Transcript Management of spate irrigation systems

2.1
Management of spate irrigation
systems
Management of spate irrigation:
role of local government and user
organisations
Viability of spate irrigation systems is
determined by strength of
organisations
Management arrangements
Three types:
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Farmer management
Farmer management and local
government
Farmer management and
specialized agency management
Farmer managed systems
Arrangements for farmer
management

Rules on maintenance and
water distribution
 Internal organisation
 External support mechanisms
 Activities beyond spate
management
Rules on maintenance and water
distribution
 Water distribution: Defines who has access to
the floodwater and on what terms
 Linked to contributions in maintenance
Rules on maintenance and water
distribution
Arrangements that relate maintenance to water
allocation
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Contribution according to shares – contribute in
accordance to his land share irrespective of whether
it was irrigated or not.
Graded contributions – contribution related to
likelihood of irrigation
Contribution according to capacity – those that
have draught animals are expected to bring them,
those that do not, only provide labour
Contribution according to benefit – for instance
proportion of harvest
Contribution by contract - only those who want
to be entitled to water contribute. All others are
expected to close their field inlets.
Rules on maintenance and water
distribution
 Important requirement of maintenance
is their robustness – ability to keep the
systems going even in ‘bad’ years
Internal organisation
in farmer managed systems
 Typical Characteristics
 Minimum overhead costs
 Maintenance organised as
common labour
 Seasonal (paid) functionaries
 Sub-groups
Committee Meetings in Bada, Eritrea
The first meeting of the committee and group leaders is usually
held after the harvest to discuss the reconstruction of the
diversion structure (agim). The second meeting takes place
after the reconstruction work to evaluate the work on the agim.
The third meeting is held before the start of the planting season
to discuss if diversion structures requires additional
maintenance and if measures to avoid crop damage by pests
and livestock are necessary. During this meeting the committee
usually also decides which fields should be irrigated with the
water of late floods. The fourth meeting takes place after the
planting period to organise crop protection and to discuss
measures to control damage by floods especially in the field to
field system. Meetings should be attended by at least two-third
of all farmers. Farmers absent during a meeting have to accept
the decisions made.
Internal organisation
 Functionaries – typical tasks
 Coordinate water supply to the
flood channel
 Supervise water distribution along
the channel
 Organize repair works
 Mobilisation of contributions for
maintenance
Example
Sheikh al-Wadeyeen (master of two
wadis)
Ex
Wadi Tuban, Yemen
• Determine the water share of each main
canal, following consultation of each Sheikh-al
Obar (canal leader)
• Decide the number of days that water is
allocated to each main canal
• Decide the required work to divert spate water
at head reach
Malaaka (Ethiopia)
• Organizes maintenance
• Ensure emergency measures
• Oversees the agreed water
distribution
• Can allow water to go to
non-command areas
Example
Raakha (engineer/guard
on earthen bund),
DI Khan, Pakistan
 supervise the layout and position of
earthen bund, when it is constructed;
 before the rainy season inspects the
structure and points out weaker
sections
 vigilance during the spate season
and communication with individual
field owners, water user association,
down stream farmers and with
revenue department
 witness breaching of the
sadd/Ghandi
 keep contacts with raakha of next
downstream structure(s).
Internal organisation
in farmer managed systems
 Existence of sub-groups
 Easy mobilisation of labour for
maintenance at block and
group/flood channel level
 Facilitation of the implementation
of rules
Example
Ternafi (subcommand leader),
Sheeb, Eritrea
 assess the amount of labour
required to carry out specific works;
 mobilise labour for maintenance
of irrigation structures;
 supervise the works undertaken by
farmers of his group;
 check if all fields in his group
receive irrigation water;
 convey information and directives
from the local administration/Ministry
of Agriculture to the sub-group leaders;
 investigate reasons when a farmer
has not contributed labour during
collective works;
 transfer messages and requests
from to the local administration
 prepare written reports about the
works undertaken by his group
OLD AND NEW
MALAAKA IN BILILO (ETHIOPIA):
WITH REQUIREMENTS
OF IMPROVED SYSTEM
A NEW MORE ENERGETIC
MALAAKA WAS SELECTED
HONARY POSITION
NO REWARD
UNDERTAKEN AS LONG
AS ONE IS FIT AND
CAPABLE TO DO
External support
 Social organisation required to mobilize human
and animal power for construction of diversion
structures has been difficult to sustain in
places:
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For instance the outmigration after a drought can
cause the loss of a ‘critical mass’ of people to
maintain and repair the system
Or where there is inequity and ‘powerplay’ certain
areas are deprived of water
 Need to support for instance by:
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Organizing Water Users Associations – but be careful
to do it right
Support of earthmoving equipment: allow the timely
reconstruction of the diversion bunds
Activities beyond spate
management
 Main task local farmer organisations:
Organisation of maintenance and the
enforcement of water distribution rules
 However: These organisations may
function as well in other situations (social
capital is there): land disputes, tenancy,
crop planning, extension and marketing
Farmer management and local
government
Local government/administration:
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Play a constructive and supplementary role in
organising maintenance and supervising water
distribution
Facilitate other processes in spate irrigation
Intervene when necessary
Use (old) water right records
Example
Teshildar, Kacchi, Pakistan:
(local government):
•Oversees water distribution
between different area on
same river
•Oversees that no new areas
are developed
•Organizes collection of tax
WITH DECENTRALIZATION MAGISTRAL POWERS OF
LOCAL GOVERNMENT STAFF DISAPPEARED
THIS HAS BEEN A SERIOUS SET BACK IN THE
OPERATION OF WATER DISTRIBUTION AND
ORGANIZATION OF MAINTENANCE –
THIS NEEDS BE CORRECTED!
EXAMPLE: AGRICULTURAL COUNCIL TUBAN 1950
YEMEN
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Director of Agriculture (chairman), Permanent Secretary of the Department of Agriculture
(deputy chairman) and seventeen to twenty five members, representing the landlords and
cultivators.
 Mashayikh al-A’bar (supervisors of channels) from the two wadis may be invited to attend
meetings but their opinions shall be advisory in nature.
 The Director of Agriculture shall submit to HH the Sultan a list of the names of those whom
he nominates for the membership of the Agricultural Council, and H.H. the Sultan shall select
from among them the required number.
 The term of membership of the Council shall be for two years as from the date of
appointment.
FUNCTIONS OF THE COUNCIL
Division of water between the two main wadis
Supervising water distribution and irrigation sequence
within the area
Rationalizing tenancy rules
Distribution of land among small and large cultivators.
Maintenance of channels and barrages.
Devising of a system for dealing with lands which are forced
to pay maintenance contributions but which were not
irrigated
Regulation of maintenance charges on channels and wadis,
and assigning a special fund for them.
Introduction of a special system for thesecond irrigation of
land is planted with red sorghum, so that the local food
security is ensured
Scrutinize agricultural land sales
Review penalties applied to offenders and transgressors.
Issue annual report of revenues and expenditure, submit it
to H.H. the Sultan, and then have it published for the
information of the public.
Issue bye-laws and put them into execution after obtaining
the assent of H.H. the Sultan.
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Convene twice each month
, During the spate season at least twice weekly
 If a member fails to attend four consecutive sessions without permission, he is regarded as having
resigned
 All decisions of the Council shall be taken by simple majority vote
When the votes are equal the Chairman shall have a casting vote
; Quorum shall be considered to be established only when more than half the number of Council
members are assembled.
Agency management
 Specialized
agencies take
responsibility
for the
management of
spate systems
 Examples:
Tihama
Development
Authority, Rod
Kohi Authority
Agency
management
suffers from:
– Inability to live
up to the
promise of basic
maintenance as a
result of under
funding
– Inability to
manage and
distribute water
in a moderately
fair manner
because of poor
links to farmer
organisations or
local government
– Continued high
expectations
Agency management
 Agency managements suffer from:
 Inability to live up to the promise of basic
maintenance as a result of under funding
 Inability to manage and distribute water in
a moderately fair manner because of poor
links to farmer organisations or local
government
 Continued high expectations
Recommendations
 Important factors for improvement
projects in farmer management:
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Clear leadership
Clear arrangements for maintenance
Low-cost structures
Limited permanent positions
Strengthening sub-groups
Extend role of local government
organisations
Recommendations
 Important factors for improvement projects
in agency management:
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Reduction of role in water distribution
Limit involvement to complex maintenance
Promotion of effective communication
Involvement of farmer representatives