Thierry Facon

1. THE FUTURE OF LARGE RICE-BASED IRRIGATION SYSTEMS IN SOUTHEAST ASIAPROCESS AND OUTCOMES OF A REGIONAL WORKSHOP IN HO CHI MINH CITYOCTOBER 2005 Thierry Facon

2. Topics • The future of large rice-based irrigation systems in Southeast Asia • A new FAO methodology to improve irrigation management: MASSCOTE

3. THE FUTURE OF LARGE RICE-BASED IRRIGATION SYSTEMS IN SOUTHEAST ASIAPROCESS AND OUTCOMES OF A REGIONAL WORKSHOP IN HO CHI MINH CITY, OCTOBER 2005

4. Conveners and sponsors

5. Why this workshop • Regional Consultation - Modernization of irrigation schemes: past experiences and future options , Bangkok 1996 • Since 1999, modernization a major focus of FAO in Asia and especially SEA • Many interventions based on past and present models and new models have been tried • Change: trends have accelerated and consolidated and new challenges have emerged • New perspectives: multiples roles, poverty alleviation, water for food and the environment… • Changing context in the water sector • Renewed interest from governments and donors in agricultural water management • Often lack of vision in irrigation professionals • 1st Southeast Asia Water Forum: regional cooperation on the future of large irrigation systems Time to refresh our perspectives and define new road maps

6. Objective of the workshop To identify strategies, opportunities and interventions for the sustainable management of large rice-based irrigation systems in Southeast Asia over the coming decades To promote collaboration in the region among countries, stakeholders from different sectors, and national, regional and international organizations.

7. threecritical questions that will determine the character that large rice-based irrigation systems evolve over the next 20-25 years • How will agriculture, rice production and water resources management evolve in SE Asia? • What changes are required in irrigation service provision by the large rice-based irrigation systems and what new roles will they play? • How will on-going and expected reforms and investment programmes measure up against the projected needs of the region?

8. 50 Participants • national irrigation agencies and institutions, river basin and water resources management agencies and national water apex bodies, agriculture ministries and environmental agencies • academic and nongovernmental organizations from countries in the region • regional bodies and institutions such as MRC, AIT • IOs: FAO, IWMI, IRRI • World Bank, ADB • Centers of excellence and respected individual experts • Comprehensive Assessment of Water Management for Agriculture • environmental INGOs: IUCN, Wetlands International

10. Evaluation of 50 recommendations from 6 events • FAO 1996 Bangkok Expert Consultation on Modernization of Irrigation Schemes, • Fifth International ITIS Network Meeting, India 1998 • World Water Vision 2000 • INPIM/FAO IMT Email Conference(2001) • First and Second Southeast Asia Water Forums (2002 and 2005)

11. The most both implemented and effective recommendations: • Initial performance assessment and improved diagnosis (particular reference to the Rapid Appraisal Procedure and to benchmarking) • Provision of leadership in funding, action, and expertise in the development of improved design manuals • Better communication between farmers and irrigation management organizations

12. The most effective recommendations • Initial performance assessment and improved diagnosis • Technology must be embedded into management • The (early stage) implication of WUAs is critical to success • To facilitate more rapid acceptance of modernization, better sales arguments regarding benefits must be developed • Expansion of resources (funding, expertise, ideas) for training, exchanges, workshops and study tours

17. CONCLUSIONS FROM WORKSHOP FINDINGS AND RECOMMENDATIONS • modernization to increase flexibility, in river basin management context, delivering service needed by farmers, taking into account multiple functions, is more required than ever. • greater awareness, knowledge, effective tools exist, but very little successful modernization has taken place in Southeast Asia and we still have many classical projects. • Unless management adapts, the discrepancy between stated and actual management will widen: chaos will increase, etc.

18. new layers of complexity have been added to our understanding of irrigation and need to be managed. • Technology needs to be embedded in management • Design manuals need to be revised • Management needs to be professionalized (managers and WUAs). • Focus on operational management.

19. present institutional reform models need to be evaluated and overhauled to respond to new demands and characteristics of farmers. • Early involvement of users (WUAs) is critical • Capacity building of managers, intermediate service providers consulting firms, and various components of civil society will need to be substantially boosted. • Tools such as benchmarking and rapid appraisal procedure for investment and management

20. main focus: improvement of performance of existing assets. • new systems may be still developed: predominantly agrarian economies, types of systems with comparative advantages • their planning and appraisal process should be reformed to adhere to improved water governance, comparing other options to achieve the same objectives. • Evolution scenarii, objectives and strategies will vary greatly according to the types and socio-economic environment of the systems. • Non-rice drivers will play a very important role in their evolution.

21. Financing and multiple roles • Modernization should aim to secure reliable, equitable and predictable water supply and be responsive to individual needs of farmers where possible. Trust farmers to respond to such a water supply, e.g., through conjunctive water use. • Water-delivery systems need to be flexible (technically, institutionally) to deliver water to multiple uses (agriculture, environment, city, industry, energy generation), from entire river basins down to (within) large irrigation systems.

22. Financing and multiple roles • Financing (capital and O&M) needs to progressively move from subsidies to market-based incentives, and public-private cost-sharing mechanisms, as economies evolve (Early -> Transition -> Post-agriculture). • "Early economies" should anticipate for, "transition economies" should plan for, and "post-agriculture economies" should harmonize (social, cultural, institutional, and policy) water management for different ecosystem services within irrigation area and catchment.

23. Management and Institutions • Invest in professionalization of irrigation management through the establishment of continuous in-service training focused on operational management: • Training of today’s graduates who are tomorrow’s managers • Training at all professional levels within irrigation systems across all relevant disciplines. • Overseas secondment of irrigation managers within the region and in higher-income countries. • Practical trainings for farmer organisations/WUAs/Federations.

24. Management and Institutions • operationalise and mandate a suite of assessment and performance measures to continually upgrade and compare the effectiveness of service provision and the management of negative externalities, such as environmental impacts: • RAP • Benchmarking • Introduction of service related performance for irrigation service provider staff. • Public accountability – balance sheets • Improve and sustain monitoring, data collection and processing and management for improved service provision.

25. Management and Institutions • Existing PIM approaches should be diagnosed, and successful approaches and their contexts identified and replicated. • A key focus of initiatives to implement participatory management and management transfer should be on: • Minimizing the transaction costs relative to actual benefits of participation • Incentivizing participation and compliance of the irrigation service providers: • Self-financing arrangements • Functional WUAs and federations, with clear rights, responsibilities and programs of action in management and local investment. • To be effective, the service delivery of WUAs and Federations must be improved and support is required to realize this.

26. Design and Operation • Revise national design standards and operation manuals to take advantage of new knowledge in the irrigation sector and state-of-the-art technologies. • Replicable pilot projects to demonstrate modern technologies; learn from practical experience for a relative small cost. • Consider use of new donor lending instruments – e.g., adjustable program loan (APL) (longer time periods are needed to design and implement modernization programs; typical 5 year loans are too short).

27. Design and Operation • develop excellent "Water Control Engineering" programs in universities and engineering schools. • establishment of national/regional Centers of Excellence for irrigation modernization. • Regional training programs on Modernization and RAP for different levels of the organization: senior managers, operations staff, designers & engineers. • RAPs before any new investment for a diagnosis of the system, developing proper water management strategies, and benchmarking.

28. New large-scale irrigation projects • Comprehensive options and feasibility assessment. by a wide-ranging analysis which is ecologically, physically, politically, socially and culturally “logical” to guide analysis and debate when examining the feasibility of a project, before progressing into the formal “impact assessment” process. • From the initial stage of development, it is important to visualise the trajectory of how changes might occur. • Projects should be planned, built and operated within a governance regime that embodies social justice ethics, is transparent, and participatory. Participation in irrigation governance should be open to representatives of affected communities and interest groups. • The water rights and responsibilities of all stakeholders should be openly negotiated and established, with equity and sustainability being primary considerations. • Management arrangements for a new project should include, from the beginning, credible representatives of different stakeholder groups.

29. New large-scale irrigation projects • Local capacity development. If a new project is proposed, it is essential to increase efforts to boost the capacity of local stakeholders playing many different roles: local decision makers, public authorities, local consulting firms and engineers, user groups, local civil society organizations and universities Supporting the development of this capacity needs to be factored into any new project. • Finance. An adequate financial strategy must be put in place. The finance for complete construction must be ensured. Beyond construction, there must be a plausible strategy to ensure the availability of funds to meet full O&M costs, drawn from all project beneficiaries. • Monitoring impact on ecosystem and livelihoods: year-round effect of a project on the hydrology and wider environment; impact, whether positive or negative, on the livelihood of all affected peoples.

30. new recommendations From: • generation of both positive and negative externalities by accident • development of autonomous farmers’ responses by neglect To: • explicit management of multiple roles • recognition of farmers’ service and other objectives, of their contributions to overall efficiency and productivity (e.g. By pumping) • search for the most practical, economical options on where, how and at which levels (main system, intermediate distribution, farmers, conjunctive use, etc.) to locate improvements for service delivery.

31. MASSCOT From RAP to MASSCOTE

32. Appraisal Modernization

33. From RAP to MASSCOT to Modernization of Irrigation Systems? MASSCOT • Trainings and RAPs in 30 Asian systems confirmed: • The extent of the problem of poor service and performance • Operation issues and vast potential there for targeted improvements in operation, supporting hardware, and resource allocation • The need of additional tools to assist managers in elaborating more detailed plans • Other considerations: • Multiple roles, multiple uses, conjunctive use… • Need for differentiation: heterogeneity of “context-service-physical capacity” is the norm not the exception. Heterogeneity is even further increasing with service oriented management (more diversified)! • Cost-effectiveness

34. 1. From RAP to MASSCOTE MASSCOT Unit = Homogeneous for Capacity/Sensitivity/vulnerability Perturbation Network/Water Service Demand for service/operation Cost of operation Practical considerations  cost effective compromise between hydraulic/operation constraints and diversified services But unitary procedures will help dealing with this, together with simpler and more flexible operation

35. PLAN FOR MODERNIZATION MONITORING & EVALUATION (10) INTEGRATING SOM OPTIONS (1) RAP (9) OPERATION IMPROVEMENTS/UNITS (2) CAPACITY & SENSITIVITY (8) DEMAND for OPERATION (3) PERTURBATIONS (4) WATER ACCOUNTING (7) MANAGEMENT UNITS (6) SERVICE TO USERS (5) COST of OPERATION

36. THANK YOU FOR YOUR ATTENTION