, the importance of water resources development
in India was accorded due recognition and massive irrigation projects were created.
Keeping in line with the national pattern and on the lines of earlier projects for rice
growing areas, Kerala also relied on the development of major and medium irrigation
projects. In each Five Year Plan, priority in resource allocation was given for the
development of major and medium irrigation projects. Out of Rs. 2997 crore invested so
far, major and medium irrigation projects account for Rs. 2072 crore, utilizing 69 per cent
of the total. But such huge investment has not succeeded in generating commensurate
increase in the area irrigated or in productivity or in returns. Even in the case of rice
crop, the incremental yield, which the irrigation support could bring, is not significant.
The average annual potential in different rivers of India is estimated at 1,880 km3 (Table
1). India has a large number of major rivers well distributed over the entire area. The
average annual potential in different rivers of India is estimated at 1,880 km3 (Table 1).
Table 1. Water Resources Potential in the River Basins of India

Name of the River Basin Average Annual Percent Expected
Potential in Storage to Average
the River (km3) Annual Flow
Indus (up to border) 73.31 23
a) Ganga 525.02 16
b) Brahmaputra and others 597.04 11
Godavari 118.98 35
Krishna 67.79 5
Cauvery 21.36 38
Pennar 6.86 40
East flowing rivers between Mahanadi and Pennar 16.95 17
Brahamani and Baitami 36.23 48
Subernarekha 10.79 30
Sabarmati 4.08 41
Mahi 11.83 47
West flowing rivers of Kutch 52
including Luni 15.10
Narbada 41.27 52
Tapi 18.39 77
West flowing rivers from Tapi to Tadri 109.01 12
West flowing rivers from Tadri to Kanyakumari 89.84 13
Area of inland drainage in Rajasthan desert - - - -
Minor river basins draining to Bangladesh and Myanmar 31.00 -
Total 1,879.45 20
Source: Gupta, et al., 2000.
The per capita availability of water per year in India is abysmally low (2,200 m3). India
is endowed with 4 percent of world’s water wealth but the manifold demands imposed
by the exploding demographic pressure may further reduce the per capita availability by
50 percent in 2025. The Water Resource Commission (WRC) estimated that the water
requirement for agriculture sector will be two-fold and for other sectors such as
domestic and industries seven-fold in 2025 at the current rate of water use. This will
make agriculture a more precarious enterprise and necessitate a comprehensive planning
for irrigation in India. The prime requisite for efficient use of water resource is to
conserve it and to make it available at the site of use. But the optimum benefits from
irrigation water are seldom realized. Only 20-40 percent of the irrigation water released
from the reservoir is effectively used for crop production. The yield of food grains
under irrigation is only 2.5 mt/ha as against the potential of 4.5 mt/ha. The potential
created in the country increased from 26.26 million ha in 1956 to 89.44 million ha in
1997, with the gaps between the potential created and that utilized increasing from 1.22
million ha in 1956 to 8.75 million ha in 1997 (Gupta et. Al, 2000). Hence there is an
urgent need to improve the system performance through efforts like Participatory
Irrigation Management (PIM).
IRRIGATION AND WATER RESOURCES MANAGEMENT

Even though minor irrigation schemes are best suited for irrigation in Kerala, adequate
priority was not given the allocation of resources, or in technical studies or in the study
of economics of such projects. The government had formulated a Community Irrigation
Project to develop ground water resources in Thrissur District with the active
participation of the beneficiary communities. Through this project 131 bore wells have
been drilled. The progress of implementation of the National Hydrology Project is slow
and the physical achievement so far include installation of ten river gauge stations, nine
new meteorological stations, four first grade laboratories and one second grade
laboratory. The project will be completed in 2008.
Table 2. Status of Major Irrigation Projects
Status of Major irrigation Projects
Completed Projects Ongoing Projects Projects under Investigation
Sl. No. Name of Project Sl. No. Name of Project Sl. No. Name of Project
1 Malampuzha 1 Kallada 1 Vamanapuram
2 Mangalam 2 Muvattupuzha 2 Chaliyar
3 Peechi 3 Idamalayar 3 Meenachil
4 Vazhani 4 Karapuzha 4 Aralam
Kuriyarkutty
5 Pothundi 5 5 Palakappandi
Karappara
6 Gayathri 6 Chamravattom B/R 6 Payaswini
7 Cheerakuzhy 7 Thrithala B/R 7 Munnamkadavu
8 Walayar 8 Attappady 8 Project in Kabini Basin
9 Chalakudy 9 Banasurasagar
10 Neyyar
11 Pamba
12 Periyarvalley
13 Chitturpuzha
14 Kuttiyady
15 Chimmoni
Kanakkankadavu
16
B/R
17 Pazhassi
The state government had envisaged in the eleventh Plan, a strategy for water resources
development and utilization for irrigation and other purposes, recognizing water as a
scarce economic resource as well as common property and ensuring its utilization and
management with utmost care and prudence. The key elements of this strategy are:
Ongoing projects taken up years ago would be completed during the plan period,
Revamping of 1st and 2nd generation irrigation projects would be taken up to improve
the current level of utilization by taking into account the changes that have taken place
over time and bringing about necessary modifications. This will be done in partnership
with local governments and user groups.
Table 3. Ongoing Major Irrigation Projects
Original Revised Estimate as Scheduled

Starting Expected cost*
Name of Project estimate per 1999 schedule year of
year (Rs. crores)
(Rs. crores) of rates (Rs. crores) completion
Muvattupuzha 1974 20.86 515.00 2003-04 581.47
Karappuzha 1975 7.60 253.00 2004-05 234.43
Thrithala 1998 19.00 26.60 2004-05 19.46
Chamravattom 1985 13.27 120.00 2004-05 9.99**
Banasura sagar 1979 8.00 50.00 2004-05 59.26
Idamalayar 1981 17.85 412.00 2007 254.31
The Farmers' participation would be introduced in a big way. For all new local irrigation
schemes, beneficiary contribution to the tune of 15 per cent of the capital cost would be
insisted on. The entire operation and maintenance would be handed over to water users'
groups formed for the purpose. Local level Water Resources Development and
Management through participatory approach is given thrust during the 11th Plan with a
view to attain sustainable local self sufficiency regarding water requirements including
irrigation requirement of the area. Participatory Irrigation Management is an attempt to
increase farmers' direct involvement in irrigation management, which ultimately results
in the transfer of authority and responsibilities from the government, either in full or in
part, to farmer organizations. Under this study, one branch canal each of Neyyar
(Olathanni) and Malampuzha (Kuthannur) projects are taken up with the objectives: to
learn from the experiences on a small-scale manageable irrigation system by
implementing, monitoring and learning; to help in testing the appropriateness of various
PIM elements to local conditions; to demonstrate the possibility of PIM in Kerala; and
to evolve a practicable and replicable strategy for the implementation in all irrigation
projects of Kerala. An evaluation of the participatory irrigation management done on a
pilot basis in the management of the Olathanni branch canal of Neyyar and the
Kuthannoor branch canal of Malampuzha to the farmers had shown that these projects
had encouraged collective farming, ensured the involvement of women in irrigated
cultivation, promoted cooperation with panchayats, departments and other agencies and
linked the farmers to the marketing sector. The benefits from participation irrigation
projects were in proportion to the investment on them because of the short time taken
for their completion. The legal, social and technical situation prevailing in the State for
implementing irrigation management with the farmers' participation in the irrigation
projects of the State is highly encouraging to give shape to a suitable system for it. Two
proposed Participatory irrigation management schemes in Kerala are the Palakapandi

and Meenachil river valley schemes in Palakkad district.
In the minor irrigation sector, the ‘the transfer’ is full, and in the major/medium
irrigation systems, with the state responsible for more tasks at higher levels of the
system (main system), and farmer organizations responsible for more at lower levels
(branch canal/ distributory level). Efforts to bring transfer of management and PIM are
often initiated by governments because of shortage of funds to maintain and manage the
irrigation systems, inability to collect the water charges from farmers and poor record
management performance. Command Area Development Authority (CADA) in Kerala
has formed about 4,000 outlet-based farmer associations in the completed irrigation
commands, in addition to several canal committees, and project committees. The PIM
implementation agency will at the apex level organization. Opportunity for women
involvement is given through inducting spouses of landowners in the farmer
organizations. The recently enacted irrigation law has given legal sanctity for PIM in
Kerala.
PARTICIPATORY IRRIGATION MANAGEMENT / IRRIGATION

MANAGEMENT TRANSFER (IMT)
There is a lot that is wrong with the way government irrigation systems are run in India.
Their actual commands fall far short of design commands; the quality of irrigation
service on offer is often hopeless; the maintenance and repair of the head-works and
canal systems are poor. Worst aspect is that their users have little role in the
management of the system and therefore have no stake in its upkeep. Irrigation fees
charged are a small fraction of the amounts farmers commonly pay for pump irrigation;
and the fees actually collected are a small fraction of those charged. Clearly, at this rate,
India will soon face erosion of a huge irrigation capital it built at a massive investment.
What might be the approaches to reversing this invidious trend? The dominant answer,
it is widely claimed, is involving farmers in managing their irrigation systems either
through Participatory Irrigation Management (PIM) or Irrigation Management Transfer
(IMT). The Canal irrigation system experts (Manas Dasgupta, 2004) have found most of
the existing projects in the country faulty in design and maintenance, leading to the
deprivation of farmers, particularly in the tail-end. They have recommended a system
managed by farmers' organizations to remedy the situation.
The present system of water management in the country does not provide for collective
efforts in self-governance by the users. In most irrigation projects, farmers' involvement
is lukewarm. Traditionally the role of water users in operation and maintenance (O&M)
of irrigation sources has been informal and community based. It is an informal farmers
group with one or two organizers. This group controls the organization and collects
nominal fee from farmers fixed by collective decision. Water masters work in small
areas of about 40 ha and distribute water among different water outlets after receiving
from the Public Works Department [PWD]. Irrigators irrigate the field and the area of
operation per irrigator is about five ha for double crop wetlands and about 10 ha for
single crop wetlands.
Bringing farmers into group action and involving them in planning of water
management strategy, accommodating all their genuine needs will make them work
voluntarily for the success of the system. PIM is ' for the farmers', ' by the farmers' and
'with the farmer’s. Participatory Irrigation Management (PIM) is advocated as a new
paradigm for efficient irrigation of irrigation system of the country. The PIM in general
refers to involvement of farmers in all aspect of management of irrigation system such
as planning and development of the system, Operation and Maintenance (O&M),
collection of water charges, allocation of water, resolution of conflicts etc Farmers, who
are the main stakeholders of the irrigation system, were found to have stronger
inclination to manage the irrigation system most efficiently, once the same are legally
transferred to their associations. For obtaining optimum benefits from the existing
irrigation projects, all beneficiaries under it should actively participate in decision
making process of water utilization, maintenance and management.
FORMAL WATER USERS' ASSOCIATION (WUA)

Despite the recognition of the importance of farmers' participation in irrigation
management by the National Water Policy of 1987 and the Committee on Pricing of
Irrigation Water-1992, (INCID, 2000), the progress in this direction has been tardy. The
Water Users' Association (WUA) is a three-tier system of water monitoring
organization. The unit for the association is one sluice (command) area and all the
landowners in the area will be the members of this association and they will elect the
executive committee and the office bearers. The second tier, the farmers' council (FC)
comprises an irrigation division, the area of which may vary from 1,000 ha to 2,000 ha.
The President and General Secretary of the farmers' association will be the ex-officio
members of this council, which will have office bearers elected by the general body.
The management of the irrigation division will vest with the FC. The third tier, which is
an apex body, is the farmers' federation. The general body elects the executive
committee; the President and General Secretary of the FC shall be ex-officio members.
This federation shall also have an advisory council. The main functions and
responsibilities of the WUAs are: To monitor, regulate and distribute the irrigation
water on an equitable basis among the farmers in the sluice; To maintain on-farm
development (OFD) structures constructed below the outlet point; and To solve the
irrigation disputes or problems that may arise from time to time.
It is estimated that only 862,563 ha are being managed by WUAs in the various Indian
States, accounting for only 1.62 percent of the total irrigated area (Palanisami and
Paramasivam, 2000). Table 4 provides an overview of the extent and performance of
WUAs in a few selected States of India.
Table 4. State wise number of water users associations and area covered by them
Number of Hydraulic level at Approximate area
Sl. No Name of State
WUAs which formed covered (“000 ha)
1. A.P. 10292 Minor 4800.00
2. Assam 17 Minor 6.00
3. Bihar 1 Distributary 12.20
4. Goa 42 Minor 5.00
5. Gujarat 476 Minor & LIS 19.00
6 Haryana 2575 Outlet 200.00
7 H.P. 875 Minor schemes 35.00
8 J&K 1 Minor 1.00
9 Karnataka 760 Minor 138.38
10 Kerala 3930 Outlet 148.48
11 M.P. 1470 Minor 1495.00
12 Maharashtra 247 Minor 91.62
13 Manipur 62 Minor 49.27
14 Orissa 164 Minor 73.75
15 Rajasthan 417 Minor 185.67
16 Tamil Nadu 7725 Minor 474.28
17 U.P. 1 Minor 1.00
18 West Bengal 10000 Tube wells 37.00
Total 39055 7772.65
Although the role of women in cultivation has long been accepted and documented, it
has never been extended to irrigation and irrigation management. The prevalent belief is
that irrigation is not a woman's domain. The government's National Water Policy (1987)
recommended farmer participation in irrigation management as a strategy to bring about
structural reform. In Gujarat, the implementation of the National Water Policy
guidelines was initiated on an experimental basis in the district of Bharuch. The results
proved so encouraging that in 1995 the state government declared a policy on
Participatory Irrigation Management (PIM), along the lines of the national policy,
encouraging farmer participation in the planning, implementation and management of
direct and indirect irrigation projects, and seeking the co-operation of voluntary
organizations. Participatory irrigation Management refers to programmes that seek to
increase farmers' direct involvement in irrigation system management - either as a
substitute or complement for the state role. This generally leads to some form of joint
management or co-management of irrigation systems with the state responsible for more
tasks at higher levels of the system and farmers organizations responsible for tasks at
lower levels.
In Bharuch district, PIM has been initiated (Advaita Marathe, 2003) with support from
the Aga Khan Rural Support Programme (India), a non-communal, non-profit rural
development organization with a focus on natural resource management. The core
concern of AKRSP (I) is organizing communities and building their capacity to manage
their resources. The organization encourages the participation of women in its
programmes. When AKRSP (I) first undertook the PIM projects on a pilot basis, not
much attention was paid to the involvement of women in managing irrigation systems.
This was chiefly because the role played by women in irrigation and the productive use
of water is virtually invisible. However, growing awareness within the organization led
to conscious efforts to involve women in the canal irrigation management societies and
to change the perception that women could not handle matters of irrigation, or were not
concerned with it.
Women were involved as nominal members only; only landowners were made regular
members. As nominal members, they had no say in the decision-making. Slowly,
however, following the organization’s proactive efforts at involving women in the CIS
and management committees, people began to be convinced that involving women
would bring about overall development within the village community. In fact, their
involvement is now visible in every aspect of PIM, whether it is motivating farmers
groups, overseeing canal construction, repair and maintenance, committee decision-
making, framing the rules for water distribution, setting the terms for irrigation, water
distribution and administration, liaising with government agencies, etc. The only
problem, as perceived by the women, is monitoring water distribution at night, as
alcoholism is rampant in the region.
As a result of their involvement, the lives of these women have undergone a complete
transformation. They are much more confident and have taken control of their lives,
those of their families and also that of the community. Other notable changes are an
increase in their knowledge base and increased mobility. Where earlier they did not
venture outside the village, they now walk into any government office, interacting with
government officials. Their tolerance of injustice has been considerably lowered, as is
evident in their personal lives.
However, it's not as though the women's involvement has been accepted without protest.
Many women faced, and continue to face, social disapproval and familial opposition.
The myth that women have no role to play in irrigation management has been shattered,
by the Gujarat and Kerala government's Participatory Irrigation Management Policy.
CONSTRAINTS TO PIM
A farmer will join and work with WUA, if they get water when they need it and the
costs that he has to incur are lower than the benefit envisaged. The current water rate
structure in public systems is cheaper than that of privately managed irrigation system.
Profit from irrigated farms is only 2.25 times that from rain-fed farms and expenditure
is two times higher. The net benefit per ha per farm works out to only Rs.476, which is
too low an incentive to take to irrigation (Patil, 1994). The irrigation agency needs to
supply water in adequate quantities during different growth phases of the crops. A
volumetric pricing system or rationing of water and an incentive to farmers to efficient
use of water are essential to encourage farmers to WUA. The misplaced apprehension is
that the O&M costs besides increased water rates will have to be borne by them deter
many farmers from taking to the system. But the reality is the phenomenon of
underutilization or mismanagement of utilization. Farmers have no confidence that they
will get water when they need and there is no penal measure, if water is not delivered on
stipulated dates.
The management of real water managers in the field namely, farmers and the inter-
relationships with the requirements and the distribution agencies are not recognized
specifically to each irrigation projects. This arises because attention is usually
concentrated on hydrological, engineering, agricultural and economic aspects in all the
irrigation projects. Factors like size and homogeneity of group, the motivation of
farmers and the conducive environment of the farmers are not taken into cognizance.
Another deterrent is the tail-ender’s problem, wherein the fields of the farmer at the tail-
ends within the potential localized areas do not receive water. In fact about 18-20
percent of the localized areas at the tail-ends do not receive irrigation water in most of
the projects. The in-discipline of the users is also another causal factor for the malady of
the system. The farmers in the upper reaches by virtue of their advantageous positions
draw more water illicitly and convert irrigated dry areas into wet areas, depriving the
legitimate share of the tail-end farmers. In order to irrigate the land in the shortest time
possible, the farmers in their indiscretion cause damage to the sluices and effect
breaches in canals.
The malady and failure of many WUAs is ascribable to lack of: (a) policy and legal
support from the government; (b) authority and power to the WUAs; (c) financial
support to the WUAs; and (d) cooperation and support from the irrigation agencies. The
local governments do not accord necessary recognition for the existing WUAs for their
autonomous functioning. The lack of an enabling law for the establishment of WUAs is
also a major impediment in the introduction of PIM. There is need to have a separate
legislation for the formation of WUAs.
FUTURE PROSPECTS OF PIM

Besides providing right amounts of water at right time and at right place, attaining high
water efficiency requires that the crop yields be maximized with given amount of water
by improved agronomic practices for high yields and thus elevate water use efficiency
such as the emerging trend of less water demanding perennial crops in lieu of seasonal
crops. Currently, the technology concerning optimal irrigation scheduling and
agronomic practices for increasing water use efficiency of crops is dismally modest.
The manageable area for effective and efficient functioning of the FC with active
involvement of majority of farmers need to be limited to 500- 1,250 ha.
To encourage formation of WUAs, the government may usher in incentive policies such
as priority for infrastructure modernization. The irrigation water may be provided only
in bulk rather than to individual farmers, to motivate and organize farmers through the
cadre of trained organizers.
There is a need for mass media support for effective diffusion of the technology. The
multitudinous benefits of PIM should be disseminated through seminars, workshops,
group discussions, wall posters, notices, leaflets, folders, debates, all propaganda etc.
Moreover, multi-tier training to policy-makers, irrigation management functionaries and
farmers should be organized.
CONCLUSION
Against the backdrop of diminishing water resources and mounting water scarcity, the
concept and practice of PIM has assumed a critical role in irrigation management.
WUA, an adjunct of PIM serves as the fountainhead of an assortment of benefits, but
the establishment and functioning of WUAs is confronted with constraints. The WUAs
would enjoy complete freedom of choice in following cropping pattern and WUAs
would be empowered to decide water charges for their members and non-members.
Impartial and in-depth analysis of these deterrents and implementation of appropriate
strategies can make the practice of PIM more viable and vibrant. Will PIM or IMT
salvage India's public irrigation systems? Or is there need to think of and experiment
with alternative strategies of vitalizing this important sector?
REFERENCES
1. Advaita Marathe, 2003, Women’s participation in irrigation management reaps
rewards in Gujarat, Info Change News & Features, July 2003
2. Gupta, S. K., P. S. Minhas, S. K. Sondhi, N. K. Tyagi and J. S. P. Yadav, 2000,
Water
3. Resource Management, International Conference on Managing Natural Resources
for
4. The 21st century, in J. S. P. Yadav and G. B. Singh (eds.) Proceedings Natural
5. Resource Management for Agricultural Production in India, 144, 14-18 February
6. 2000, New Delhi.
7. Manas Dasgupta, 2004, Study favours farmers' role in irrigation management, In
Hindu National daily, 28 April 2004.
8. Palanisami and Paramasivam, 2000, Participatory Irrigation Management (PIM).
9. Lessons from WUAs for Tamil Nadu, WTC, TNAU, Coimbatore
10. INCID, 2000, India. Land and Water Resources at a Glance. INCID News, Vol. 7
11. (2): 2000.
12. Patil, R. K., 1994, Economics of Irrigated Agriculture and Its Implications for
Farmer
13. Participation in Irrigation Management., in Farmers in the Management of Irrigation
14. Systems, 198-240, Ford Foundation, New Delhi.

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Proceedings of the

4th Asian Regional Conference and

Iranian National Committee on Irrigation and Drainage (IRNCID)

The 4th Asian Regional Conference &

Theme: Participatory Irrigation Management (PIM)

2. Required Grounds and Facilities for PIM Formation

3. Support System for PIM Sustainability

Dr. Rasoul Zargar

Mr. Seyyd Assadollah Assadollahi Mr. Mohammad Kiafar

Dr. Saeed Nairizi Dr. Seyyed Jafar Hejazi

Mr. Oskouei Mr. Ali Ebrahimzadeh

Mr. Ali Ghasemi

Dr. Karim Shiati Dr. Intizar Hussain

Dr. Seyyd Ahmad Heydarian Dr. Hafied Gany

Dr. Plusquellec Herve Dr. Safwat Abdel-Dayem

Mr. Abbas Gholi Jahani Mr. Mehrzad Ehsani

Problems and Perspectives of Participatory Irrigation Management Under the

Irrigation Management Transfer: Monitoring and Evaluation Concepts and

Irrigation Management Reforms in Iran: Lessons Learned from 15 Years

Irrigation and Poverty Alleviation: Pro-Poor Intervention Strategies in

Performance of Irrigation and Participatory Irrigation Management: Lessons from

Understanding the Impact of Irrigation Management Transfer

Floating Downstream – Water Users, Participatory Management and Sectoral

Optimization Of Irrigation Performance Through Physical Changes And

Theme 1- A Review on Participatory Measures in Irrigation

Participatory Irrigation Management Process In Gilan Irrigation Network 93

PIM/IMT: Conditions of Success in Large Canal Systems of India 113

Implementing Participatory Irrigation Management in Vietnam: Issues and 141

Challenges and Necessities of Applying Participatory Approaches and 165

Fruits of Participatory Irrigation Management 177

Participatory Irrigation Management in Kirindi Oya Irrigation and Settlement 181

User Participation in Main Canal Governance 193

Participatory Approach for Management of Water Resources of Katepurna Sub- 209

Impact of Participatory Approach on Management of Communal Irrigation 223

Role of Water Users Cooperatives in Operation and Maintenance of SOUFI 235

Integrated Approach on Sustainability of Irrigation Scheme 245

Irrigation Management Transfer: Worldwide Efforts and Results 255

Equitable distribution and Common Resources Management at Andhi Khola 273

Irrigation Management and Status of PIM on Productivity Improvement; A 299

Implemented Processes of The Small Irrigation Development Programme in 313

Participatory Irrigation Management in Pakistan: Opportunities, Experiences 327

Establishing Water User Associations in IFAD Projects 339

Participatory Irrigation Managements in Kerala (India) -Review 375

Pre-Requisites and Strategies in Establishment of Water Users Associations 395

Private Sector Participation in Shahid Yaghobi Minor Irrigation Network 421

Participatory Measures in Irrigation- a Case Study of Indore Minor Irrigation 431

The Necessity of Participatory Management in Water Sector in Iran 451

Broadening the Framework of Participatory Irrigation Management: from 461

Establishing Water User Association and O&M in Bilesavar- Moghan 473

Participatory Irrigation Management Model in Cihea Irrigation Scheme, West 507

A Case Study of Four Farmers Organizations in Management of Irrigation 525

A Successful Experiment on Participatory Irrigation Management in Iran 535

Implementation of Irrigation Management Transfer in Iran: A Proposed 543

Sustainable Water Management in the Dakar Agricultural Bottom-Lands 559

Investigation of Problems and Difficulties of Operation and Maintenance 587

Participatory Approach to Cross-Disciplinary Water Research: Introducing 601

Farmer's Participation in Irrigation Management 631

Participatory Irrigation Network Management; A Case Study in Qazvin, IRAN 641

Irrigation Development in the Coastal Area by Applying Drainage Water: a 653

Iranian National Committee on Irrigation and Drainage (IRNCID)