ARBAMINCH UNIVERSITY

INSTITUTE OF WATER TECHNOLOGY

FACULTY OF WATER RESOURCE & IRRIGATION ENG’G

Organization & Management of Irrigation System

 4. Organization & Management of Irrigation System

4.1. Components of ISs

o Irrigation and drainage is a
complex mixture of
technical, institutional,
economic, social and
environmental processes.
o Figure 4.1 shows a useful
categorization of domains in
relation to irrigated
agriculture that includes:
 technical,
 institutional,
Figure 4.1: Domains related to irrigated
 economic, agriculture (Burton, 2010) 2
 Organization & Management of IS....(Cont’d)
• Technical domain covers the physical infrastructure related to
I & D systems such as;
canals,
drains,
roads,
field layouts, etc.,
• Besides that it may also includes analysis of the physical
environment to facilitate the design, construction and
implementation of the I&D system.
• Institutional domain covers the political, legal and
organizational frameworks influencing irrigated agriculture

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 Organization & Management of IS....(Cont’d)
• Social domain covers the interaction of people within the
irrigation schemes and the ways that they live and work
together.
• Economic domain covers the financial and economic aspects
of irrigated agriculture,
 the cost and value of inputs,
 the value of resources and outputs.
• Environmental domain covers the physical environment
impacted by the scheme and the health issues related to I & D
systems.
• The summary of the components in each of these domains, are
given in Table 4.1 as suggested by Burton (2010)
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 Organization & Management of IS....(Cont’d)
Domain Components
Technical Physical conditions related to design and operation (climate,
topography, soil, water resources), Physical infrastructure
(irrigation and drainage systems, roads, housing, etc.)

Institutional Political systemLegal frameworkOrganizations and organizational

structures and functions

Economic MarketsMarket priceDevelopment and operational costsEconomic

development and livelihoodsEmployment opportunities

Social PeopleCommunities and social structuresSocial norms (religion,

attitudes, patterns of behaviour)

Environmental Impact on the water environment (downstream flows, water

quality)Water-logging and salinityHealth issues

5
Table 4.1: Outline of components within each domain (Burton, 2010)
 Organization & Management of IS....(Cont’d)
4.2.Irrigation management
and management cycle
• Management can be
described as the organized
use of resources, in a given
environment, for the planning,
operation and monitoring of
certain tasks to convert inputs
into outputs according to set Figure 4.2: Essential management process
objectives.
• Figure 4.2 shows the
relationship between the key
management processes
involved in converting inputs
into outputs.
6
•
 Organization & Management of IS....(Cont’d)
• These processes can apply at different levels within the
irrigation and drainage sector;
• at the national level the objectives may be to increase
agricultural production and farmer livelihoods,
• at the system level the objectives will be to supply irrigation
water in a reliable, adequate and timely manner to suit
farmers’ needs,
• similarly to remove drainage water in an adequate and timely
manner.
• To achieve the stated objectives plans have to be prepared;
 these may be longer-term at the national level, and
 seasonal or annual at the system level.
• The time span for implementation will similarly vary, with 7 the
 Organization & Management of IS....(Cont’d)
• Measurements need to
be made of key
performance indicators to
see if the implementation
is proceeding according to
Input Output
plan
• At the end of the cycle an
evaluation should be
carried out to ascertain if
the objectives have been
satisfied, and adjustments
made, if required, to either
the objectives or the plan.

Figure 4.3: Management cycle

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 Organization & Management of IS....(Cont’d)
• Economic domain covers the financial and economic aspects of
irrigated agriculture, the cost and value of inputs, resources and
outputs.
• Four basic functions that describe management activities are:
 planning,
 organizing,
 leading and
 controlling
• These activities are briefly described as follows:
 Planning:
• Define where the organization wants to be in the future and how
to get there.
• This means defining objectives and targets, establishing
9
 Organization & Management of IS....(Cont’d)
 Organizing:
• Follows planning and reflects how the organization tries to accomplish
plan.
• It involves determining;
 what tasks are to be done,
 by whom,
 how the tasks are to be grouped,
 who reports to whom
 where what decisions are to be made, and
 the allocation of resources.
 Leading:
• Motivating sub-ordinates, directing, selecting most effective communication
channels and resolving conflicts
 Controlling:
10
• Monitoring activities to keep the organization on track towards its goals correcting
 Organization & Management of IS....(Cont’d)
• In the irrigation and drainage sector the key management
functions include:
 identifying, setting and monitoring of objectives
 operating and maintaining the I & D system
 accounting and finance
 employing, managing and motivating staff
 administration
 managing human resources, including training;
 legal issues;
 public relations.

11
 Organization & Management of IS....(Cont’d)
4.3. Organizations of irrigation management &
objectives
• Service oriented management requires an organization which
can respond quickly to the users requirements
• This implies that the decision makers and agency personnel
should be close to the users and open to their needs
 This requires a minimal bureaucracy & maximal effectiveness
of the agency in dealing with the clients
• For a small organization (2-4 peoples), the relationships b/n the
various members of the organization are clearly understood
• When organization is larger, the organizational structure gives
the pattern of authority and communication.

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 Organization & Management of IS....(Cont’d)
• The shape of an
organizational structure can
be presented in a pyramid of
kind A, B or C as shown
• The height & the gradient in
organizational structure
reflect and affect the ease of
cooperation &
communication within the
organization.
• The height of the pyramid
depends on the number of
levels and the distance
within and between levels.
• The base of the pyramid Figure 4.4: Alternative shape of organizational
depends on the number of pyramids
functions the organization
carries out & the
13
geographical dispersion.
Organization & Management of IS....(Cont’d)
• The physical structure of
irrigation systems is relatively
similar across variations in
size and technology.
• The main difference found in
the layout of the systems is in
the number of levels of
operation and organization.
• This defined by the hierarchy
of points at which water can
be divided and controlled.
• Irrigation system by their
number of levels of operation
& organization: filed level,
tertiary unit, secondary units, Figure 4.5: Irrigation system structures by number of
sub-units and system level. levels 14
 Organization & Management of IS....(Cont’d)
 Management framework
• At the scheme level three levels of management can be
identified:
 the main system level,
 the tertiary unit level and
 the field level.
• In the simplest format, the main system is managed by a
government agency, the tertiary unit is managed by a WUAs &
the farmer manages at the field level.
• There are variations to this structure, for example a state farm,
where the entire scheme is managed by one management entity.
• In many cases, the scheme-level management is part of a wider
management structure
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 Organization & Management of IS....(Cont’d)
 Higher order management
structure
• The management framework, both at the
scheme and higher levels, has a significant
impact on the way in which individual I&D
systems are managed
• In Countries where irrigation is relatively
extensive, an area-based organizational
structure is generally adopted
 national-level headquarters responsible for
overall manag’t & administration
 regional & district offices responsible for
manag’t at their respective levels
 district office manage several systems
within its administrative boundaries
• It is common for the district boundaries to
follow local administration, rather than
hydraulic boundaries Figure 4.6: Typical location of irrigation
management agency (Burton, 2010)
 I&D system which cuts across these
boundaries may be managed by two or more 16
District Offices
 Organization & Management of IS....(Cont’d)
• In countries where irrigation is
not extensive, an alternative
organizational structure is
often adopted
• In these cases there is an
office on each scheme, with a
management team dedicated
solely to that scheme
• In addition to operating &
maintaining the I&D system,
management may also be
responsible for other
functions,
 provision of agricultural inputs
 provision of machinery, Figure 4.7: Management components of irrigated
 provision of crop storage and farming system 17
 Organization & Management of IS....(Cont’d)
• At national level the key management roles include;
 policy formulation
 budget allocation
 planning and sourcing finance for further dev’t & rehabilitation
 specification of work functions & staffing for lower-order management
units
 general overall management control and performance monitoring &
evaluation.
• Besides that the Headquarter Managment Team work with other
Ministries to coordinate programmers to support irrigated
agriculture
• A key task at the national/state level is to obtain an adequate
budget for management, operation & maintenance of I&D system
 this generally requires presenting a convincing argument to the Ministry
18
of Finance and Government
 Organization & Management of IS....(Cont’d)
• At regional level, the management functions relate to oversight &
coordination of the lower-order (district) management units
 Funds are generally dispersed from the national level to the regional
offices, and then on to the district level.
• Regional office will be responsible for monitoring the
performance of the District offices, in terms of their; technical,
financial, administrative functions, and reporting back to the national
level
 Annual reports for each region & district are a useful means of
institutionalizing performance assessment & monitoring at the different
levels
• the core task of operating and maintaining the main system is the
responsibility of I & D agency District Office, the Scheme Office, or
WUA or FWUA Office. Eg;
 India, China, Egypt, Indonesia & Sudan the main system is managed by
gov’t agencies
19
 Mexico & Turkey, the manag’t of the main system handed over to WUAs
 Organization & Management of IS....(Cont’d)
• The main management functions at this level relate to ensuring
adequate operation and maintenance of I&D system
• an assessment should be done at the start of each season of
the anticipated irrigation demand & checking that this can be
matched by the anticipated supply.
 If anticipated dd exceeds anticipated ss then the demand must be
reduced, How?
 by reducing the area irrigated or the area of high water-demanding crops

• There also need to be procedures for matching supply to

irrigation demand for each time period during the irrigation
season
• A typical I & D agency organizational structure for
management at this level is shown in Figure 4.8.
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 Organization & Management of IS....(Cont’d)
• The organizational structure &
command areas covered vary from
country to country
• In this example the main unit is a
district office responsible for
approximately 30,000 ha, with
administration, finance & O&M
departments
• Below the District Office there might
be Section Offices responsible for
irrigated command areas of
approximately 5000 ha
• In each Section Office there are
typically two or three office staff, six
to eight Water Masters, and several
gatekeepers & labourers
• The gatekeepers are assigned to
major headworks and to water
master’s command area where they Figure 4.8: Example of I & D agency manag’t
will adjust and monitor the tertiary structure for dispersed irrigation and drainage
21
schemes (Burton, 2010)
 Organization & Management of IS....(Cont’d)
 Tertiary unit (on-farm) level management structure
• Management at the tertiary unit/on-farm level is carried out by
water users associations
• Some of these associations have been formed in recent years
under project programmes, in other cases, they having been
formed by farmers themselves
• Cooperation & management at this level are crucial if the best
use is to be made of the water delivered from the main system
• Cooperation is required in agreeing on irrigation turns &
maintaining channels;
• Management is required to;
 organize meetings with water users
 collect requests for irrigation water
 organize schedules
 organize & supervise maintenance work 22
 Organization & Management of IS....(Cont’d)
• The core body of WUA is the
General/Representative Council to
which the WUA Management Board &
committees report
• The Management Board oversees the
WUA Executive, whic comprises an
Executive Director, Accountant, O&M
Engineer & field staff
• In an Association with a General
Assembly, all members attend the
Annual General Meeting and other
general meetings
• In Association with a Representative
Assembly, representatives will be
elected by groups of farmers within
the WUA command area and attend
meetings and report back to them
• These representative groups are
hydraulically based, usually on Figure 4.9: Typical management structure for
channel commands supplying 30–40 23
a Water Users Association
 Organization & Management of IS....(Cont’d)
 Field level management structure
• The management structure at the field level is relatively
straightforward as it comprises;
 the farmer,
 his or her immediate family,
 extended family, neighbours and
 employed labour
• In smallholder irrigation schemes a large part of the farming
activities are carried out by;
 the farmer and
 his/her immediate family and
 extended family
• Assistance may be sought from neighbours and other villagers
24 at
 Organization & Management of IS....(Cont’d)
 Setting management objectives
• In any organization it is important to be clear about its purpose and
objectives
• In a commercial organization the purpose is to make money and
remain in business
• In a public sector organization the purpose will generally be more
socially oriented
• In a public sector, I&D agency for example, the purpose of the
organization may be to stimulate social and economic development in
rural areas
 through provision and support of irrigated agriculture
• Senior management needs to identify the purpose, objectives and
strategy for the organization
• The purpose sets out the primary goal(s), the objectives identify key
achievements that are required to reach the goal and the strategy25sets
 Organization & Management of IS....(Cont’d)
• A simple set of questions can be
used to prepare the purpose,
objectives & strategies for an Questions Implications
organization Evaluation and
Where are we now?
• Within the irrigation sector the appraisal
purpose & objectives will vary at the Where do we want to Vision, purpose and
different levels be? Objectives
How are we going to
• At the national level government get there?
Options and choices
may be interested in using its land
Which way is best? Strategy
and water resources to satisfy a
number of objectives How do we ensure Implementation and
• it may support irrigation development arrival? control
to increase agricultural production
and create employment and sustain
the livelihoods of rural communities
• Table 4.2 summarizes some of the
possible objectives at different levels
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 Organization & Management of IS....(Cont’d)
Table 4.2: Possible objectives at different levels in the irrigation & drainage sector
Level Possible objectives
National  To increase national agricultural production
 To provide the population with agricultural products
 To achieve self-suffi ciency in food
 To supply industry with raw materials
 To generate foreign exchange earnings
 To create employment
 To limit rural migration to cities
 To raise the income of the rural poor and to achieve a more
equitable income Distribution
 To establish social stability or social control
 To maximize agricultural output
I&D schemes  To maximize the number of people settled on the
irrigation/drainage scheme
 To maximize the financial return on the capital investment in
infrastructure
 To maximize the financial return to farmers
 To make efficient and productive use of land and water resources
 To provide security against drought and famine
 To minimize adverse environmental impacts
 To cover the MOM costs through service fee recovery from water
users
I&D system  To provide an adequate level of service to water users
managers  To opti mize water distributi on and minimize water losses
 To avert or minimize water-logging and salinization
 To recover MOM costs
 To maintain the irrigation and drainage infrastructure
 To manage and motivate staff
 To balance the accounts each year
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Water users  To liaise with water users to keep them involved, informed and
Organization & Management of IS....(Cont’d)
I&D system  To provide an adequate level of service to water users
managers  To optimize water distribution and minimize water losses
 To avert or minimize water-logging and salinization
 To recover MOM costs
 To maintain the irrigation and drainage infrastructure
 To manage and motivate staff
 To balance the accounts each year
Water users  To liaise with water users to keep them involved, informed and
associations committed to the Association
 To liaise with the main system service provider and obtain
reliable, timely and adequate water supplies
 To provide an adequate level of service for water delivery
 To maintain the on-farm system
 To recover the MOM costs
 To balance the books of the Association each year
Farmers  To have a secure and stable life for themselves and their families
 To be self-sufficient in food production
 To earn a decent living (through the selling of agricultural
products)
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 Organization & Management of IS....(Cont’d)

• Figure 4.10 shows a

linked hierarchy of
objectives at different
levels.
• Understanding such
linkages helps to
understand where
interventions can be
made to improve the
performance of I&D
schemes

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Figure 4.10: Hierarchy of objectives (FAO, 1982)