Organizational Change for Participatory Irrigation Management

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the provincial and system levels, the Provincial Irrigation Engineer (PIE) and the Irrigation Superintendent (IS), respectively, supervise the program through their Institutional Development Sections (IDS). The organizational structure of NIA with emphasis on PIM management is shown in Figure 6. ISSUES AND CONSTRAINTS While it is apparent that NIA has achieved substantial accomplishments in the establishment of IAs and in handing over to these organizations the management of irrigation systems there are still issues and constraints to the development of strong and viable IAs. Presented below are some of the issues and constraints being encountered by NIA and the IAs. 1. Accelerated Deterioration of Facilities Under RA 7160, Local Government Code, the NIA was mandated to devolve the development and implementation of locally funded CIS to the LGUs. Since 1992 when the Act became effective, NIA no longer received government appropriations (an annual amount of about P=500 million) for the construction and rehabilitation of CIS. On the other hand, the LGUs do not have the sufficient resources and experience to carry out the program. As a result of the abrupt shift of responsibility about 50 percent of the area in the CIS have been rendered non-operational or have been deprived of irrigation service. 2. Lack of Production Capital Most IA farmer-members can no longer avail of institutionalized credit as they are not members of cooperatives. Or, the cooperative in which they are members has defaulted in its repayment of previous loans. Some farmers resort to informal credit sources (private moneylenders and loan sharks) despite the exorbitant interest rates. The lack of production capital often results to farmers' non-compliance with the approved water delivery and farming schedules. On the other hand, as they have to pay high interest rates, after harvest the farmers usually give the loans from informal sources the utmost priority in settling their dues and, therefore, with very little concern for paying their ISF to NIA. 3. Stringent Bank Lending Policies While the IAs are registered as legal entities, their existence as non-stock and non-profit organizations somehow is a constraint for them to avail of credit from government financial sources. The credit institutions insist that since the IAs are non-stock organizations they do not possess the characteristics and qualifications to warrant security of loans from the government unlike the cooperatives wherein the physical assets and members' shares can be acquired by the bank in case of default. 4. Lack of Police Power This is one of the weaknesses of the IAs. They cannot impose sanctions to farmers particularly the non-members who violate O&M rules and regulations. The IA leaders usually allege that this function belongs to the LGUs as they are the constitutional bodies authorized by the government. However, where there is close working relationship and coordination between the LGU and the IAs, monitoring of violations is jointly undertaken and corresponding sanctions are imposed by the LGU. To name a few, the serious violations include the construction of illegal structures and squatting along and/or on top of irrigation canals (houses/shanties, restaurants, pig pens, etc.), planting of trees on the inside slope of canals, dumping of garbage in irrigation and drainage channels, and destruction of irrigation structures. - 87 -
Asst. Administrator Project Development and Implementation Engineering Divisions NIA Board of Directors Executive Committee Administrator Deputy Administrator - 88 - Commission on Audit Corporate Planning Staff Public Affairs and Information Staff Integrated Irrigation Systems (2) Operations Divisions Foreign-assisted Projects Asst. Administrator Systems Operation and Equipment Management Systems Management Department Institutional Development Department Equipment Management Department Special Projects Institutional Development Divisions Provincial Irrigation Offices Institutional Development Sections Regional Irrigation Offices (13) Equipment Management Divisions IDOs Asst. Administrator Finance and Management NIS Offices Foreign-assisted Projects (9) Administrative Divisions Institutional Development Sections Locally-funded Projects Asst. Administrator Administrative Services Figure 6. NIA Organizational Setup and IDP Management Responsibilities Finance and Management Divisions
Page 1 and 2: From: Organizational Change for Par
Page 3 and 4: Report of the APO Seminar on Organi
Page 5 and 6: FOREWORD The significant achievemen
Page 7 and 8: ureaucracies and farmer organizatio
Page 9 and 10: officials as well as farmers) about
Page 11 and 12: productivity, and agricultural perf
Page 13 and 14: Role of Water Users Associations fo
Page 15 and 16: oles: it may be diversified and div
Page 17 and 18: irrigation systems? - for example,
Page 19 and 20: 1.5 ha and there are 72 farmers. In
Page 21 and 22: 1. RECENT DEVELOPMENTS IN IRRIGATIO
Page 23 and 24: In Phase I, Curve A - the marginal
Page 25 and 26: Mexico than in Asia. Government exp
Page 27 and 28: to well over 50 percent (Figure 3).
Page 29 and 30: increasing number of health and env
Page 31 and 32: Levine, Gilbert, Ko Hai Sheng and R
Page 33 and 34: This paper will present the legal f
Page 35 and 36: System Management Committees (SMCs)
Page 37 and 38: Planning Reflection Mobilization Ac
Page 39 and 40: (Irrigation Systems Improvement Pro
Page 41: Table 3. Results of the Survey on I
Page 45 and 46: ecently completed foreign assisted
Page 47 and 48: d. Size of irrigated farm holding;
Page 49 and 50: started only in 1990 during the ins
Page 51 and 52: lectures without actual practice. M
Page 53 and 54: Defects in the construction of conv
Page 55 and 56: The FIO approach was also used in p
Page 57 and 58: eplacement of steel gates, repair o
Page 59 and 60: Days (hours) Mon. Tues. Wed. Thurs.
Page 61 and 62: creeks fed by the return flows from
Page 63 and 64: if total collection is 50-60 percen
Page 65 and 66: emergency repairs during calamities
Page 67 and 68: of tapping and developing new sourc
Page 69 and 70: increased efficiency in O&M. While
Page 71 and 72: Cases have been reported where coop
Page 73 and 74: improvements should bring in modifi
Page 75 and 76: To attain self-reliance, local orga
Page 77 and 78: catalyzing the development of local
Page 79 and 80: Water Markets There are examples of
Page 81 and 82: is open to any Malaysian citizen of
Page 83 and 84: dumping-level prices to private com
Page 85 and 86: P 2 = Planned diversification of cr
Page 87 and 88: Unfortunately, in certain countries
Page 89 and 90: Tasks Related to Irrigation Managem
Page 91 and 92: Expected improvements in irrigation
Page 93 and 94:
Dwivedi, R. C., 1996. "Role of Co-o
Page 95 and 96:
1. BANGLADESH INTRODUCTION - 143 -
Page 97 and 98:
Dry Season Water Resources Gross dr
Page 99 and 100:
Table 2. Irrigated Area by Irrigati
Page 101 and 102:
And, a major strategy to increase f
Page 103 and 104:
d) To bring institutional changes t
Page 105 and 106:
Stakeholders Types of stakeholders:
Page 107 and 108:
WUOs. Representatives of the LGIs.
Page 109 and 110:
circumstances stated above, PIM wil
Page 111 and 112:
2. REPUBLIC OF CHINA INTRODUCTION -
Page 113 and 114:
Meeting Affairs Committee President
Page 115 and 116:
Taiwan is irrigated. Most of the pa
Page 117 and 118:
Table 5. Water Used by Agriculture
Page 119 and 120:
- 167 - Figure 5. The Framework of
Page 121 and 122:
Sugar Sugar remains fundamentally i
Page 123 and 124:
(vii) Research policy, since the pr
Page 125 and 126:
ii) More part-time farmers than ful
Page 127 and 128:
Table 1. Plan-wise Position of Irri
Page 129 and 130:
The details on some major irrigatio
Page 131 and 132:
As a result the total live storage
Page 133 and 134:
It is an informal farmers group wit
Page 135 and 136:
The WRO of PWD has established 135
Page 137 and 138:
logging, 3.06 million ha by soil sa
Page 139 and 140:
7. It is essential to have an unifo
Page 141 and 142:
Prihar, S. S., 1995. “Management
Page 143 and 144:
At the time of independence, net ir
Page 145 and 146:
- 193 - Table 1. Growth of Sector-w
Page 147 and 148:
Table 4. Investment on Major and Me
Page 149 and 150:
Surface and groundwater potential i
Page 151 and 152:
Table 10. Productivity of Two Main
Page 153 and 154:
Table 12. Extent of Water-logging S
Page 155 and 156:
CHANGES IN POLICIES AND RELEVANT ST
Page 157 and 158:
2. Management of Groundwater While
Page 159 and 160:
For the orderly administration of t
Page 161 and 162:
in India are States and hence irrig
Page 163 and 164:
with a broad profile of the functio
Page 165 and 166:
Artisan Guilds which were supposed
Page 167 and 168:
But due to very-very slow progress
Page 169 and 170:
(i) Policy initiatives to effect or
Page 171 and 172:
----------. Annual Reports, various
Page 173 and 174:
CURRENT SITUATION OF IRRIGATION DEV
Page 175 and 176:
Table 1. National Budget for Water
Page 177 and 178:
Food security and sustaining self-s
Page 179 and 180:
distributed to several agencies i.e
Page 181 and 182:
FUTURE PROSPECTS FOR PIM IN INDONES
Page 183 and 184:
7. ISLAMIC REPUBLIC OF IRAN INTRODU
Page 185 and 186:
sector is about 38 percent. The mea
Page 187 and 188:
On the basis of the defined duties,
Page 189 and 190:
area of about 1,000 ha with the par
Page 191 and 192:
iii) Integrated planning on the bas
Page 193 and 194:
The final section is on the Nationa
Page 195 and 196:
Figure 2. Indus Basin Irrigation Sy
Page 197 and 198:
During Rabi (winter) all the natura
Page 199 and 200:
Malakand Circle Chief Engineer O&M
Page 201 and 202:
courses along the newly constructed
Page 203 and 204:
would largely be confined to water
Page 205 and 206:
9. PHILIPPINES - 253 - Enrique A. S
Page 207 and 208:
there are inadequate number of fiel
Page 209 and 210:
Presidential Decree (PD) No. 552 in
Page 211 and 212:
Earlier Organizing and PIM Efforts
Page 213 and 214:
clearing) in Type I and being remun
Page 215 and 216:
Table 7. The Irrigation Management
Page 217 and 218:
c. ISIP II Region NIS Service Area
Page 219 and 220:
on a modal of very smallholding siz
Page 221 and 222:
However, overall policy decisions,
Page 223 and 224:
addition to handing over of O&M dut
Page 225 and 226:
implemented to ensure farmer partic
Page 227 and 228:
sector organizations including Maha
Page 229 and 230:
farmers who had been the operators
Page 231 and 232:
11. SRI LANKA (2) INTRODUCTION - 27
Page 233 and 234:
Irrigation System Management before
Page 235 and 236:
Figure 1 shows the current organiza
Page 237 and 238:
3. Operations Under participatory m
Page 239 and 240:
Under INMAS, an Institutional Devel
Page 241 and 242:
The performance of FOs in water dis
Page 243 and 244:
costs. The savings and the official
Page 245 and 246:
Table 1. Major River Basins in Thai
Page 247 and 248:
Economic and Social Development Pla
Page 249 and 250:
Director General Senior Expert on I
Page 251 and 252:
does not address water resources ma
Page 253 and 254:
They typically adopt approaches, wh
Page 255 and 256:
Table 5. Proposed Plan for Implemen
Page 257 and 258:
farmers in water management”. Thi
Page 259 and 260:
seasonal water requirements and sub
Page 261 and 262:
Table 1. Steps to Transfer Manageme
Page 263 and 264:
APO Seminar on Organizational Chang
Page 265 and 266:
Ms. Aquilina D. Mendoza Supervising
Page 267 and 268:
Ms. Barbara R. Doctor Project Offic
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Organizational Change for Participatory Irrigation Management

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