Irrigation management turnover: an option for improved utilization of limited water resources in Pakistan

IRRIGATION AND DRAINAGE

Irrig. and Drain. 52: 261–272 (2003)

Published online 17 June 2003 in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/ird.093

IRRIGATION MANAGEMENT TURNOVER: AN OPTION FOR IMPROVEDUTILIZATION OF LIMITED WATER RESOURCES IN PAKISTANy

MUHAMMAD LATIF* AND MUHAMMAD SALEEM POMEE

Centre of Excellence in Water Resources Engineering, University of Engineering and Technology, Lahore, Pakistan

ABSTRACT

Underperformance of the irrigation systems and poor cost recovery from irrigated area in Pakistan have been a

source of concern for the last few decades and since then it has been the subject of considerable external assistance

and internal policy reforms. To address these problems in the management of irrigation systems, the World Bank

proposed a number of institutional changes for irrigation management turnover (IMT). After thorough considera-

tion it was decided to decentralize instead of privatizing the irrigation system management and to promote farmers’

participation in the system management. Under these reforms, management at secondary canal level has recently

been handed over to the farmers’ organizations (FOs) of selected distributaries at a pilot scale.

This study was designed to evaluate the farmer-managed distributary in southern Punjab. Initial field measure-

ments revealed that hydraulic aspects of the irrigation service delivered by the FO management have been

significantly improved and as a result a highly proportionate and equitable water distribution pattern was observed,

particularly at the tail reaches of the distributary during the post-transfer scenario. Due to effective FO management

farmers’ interventions to increase the outlet discharge by illegal means have almost ceased. As a result of these

improvements made by the FO in system management the extent of irrigated area has on average increased by 6–7%

even under severe drought and continued famine-like conditions prevailing in the country during recent years. Most

importantly, cost recoveries have increased by an amount of 14% for summer and 23% for winter growing seasons

respectively from the irrigated area of the distributary. Thus experience from the Hakra 4-R distributary has shown

that even under undesirable natural circumstances IMT was quite effective in achieving the key targets of the

institutional reforms launched at pilot scale in the country. Copyright # 2003 John Wiley & Sons, Ltd.

key words: irrigation management turnover; equity; delivery performance ratio; cost recovery; Pakistan

RESUME

Sous-performance des systemes d’irrigation et faible recouvrement des couts du secteur en Pakistan a ete une

source de souci dans les dernieres decennies et depuis et l’objet d’assistance externe considerable et de reformes

des politiques d’eau internes. Pour traiter les problemes de gestion des systemes d’irrigation, la Banque Mondiale a

propose un certain nombre de changements institutionnels pour transferer la gestion d’irrigation (IMT). On a

decide de decentraliser la gestion au lieu de privatiser le gestion des systemes d’irrigation et de promouvoir la

participation des agriculteurs. Dans cette reforme, la gestion des canaux secondaires a ete recemment remises aux

Associations d’irrigants (AI) sur 1 zone pilote.

Cette etude a ete concue pour evaluer la gestion d’un canal secondaire au Sud-Pundjab. Les observations

initiales ont indique que des aspects hydrauliques du service d’irrigation fourni par la gestion de AI a ete ameliores

considerable et une distribution de l’eau proportionnee et equitable etait observe en particulier aux extensions de

Received 30 July 2002

Revised 3 March 2003

Copyright # 2003 John Wiley & Sons, Ltd. Accepted 15 March 2003

* Correspondence to: Dr M. Latif, Centre of Excellence in Water Resources Engineering, University of Engineering and Technology, G. T.Road, Lahore-54890, Pakistan. E-mail: [email protected] Transfer de gestion d’irrigation: une option pour ameliorer l’utilisation des ressources d’eau limitees au Pakistan.

quelques canaux secondaires. En raison de ces ameliorations dans la gestion de systeme la superficie irriguee a

augmente avec 6 a 7% meme pendant la secheresse et la periode de famine regnant dans le pays pendant des annees

recentes. La recouvrement des couts a ete augmente de 14% pendant l’ete et de 23% pendant les saisons des

cultures d’hiver. Ainsi l’experience de Hakra 4-R distributary a prouve que meme sous des conditions difficiles le

transfert de gestion de l’irrigation etait efficace dans la realisation des objectifs cles des reformes institutionnelles

lancees a la echelle pilote dans le pays. Copyright # 2003 John Wiley & Sons, Ltd.

mots cles: transfer de gestion d’irrigation; equite; performance; recouvrement des couts; le Pakistan

INTRODUCTION

The large irrigation systems in Pakistan were constructed to protect the region from the threat of famine and to

open up new areas for settlement to generate income to the then colonial British Government by the sale of crown

waste lands (Michel, 1967; Bandaragoda and Badruddin, 1992; Gilmartin, 1994). With the objective of

maximizing the production per unit of available water, it was spread thinly over as large an area as possible

to achieve maximum social benefits from the distribution of available surface water. This concept of irrigation is

referred to as ‘protective’ irrigation. The canal water provided was sufficient only to irrigate one-third of the

command area. To limit human interference in the operation of the system, regulation points were minimized and

the watercourses were provided with ungated outlets. In the recent past, research on the performance of the

irrigation systems at primary and secondary levels by many researchers (e.g. Vander Velde, 1991; Kuper and Kijne,

1992; Bhutta and Vander Velde, 1992; Latif and Sarwar, 1994; Habib and Kuper, 1996, 1998) showed that the

distribution of canal water is no longer proportional nor equitable.

The poor functioning of the irrigation system in Pakistan has been a source of concern since the 1960s, and since

then it has been the subject of considerable external assistance and internal policy reforms. This underperformance

is mainly attributed to poor operation and management along with the scarcity of surface water. The water scarcity

now manifests itself in inadequacy, unreliability and inequity in the distribution of surface water particularly at

tails of the system. The surface water scarcity is not only a reflection of changes in the cropping patterns and

intensities, but also of some shortcomings of the operating agency. Poor cost recovery is considered one of the

main reasons for lack of funds being available for the operation and maintenance of the infrastructure (Strosser,

1997). These discrepancies in the distribution of surface water also lead to other problems such as waterlogging

and salinity, and overexploitation of groundwater (Badruddin, 1993; World Bank, 1994). To address these

problems in the management of irrigation systems, the World Bank (1994) proposed a number of institutional

changes for irrigation management turnover (IMT). After several rounds of discussion between different

stakeholders in Pakistan and the World Bank, an agreement was reached to decentralise instead of privatising

irrigation system management and to promote farmers’ participation (Strosser, 1997). Finally legislative measures

aimed at the irrigation and drainage problems resulted in 1997 in the form of the passage of PIDA (Provincial

Irrigation and Drainage Authority) Acts in Punjab, NWFP, Sindh and Baluchistan Provinces. Under these Acts

present provincial irrigation departments would become more financially autonomous PIDAs. The autonomous

authority will be responsible for the policy-level decisions and water acquisition and allocation at provincial level.

Farmers will be organized in FOs to take over the operation and maintenance of minors (a lower-level distribution

channel which offtakes from a distributary), distributaries and lower-level drainage infrastructures.

As a result of these institutional reforms a pilot project has recently been launched on the participatory irrigation

management (PIM) concept in the country and the farmers have been organized into the effective farmers’

organizations (FOs) through a slow but well-structured social mobilization process. On 10 April 2000, three FOs of

southern Punjab signed the historic IMT agreement with PIDA. This was the first transfer in Pakistan and a

landmark in the irrigation management history of Pakistan. The Hakra 4-R distributary is one of three distributaries

handed over to the FOs in southern Punjab and is located near Haroonabad, in Bahawalnagar district. It offtakes at

RD 89 750 (right) from the Hakra Branch Canal at Gulab Ali Headworks (Figure 1). The design discharge of the

distributary is 5.6 m3 s�1 and it flows along a total length of 58 km through 41 villages. It provides water to 46 920

shareholders through 124 outlets to irrigate a command area of 17 586 ha.

262 M. LATIF AND M. S. POMEE

Copyright # 2003 John Wiley & Sons, Ltd. Irrig. and Drain. 52: 261–272 (2003)

MAIN RESEARCH QUESTIONS

The prime objective of IMT in the country is to make the irrigation system sustainable over a longer period of time

by distributing the available water resources in reliable and equitable manner between the end users. Also the

prevailing trend of low cost recoveries from irrigation supplies and high operation and maintenance expenditures

should be reversed in order for the system to be sustainable. This study was focused on the aforementioned

objectives of the institutional reforms. Therefore to quantify the FOs’ effectiveness in achieving the targets, the

following main objectives were addressed in the present study:

� To compare the pre- and post-transfer irrigation service delivery in terms of equity of irrigation supplies through

the Hakra 4-R distributary.

� Comparison of cost recovery (abiana collection) before and after the management transfer.

Figure 1. Schematic diagram of Hakra 4-R distributary, showing relative location and type of outlets for equity measurements

IRRIGATION MANAGEMENT TURNOVER: IMPROVED USE OF WATER IN PAKISTAN 263


METHODOLOGY

To address the main research questions of the present study investigations were focused on hydraulic performance

and cost recovery under two management systems as follows.

Hydraulic investigations

Equity of irrigation supplies is a globally recognized parameter for hydraulic evaluation of any irrigation

scheme/system. Therefore hydraulic aspects of FO management were evaluated in terms of equity measurements

along the distributary. The distributary was divided into the following different sub-systems for equity measure-

ments as also shown in Figure 1:

Sub-system 1: The unlined reach of the distributary (RD 0þ 000 to RD 72þ 100) was identified as sub-system 1

(RD refers to ‘‘Reduced Distance’’ 1 RD¼ 304.80 m (1000 ft).

Sub-system 2: The lined reach of the main channel (RD 72þ 100 to tail of 4-R distributary) was given the name

‘‘sub-system 2’’.

Sub-system 3: The lined 1-R minor was recognized as sub-system 3, which offtakes from the main channel at

RD 72þ 100/R.

Sub-system 4: The lined 1-AR minor was identified as sub-system 4 and offtakes from the main canal

at RD23þ 200/R.

Sub-systems 1 and 4 were collectively recognized as head reaches of the distributary and sub-systems 2 and 3

formed the tail reaches of the 4-R distributary.

Selection of outlets

The Hakra 4-R distributary flows along a total length of 58 km and has 124 outlets along its length. Time and

finance constraints did not permit incorporation of all 124 outlets for field measurement under the present study.

Therefore optimum numbers of outlets were required to be selected for equity measurements along the distribuary.

However, choice for the selection of sampled outlets was restricted to only those outlets for which pre-transfer

daily discharge data were available. The International Water Management Institute (IWMI) worked extensively on

the same distributary from 1995 to May 2000. The IWMI staff also monitored some outlets for daily discharges in

the identified sub-systems of the distributary. Therefore to measure and importantly compare the equity conditions

among the outlets of the distributary, the outlets of the IWMI staff were selected and monitored for daily discharges

under the present study. As is generally believed, the tail reaches of any irrigation system suffer badly from

inequitable distribution of water as compared to the head reaches. Thus to measure the quality of irrigation service

delivery, concentration on equity measurements was focused on the tail reaches, and all tail-reach sampled outlets

of the IWMI staff were selected for the present study.

Calibration of the sampled outlets

The physical measurements of discharges actually flowing through the sampled outlets were not feasible on

daily bases due to time and finance constraints. Thus to substitute for the cumbersome daily discharge measure-

ments, the outlet calibration technique was used as an alternative for computation of daily discharges of the

sampled outlets.

In addition to the data collected from field measurements, information regarding equity conditions under the two

management systems for selected pre- and post-transfer periods (1995, 1999, 2000) was also shared from different

secondary sources such as the Irrigation Department and the IWMI.

Delivery performance ratio

The delivery performance ratio (DPR) is the simplest and yet the most important hydraulic performance

indicator (Clemmens and Bos, 1990; Bos et al., 1991). It may be defined as the ratio of the actual amount of water



flowing through a certain section to the design flow through that section. Mathematical expression for delivery

performance ratio is given as

DPR ¼ Qa=Qd ð1Þ

where DPR¼ delivery performance ratio, Qa¼ actual discharge flowing through a certain section and Qd¼ design

discharge flowing through that section.

Indicator for equity measurements

To measure the equity among the sampled outlets, relative delivery performance ratio was used as an indicator in

the present study. The relative delivery performance ratio can mathematically be expressed as

DPRr ¼1

T

XT

CVRDPRs

DPRh

� �ð2Þ

where DPRr¼ relative delivery performance ratio, CVR¼ spatial coefficient of variation over the region (R),

DPRs¼ delivery performance ratio for outlet structure (ratio of actual outlet discharge to the design outlet

discharge), and DPRh¼ delivery performance ratio for the head of sub-system (ratio of actual discharge through

the sub-system head to its design discharge).

The spatial coefficient of variation indicates the degree of variability over the length of the distributary. For

perfectly equitable supplies, the spatial coefficient of variation should be zero. DPRr has an ideal value of one,

which means that every changed flow conditions at the sub-system head are proportionately distributed among the

shareholders regardless of their location along the distributary.

Cost recovery investigations

To address the second research question of the present study investigations were also focused to quantify the

impact of FO management on cost recovery from the command area of the distributary. The following data were

collected for this purpose:

� Data of the irrigated area of the distributary for three selected years of pre-transfer and three seasons of post-

transfer periods.

� Information regarding the assessment of ‘‘abiana’’ (water charging rate) from the irrigated area of the

distributary for selected pre- and post-transfer growing seasons.

RESULTS AND DISCUSSION

Impact of FO management on equity

Equity certainly does not mean ‘‘equal’’ water supplies to the shareholders, but proportionate and fair share of

irrigation water to all the stakeholders regardless of their location along the distributary. An ideal value for the

relative DPR will be one when any ‘‘change’’ in flow conditions (w.r.t. design flow condition) at the head of a sub-

system is proportionately distributed along its length. Under such conditions the absolute values for the standard

deviation and coefficient of variation will be zero. Any deviation from these values indicates inequitable (spatially

variable) supplies along the distributary.

Table I presents the values of these parameters during selected pre- and post-transfer periods. It is evident from

the table that the average value for mean relative DPR during the pre-transfer period is 1.31. This value indicates

that these sample outlets were on average drawing 31% more water than their due share during the pre-transfer

period. It is natural that when in any system some outlets are drawing more than their proportionate share, some

other outlets will certainly be drawing less than their due share at the same time (i.e. in any system some outlets can

only draw more water at the cost of the fair share of some other outlets in the system). Similarly, the average value



for the spatial coefficient of variation under agency management was 0.42. This higher value reflects that there was

great variation in the supplies delivered to these sample outlets during the pre-transfer period. Thus higher values

for these parameters stand for highly inequitable (spatially varied) distribution of the irrigation supplies among

stakeholders during the pre-transfer period. Poor management, overdesign of the outlets, illegal mogha tempering

(to intervene the outlet structure by unfair means to increase its discharge) may be the main factors responsible for

this deteriorated state of equity.

On the other hand, the average values for mean relative DPR and spatial coefficient of variation during the post-

transfer period are 1.02 and 0.07 respectively. The value of mean relative DPR indicates that these sample outlets

were drawing only 2% more water than their fair share, while the value of the spatial coefficient of variation

suggested least fluctuation of supplies to these outlets during the post-transfer scenario. It is also clear from the

table that during the year 2000 (immediately after management transfer) these outlets were falling short of their

proportionate shares, but during 2001 these outlets almost started getting their fair share w.r.t. to the head

conditions, thus indicating gradual improvement to achieve the desired equity condition under FO management.

Patrolling, correction of the faulty outlets, removal of water theft incidences (i.e. illegal piping, mogha tempering,

illegal fanning), regular desiltation of canals and proper repair and maintenance of the control points (head

regulators, cross-regulators, fall structures, etc.) of the distributary under FO management may be some of the

factors responsible for this improved equity during the post-transfer period.

Figure 2 presents water supplies to the sampled outlets relative to sub-system head immediately after

management transfer in 2001. It is clear from the figure that although fairly proportionate supplies were

Table I. Relative delivery performance ratios of sampled outlets along the Hakra 4-R distributary for selected pre- and post-transfer periods

Parameters Pre-transfer period Post-transfer period

Oct. Aug. Apr. Avg. Aug. Sep. Oct. Nov. Dec. Avg.1995 1999 2000 2000 2000 2001 2001 2001

Mean relative DPR to sub-system head 1.05 1.65 1.22 1.31 0.92 0.86 1.10 1.15 1.09 1.02Standard deviation 0.25 1.19 0.27 0.57 0.05 0.06 0.07 0.11 0.08 0.07Spatial CV 0.24 0.72 0.29 0.42 0.05 0.08 0.07 0.09 0.07 0.07

Figure 2. Water supply to sampled outlets relative to sub-system head during the post-transfer period from 1 June to 29 September 2000



maintained, some outlets (7293-R/1R and 20467-R/1R) were drawing more than their proportionate share, while

the majority of the sampled outlets were still falling below their proportionate share during this period. However

remodelling/repairing of the faulty outlets by the FO resulted in more proportionate supply, as indicated by the

second half of the plot where data points converged towards the proportionate line. During the annual closure of

2000, the FO staff remodelled the majority of the faulty outlets in the unlined portion, but only a few in the lined

section of the distributary. This improvement resulted in even more proportionate supplies among the shareholders

as compared to the previous year.

Figure 3 shows the relative water supply to the sampled outlets after correction of the remaining faulty outlets

under FO management during the 2001 canal closure period. The majority of the sampled outlets were receiving

fairly proportionate supplies and the data points below the proportionate line were significantly reduced, indicating

better distribution of water as compared to year 2000. Thus maintaining the proportionate supplies of this

magnitude, with limited resources of the FO along the 58 km long distributary, is the landmark improvement of FO

management. Since refixing and correcting the outlets in the lined portion has not yet been completed, one can

therefore hope that the situation would improve further after the remodelling of all the outlets in the lined section of

the distributary, and the outlets which were still overdrawing during this period (107 034-L/4-R and 25 951-L/1-R,

etc.) would start functioning as proportionate structures.

Equity among sub-systems of the distributary

Table II presents the relative DPRs of the sub-systems with respect to the head of the distributary during the post-

transfer period. A close look at the table indicates that during 2000, the value of mean relative DPR for sub-system

Figure 3. Water supply to sampled outlets relative to distributary head during the post-transfer period from 7 September to 25 December 2001

Table II. Delivery performance ratio of different sub-systems relative to distributary head during post-transfer periods

Parameters Sub-system 1 Sub-system 2 Sub-system 3 Sub-system 4

2000 2001 2000 2001 2000 2001 2000 2001

Mean relative DPR 0.97 0.95 1.14 1.08 1.12 1.05 0.76 0.92Standard deviation 0.07 0.11 0.12 0.09 0.08 0.098 0.09 0.15Spatial coefficient of variation 0.07 0.11 0.11 0.08 0.07 0.09 0.12 0.16



1 was very close to one, while the value of this parameter for sub-systems 2 and 3 was higher than one during this

period. These values suggested that during this period sub-system 1 was almost getting its fair share from the

distributary, while sub-systems 2 and 3 were overdrawing from the distributary.

However during this period (i.e. in 2000) sub-system 4 was getting 24% less water than its proportionate share.

Investigations revealed the fact that the channel bed of the sub-system 4 was raised during poorly designed lining

activities at the distributary before IMT. This raised channel bed and removal of fall structures from the main

channel near RD 24 were the main reasons for underwithdrawal of sub-system 4. Immediately after the

management transfer, FO staff readjusted the head regulator of this sub-system. As a result of this adjustment,

the value of the mean relative DPR for sub-system 4 improved from 0.76 during 2000 to 0.92 during 2001. This

increased value of relative DPR for this system demonstrated the fact that water users of this reach were provided

with almost their fair share during year 2001 due to the effective management practices of the FO.

On the other hand, extremely low values for spatial coefficient of variation suggested that almost constant

supplies were maintained to these sub-systems during the post-transfer period. Gradual improvement in equity

conditions among the sub-system of the Hakra 4-R distributary is also shown in Figure 4.

It is evident from Figures 4(a) and (b) that the tail reaches (sub-systems 2 and 3) were getting higher discharges

at the cost of the fair share of head reaches of the distributary during the post-transfer periods.

Investigations surprisingly revealed that some improvements made by FO management in the system (e.g.

removal of water theft incidences from upper unlined sections by illegal piping, fanning, mogha tempering, and

regular desiltation at the upper reach) were also adding to the discharges at the tail reaches of the distributary.

Actually during the pre-transfer period, water theft incidences were very common at the upper reach of the

distributary, as a result of which a large proportion of the distributary water was being illegally diverted in this

section. Accumulation of silt in the distributary was yet another factor which added to the unfair diversion of water

at the head reaches. Due to these factors, the tails of the distributary were mostly deprived of their fair share during

the pre-transfer period.

To rectify this situation, instead of removing the above flaws it was decided to remove the fall structure near RD

24 in the main channel, so that water could rush towards the tails. Consequently the water supply condition was

improved at the tails. But when the FO took over control of the distributary, not only were water theft incidences

almost eradicated due to the improved patrolling along the distributary but also the distributary was regularly

desilted with the active participation of the common farmers. As a result of these activities, tails now started getting

more than their proportionate share. The problematic situation was further aggravated by the PIDA (Provincial

Irrigation and Drainage Authority) staff when they installed the head reach outlets at a higher setting during the

annual closure of 1999 before the management transfer (Mahmood-ul-Hassan et al., 2000).

Although FO staff (elected farmers’ representatives and employees of the organization) have repaired most of

the defective outlets at the head reach of the distributary, and also the head of 1-AR minor has been readjusted as a

result of which the situation has greatly improved for the upper reaches of the distributary, tails were still getting

13% (on average) more water than their proportionate share. The equity conditions among different sub-systems of

the distributary can be further improved if the fall structure near RD 24 in the main channel is reinstalled.

Impact of FO management on irrigated area

Experience from the Hakra 4-R distributary has shown that even under severe drought conditions, the extent of

the irrigated area for the summer and winter seasons has increased under FO management.

Figure 5 shows the comparative extent of average irrigated areas for summer and winter seasons, under the two

management systems. It is evident from the plot that 14 414 ha were on average brought under irrigation for the

post-transfer summer seasons (summer 2000, 2001) against the 13 485 ha for the corresponding pre-transfer

seasons (summer 1997, 1998, 1999). Thus 7% more area was irrigated in the summer season by the FO

management as compared to the pre-transfer period. Similarly during the post-transfer winter season (winter 2000–

01) the irrigated area increased from 12 282 ha (winter 1996–97, 1997–98, 1998–99) to 13 005 ha. In this case 6%

more area was brought under irrigation by the FO management. The increased irrigated area even under famine-

like conditions is an indicator that quality of management has been improved due to increased end-user

participation, and it is also in accordance with the objective of the institutional reform process.



Impact of FO management on cost recovery

By the end of 1970 the abiana (a local term used for water rate) recovery was over 80% of the assessment in

Pakistan, but after that it started declining (Waheed, 2001). Current recovery in Punjab is only 44%. This is one of

the main reasons for underperformance of the distribution systems in the country.

The experience from the Hakra/4-R distributary has shown that cost recoveries from the irrigated area have

increased under FO management despite the fact that the water supply has been greatly reduced during recent years

due to the existing drought. Figure 6 shows the average cost recoveries from under the two management systems.

Figure 4. Eqity conditions among different sub-systems of the Hakra 4-R distributary during post-transfer periods



The data show that post-transfer management is effective in increasing the average cost recovery from $45 972 (Rs

2 758 337) during pre-transfer summer seasons (1997, 1998, 1999) to $52 610 (Rs 3 156 567) in summer seasons

(2000, 2001). (1 US$¼Rs 60.00.) Thus 14.4% more abiana was recovered under FO management during summer

seasons despite the fact that the cropping pattern had been changed from sugarcane and rice (with higher abiana

rate) to cotton (with low abiana rate). Similarly, $32 628 (Rs 1 957 651) were recovered during post-transfer winter

Figure 5. Average irrigated area of the Hakra 4-R distributary under pre- and post-transfer summer and winter growing seasons

Figure 6. Average cost recovery from the command area of the Hakra 4-R distributary under selected pre- and post-transfer seasons



seasons (2000, 2001) against the pre-transfer winter seasons (1996–97, 1997–98, 1998–99) recovery of $26 500

(Rs 1 589 992). Thus recovery during winter seasons increased by 23.2% under FO management. Investigations

revealed that ‘‘incentives of prizes’’, fear of fines, simplicity of the depositing process and transparency of the

assessment process were the main factors behind this increased recovery under the new management.

The FO management not only collected a higher amount of abiana, but also engaged less resources (in terms of

manpower, time and finance) during this collection process as compared to pre-transfer management. FO used only

eight ‘‘patwaries’’ (personnel responsible for assessment and collection of cost recovery) for both abiana

assessment and the collection process, while the Irrigation Department used 13 ‘patwaries’ for the abiana

assessment process alone. Collection was made separately by the Revenue Department. In this way not only was

more manpower engaged but also it took longer for the recovery process during the pre-transfer period.

CONCLUSIONS

Experience from the Hakra 4-R distributary has shown that the concept of a participatory approach was quite

effective not only to reduce government liabilities in handling the complex distribution network, but the quality of

irrigation service provided to the farmers was also greatly improved even under severe water scarcity conditions

prevailing in the country.

Based on the results of the present study, it can be concluded that IMT at the Hakra 4-R distributary has

demonstrated the following improvements in the irrigation distribution network:

� Highly proportionate and equitable distribution of irrigation supplies, particularly to the tail water users during

the post-transfer period, is a clear reflection of the fact that hydraulic aspects of the irrigation service provided

by the FO management have been significantly improved.

� Farmers’ interventions to increase the outlet discharge by illegal means have been almost stopped under the new

management.

� Extent of irrigated area has on average increased by 6–7% even under the severe water shortage scenario

prevailing in the country over the last few years.

� By utilizing fewer resources (in terms of manpower, time and finance), FO management was quite effective in

increasing cost recovery by 14–23% during post-transfer in summer and winter seasons respectively.

� Although equity conditions maintained by the FO among different reaches of the distributary are quite

satisfactory, the situation can still be further improved by providing a fall structure near RD 24 in the main

channel.

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Drainage in Pakistan, 18–19 April. University of Agriculture: Faisalabad, Vol. 1; 7–14.

World Bank. 1994. Pakistan Irrigation and Drainage: Issues and Options. Report No. 11884-PAK. The World Bank: Washington, DC.



Documents

Irrigation management turnover: an option for improved utilization of limited water resources in Pakistan