Organizational Change for Participatory Irrigation Management

dumping-level prices to private companies when cooperatives have the capacity to absorb this
excess volume. Third, it enlarges the feeling of homogeneity between cooperatives and
member farmers. Fourth, it maximizes the synergistic effects in cooperatives' management
through providing complementary banking services and other marketing activities. Finally, it
contributes greatly to regional economic development.
4. "Produce for the Market" or Demand-driven Production
FCs or similar (large-scale) business organizations of farmers/water users, in
collaboration with their base organizations/groups (such as field channel groups, distributorylevel
organizations), may organize production and establish partnerships (e.g. through forward
contracts) with the organized private sector, nationally and internationally. This will reduce
government' s direct involvement in production and marketing. Moreover, it will no longer be
necessary to provide subsidies.
5. The Need for Different Types of Facilitators for Advanced Tasks
It is clear that, with the diversified and expanded functions expected from the rural
organizations, the role and functions of the change agency/agent or facilitator/catalyst should
also be changed. The added roles of a facilitator/catalyst in such situations would include:
Identify and estimate market potential for selected agricultural enterprises and agroprocessing.
Assist in the scheduling of production in a given user company/
organization area; inform the company/organization and other technical officers
(such as the extension and credit, input supplies) of the availability of markets for
enterprises that would match with the agro-climatological and socio-economic
conditions of the area and for the selected processed products.
Estimate the production of these selected enterprises jointly with the rural people and
then arrange for forward contracts with identified markets buyers. In this way, the
facilitator will link the producer groups/companies/organizations with potential
markets/private sector firms. This process will include market surveys and
discussions with buyers and members of the company/organization, providing
market information to the rural community, training members of the company/
organization on the required quality, quantity, grading and other aspects expected
by the buyers, etc.
Assist the rural community in monitoring the feasibility of meeting the contractual
agreements: For this, he/she will join the local staff of government agencies and
other staff of the company/organization. He/she will assist the organization/
company to monitor, whether there are any constraints faced by the rural community
in the water markets, production and processing etc., which may affect the quantities
and quality standards included in the forward contracts or other agreements.
Arrange for expert advice as well as other needs of the organization/company.
These will include all aspects of water markets, marketing and processing farm
products, storage, packing, transport, etc. The objective is to evolve the required
business mode of operation within the organization/company.
Be accountable to the producerís organization/company. For example, in a project
mode, or at the initial take off stage the facilitator may be paid by the project or by
a grant/loan given to the organization/company. However, the performance of the
facilitator should be evaluated by the organization/company. After the initial phase
the facilitator is expected to be absorbed by the organization, if further services are
necessary.
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