{"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.