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Irrigation reforms in Asia: A review of 108 case studies of IMT¹/PIM², Aditi Mukherji, International Water Management Institute (IWMI), Presented at 60th IEC Meeting and 5th Asian Regional Conference of the ICID 9th December, 2009 New Delhi
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Aditi Mukherji (IWMI)
Irrigation reforms in Asia: A review of 108 case studies of IMT¹/PIM²
Presented at 60th IEC Meeting and 5th Asian Regional Conference of the ICID
9th December, 2009
New Delhi
IMT¹: Irrigation Management Transfer, PIM²: Participatory Irrigation Management
All figures and charts used are taken from: Mukherji, Aditi et al. Irrigation Reform in Asia: A Review of 108 cases of irrigation management transfer , Forthcoming
Outline of presentation
Background of IMT/PIM Rationale of review Research questions and objectives Methods Results
Critique of case studies Evaluation of IMT/PIM cases
Conclusions
Background What are IMT & PIM? Originating from the 60s, the reform
peaked in the 90s More than 57 countries have
embarked on some kind of irrigation reform involving IMT/PIM
Common assumptions about IMT/PIM Because farmer managed irrigation systems have endured, farmers are best
placed to manage irrigation.
Rationale of our review
Comprehensive assessments to evaluate the performance of IMT Vermillion (1997); FAO (2007)
Important gaps in knowledge about the impacts of IMT/PIM remain
Many governments and donors support IMT/PIM as an article of faith
Review of 108 cases from all over Asia makes it the most comprehensive review of IMT/PIM ever
Research questions
What do we learn from the documented cases of IMT/PIM How rigorous were the studies?
How do we categorize cases as success or failure?
Conditions which promote successful IMT/PIM
Are those conditions replicable?
6 step research method
• Step 1: Select case studies– Cases post 1994 period– Only public owned irrigation schemes
Source: Figure 11, p.16
6 step research methods
• Step 2: Code the cases– Location and bibliographic coding (7)– Methodological parameters (5)– Technical specifications of the system (4)– Socio-economic and agricultural (7)– IMT/PIM implementation related indicators (9)– Total 32 indicators
• Step 3: Define successIMT/PIM intervention as successful when there is a marked improvement after transfer or transferred systems fare better than non-transferred ones because users receive adequate and reliable supply of water at reasonable and affordable costs over a sufficiently long period of time enabling them to increase their crop production, productivity and incomes.
6 step research methods
• Step 4: Choose indicators of success– Outcome indicators (7)
• ISF* collection; financial viability; maintenance; equity; reliability and adequacy; participation and reduction in disputes
– Impact indicators (2)• Crop related (production, yields, cropping intensity)• Livelihoods related (poverty, wages, employment)
6 step research methods
*ISF- Irrigation Service Fee
6 step research methods
• Step 5: Construction of composite success score (CSS)– On every success indicator, a case is scored
1 if there was a positive change after PIM, or 0 if there was no change or negative change
– Scores standardized on a scale of 0-10– Cases with score less than 5 =failed, more
than 5=success
6 step research methods
• Step 6: Correlating CSS with attributes of the case study as coded (in step 2)– One to one correlation– Logistical regression– To understand if there is any pattern in
success– Our regressions are not good enough to
attribute causality
Distribution and location of cases
Source: Figure 2, p. 6
Source: Figure 3, p. 7
Methodological critique of cases
Very few studies that combine
before after and with-without
1/3rd of them are short term assessments
Source: Figure 13, p. 17
Source: Figure 14, p. 8
Distribution of success/failure as per CSS
Region Success Failure
S Asia 18 20
E Asia 7 2
SE Asia 12 24
C Asia 4 14
Source: Figure 3, P. 7
Finding patterns in success: Success by type
Lift and pump
schemes succeed
marginally more
Source: Figure 18, p.23
Success by size of system
Schemes serving lesser
number of farmers succeed
marginally more
Small schemes succeed
marginally more
Source: Figure 21, p.25
Source: Figure 20, p.24
Success by complexity
Simple schemes succeed
marginally more
Source: Figure 22, p.25
Success by crops grown
Non-paddy systems succeed
significantly more than
paddy systems
Source: Figure 23, p.26
Rehabilitated systems fare better than non-rehabilitated ones
Source: Figure 26, p.28
Cases where full O&M is transferred fare better
Source: Figure 30, p.30
PIM, when implemented by government are more likely to fail
Source: Figure 31, p.31
Not much relationship between per capita GDP and CSS
Source: Figure 33, p.32
Multivariate analysis: Logit regression
coefficient std. error t-ratio slope
Constant -2.83790 1.63066 -1.740
STORAGE 0.118054 1.33783 0.08824 0.0292580
SIZE 0.359527 0.757043 0.4749 0.0888251
CROP 1.69093 0.885667 1.909** 0.388653
NEWREHAB 0.233163 0.965311 0.2415 0.0581703
IMPLMNT 2.01105 0.846505 2.376* 0.457774
LVLTR 0.0510247 0.776525 0.06571 0.0126965
ELECT 0.147760 0.783830 0.1885 0.0366978
Correctly predicts 76.1% of the cases
Source: Table 6, p.34
IMT/PIM Successes in Asia Bayi in China: The “smart
transition” Large schemes (more than 2000 ha) First disrepair and chaos Then: Incentives as input
Introduction of incentives to water resource bureau officials to increase work productivity
Introduction of village irrigation management groups
Introduction of water duty and diversified sideline enterprises
Results: Increased yields and net returns/ha due to access to irrigation water,
but also chemical fertilizers and pesticides and introduction of high-yield varieties
Viable local management of irrigation Successful sideline enterprises (must purchase water)
IMT/PIM Successes in AsiaPanchakanya Irrigation System in
Nepal
Small scheme (600 ha), relatively simple water control structures and free from threat of inundation and flooding
Farmers are educated and innovative and knowledgeable in collective action in irrigation development and management
Local people believe in their organization:the WUA* is accountable to its members and is financially capable to take up new management responsibilities
The WUAs were able to craft their institutions as needed, expanded their networks and provide continuity in water management
*WUA- Water Users Associations
Baldeva Left Bank Co-operative Irrigation Society, India: AKRSP’s
model case
Long-term NGO involvement
Progressive and innovative farmers (Patels)
Long-time personnel (institutional memory)
AKRSP: Aga Khan Rural Support Programme
A conceptual fault in IMT/PIM
• Search for condition under which success happens proved elusive
• Unlike FAO (2007) and others, we do not attribute this to implementation failure
• But to a conceptual failure– PIM as a policy is not participatory– Assumptions are dubious and not much
evidence to support them
Thank you
Related Publication Forthcoming.
For more information visit: http://www.iwmi.cgiar.org/Publications/index.aspx