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Participatory Irrigation Management: Barind Model – A New Sustainable Initiative

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The Palgrave Encyclopedia of Urban and Regional Futures

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Abstract

During the past 20 years, substantial efforts were made to improve irrigation Management-Operation & Maintenance (MOM) through introduction of participatory irrigation management (PIM). PIM proved generally successful on small and medium schemes but it has yielded limited results on large schemes.

Stakeholder engagement in irrigation system shapes hydrosocial territories: (1) by reducing tension between stakeholders, (2) by redirecting regional planning and strategy, (3) by highlighting water crises, (4) by decentralizing water responsibilities, and (5) by integrating values and beliefs from different stakeholders (Ricart et al., Int J Water Resour Dev 35:491–524, 2018).

Privatization started to become politically fashionable in the late 1980. In this context, privatization means off-loading government ownership or responsibility for operation into the private sector, either to the farmers themselves or to an intermediate private subcontractor. But is it just a means of off-loading responsibility from a government line management system that can’t cope, or is it really to benefit the farmers? (Laycock, A. (2011). Irrigation systems: Design, planning and construction. CABI.)

Barind Multipurpose Development Authority (BMDA) is an autonomous authority. The BMDA does not require external finance to operate the irrigation project and sustainable finance. There are around 16,000 deep tube wells and surface lift pumps covering around 0.6 million hectares (round the year) under BMDA management. BMDA is managed by a board chaired by an appointee of the government. There are three other members representatives from farmers including other relevant department’s representatives.

BMDA has introduced innovative concept for prepayment for water; this was started using a system of using electronic prepaid meters. There are no formal WUOs established instead keeps a very close liaison with the farmers and the communities through their field offices, and this approach appears to be effective. The chief executive of a successful irrigation project should have a clear idea about people, land, and water.

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References

  • International Water Management Institute (IWMI), India Water Week. (2013). Boomtime in Barind: A model for India’s irrigators to follow? An Interview with Dr. Asaduz Zaman 8–12 April.

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  • Raymond Peter, J. (2004). Executive Director, International Network on Participatory Irrigation Management (p. 6). Washington, DC: Participatory Irrigation Management (PIM), Newsletter.

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  • Zaman, A. (2013b). Barind: A paradigm of sustainable irrigation management for Bangladesh and beyond. Paper presented in Asia Water Week.

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Authors and Affiliations

  1. Center for Action Research-Barind, Rajshahi, Bangladesh

    Asaduz Zaman

  2. Asian Development Bank, Dhaka, Bangladesh

    Asaduz Zaman

Authors
  1. Asaduz Zaman
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Appendix A

Appendix A

See figure 5

figure 5

Fig. 5

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Zaman, A. (2021). Participatory Irrigation Management: Barind Model – A New Sustainable Initiative. In: The Palgrave Encyclopedia of Urban and Regional Futures. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-51812-7_255-1

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  • DOI: https://doi.org/10.1007/978-3-030-51812-7_255-1

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  • Publisher Name: Palgrave Macmillan, Cham

  • Print ISBN: 978-3-030-51812-7

  • Online ISBN: 978-3-030-51812-7

  • eBook Packages: Springer Reference Social SciencesReference Module Humanities and Social SciencesReference Module Business, Economics and Social Sciences

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