case study on fmis in nepal

8/8/2019 Case Study on FMIS in Nepal

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TRIBHUVAN UNIVERSITYINSTITUTEOF ENGINEERING

Kathmandu Engineering College

Case Study on Organization and Management

Study on the Organization and Working Mechanism of FMIS in

Nepal

Submitted To: Submitted By:

Department of Science and Humanities Peeyush Tiwari

Kathmandu Engineering College Pawan Adhikari

Kalimati,Kathmandu Binayak Budhathoki

Dirghayu Lakhey

Sabin K. Karki

Ronam Adhikari

Nishiv Bhandari

Submitted date: 2067/02/09

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Table of contents:

Preface.3

Introduction.4

Acknowledgment.6

Abstract....7

FMIS.8

AMIS.... 9

FMIS in Nepal.10

FMIST..10

CMIS13

Water acqustion..14

Maintenance works operation and cost...15

Organizational aspect17

Financial aspect...19

Motivational aspect.22

System strength26

System weakness......28

Suggestions...29

List of abbreviation.30

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Preface

Organization is a form of human association with common objective, effort,

effective coordination to achieve a goal. Management is a social process involving

coordination of human and resources through the function of planning, organizing,direction and controlling activities of organization. As engineering science itself

involves the art of managing an initiative so that it is properly undertaken,

economically feasible and have a robust managerial aspect. Therefore, as the

student of engineering, one must have a proper knowledge and understanding on

the basic principles of Organization and Management (O&M). This case study,

therefore is instrumental in further honing up the skills and know how that we

developed by studying the theoretical aspect of O&M. Therefore, by self

undertaking of a study allowed us to see firsthand into the organization and

managerial prospects of a real world project/institution.

We therefore hope that this study would be real fruitful in the upcoming days as we

become associated with an organization as a professional and have to make use of

the know-how gained during this period.

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Introduction

The concept of FMIS is actually not a new implementation in any case. Actually,

the prospect of community managed irrigation systems has been dated since the

dawn of mankind. Since human beings have started farming and settlement, the

needs for irrigation have begun. In the earliest of times, the basic irrigation

channels were built and managed by a single community, or a tribe. However, with

the advent of Roman times, the idea of large scale irrigation system was

propounded, where large scale-multi storied aqueducts were built and managed by

the state. In the developed countries, where even farming has been a sort of

corporate controlled, large irrigation systems have been a commonplace. Even in

Nepal, there are a few large scale irrigation systems viz. the Chandra Canal, the

Koshi Pump Canal etc. However, a sizable portion (about sixty percent) of the

Nepalese irrigation system has been constructed, controlled and managed by the

local farmers.

The basic concept behind the modern idea of FMIS has been the proper and

efficient management of the local irrigation systems by the local people once it is

constructed (usually with the aid of the state/donor agency). In a sort, the workingof the FMIS can be analogous to the working of a large sized corporation.

Supposing an irrigation system sustaining a village of about thousand houses, the

total number of stakeholders is around 30,000. The basic chain of command can be

drawn analogous to the management model of a corporation, the Water Users

Association (WUA) being analogous to the Board of Directors as well as the

management facet of a company, whereas the users can be compared with the staff,

as well as the shareholders who are responsible for the general working of the

system as well as the beneficiaries.

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The basic objectives of our case study are as follows:

1. Understanding the organization and management framework of a FMIS and

draw parallels with the O&M theory that we have studied.

2. Understanding the operational aspect of the system viz. Operation,

Maintenance, Resource allocation and management etc.

The concept of the Farmers Managed Irrigation System as well as similar models

has garnered a lot of attention nowadays. The current Nobel Prize for Economics

has been awarded to Elinor Ostrom for her work related to such irrigation systems

in Nepal. Hence we decided that the concept of Organization and Management

could be studied in a detailed manner if some basic organization/institution was

considered. Hence, the FMISs, as relatively new and revolutionary concept it is in

the field of mainstream organization and management, this institution was chosen

for our case study. We hope this study will further invigorate our understanding of

the essentials of organization and management theory.

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Acknowledgements

We are greatly thankful to Mr. Shyam Krishna Joshi for providing us with a

opportunity for our case study. We selected Farmers Managed Irrigation Systems

Promotion Trust (FMIST) to perform our case study and our topic of study was

Farmers Managed Irrigation System (FMIS) in Nepal. We would like to

thankMr. Rajan Subedi for facilitating us in our visit and providing us with in-

depth knowledge of the entire concept of FMIS, and also for contributing with

his precious time and effort in making sure we had all the needed materials to

start our case study. We would like to thank staffs of FMIST for providing us

some information and documents related to our case.

Finally, we would also like to thank our colleagues for being involved throughout

the study and making it a success.

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Abstract

The Farmer Managed Irrigation Systems (FMIS) have been one of the most

successfully implemented system of organization in the irrigation projects of

Nepal. Especially in the Nepalese geographical context, where the hilly region

accounts for the sizable portion of topography as well as population; it demands for

an of widely distributed and indepent array of small irrigation systems rather that a

single and large one. Therefore, for the proper organization, management and

operation of these sorts of irrigation systems, the idea of such systems was

implemented.

In our case study, we have chosen a particular FMIS, the Chhattis Mauja

Irrigation Project located at Butwal Municipality, Rupandehi. Since a visit to the

actual irrigation system is not within our capabilities for this current study, the

study was carried in co-ordination with Farmers Managed Irrigation Systems

Promotion Trust (FMIST), situated at Anamnagar, Kathmandu. This body has beenactive in the promotion of the FMIS of Nepal.

The objective of our study had been to observe how the principles of organization

of management, including aspects of institution organization, resource allocation

etc. have been implemented in the FMIS of Nepal.

Of the various aspects of management, the division of study among the team

members was done as follows:

Organization and Management Aspect: Peeyush Tiwari

Financial Aspect: Pawan Adhikari

Motivational Aspect: Binayak Budhathoki and Sabin K. Karki

Analysis of Strengths and Weakness: Nishiv Bhandari and Ronam Adhikari

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Suggestions: Dirghayu Govind Lakhey

The Farmers Managed Irrigation Systems (FMIS)

Farmer Managed Irrigation Systems (FMISs) represent the decentralized natural

resource management by the local community. Within the decentralized

management systems, the community has developed its own organization system,

norms and values governing the management of water resources, resource

mobilization based on obligations and right to use the natural resources. FMISs

have developed indigenous technology as well as responses to equity and

transparency in the system management. Equity and transparency are generally two

major characteristics of FMISs. However, there are now many challenges to theFMISs. In many cases, they are circumvented to come under the grip of centralized

external management.

In irrigation, two types of technology can be discerned: Farmer Managed Irrigation

Systems (FMIS) technology and Agency Managed Irrigation Systems (AMIS)

technology. Each of them has its own principles of water allocation and water

distribution.

In the following section, two technologies will be discussed with special reference

to those structures in the system dividing the water to farmers or groups of farmers.These water division structures play the crucial role of regulating and dividing the

flows of water to the various parts of the system.

FMIS TECHNOLOGY

FMIS are the results of communal efforts to exploit water resources. Fixed shares

allocate the water. The shares are determined by consensus and are often

proportional to the areas to be irrigated. Adjustments can be made, however, in

terms of:

i. Seepage losses

ii. Larger shares for farmers who contributed more, either in labor or in money,to the construction

iii. Larger shares for influential or powerful persons

Basically, the water can be divided in two ways:

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Proportional division: Each user or group of users receives a fixed continuous

flow. In most cases weirs in line are placed perpendicular to the canal flow. Each

weir has the same crest elevation, while the widths are based on the predetermined

ratios of flows (shares). Consequently a consensus should be reached in terms of

the widths of the weir openings. Although corrections can be made, this system has

little flexibility. This method is widely used in the world: not only in Nepal, but

also in Yemen, Tunisia, Spain, Indonesia, India, etc.

Rotation: Each user or group of users receives a fixed flow over a certain period of

time. In this case consensus should be reached on the time periods. Rotation is

often only used in times of water shortages.

In both cases the technology is transparent: everybody can understand the principle

and can clearly observe whether the water is divided according to the agreed

shares. The technology renders social control possible.

AMIS TECHNOLOGY

Where fixed water shares are the cores of FMIS technology, the AMIS technology

is based on water requirements derived from calculations and assumptions in the

fields of soils, water, plant and climate. These water requirements are not uniform

but differ in time and place. For this reason the flows in the system should be

regulated and measured. Consequently the system should be equipped with

movable gates.

Because of the possibility to regulate the water, these systems are very flexible

(contrary to the FMIS technology). Due to this flexibility varying water demands

by (groups of) farmers can be accommodated. In theory therefore, AMIS

technology might be considered superior to the FMIS technology. In practice

however the following problems emerge:

In smallholder schemes, there are numerous small plots with different soils

(percolation losses) and different crops (evapotranspiration). To accurately

determine the water requirements means collection of huge amounts of data. Many

irrigation agencies do not have enough staff for such an undertaking. As a result,

water distribution is not according to water requirements.

Moveable water division structures are often complicated and difficult to handle.

Trained staff is not always available. Again, if these structures are not operated

according to hydraulic standards, there will be unequal water distribution.

Moreover these structures are often not transparent. The hydraulic principles are

beyond farmers comprehension. In many cases these three problems result in

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unequal water distribution, farmers interfering with the operation, or even worse:

farmers breaking the gates. In short, very few AMIS are performing as designed.

Due to these aspects, in a country like Nepal, the implementation of the concept of

FMIS is often favored over other concepts.

FMIS in Nepal

Nepal is known for its tradition of farmer managed irrigation systems (FMIS). In

this country, farmers are collectively engaged in irrigated agricultural development

as an enterprise since time immemorial. There are thousands of FMIS in the

country. These FMIS provide irrigation services to 70 percent of the country's total

irrigated area of about one million ha. Hence, FMIS have gained on their own a

status that is symbolic of the national heritage of a country. Thus, they are themainstay of the country's food security as well as social and political stability.

Usually, these FMIS are location-specific, indigenous in their management

practices and representative of the local organizational needs and services. They

represent a sustained pattern of organizations that are essentially autonomous.

Indigenous operational strengths of FMIS provide a basic hope for the sustainable

management and development of the nation's natural resources wherein water is

the most precious resource of all.

Despite the country's national FMIS heritage, there are no dedicated institutionalmeans to recognize the FMIS that have been surviving in the face of all sort of

social, organizational, economic, technical and environmental challenges. No self-

initiated and systemic institutional support exists to facilitate these FMIS to

develop their comparative capacity vis--vis the challenges. Besides this, these

FMIS have largely remained incommunicative to the global community. Such a

situation has constrained the FMIS from evolving into a competitive socio-

economic entity. There is, therefore, a clear need to conserve and preserve such a

national heritage in the form of FMIS as competitive functional institutions in the

diverse socio-economic and geographical setting of Nepal.

Farmers Managed Irrigation Systems Promotion Trust (FMIST)

In June 1998, the FMIS Promotion Trust as a non profit, non partisan, non

governmental, professional organization was legally registered with the

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government under the Association Registration Act 2034 B.S. The trust is moving

ahead in the following identified areas of program activities:

Providing FMIS the due recognition, thereby enhancing them for the

organizational and management innovations, and indigenous performance;

Promoting the values of the FMIS in the wider context and sharing of

information about their institutions;

Bringing them into the global stream of creativity, well being and self

governance in a way that makes themselves aware of the value and

uniqueness of their own institutional assets;

Disseminating the knowledge on FMIS through the seminars, dialogues,

workshops and resource contributions; and

Developing human resources through applied research, education and

training in FMIS.

The specific objectives of the trust are:

To annually recognize one FMIS by awarding it for its best practice in an

operational theme that helps in sustainable organization, management and

technology of an irrigated agricultural system.

To provide the representatives of this FMIS the latest global exposure and

orientation to the irrigated agricultural system development and management

practices.

To globally disseminate the basic features of the award winning FMIS.

To conduct and encourage FMIS related research, education and training

that directly helps to promote a knowledge-base on FMIS.

To provide a forum for national and international dialogue on FMIS.

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PART I

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The Chhattis Mauja Irrigation System (CMIS)

CMIS is located in Rupandehi District of Western DevelopmentRegion. It covers almost all wards of Shankarnagar, Aanandban,Karaiya, Makrahar and Gangoliya Village DevelopmentCommittees (VDCs) as well as ward numbers 10,11,12 and13 ofButwal Municipality. It is believed that it was initially constructedby the local people (Tharus) between the years 1846 and 1863during the Rana prime minister, Jung Bahadur. At that time the

system used to serve only a few Maujas. Due to the migration ofpeople from the hills, it is observed that there is a significantexpansion of land currently serving 59 Maujas with a commandarea of 3500 ha (about 5,200 bigha or 67,600 ropani). At a timewhen this system used to serve only 36 Maujas, it was given thename CMIS.

The system is about 150 years old. The name of WUA of thesystem is CKSS and is in existence since long. It was formally

registered with the government agency in 2051 Bikram Sambat(1994 AD).

Total benefited population is approximately 53,000 26,000males and 27,000 females. Total household is about 13,000. Anirrigation area unit is considered to be 25 bigha land. This unit isused for two purposes of WUA management. One is a criterion ofassigning one farmer per unit, called Kulara, in maintenanceworks of main canal and intake. Another is four representativesfrom each Kulara in the mass meeting representing the farmers ofthat Kulara. At present there are 162 Kulara in the system and648 representatives.

The system has a central WUA committee and 59 Maujacommittees for branch canals. In addition, the Mauja committeesare grouped into nine Ilakas. Each Ilaka has one Ilaka memberwho is elected or chosen by consensus from among the

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representatives and functions as a linkage between the centralcommittee and its Mauja committees.

The central committee consists of 15 members of which twelveare elected members from among 648 representatives. Chairman,

vice-chairman and member secretary of the committee areelected by 648 representatives in the mass meeting. Thesetwelve elected members nominate three other members in thecommittee. The Treasurer is nominated from among twelvemembers. At present there is one female member nominated inthe central committee. In addition, there are three paid staffs Meth Muktiyar and two peons. Meth Muktiyar is a key person inthe WUA management who undertakes the following tasks:

Documentation of WUA records in maintenance works;

Implementation of the decision of the executive committee;

Schedule dates for irrigation;

Supervision of water distribution and rotation;

Conflict resolution due to water stealing; and1 Information dissemination to the Mauja committees.

The committee consists of 1-11 members depending upon the

size of the Mauja. Generally, the committee chairman acts as

Muktiyar of that committee. There are two management staffs in

each committee - Muktiyar (also paid in some committees) and

Chaukidar/peon. The Mauja committees assign their respective

Kularas in the maintenance works of main canal and intake as a

part of their participation. In addition, these Kularas have also to

carry out regular as well as emergency maintenance works of

their branch and sub-branch canals.

Water AcquisitionIrrigation water is abstracted from the Tinau river by a temporarytype open intake. The intake is made of river boulders andbrushes. The farmers have to engage repetitively andcontinuously for keeping the intake functioning during themonsoon period. The location of the intake is near the East-westHighway bridge at Butwal.

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The first 4 km canal is commonly used by CMIS and Sorah MaujaIrrigation System (SMIS). At chainage 4 km, canal water is dividedfor two systems by a proportional divider 60% for CMIS and 40%for SMIS. The total length of CMIS main canal is 11.0 km. The

discharge available for the system is approximately 4.0 m

3

/sec.There is continuous water supply to the branch canals during themonsoon period. So water duty for paddy used in the system isabout 1.10 liter/sec/ha.

The central committee is responsible for water acquisition fromthe river, and delivery of the allocated water to the branch canals,that is, at the off-take points of the branch canals. These worksare managed and supervised by Meth-Muktiyar. Water distributionin the branch and sub-branch canals is managed by therespective Muktiyars.

Maintenance Works and Operation & Maintenance Cost

The main resource of the system management is labormobilization. Major activities are maintenance works of intake,

main canal, branch canal and sub-branch canals. These activitiesare carried out with the mobilization of Kularas. There is noregular source of cash income of the central and Maujacommittees. The management and administrative cost of thecommittees is covered by Khara and entrance fees.The schedule for maintenance work of main canal and intake isprepared by the central committee. The maintenance of maincanal is carried out once in a year, i.e. in the month of Falgun(February/March). The regular maintenance work of the intake is

done before the monsoon period. The intake is of a temporarytype. The intake is to be maintained with frequent engagement ofthe Kularas during the monsoon period. The maintenance works in branch and sub-branch canals aredone as and when needed. These works are carried out by therespective Mauja committees.

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Each Mauja committee has a number of user farmers in itsworkforce. The basis for labor mobilization is the area of the userfarmer served by the system. The man-days to be contributed perunit land is determined on the basis of total number of days

required for maintenance works in case of branch canalmaintenance. There are mainly two types of fine levied by theMauja committees annual Khara and daily Khara. The userfarmer unable to participate in the maintenance works during thewhole year is charged with annual Khara. Annual Khara isdifferent in different Mauja committees varying from Rs 1,500 to3,000 per ha land. If a user farmer, a member of the workforce, isabsent from the daily works, he is charged with daily Khara. DailyKhara is Rs 75-100.Maintenance works of intake and main canal are carried out by

the central committee with the supervision of Meth-Muktiyar. For

the maintenance works of the main canal, all the members of the

workforce of the Mauja committees are engaged for the required

number of days. All the members must be present in the work.

For example, Pradipnagar Mauja deputed 55 farmers for five days

in the fiscal year 1998/99. However, the rule for maintenance

works of the intake is different. The Mauja committee deputes the

assigned number of Kularas from the workforce on rotational

basis. If any assigned Kulara is absent in the working days, he ischarged with daily Khara by the central committee.

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PART II

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Organization Aspect:

As for the organizational aspect of the CMIS, a clear picture can be obtained bylooking at the organization of the WUA. The WUA is primarily responsible for

almost all the management aspect of the irrigation system, including managing day

to day activities as well as formulating plans and policies. In general aspect, the

WUA is the top body of the management pyramid, similar to the Board of

Directors in a corporation.

Similarly, the next level of organization is usually the other forms of manpower

involved in the maintenance as well as the operation of the project itself. The

maintenance personnel, as well as the Meth Mukhtiyar who make sure that the

project is operating as per the principles and plans formulated by the WUA.

Lastly, the bottom level of management is the users themselves. They ultimately

shape up the top and middle level management as well as the system as whole.

The Mauja committees are grouped into nine Ilakas. Each Ilakahas one Ilaka member who is elected or chosen by consensusfrom among the representatives and functions as a linkage

between the central committee and its Mauja committees. Thecentral committee consists of 15 members of which twelve areelected members. The committee members depend upon the sizeof the Mauja. Chairman, vice-chairman and member secretary of thecommittee are elected in the mass meeting. Twelve elected members nominate

three other members in the committee. The Treasurer is nominated from among

twelve members. Kularas carry out regular as well as emergencymaintenance works of their branch and sub-branch canals.

The organization of a typical FMIS is represented below in a graphic approach.

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19

TopLev

el

Mg

mt

Middle Level

Management

-Revenue, Profit costs

- Measurements,

schedules

Low Level Management

-Day to day operation

Policies, Planning, Budgeting,

Objectives

(The Central Committee)

()

( Administration, Maintenance)

Meth Mukhtiyar, Mukhtiyars

(Peons, Villagers)


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Financial aspect

The management and administrative cost of the central committee and Mauja

committees are met by annual Khara and daily Khara paid by the absentee Kularas.

There is no regular fund generation mechanism practiced in the system. The mainresource of the system management in CMIS is labor mobilization, as there are no

any financial resources. The management and administrative cost of the

committees is covered by Khara and entrance fees. The maintenance works in

branch and sub-branch canals are done as and when needed. These works are

carried out by the respective Mauja committees. Generally the maintenance of

main canal is carried out once in a year. The regular maintenance work is done

before the monsoon period.

The source of cash for WUA is primarily Khara, assistance from other agencies,fees collected from outside visitors, fines against defaulters and entrance fee to

new Mauja. However, no support from the government has been made so far

except providing a few gabion boxes. Similarly, on the expenditure side, the large

amount of cash collection is spent on operation of machine for the maintenance of

diversion structure. Other expenditure includes salaries to Meth Mukhtiyar, repair

of by-cycles as well as dress of Chaukidars. He expressed that the collection of fine

is a very difficult task. The amount collected is deposited in the bank and regular

auditing is done as per the financial rules. He explained the way of collecting laborcontributions for regular and emergency maintenance and opined that it was

equitable based on water allocation. During the course of maintenance, if cash is

required for buying construction materials or skilled manpower; the additional cash

amount is collected from among the Mauja committees. The person who fails to

pay the penalties in time may be charged with the interest on the amount fined.

However, those who cannot contribute due to genuine reasons are exempted. If a

person who wishes to pay cash and doesn't contribute as labor can pay Khara for a

year round.

Each Mauja committee has a number of user farmers in its workforce. The basis

for labor mobilization is the area of the user farmer served by the system. The

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man-days to be contributed per unit land is determined on the basis of total number

of days required for maintenance works in case of branch canal maintenance.

There are mainly two types of fine levied by the Mauja committees annual Khara

and daily Khara. The user farmer unable to participate in the maintenance works

during the whole year is charged with annual Khara. Annual Khara is different indifferent Mauja committees varying from Rs 1,500 to 3,000 per ha land. If a user

farmer, a member of the workforce, is absent from the daily works, he is charged

with daily Khara. Daily Khara is Rs 75-100. For the maintenance works of the

main canal, all the members of the workforce of the Mauja committees are

engaged for the required number of days. All the members must present in the

work. We are provided with the financial record of 2055/56 which we included

here.

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22

Operation and Maintenance Cost in the Fiscal Year 1998/99 (In NRs.) for entire system

Description Unit Total

Labor

Total Valuation

Cost

O&M

Cost/ha

- Intake and main canal man-day 34,755 2,606,625 497

- Branch canals (based onaverageof two Mauja committees) man-day 17,535 1,315,125 251

Total 52,290 3,921,750 747nual Income and Expense of the Central Committee

Expense Income

escription Amount Description Amount

Y 2051/52

ary 68,600.00 fine 74,890.00

zer 14,072.00 entrance fee 17,500.00

hers 27,168.00 interest 2,648.00

others 4,670.00

deficit 10,132.00

tal 109,840.00

109,840.00

Total bank balance 33,998.00

Y 2052/53

ary 71,400.00 fine 105,180.00

nt Committee 34,500.00 entrnce fee 4,900.00

hers 31,521.00 interest 3,265.00

Others

1,400.00

Defecit22,676.00

tal 137,421.00 137,421.

00


Y 2053/54

ary 48,070.00 fine 96,030.0

0

zer 16,000.00 entrance fee 4,500.00


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FY 2054/55Salary 49,370.00 fine 110,500.00

Joint committee 7,550.00 entrance fee 6,500.00

Others 26,075.10 interest 2,827.00

Saving 44,987.90 others 8,156.00

Total 127,983.00 127,983.00


Motivational aspect:

The process of influencing or stimulating a person to take action by creating a

working atmosphere wherein the person is satisfied to fulfill his needs the goals of

the organization

The above mentioned best described the term Motivation. Motivation is defined as

the internal forces that affect the direction, intensity and persistence of the persons

voluntary choice of behavior. Direction refers to the fact that motivation is a goal

oriented, not random .People is motivated to achieve something.

As seen from the organizational activities, the motivational factor to the CMIS

organization is by two factors: Internal and External. As stated earlier the CMIS is

established by the villagers themselves for their own welfare. So the sense of self

ownership motivated them for the operation and maintenance of the Irrigation

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system. Process theory motivation describes the process through which needs are

translated into behaviors to satisfy their needs.

The Douglas McGregor theory X is the traditional theory of what workers are

liked and what management must do to manage them. Workers have to be

persuaded and pushed into performance. Theory Y state that the individual have

potential for development and self correction, will seek responsibility and will be

motivated. The CMIS imposed fined for the absentees as the matter of correction.

Each Mauja committee has a number of user farmers in its workforce. The Mauja

committee deputes the assigned number of Kularas from the workforce on

rotational basis. If any assigned Kulara is absent in the working days, he is charged

with daily Khara by the central committee. There are mainly two types of fine

levied by the Mauja committees annual Khara and daily Khara. The user farmerunable to participate in the maintenance works during the whole year is charged

with annual Khara. Annual Khara is different in different Mauja committees

varying from Rs 1,500 to 3,000 per ha land. If a user farmer, a member of the

workforce, is absent from the daily works, he is charged with daily Khara. Daily

Khara is Rs 75-100.

The external factor of the motivation is the Award ceremony organized by the

FMIST. One of the objective of the FMIST is to annually recognize one FMIS and

awarded it for its best practice in an operational theme that helps in sustainable

organization, management and technology of an irrigated agricultural system.

The award theme for the Fiscal Year (FY) 1999/2000 was Resource Mobilization

for Operation and Maintenance of Irrigation Systems. The stated theme was

chosen taking into account the need of knowing the strength of the system in terms

of its resource generation and its subsequent utilization. Chhattis Mauja Irrigation

System (CMIS), Shankarnagar, Rupendehi district in western development region

was selected for the best practice award in FY 1999/2000. The Trust officials

developed a standard format for the evaluation of the contesting FMIS based on the

questionnaire. Keeping account of the 24 questions contained in the questionnaire-

set, necessary weightage was given based on the selected theme, out of 20.00 full

marks. Accordingly, the three headings i.e., Description of WUAs, Information on

Award Theme and Economic Activities carried respectively 3.25, 9.00 and 7.75

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marks. On the basis of these criteria of evaluation, the process of scoring and short-

listing was undertaken. One of the CMIS scoring is shown in the table below:

SN DescriptionSpecificAllocation of

Score to Sub-

units

Weightage

A. Description of the WUAs

1. WUA registration statusRegistered 0.25

2.

Women representation in the

WUA

11.00

Total 1.25

B. Information on Award Theme

1.

Resource

mobilization

Internal resource

mobilization3.00

2.Minuting status

Written Minuting

System2.00

3. O&M rulesFull set of rules

(defined 5 Nos.) 2.00

4.

Rules

amendments

Rules amended

after formation2.00

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Total 9.00

C. Economic Activities

1.

Resource

generation

Internal resource

generation (water

fee collection,

donation, fine

collection,

provident funds

interest etc.

2.75

2.

Rules

implementation

Strict

implementation of

rules

2.00

3.

Status of bank

account

Bank account

opened1.00

4.Status of fund

Fund deposited

(provident/other)1.00

5.

Incremental

status fund

Fund status

increased (in few

years)1.00

Total 7.75

Grand Total (A+B+C) 18.00

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Conclusions:

System Strengths

The WUA has established rules and procedures for system O&M. These rules and

procedures are practiced by all concerned. The strengths of the WUA are briefly

described below.

Meeting Minutes

Three types of meetings are held in the central committee monthly meeting,

general body meeting and mass meeting. Monthly meetings are held in each

month. In addition to regular monthly meetings, extra meetings are also called on

to discuss specific issues arisen and activities to be carried out by the central

committee. General body meetings are held twice in a year, i.e. in the month of

Poush (December/January) and Srawan/Bhadra (July/August). Mass meeting with

participation of 648 representatives is held for two main purposes: (a) discussion

on the matters that are not authorized to take decision by the general body meeting

and (b) election of the central committee which is held every two years. Mass

meeting is generally held once in a year. The central committee properly

documents the minutes of all the meetings.

Strong Enforcement and Implementation of Rules and Criteria

The rules and criteria for effective participation by the user farmers are clearly

mentioned in its constitution. Since the WUA historically possesses strong

organizational coherence in implementing the set rules, the central committee is in

an advantageous position for effective enforcement of its rules and criteria in

system O&M. These are also being amended as per the contemporary needs. The

system has strict implementation mechanism of the rules. For example, if any

farmer violated the rules, s/he is either forced to contribute reasonable physical

labor while maintaining the system or pay required cash in the form of fine.

Similarly, if s/he does not comply with them, s/he is deprived from irrigation

facility for a defined period.

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Effective Resource Mobilization

The maintenance works in the system are done through mobilization of labor.

There is no cash mobilization for performing the works. This is equally applicable

to the maintenance works done by the central committee as well as the Mauja

committees. Every year, the WUA has to make great effort to maintain the intake

for diverting the water from the river. All Mauja committees assign a number of

Kularas, depending on their command area, in performing the maintenance works

of the intake.

Accountability

There is a clear-cut sharing of accountability for operation of canal systems

between the central committee and Mauja committees.

Account Keeping

The central committee maintains regular account keeping in a transparent manner.

Annual external auditing is regularly carried out.

Knowledge and Skill

Most of the central committee members have gained knowledge and skill for

system O&M through training programs. Some have also enhanced their skill by

performing as a resource person in effective labor mobilization for system O&M in

training programs conducted by other agencies.

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System Weaknesses

Despite strong and effective implementation of the rules in maintenance works,

some weaknesses of the WUA can be noted as mentioned below.

Limited Documentation of the Information

An effort has recently been made to prepare a list of user farmer members and

corresponding area served by the different branch canals. Hence, the

documentation of relevant information is in the beginning stage.

Lack of Adequate Fund for Emergency Maintenance

The management and administrative cost of the central committee and Mauja

committees are met by annual Khara and daily Khara paid by the absentee Kularas.

There is no regular fund generation mechanism practiced in the system. Hencethere is a great problem in generating fund for emergency works.

Traditional Method

Most of the functions of the WUA are confined to system O&M through labor

mobilization. The central committee members have felt the need of modernizing

the system in terms of resource generation and mobilization and improved

agricultural activities.

Lack of Interest Among Youths

The people of young generation do not take much interest in the system

management. People of this generation are encouraged much towards off-farm

employment in urban center or foreign countries. If this persists for long, this

system may be jeopardized some years later.

Suggestions:

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1 New areas for resource generation and mobilization are to be explored;

2 The cash flow either through farmers contribution or other new sources are to

be mobilized;

3 Role of WUA should be diversified and involve income generating activitiessuch as establishing rice mills and dealership of agriculture inputs.

4 The present level of resource generation can be increased by improving the

agricultural production and enhancing agricultural support services in

conjunction with crop diversification;

5 Large labor-intensive O&M cannot be continued for long. Therefore,

alternatives should be looked to improving the activity of labor in the system.

6 Irrigation structures should be improved in a way that farmers can operate

and maintain it easily;

7 Improving the quality of labor would help attract the young people toparticipate in the irrigation system management.

8 Telephone facility at the diversion structure and in the office of WUA and in

each Mauja should be installed to communicate fast on the operational needs ofthe system. These facilities can also be utilized as Pay Phone by local people.

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List Of Abbreviations:

O&M: Organization and Management

FMIS: Farmers Managed Irrigation Systems

WUA: Water Users Association

FMIST: Farmers Managed Irrigation Systems Promotion Trust

AMIS: Agency Managed Irrigation Systems

CMIS: Chattis Mauja Irrigation System

ha. : Hectares

case study on fmis in nepal

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