Participatory Irrigation Management: Barind Model a New Sustainable Initiative

A. Zaman
{"title":"Participatory Irrigation Management: Barind Model a New Sustainable Initiative","authors":"A. Zaman","doi":"10.13189/ujm.2019.070603","DOIUrl":null,"url":null,"abstract":"During the past 20 years, substantial efforts were made to improve irrigation Management-Operation & Maintenance (MOM) through introduction of participatory irrigation management (PIM). PIM proved generally successful on small and medium schemes but it has yielded limited results on large schemes. Stakeholder engagement in irrigation system shapes hydrosocial territories: (1) by reducing tension between stakeholders, (2) by redirecting regional planning and strategy, (3) by highlighting water crises, (4) by decentralizing water responsibilities and (5) by integrating values and beliefs from different stakeholders (Sandra Ricart, et.al, 2018). Privatization started to become politically fashionable in the late 1980. In this context privatization means off-loading government ownership or responsibility for operation into the private sector, either to the farmers themselves or to an intermediate private subcontractor. But is it just a means of off-loading responsibility from a government line management system that can't cope, or is it really to benefit the farmers? (Adrian Laycock, 2011). Barind Multipurpose Development Authority (BMDA) is an autonomous authority. The BMDA does not require external finance and sustainable finance to operate the irrigation project. There are around 16,000 deep tube wells and surface lift pumps covering around 0.6 million hectares (round the year) under BMDA management. BMDA is managed by a board chaired by an appointee of the government. There are three other members representatives from farmers including other relevant department's representatives. BMDA has introduced innovative concept for prepayment for water; this was started using a system of using electronic prepaid meters. There are no formal WUOs established instead keeps a very close liaison with the farmers and the communities through their field offices, this approach appears to be effective. The chief executive of a successful irrigation project should have a clear idea about people, land and water.","PeriodicalId":211193,"journal":{"name":"Universal journal of management","volume":"46 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2019-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"2","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Universal journal of management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.13189/ujm.2019.070603","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
引用次数: 2

Abstract

During the past 20 years, substantial efforts were made to improve irrigation Management-Operation & Maintenance (MOM) through introduction of participatory irrigation management (PIM). PIM proved generally successful on small and medium schemes but it has yielded limited results on large schemes. Stakeholder engagement in irrigation system shapes hydrosocial territories: (1) by reducing tension between stakeholders, (2) by redirecting regional planning and strategy, (3) by highlighting water crises, (4) by decentralizing water responsibilities and (5) by integrating values and beliefs from different stakeholders (Sandra Ricart, et.al, 2018). Privatization started to become politically fashionable in the late 1980. In this context privatization means off-loading government ownership or responsibility for operation into the private sector, either to the farmers themselves or to an intermediate private subcontractor. But is it just a means of off-loading responsibility from a government line management system that can't cope, or is it really to benefit the farmers? (Adrian Laycock, 2011). Barind Multipurpose Development Authority (BMDA) is an autonomous authority. The BMDA does not require external finance and sustainable finance to operate the irrigation project. There are around 16,000 deep tube wells and surface lift pumps covering around 0.6 million hectares (round the year) under BMDA management. BMDA is managed by a board chaired by an appointee of the government. There are three other members representatives from farmers including other relevant department's representatives. BMDA has introduced innovative concept for prepayment for water; this was started using a system of using electronic prepaid meters. There are no formal WUOs established instead keeps a very close liaison with the farmers and the communities through their field offices, this approach appears to be effective. The chief executive of a successful irrigation project should have a clear idea about people, land and water.
查看原文
分享 分享
微信好友 朋友圈 QQ好友 复制链接
本刊更多论文
参与式灌溉管理:Barind模式:一个新的可持续倡议
在过去的20年中,通过引入参与式灌溉管理(PIM),在改善灌溉管理-运行与维护(MOM)方面做出了大量努力。PIM在中小型计划中普遍成功,但在大型计划中效果有限。利益相关者对灌溉系统的参与塑造了水文社会领域:(1)通过减少利益相关者之间的紧张关系,(2)通过重新调整区域规划和战略,(3)通过强调水危机,(4)通过分散水责任,(5)通过整合不同利益相关者的价值观和信仰(Sandra Ricart, et.al, 2018)。私有化在20世纪80年代后期开始在政治上流行起来。在这种情况下,私有化意味着将政府的所有权或经营责任转移到私营部门,要么交给农民自己,要么交给中间的私人分包商。但这仅仅是一种减轻政府管理系统负担的手段,还是真的有利于农民?(Adrian Laycock, 2011)。巴林多用途发展局(BMDA)是一个自治机构。BMDA不需要外部融资和可持续融资来运营灌溉项目。在BMDA管理下,大约有16000口深管井和地面举升泵,占地约60万公顷(全年)。BMDA由一个由政府任命的主席委员会管理。另外三名成员是农民代表,包括其他有关部门的代表。BMDA引入了创新的预付水费概念;这是从使用电子预付费电表系统开始的。没有建立正式的世界农民组织,而是通过其外地办事处与农民和社区保持非常密切的联系,这种方法似乎是有效的。一个成功的灌溉项目的首席执行官应该对人、土地和水有一个清晰的概念。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
求助全文
约1分钟内获得全文 去求助
来源期刊
自引率
0.00%
发文量
0
期刊最新文献
The Effect of Quality Management Practices on Operational and Financial Performance The Link between Organizational Culture and Mental Health of Employees in Higher Education Institutions during COVID-19 Relationship between Onboarding Process and Employee Engagement in the Pharmaceutical Industry in North Macedonia What Drives Creativity in the Workplace? Exchange and Contextual Variables in Their Relationship to Supervisor and Self-Report Creativity The Demographic Profile of School Principals in Greece in Relation to Their Personality and Authentic Leadership
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
现在去查看 取消
×
提示
确定
0
微信
客服QQ
Book学术公众号 扫码关注我们
反馈
×
意见反馈
请填写您的意见或建议
请填写您的手机或邮箱
已复制链接
已复制链接
快去分享给好友吧!
我知道了
×
扫码分享
扫码分享
Book学术官方微信
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术
文献互助 智能选刊 最新文献 互助须知 联系我们:info@booksci.cn
Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。
Copyright © 2023 Book学术 All rights reserved.
ghs 京公网安备 11010802042870号 京ICP备2023020795号-1