Water Users Association and Irrigation Management - Institute for ...

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• Most of the time, the process of choosing leaders did not generate much controversy. Individuals with a good track record of holding positions in other village-level organizations, and their integrity and family background were some of the critical considerations based on which the leaders were chosen for the WUA. The political party affiliations of the leaders are not major objectives in deciding their leadership. Experience in irrigated agriculture of the office bearers is high, a factor that seems to have mainly guided the members in their choices. Fewfarmers interviewed mentioned that: .. We are not finicky abollt leadership as long as we individllally receive reliable sliPply of water and other services proVided by the association ". The leadership has come forth from tested hands in the community, people in whom the people have trust and confidence. The office bearers of the WUA have proved their worth by past performance like getting the WUA registered, contributing money during shortage, conflict resolution, etc. and they share the same interest with other irrigators. Financial guidance regarding availability of credit, local banking system, information on the percentage of interest charged and other investments to be made in agriculture is normally given by secretary of the WUA, Office bearers apart from operational and managerial tasks llJ are expected to motivate farmers to adopt best practices. Current office bearers 1tave introduced new ideas such as provision of sand to mitigate waterlogging problems. The power and respect they derive from fellow farmers is not because of their socio-economic background, but due to their exemplary commitment and impartial rule enforcement. They have been the model of effective functioning except for one instance where the secretary used the WUA as a springboard for gaining political mileage. This resulted in the neglect of the WUA since the funds were used for a political campaign. This activity led to his removal on the grounds of not adequately fulfilling his duty. The leaders are, thus, able to intluence, !,'Uide and meet the expectations of members and have kept the wheels of the WUA moving. 10 These include supervision of water distribution, maintenance,. and communication with the WUA members, conflict resolution, accounts, administration and interface wah agency. 172
• One o{the office bearers comments: "Managing the association becomes a major preoccupation since we assume responsible positions. Blit the 1I"0rk is exciting and gives us a feeling of community and a strong sense o{shared plllpose ". Providing leadership for WUA is a natural extension of the power base. Leaders would not like to lose control over important activities in the village, so they tend to provide strong leadership as they also benefit directly from the services of the WUA. While effective leadership goes a long way in creating an effective WUA, conversely ineffective leadership tends to paralyze the functioning of the WUA. For instance, in Anklav WUA of Gujarat serious differences between members and the chairman interfered with the functioning of the WUAs. And in Maharashtra's Hadashi WUA, the chairman created disgruntled members which had adverse impact on the functioning of the association (Brewer et al. 1999). Leadership also comes from sources like the village accountant and people holding other leadership positions in the village. External support has also come from CADA staff who have helped in getting the WUA registered. A few high-level officials out of personal interest have assisted the Association in maintaining books and conducting meetings in the initial stages of the registration of the WUA. The major differences between the extornal and internal leader lies in the accountability of internal leaders to the members whereas the external leader is not accountable to anyone. In Hagedal, even an informal kind of WUA for water distribution or contlict resolution does not exist. However, there are few local leaders whom the farmers approach for help or adviee at the time of distress. Leadership is normally assumed by those who already wield considerable intluence in the communities. It is essentially economically and socially powerful persons from tamilies that traditionally had significant intluence in their communities who help in solving contlicts. They enjoy a fair degree of credibility and are more responsive to farmers' needs and help in balancing power vis-a-vis various caste groups within the village. They are driven by an ideology of community service and they take pride in serving their communities. There is a great deal of respect in being a leader 173
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Water Users Association and Irrigat
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Phone: 91 080-23215468/5592/5519 FA
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grant was of great help in undertak
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LIST OF TABLES Page. No. 1.1: Outla
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8.3: Estimated Production Functions
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Chapter 1 Introduction The natural
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partition, 8.8 million hectares of
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levels. This is more so with major
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"twin problems" (Details of general
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~~~,~~ Figure 1.1 gives the data fr
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much lower at 1.6 million hectares
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Table 1.3: Incidence of Waterloggin
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as they severely limit the choice o
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water managers sometimes succumbed
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(Carruthus 1981 & 1985; OED 1989; F
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While some of the root causes contr
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Irrigation tends to artificially in
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Appendix 1.2: Important committees,
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degradation is more in the command
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The study by Abassi (1991) on the e
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account of irrigation development a
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without providing adequate canal se
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, Sathyanarayana et al. (200 I) doc
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in the operation and maintenance of
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waterlogging. The study emphasizes
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... The studies reviewed so far, cl
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to ensure greater production from l
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mentioned the effective training of
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Transfer of management for the 12,0
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Ahmad (2000) claimed that water sca
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Chapter 3 Objectives, Methodology a
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components of the same l . The envi
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Table 3.1: Total Number of Farmers
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Secondary data have been collected
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Lowdennilk 1981). Bardhan (1984) an
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attempting to achieve collective be
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External conditions: Physical and t
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etc. It is a supply-oriented design
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Appendix 3.1: Salient Features of T
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Chapter 4 Profile of the Sample Vil
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Figure 4.3: Map of Gllndllr Village
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is used to supplement the canal wat
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It is interesting to note that leas
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Table 4.2: Caste-wise Distribution
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more land in the upper and middle r
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than 30 years experience (see Table
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Table 4.12: Distribution of Farmers
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cultivation in the upper and the mi
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Labor shortages are common at peak
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amount of RS.25 but during the year
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majority of the sample fanners are
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I. To introduce a schedule of water
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Rule Enforcement .:. The Associatio
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Chapter 5 Farmers' Knowledge and Pe
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transect walks which revealed that
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consumption which are known to be s
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should be noted that these lands ha
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their lands fully, while some suffe
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management strategies and type of c
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d · 15 degra at IOn . ill Hagedal,
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cropping and intensive irrigation o
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Farmers knowledge of the proposed c
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Reasons for violation In both the v
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mild waterlogging and were not cult
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1 0 increasing susceptibility of cr
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of a water intensive crop. The exce
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over irrigate their fields. There a
Page 135 and 136: depends on the provision of opportu
Page 137 and 138: The next most frequently used strat
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Page 143 and 144: of the irrigation fields are kept i
Page 145 and 146: In a detailed analysis of the TBP,
Page 147 and 148: The most popular practice in Gundur
Page 149 and 150: grazing lands and the consequent re
Page 151 and 152: do poor quality work. There IS gove
Page 153 and 154: the task of organizational and admi
Page 155 and 156: have merged the information from bo
Page 157 and 158: Three brothers working on leased la
Page 159 and 160: everyone individually chooses to ta
Page 161 and 162: irrigation officials who exercised
Page 163 and 164: water] The local leadership is not
Page 165 and 166: Rs. 50 per acre during Rabi to the
Page 167 and 168: In afocus group discussion one of t
Page 169 and 170: I In Gundur, women are members in t
Page 171 and 172: I It can be noted from Table 7.4 th
Page 173 and 174: I land and other farmers do not mak
Page 175 and 176: • that cattle do not damage the i
Page 177 and 178: I the existing situations of their
Page 179 and 180: I riding" has become a rational cho
Page 181 and 182: I customary nonns. Intangible benef
Page 183 and 184: I tennite mounds on fields. They be
Page 185: I Leadership The quality of leaders
Page 189 and 190: • the causes for waterlogging and
Page 191 and 192: • keeping water cess books and bi
Page 193 and 194: • through strict rule enforcement
Page 195 and 196: • to improve the quality of the W
Page 197 and 198: collective management drainage. The
Page 199 and 200: PIM initiative did not originate in
Page 201 and 202: sustainability could be expected th
Page 203 and 204: Chapter 8 Impact of Water Users' As
Page 205 and 206: I examines the efficacy of fanners
Page 207 and 208: I is 2744.15 kg whereas in Hagedal
Page 209 and 210: lands in Gundur is more compared to
Page 211 and 212: Table 8.3: Estimated Production Fun
Page 213 and 214: decline by 2.5 percent in Gundur an
Page 215 and 216: In Gundur, farmers identified crop
Page 217 and 218: I Other key problems were the poor
Page 219 and 220: • Appendix 8.1: Water Availabilit
Page 221 and 222: • Chapter 9 Summary and Conclusio
Page 223 and 224: I In Hagedal, one of the sample vil
Page 225 and 226: I In irrigated fanning of the fanne
Page 227 and 228: I management practices evolved by W
Page 229 and 230: • comparable estimates, it would
Page 231 and 232: • PIM policy should not just stop
Page 233 and 234: References Abbasi~ S. A. 199} .. En
Page 235 and 236: Bre~e~·hJ· d S , Kolavalli. A. H.
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• Dhawan, B. D. 2002. Technologic
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Gmernment of India. Tenth Five- Yea
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Joshi. P. K. ,.1987. "Effect of Sur
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Maloney._ C and K. V. Raju. 1994. '
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Olson, M. 1965. The Logic of"Collec
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Reddy, t'vl. Venkata. 1996. "Tungab
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Sridharan. K. and S. Vedula. 1985.
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Wade, Robert. 1987 "Ma . '. . . . n
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