Social Engineering and Livelihoods Promotion Plan for Sustainable Management of Lift Irrigation Schemes

Social Engineering and Livelihoods
Promotion Plan for Sustainable
Management of Lift Irrigation Schemes
Operational Manual
July 2008
Authors:
Dr. Joseph Plakkoottam
Dr. N. Sai Bhaskar Reddy
Andhra Pradesh State Irrigation Development Corporation Limited
(A State Government Undertaking)
Regd. Off. #8-2-674/2/B, Road No.13, Banjara Hills, Hyderabad 500034
E-mail: mdapsidc@yahoo.com

Operational Manual for Social Engineering and Livelihoods Promotion for Sustainable LI Schemes -- APSIDC ii
OPERATIONAL MANUAL FOR SOCIAL ENGINEERING AND LIVELIHOODS
PROMOTION PLAN............................................................................................................. 1
1 SOCIAL ENGINEERING AND LIVELIHOODS PROMOTION FOR
SUSTAINABLE MANAGEMENT OF LIFT IRRIGATION SCHEMES ....................... 3
1. 1 INTRODUCTION .......................................................................................................... 3
1. 2 SUSTAINABILITY OF LIFT IRRIGATION SCHEMES........................................................ 4
1. 3 POLICY INTERVENTIONS OF THE GOVERNMENT ON LI SCHEMES............................. 5
1.3. 1 Construction and Commissioning of LISs up to 10,000 acres’ ayacut............. 5
1.3. 2 Handing over of LI schemes to Farmers’ Committees ..................................... 5
1.3. 3 Revival of defunct LI Schemes ......................................................................... 5
1.3. 4 Providing dedicated power lines to LI Schemes having HT power supply....... 6
1.3. 5 Social Engineering for Sustainability of LI Schemes........................................ 6
1.3. 6 Corpus Building for Self-Sustenance................................................................ 7
1. 4 ACHIEVEMENTS OF APSIDC.................................................................................... 7
1. 5 THE CHANGING ROLE OF APSIDC ........................................................................... 8
1. 6 SOCIAL ENGINEERING IN LI SCHEMES ..................................................................... 9
1.6. 1 Critical issues to be addressed in social engineering..................................... 10
1.6. 2 Social Engineering Cell in APSIDC ............................................................... 11
1. 7 SELECTION OF SCHEMES FOR SELP...................................................................... 12
2 SOCIAL ENGINEERING AND LIVELIHOODS PROMOTION
IMPLEMENTATION PLAN .............................................................................................. 13
2. 1 MISSION OF APSIDC IN SELP .............................................................................. 13
2. 2 LOGICAL FRAMEWORK FOR SELP IN LI SCHEMES ................................................ 13
2. 3 COMMUNITY MOBILIZATION STRATEGY FOR LI SCHEMES ..................................... 19
2.3. 1 Why is community mobilization vital?............................................................ 19
2.3. 2 Community mobilization in LI schemes.......................................................... 19
2.3. 3 Farmers’ Associations manage LI schemes and pay for O&M...................... 21
2.3. 4 Role of secondary stakeholders in community organisation .......................... 21
2. 4 LIVELIHOODS PROMOTION IN LI SCHEMES............................................................. 22
2.4.1 Sustainable livelihoods framework................................................................. 22
2.4.2 Livelihoods promotion in LI Schemes............................................................. 22
2.4.3 Sustainable agriculture................................................................................... 23
2.4.4 Crop planning and water budgeting............................................................... 23
2.4.5 Ecofarming...................................................................................................... 24
2.4.6 Increasing productivity and value addition.................................................... 24
2. 5 CAPACITY BUILDING FOR SUSTAINABLE FARMER MANAGED LI SCHEMES .............. 27
2.5.1 Training and extension ................................................................................... 27
2.5.2 Capacity building in social and institution development................................ 28
2.5. 3 Capacity building on operation and maintenance of LI schemes................... 30
2.5. 4 Agricultural training programmes.................................................................. 31
2. 6 PARTICIPATORY PERFORMANCE MONITORING SYSTEM (PPMS)......................... 32
2.6. 1 What is PPMS? ............................................................................................... 32
2.6. 2 Methodology ................................................................................................... 33
2.6. 3 Developing Performance Indicators............................................................... 34
2.6. 4 Role of PPMS in Sustainability of LI Schemes ............................................... 38

Operational Manual for Social Engineering and Livelihoods Promotion for Sustainable LI Schemes -- APSIDC iii
2.6.5 Benchmark Studies.......................................................................................... 38
2.6.6 Rating scale for performance assessment of LI schemes................................ 41
2.6.7 Case Studies.................................................................................................... 41
2.6.8 Thematic Studies............................................................................................. 42
2.6.9 Self-Monitoring by Farmers’ Association ...................................................... 44
2.6.10 GIS / GPS / RS Applications for Spatial and Temporal Data......................... 45
2.6.11 Longitudinal Study.......................................................................................... 45
2.6.12 Audio – Visual Documentation....................................................................... 45
2.6.13 Internal Process Monitoring........................................................................... 45
2.6.14 Impact Assessment and Evaluation................................................................. 45
3 INSTITUTIONAL ARRANGEMENTS FOR SELP IMPLEMENTATION ......... 47
3. 1 PROJECT MANAGEMENT.......................................................................................... 47
3.1.1 Social engineering cell.................................................................................... 47
3.1.2 Resource persons and agencies ...................................................................... 47
3.1.3 Support Organisations.................................................................................... 47
3. 2 ROLES AND RESPONSIBILITIES OF PRIMARY AND SECONDARY STAKEHOLDERS .... 49
3.2.1 Responsibilities of Farmers’ Committee in water distribution....................... 50
3.2.2 Books and records to be maintained by FC.................................................... 50
3. 3 SELECTION OF SUPPORT ORGANISATIONS ............................................................ 52
3.3.1 Eligibility Criteria for SOs ............................................................................. 52
3.3.2 Prioritization of SOs ....................................................................................... 53
3.3.3 Exclusions from being SOs ............................................................................. 54
3.3.4 Human resources requirement........................................................................ 54
3.3.5 Performance Evaluation of SOs...................................................................... 58
3.3.6 Operational Unit of SOs ................................................................................. 58
3.3.7 Memorandum of Understanding between SO and APSIDC ........................... 58
3.4 ROLE OF APSIDC AND THE GOVERNMENT ........................................................... 59
3.4.1 Role of the Social Engineering Coordinator .................................................. 59
3.5 BUDGET FOR SO’S INPUTS ..................................................................................... 60
4 SELP IMPLEMENTATION PROCESS.................................................................... 62
4.1 PHASING OF SELP IMPLEMENTATION .................................................................... 62
4.2 TIME LINES IN SELP IMPLEMENTATION PROCESS.................................................. 62
4.3 THE SELP IMPLEMENTATION PROCESS ................................................................. 68
4.3.1 Physical Capital Development Activities........................................................ 68
4.3.2 Social Capital Development Activities............................................................ 69
4.3.3 Human Capital Development Activities.......................................................... 71
4.3.4 Financial Capital Development Activities...................................................... 72
4.3.5 Natural Capital Development Activities......................................................... 74
4.3.6 Environmental Capital Development activities .............................................. 74
4. 4 SELP ACTION PLANNING PROCESS ........................................................................ 76
4. 5 BUDGETING FOR SELP PLAN EXPENDITURE.......................................................... 79
4. 6 MONITORING OF KEY RESULT AREAS...................................................................... 80

Operational Manual for Social Engineering and Livelihoods Promotion for Sustainable LI Schemes -- APSIDC iv
Glossary of acronyms and abbreviations
AEE Assistant Executive Engineer
AGP Assistant Geo Physicist
AHG Assistant Hydro Geologist
AMC Annual Maintenance Contract
ANGR(AU) Acharya N G Ranga Agricultural University
APFMIS Andhra Pradesh Farmer Managed Irrigation Systems (Act)
APWELL Andhra Pradesh Groundwater Borewell Irrigation Scheme
APSIDC or IDC Andhra Pradesh State Irrigation Development Corporation
APMACS Andhra Pradesh Mutually Aided Cooperative Society
I & CAD Irrigation & Command Area Development (Department)
CD Central Division
CSE Community Social Engineer
DEE Deputy Executive Engineer
DFID Department for International Development
DP Dedicated Power (supply)
EE Executive Engineer
FA Farmers’ Association
FCRA Foreign Contributions Regulation Act
FGD Focus Group Discussion
GIS Geographic Information System
GoAP Government of Andhra Pradesh
GPS Geographic Positioning System
HP Horse Power
HT High Tension
ID Irrigated Dry (crops)
INM Integrated Nutrient Management
IPM Integrated Pest Management
KWD Krishna Water Division
LI(s) Lift Irrigation (Schemes)
MACS Mutually Aided Cooperative Societies (Act)
MI Minor Irrigation
MoA Memorandum of Agreement

Operational Manual for Social Engineering and Livelihoods Promotion for Sustainable LI Schemes -- APSIDC v
NGO Non-Government Organisation
NSP Nagarjuna Sagar Project
O&M Operation and Maintenance
OU Operational Unit
PPMS Participatory Performance Monitoring System
PRA Participatory Rural Appraisal
RS Remote Sensing
SC Scheduled Caste
SEC Social Engineering Coordinator
SELP Social Engineering and Livelihoods Promotion
SHGs Self Help Groups
SO Support Organization
ST Scheduled Tribe
ToR Terms of Reference
VC&MD Vice Chairman & Managing Director
WUA Water User Association

Operational Manual for Social Engineering and Livelihoods Promotion for Sustainable LI Schemes -- APSIDC vi
In order to be both productive and
sustainable, water users associations
(WUAs) require a transparent environment
of support, opportunity and incentives. This
requires more than the conventional
approach of merely establishing WUAs and
rehabilitating irrigation systems. It requires
empowerment of water users, long-term
capacity building, and opening of financial
and productive opportunities. In developing
countries, such changes will normally
require reforms in government agencies,
new roles for the private sector and
establishment of federations and networks
of WUAs. The range of factors that should
be in place in order for WUAs to become
productive and sustainable is larger than
has normally been employed in PIM
programs.
-- Douglas L. Vermillion

Operational Manual for Social Engineering and Livelihoods Promotion for Sustainable LI Schemes -- APSIDC 1
Operational Manual for Social Engineering and Livelihoods
Promotion Plan
This Operation Manual provides the guidelines and descriptive notes for Social Engineering
and Livelihoods Promotion for the Lift Irrigation Schemes being handed over to Farmers’
Associations for operation, maintenance and management. The same guidelines are also
applicable for the new LI schemes being implemented by APSIDC for which funds for social
engineering and livelihoods promotion are already included in the cost estimates.
The operational manual is meant mainly to guide the secondary stakeholders, viz., the staff
of APSIDC and the Support Organisations which are contracted for community mobilization
and capacity building of the primary stakeholders -- the farmers and farmers’ committees --
in this process.
This manual contains two parts produced as separate documents. This document contains
Part I in four chapters:
Chapter 1 contains the background to Social Engineering and Livelihoods Promotion (SELP)
for Sustainable Lift Irrigation Schemes Management. It includes notes on policy
interventions of the government on handing over of LI schemes to farmers’ associations;
achievements of APSIDC in creation of irrigation potential and the move towards social
engineering and livelihoods promotion; and the criteria for selection of LI schemes for
initiating SELP Implementation.
Chapter 2 provides concept notes and details on SELP implementation plan including the
mission of APSIDC, the logical framework, community mobilization strategy, livelihoods
promotion strategy, capacity building strategy, and Participatory Performance Monitoring
System (PPMS) for sustainable farmer managed LI schemes.
Chapter 3 on institutional arrangements discusses guidelines, principles and descriptions on
project management, roles and responsibilities of primary and secondary stakeholders,
selection of Support Organisations (SOs), the role of APSIDC and budget for SO’s inputs.

Chapter 4 on SELP implementation process discusses phasing, timelines, implementation
process (detailing activities in the livelihoods capitals framework), action planning, budgeting
and monitoring of key result areas.
Part II of this manual, which is being produced as a companion document, contains all the
various formats required for baseline, action plans, progress monitoring and learning. Data
are to be collected at the appropriate level for planning, and progress and performance
monitoring.

1 Social Engineering and Livelihoods Promotion for
Sustainable Management of Lift Irrigation Schemes
1. 1 Introduction
Over the years, development, operation and maintenance of irrigation systems were
undertaken by government agencies. Irrigation water has contributed to increase in
agricultural productivity. Irrigation systems have performed below par over the years due to
a variety of reasons such as low water charges, inadequate monitoring systems and lack of
stakeholder participation. In order to improve the efficiency of irrigation systems,
Participatory Irrigation Management has emerged as the new paradigm, where the water
users become the primary stakeholders, with the government departments remaining
technical facilitation agencies. Water Users Associations are now universally accepted
institutions formed to take over management of irrigation systems.
In India, Andhra Pradesh is a leading state in implementing PIM. The legal and institutional
structures for WUAs are in place through the Andhra Pradesh Farmer Managed Irrigation
Systems Act (1997) and its Rules and Regulations (2004). While WUAs have been formed
in the major and medium irrigation sectors in the state, it has not been fully implemented in
the minor/lift irrigation schemes. Therefore, the Government has decided to empower the
farmers benefiting from Lift Irrigation (LI) schemes through social engineering process
before handing over the schemes to these institutions to own, operate and maintain.
Since its inception in 1974 APSIDC has constructed nearly 1474 LI schemes. These
schemes were handed over to ad hoc committees of farmers’ groups in 1996. Additionally,
130 schemes under the Minor Irrigation department and the Nagarjuna Sagar Left Canal
were handed over to APSIDC in 2004 and 2005 to rehabilitate and hand over to Farmers’
Associations. After handing over the LI schemes to Farmers’ groups, it is envisaged that the
role of APSIDC would be that of a technical service provider as and when necessary to the
WUAs of the LI schemes.

But in the field situation, the sudden transfer of schemes to the Farmers’ Associations,
followed by drought situation and electricity problems added with lack of proper social
engineering activity, the functioning of LI schemes are not up to the mark. Therefore a
comprehensive look is taken for sustainable LI scheme management.
The total potential available for LI Schemes in the State under Minor Irrigation sector is more
than 10 to 11 lakh acres. As 8.50 lakh acres have already been covered under the existing
schemes and the ongoing schemes are expected to cover another 2.0 lakh acres. The
saturation level for building new schemes may be reached in the next 5 years. Thereafter
the APSIDC’s role would be primarily consolidating the gains of the commissioned schemes
by focusing on command area development. The outlook for APSIDC would essentially be
that of a facilitator for efficient water management and promotion of livelihood activities.
APSIDC should therefore plan to channelise its resources and train its personnel in this
direction gradually in the coming years.
1. 2 Sustainability of lift irrigation schemes
Productivity in the context of lift irrigation can be defined both in agronomic and economic
terms. Agronomic productivity is the relative amount of agricultural output produced per unit
of water, land, or labor. Economic productivity is the value of output produced per unit of
water, land, or labor. In many areas, as competition for water rises, productivity per unit of
water is becoming a more limiting factor of production than productivity per unit of land.
Irrigation systems and Farmers’ Associations are sustainable if the irrigation system is able
to maintain adequate levels of productivity for the long-term in partnership or in interaction
with the government, third party service providers, purchasers of agricultural products and
the environment.
Socio-economic, agronomic, hydraulic and environmental aspects are interdependent in
shaping the sustainability of irrigation and irrigated agriculture. A sustainable irrigation
system has the capability to cope with extreme events such as flooding, drought, waste
discharge, and siltation and minimize harmful environmental impacts, realize financial and
economic efficiency and adopt new technology as needed.

The objectives of social engineering are:
a. To mobilize community in participatory water resource planning to fulfill the
contemplated ayacut of LI Schemes and maximize output.
b. To inculcate sustainable water management practices through participatory methods
and capacity building exercises
c. To empower and facilitate community for management, operation and maintenance
of the schemes with an emphasis on social equity
1. 3 Policy interventions of the Government on LI schemes
In 2004, the AP Government took several major decisions to make LI schemes sustainable.
These decisions are summarized in this chapter.
1.3. 1 Construction and Commissioning of LISs up to 10,000 acres’ ayacut
For now, APSIDC continues to be the sole agency responsible for implementing all LI
Schemes up to 10,000 acres of command areas, with specific goals of building new
schemes wherever feasible and necessary; and also to ensure proper management of the
schemes. In tune with this policy APSIDC has already been ordered to take over LI
Schemes built and managed hitherto by other Departments such as Minor Irrigation
APSIDC shall not take up any bore well irrigation schemes, in view of optimal development
of groundwater development in the State, but continue to consider building up of infiltration
wells wherever feasible and necessary.
1.3. 2 Handing over of LI schemes to Farmers’ Committees
All LI schemes constructed by APSIDC are to be handed over to the Farmers’ Committees
for their operation and maintenance.
1.3. 3 Revival of defunct LI Schemes
It is noticed that a large number of schemes over a period of time have either become
dormant or found to be plagued with numerous problems primarily on account of their poor

management and other reasons such as drought, aging of motors, and irregular power
supply. During 2002-03, the Government ordered the revival of 573 defunct LI Schemes.
Most of these have already been revived, while a few are at various stages of revival. The
Government has been receiving a number of representations from the Public
Representatives as well as farmers for revival of several more LI Schemes either partly
functioning or totally defunct. The second phase of revival of 149 LI Schemes had been
ordered during September 2007.
1.3. 4 Providing dedicated power lines to LI Schemes having HT power supply
There have been a large number of representations for providing dedicated power lines to
the LI Schemes built by APSIDC as well as other agencies like Minor Irrigation Department.
All LI Schemes where the installed capacity of pump sets is 75 HP or more, dedicated
power lines shall be provided to enable the farmers to get 16 hours power supply, so that
ayacut envisaged under the scheme is fully irrigated.
In all ongoing schemes, the cost of dedicated power lines is incorporated into the project
cost and 334 commissioned schemes are being provided with DP as per government
decision. This ensures dedicated power supply to almost 75 percent of the ayacut of LI
schemes.
1.3. 5 Social Engineering for Sustainability of LI Schemes
Operation and Maintenance of LI Schemes
All LI Schemes commissioned by APSIDC shall be handed over to farmers committees after
commissioning of the schemes duly completing the process of training and capacity building
for the farmers’ committees. APSIDC would utilize funds available under 0.5% of the cost of
the scheme incorporated in the estimate for capacity building and to impart training to the
committees for operation and maintenance of the LI Schemes including technical aspects
like O & M of pump sets, water distribution, book keeping, selection of cropping pattern etc.,
before the schemes are handed over to the beneficiary committees for their regular
operation and maintenance.
Involvement of Support Organizations in social engineering

APSIDC has been involving competent NGOs and Resource Agencies as Support
Organizations in Social Engineering programme primarily for the purpose of community
mobilization and capacity building of Farmers’ Associations.
Formation of Water Users Associations
As it is decided to hand over the LI Schemes of 10,000 Acres to the APSIDC and in turn to
the farmers, it is necessary to form WUAs or Farmers Committees for each LI scheme for
taking care of maintenance of schemes. At present, committees have been formed for the LI
schemes under the Mutually Aided Cooperative Societies Act (MACS Act, 1995 or the
Societies Registration Act, 1964.) For the systems under Irrigation and CAD Department,
Farmers’ Organizations under the APFMIS Act 1997 are taking responsibility for O&M and
water management.
1.3. 6 Corpus Building for Self-Sustenance
Since all the LI schemes are being handed over to the Farmers’ Committees/ Water Users
Associations for their operation and maintenance, building up of corpus funds by the farmers
becomes essential to ensure the smooth and efficient functioning of the LI schemes. Apart
from meeting the regular operation and maintenance needs of the scheme, the Committee
has to meet the insurance premium as well as Annual Maintenance Contract expenses out
of funds generated from the member community.
1. 4 Achievements of APSIDC
The Andhra Pradesh State Irrigation Development Corporation was established in 1974 with
the objective of creating irrigation potential for the upliftment of small and marginal farmers,
SCs, STs, and other weaker sections of society by means of lift irrigation (LI) schemes,
borewells, tubewells and infiltration wells. Up to 31 March 2008, APSIDC had
commissioned 1491 LI schemes under different programmes creating irrigation potential of
639,494 acres. Under 164 Li schemes taken over from other departments, there is potential
ayacut of 228,958 acres. Thus the total ayacut created under APSIDC is 868,452 acres.
With the 159 LI schemes sanctioned under RIDF and State Plan programmes under
execution, additional ayacut of 265,000 acres will be provided with irrigation facilities. Funds
for social engineering component are incorporated in all the new schemes.
Table 1.1 Irrigation potential created by APSIDC, 2004-2008 (per 31 March 2008)

Financial year Irrigation potential created in
APSIDC Schemes (acres)
LI schemes taken over from
other agencies (acres)
Total irrigation potential
area (acres)
Up to 2003-04 495,058 0 495,058
2004-07 106,158 228,958 335,116
2007-08 38,278 0 38,278
TOTAL 639,494 228,958 868,452
Table 1.2 Achievement of APSIDC from 2004-05 to 2007-08
Year No. of LI schemes Cost of schemes
(Rs. in Crores)
Irrigation potential created
(acres)
2004-05 58 80.60 37,084
2005-06 40 25.93 12,949
2006-07 41 96.68 37,107
2007-08 41 96.27 40,492
Total 180 299.48 127,632
1. 5 The changing role of APSIDC
From a peak of about 2,600 employees, the approved strength of APSIDC staff was
reduced to 643 in 2004. APSIDC decided to retain 534 employees for speedy execution of
LI Schemes. APSIDC faces substantial reduction of technical/professional staff even as
workload will greatly increase in the coming years as can be seen in Table 1.4.
Table 1.4 Schemes to be implemented by APSIDC, 2008-2011
Year
Irrigation potential
created
(acres)
Financial estimate
(Rs. in crores)
Social engineering funds
(Rs. in crores @ 0.5% of financial
estimate)
2008-09 115,000 577.67 2.888
2009-10 75,000 435.00 2.175
2010-11 75,000 450.00 2.250
Total 265,000 1462.67 7.313

In this changing scenario, APSIDC has redefined its role as a water management facilitation
agency through:
§ Social Engineering and Livelihoods Promotion – by empowering Farmers’
Associations to operate and manage sustainable lift irrigation schemes to increase
production and productivity
§ Participatory Performance Monitoring, Learning and Evaluation for greater system
efficiency
1. 6 Social Engineering in LI Schemes
“The most promising way to improve O&M is to make irrigators responsible for their own
O&M and to provide them technical support.” (Jones 1995, p.7)
The Government of AP is focusing on improving water use efficiency of irrigation systems,
and strengthening participatory irrigation management through capacity building of
stakeholders on different aspects of water management, and agricultural and allied
activities. Efficient water management by the active involvement of farmers in the adoption
of water saving techniques and productivity enhancement are on the main agenda. The
hand holding approach proposed by the Government of Andhra Pradesh for gradual shift of
LI scheme management is considered to be an effective way of bringing perceptible change
in the performance of irrigation systems. APSIDC has taken over 184 LI Schemes from the
concerned MI, NSP, KWD, and CD authorities to take up Social Engineering activity in a
systematic manner by involving experienced NGOs for community mobilization and capacity
building before handing over the schemes to the Farmers’ Associations for O&M. Social
engineering activities were taken up under revival programme.
Social engineering has become essential for a number of reasons in the present context of
LI scheme management and their sustainability:
o With the approved staff strength of APSIDC, active Farmers’ Association is necessary
for sustaining any LI scheme
o LI schemes were handed over to Farmers’ Associations, without adequate community
mobilization and capacity building activities
o Managerial and technical capacity of farmer groups to maintain LI is to be developed

o Resources being collected at present through water charges are inadequate in
repairing the various electro-mechanical components of the system
o Current water management and agricultural practices followed by the farmers are not
efficient nor sustainable
o Farmers’ participation in inventory gives a realistic status of the scheme for appraisal
and estimates
o Farmers’ participation in execution of civil repairs enhances their skill in maintaining
the system
o Farmers’ participation in supervision of electrical and mechanical repairs increases
their confidence in owning the system and maintaining it
Social engineering and livelihoods promotion activities are to be implemented for all the
commissioned schemes having an ayacut of above 500 acres which cover about 77 percent
of the LI schemes under APSIDC. These activities will be integrated during the execution of
all new LI schemes as well to build the capacity of the stakeholders to operate and maintain
them. APSIDC is capable of managing the social engineering and livelihoods promotion
activities using the existing staff. APSIDC will only require outsourcing some technical/
professional tasks to resource agencies or consultants for specific outputs such as in
training and capacity building and in operationalising its Participatory Performance
Monitoring System (PPMS).
Training and capacity building of secondary stakeholders (staff of APSIDC and Support
Organizations) and adequate infrastructural and logistic support also needs enhancement to
implement the planned social engineering and livelihoods promotion activities successfully.
1.6. 1 Critical issues to be addressed in social engineering
Based on feedback from secondary stakeholders and field experience, the following issues
have been identified as important while addressing the issue of sustainability of LI schemes:
o Aging of pumps and motors leading to continuous problems in the LI Schemes
o Achieving energy efficiency from dedicated HT lines
o Strengthening of Farmers’ Associations
o Registration of Associations/Societies of Beneficiary Committee (Statutory body)
o Decision on corpus fund collection and use

o Achieving equity between head reach and tail enders and ayacutdars and non-
ayacutdars
o Appointing watch and ward at pump house to prevent theft of parts
o Avoiding delay in mechanical, electrical and civil works during project revival
o Linking payment to support organizations to commissioning of schemes on time
o Attending to flood damage works
o Inadequacy of approved staffing of APSIDC after reorganization to follow up on O&M
1.6. 2 Social Engineering Cell in APSIDC
In view of the importance of social engineering for sustainability of LI schemes, APSIDC
created a Social Engineering Cell (SE Cell) at its Registered Office in 2005 with the Senior
Geophysicist as Team Leader and five senior Assistant Geophysicists (AGPs)/Assistant
Hydrogeologists (AHGs) as Monitoring Coordinators. At the Division/District level, the
available AGPs/AHGs were nominated as Division Coordinators of Social Engineering
activity. The SE cell was set up to manage handing over of the taken over schemes to the
Farmers’ Organizations.
The following duties and responsibilities are entrusted to the SE Cell1
:
o Ensure community mobilization in LI schemes
o Coordinate with the concerned district NGO on extension, exposure, and interaction,
HRD support and necessary trainings
o Conduct capacity building of the Beneficiaries, Beneficiary Committees on
sustainable maintenance of LI Schemes
o Periodically evaluate NGO performance on services rendered
o Conduct performance and impact evaluation of LI Schemes
In order to bring about qualitative changes in the O&M of LI Schemes, The SE Cell initiated
social engineering activity in a mission mode in the taken-over Schemes, by involving
farmers and Farmers’ Associations. Having realized the scope of SE programme for
sustainability of LI schemes, APSIDC has decided to cover all the commissioned or taken
over schemes in order to bring about qualitative changes in the O&M of these schemes.
1 Procs> No. IDC/MD/SE/SGP/Soc.Engg/4722 dt. 27/12/2005

1. 7 Selection of schemes for SELP
There are1655 commissioned, taken over and NIDC LI schemes under APSIDC per Kharif
2008. Overall there are 423 schemes each having ayacut of over 500 acres which account
for 77.6 percent of the irrigation potential created by LI schemes. APSIDC proposes to take
up these 423 schemes for the Social Engineering and Livelihoods Promotion Project over
three years (2008-2011). Social engineering and livelihoods promotion is already
incorporated at the planning stage itself for new schemes and 0.5% of the estimate cost of
new schemes in earmarked for the purpose (see Table 1.4 above for details).
Table 1.5 APSIDC: LI schemes category wise (Nov. 2007)
#
Category
(acres)
Schemes Commissioned by
APSIDC
Schemes Taken over by
APSIDC
Cumulative (Commissioned
+ Taken over schemes)
N
Ayacut
(acres)
% of
total N
Ayacut
(acres) % of total N
Ayacut
(acres)
% of
total
1 <100 601 39,965 6.2 2 128 0.1 603 40,093 4.6
2 101-200 220 31,739 4.9 8 1,521 0.7 228 33,260 3.8
3 211-300 140 32,515 5.1 22 5,876 2.6 162 38,391 4.4
4
Sub-total
(1-3) 961 104,219 16.2 32 7,525 3.3 993 111,744 12.8
5 301-500 188 70,291 10.9 33 13,187 5.8 221 83,478 9.6
6
Sub-total
(4+5) 1149 174,510 27.1 65 20,712 9.1 1,214 195,222 22.4
7 501-1000 167 113,707 17.7 32 23,001 10.1 199 136,708 15.7
8 1001-2000 97 136,456 21.2 29 39,556 17.4 126 176,012 20.2
9 2001-3000 23 58,351 9.1 18 44,608 19.6 41 102,959 11.8
10 3001-4000 18 61,776 9.6 9 31,541 13.9 27 93,317 10.7
11 4001-5000 18 83,936 13.0 3 14,317 6.3 21 98,253 11.3
12 >5001 2 14,523 2.3 7 53,778 23.6 9 68,301 7.8
13
All 501+
ayacut (7
to12) 325 468,749 72.9 98 206,801 100 423 675,550 77.6
TOTAL 1474 643259 100 130 227,513 100 1604 870,772 100

2 Social Engineering and Livelihoods Promotion
Implementation Plan
2. 1 Mission of APSIDC in SELP
The mission of APSIDC in social engineering and livelihoods promotion is to create
sustainable LI Schemes by:
o empowering the water users for participatory water resource planning to fulfill the
contemplated ayacut
o maximizing output through sustainable water management practices, and
o facilitating operation and maintenance of the scheme by the Farmers’ Association
2. 2 Logical framework for SELP in LI Schemes
The logical framework for social engineering and livelihoods promotion for establishing
sustainable lift irrigation schemes is summarized in Table 2.1.
Table 2.1 Objectives and key results of social engineering and livelihoods promotion
Objective and
strategy
Specific Objectives guiding the
formation of LI Societies/
Associations
Expected Key Results at the end of
the project cycle
Risks and Assumptions
Objective
Building Model
Farmers’
Institution
centering around
Lift Irrigation
Scheme
Strategy
To build
community
institutions
centering around
1. To build, handhold and sustain
Farmers’ Associations
centering around LI units
leading to sound institution
building and organization
development
2. To capacitate the
paraprofessionals, community
leaders and farmers in best
practices in community
participation and technology
transfer
3. To leverage financial resources
from the markets for on lending
1. The Farmers’ Associations become
self-dependent with community
ownership and sustain their costs of
maintenance.
2. The stakeholders would have well
evolved equitable distribution of water
with strict norms to protect the
interests of the tail end ayacutdars.
3. The stakeholders would have
accessed bulk loans for on lending to
their groups and members to meet
farm production and long-term
investment needs.
Risks
1. Political interferences
2. Government policies
governing power
supply and charges
3. Community
laggardness due to
past experience
4. Natural calamities such
as drought
Assumptions
1. Potential Ayacut
visualized

Objective and
strategy
Specific Objectives guiding the
formation of LI Societies/
Associations
Expected Key Results at the end of
the project cycle
Risks and Assumptions
lift irrigation
schemes making
them directly
responsible for
their management
to their groups and individuals
for farm operations
4. To provide escort services in
accessing services like crop
insurance, extension services
and market linkages
5. To facilitate convergence of
corporate and market
resources for synergetic mutual
benefit to the farmers.
accessed linkages with market,
technical resources and government
programmes for the collective benefit
of their community
developed a system of
paraprofessionals who provide escort
services in their production and
institution building activities.
6. Secondary stakeholders such as
groundwater users practice water use
efficiency and contribute to O&M fund
2. Water -- equitable
distribution and sharing
3. Water plus concept
leading to agricultural
productivity and
markets
4. Legal compliances and
approvals

Table 2.2 Livelihoods capital wise objectives, strategy, activities, outputs and key results
Capitals Physical Social Human Financial Natural Environmental
Objectives To maintain the
structures,
equipment, and
ayacut for optimum
productivity by
farmers
To establish and
strengthen the Farmers’
Associations to work on
effective management of
water resources and
sustainable livelihoods in
LIS area.
To build the capacity of
the stakeholders
towards maintaining
sustainable LI
schemes: Community
participation, Effective
water and crop
management practices,
O&M
To ensure collection
of water charges for
building corpus and
meeting day to day
O&M cost for
sustainability of Lift
Irrigation Schemes
To empower
Community for
participatory
Water Resource
Planning for
achieving the
contemplated
Ayacut
Development in
the L.I. Schemes
and maximize
production.
Organizing clean
and green
programme in the
scheme at head
works area
Strategy Improve water
distribution system:
Upstream & down
stream, improvement
in water distribution
system (lining of
canals, plugging the
leakages in pipelines
and canals etc.)
Increase in crop
Building Model Farmers’
Institution centering on Lift
Irrigation Scheme for
proper water management
to ensure equity in water
distribution to all
ayacutdars. (Warabandhi
system to be made
effective)
Build capacity of
paraprofessionals,
community leaders and
farmers in best
practices in community
participation and
technology transfer
1. Provide escort
services in
accessing
services like crop
insurance,
extension services
and market
linkages
2.Facilitate
convergence of
corporate and
Crop
Management:
Cropping pattern
changing from
wet to ID crops
Use of new
technologies such
as high yielding
varieties, optimum
use of fertilizers
and pesticides

productivity (more
crops produced in a
year) by adequate &
timely application of
water
market resources
for synergetic
mutual benefit to
the farmers
3.Leverage financial
resources from
the markets for on
lending to their
groups and
individuals for
farm operations
Activities 1. Create awareness
on infrastructure
of LS
2. Sort out execution
problems at the
field level,
especially issues
relating to laying
pipeline
3. Facilitate timely
completion of
projects to meet
the community
aspiration
1. Conduct meetings with
farmers’ groups
covering all the farmers
2. Conduct baseline,
critical rating and
grading with standard
rating tool containing
core performance
indicators of the LI and
the farming community
3. Facilitate registration of
society
4. Facilitate constitution of
regular Executive
1. Conduct Kalajatha
programmes on
topics relevant for
sustainable LIS and
livelihoods
2. Identify critical
capacity building
needs
3. Conduct capacity
building programs
for office bearers of
Farmers’
Associations,
farmers and primary
1. Open Bank
account in the
name of the
society
2. Facilitate
collection of
corpus for
maintenance
3. Collection of water
charges regularly
at agreed rates
and times
4. Insure LIS
equipment to cope
1.Conduct
Energy Audit
for efficient use
of electricity
and reduce
power costs
2.Promote
adoption of
micro-Irrigation
systems for
efficient water
use
1. Display
relevant wall
writings and
drawings
2. Adapt to
weather and
climate change
impacts
3. Periodically
celebrate
Independence
day / Republic
day / APSIDC
formation day,

4. Get Annual
Maintenance
Contract for LIS
5. Undertake head
Work
maintenance
6. Ensure
maintenance of
field level
structures by
water user
community
Committee (EC)
through democratic
process
5. Form sub-committees
like: Canal Committee,
Pumps Maintenance
Committee; Crop
Planning Committee
6. Facilitate handing over
of the scheme to the
Farmers’ Association by
APSIDC
7. Promote Livelihood
Support Activities:
Agriculture, Animal
Husbandry, Horticulture
etc
8. Maintain regular
linkages with secondary
stakeholders for
convergence:
Departments,
programs, and projects
Prepare a micro plan
based on CRI rating to
stake holders
4. Organize exposure
visits for
stakeholders to
successful LIS
5. Conduct meetings at
least 2 per month
and more during the
crop season
6. Identify Pump
Operators and
Lascars and train
them pump
operators and
lascars on their
roles and
responsibilities and
best practices
7. Train the EC
members on
housekeeping.
8. Provide training for
the support Line
functionaries and
Para professionals
with repairs or
failure
5. Buy Insurance for
LIS staff (Lascars,
Operators etc)
6. Audit of LI Society
Accounts
etc

reach stable LI
Expected
Outputs
Enhanced ayacut
development
Participatory decision
making
High levels of
participation in
informed decision
making
Improved corpus
fund collection for
operation and
maintenance
Productivity
improvement
from land, water
and animal
husbandry
following
sustainable
agricultural
practices
Improved water
use efficiency
and clean and
green practices
Key
results
Assured
sustainability of LI
scheme through
plans for operation
and maintenance of
electro-mechanical
equipment and
distribution channels
Established and
strengthened the Farmers’
Associations to work on
water resources issues at
different levels including LI
Scheme management
Built the capacity of
office bearers of
Farmers’ Associations,
farmers/stake holders,
and department officials
engaged in Social
Engineering mission
Assured
sustainability of LI
scheme through
annual maintenance
contracts operation
and maintenance of
electro-mechanical
equipment, collection
of water charges and
mobilization of other
resources
Designed and
implemented
strategies and
activities for
effective water
and crop
management
through training
programmes
within the LI
Scheme area
Established water
efficient crops and
practices
Maintained clean
and green areas
surrounding the
LI scheme

2. 3 Community Mobilization Strategy for LI Schemes
2.3. 1 Why is community mobilization vital?
There are several reasons why community mobilization is vital for successful handing over
of LI schemes to Farmers’ Associations. These are:
a. Community ownership – One of the reasons for the failure of LI schemes is the lack
of a sense of ownership by the primary stakeholders, viz., the ayacutdars
b. Cost reduction in O&M – With dwindling staff, APSIDC is not in a position to operate
and maintain LI schemes. Local staff appointed and paid by the Farmers’ Association
will reduce cost substantially. Annual maintenance contracts (AMC) given to single
agency for a cluster of LI schemes can be cost effective and viable.
c. Protection of the common assets – Once the farmers assume responsibility for
operation, maintenance and management of the LI schemes, the common assets will
be properly protected.
d. Financial and operational sustainability – Farmers paying for the cost of operation
and maintenance coupled with the GoAP paying for electricity, will make LI schemes
sustainable.
e. Local leadership and empowerment through management of their LI scheme will
ensure sustainable results.
f. Holistic – addressing end to end, and multidimensional rather than unidimensional
solutions. The Farmers Society will promote and the farmers will undertake
sustainable agricultural and allied activities.
2.3. 2 Community mobilization in LI schemes
As of Kharif 2008, APSIDC has created an irrigation potential of 8.68 Lakh acres under
1,655 LI Schemes and 3.36 lakh acres under 20,115 borewells, built with an investment of
approximately Rs. 1200.00 Crores. The schemes were constructed and maintained by
APSIDC for the benefit of the farming community. As per the prescribed norms, APSIDC has
to maintain any scheme for one year after commissioning with the intention that farmers
association would be established and would equip itself to takeover the scheme during that
period. Unfortunately, in several cases, no Farmers’ Association came forward to assume
the responsibility of running the scheme. The absence of number of necessary conditions
such as adequate community mobilization, active participation of primary stakeholders in the
construction of schemes, technical competency, strong leadership, and functional systems

in place, resulted in the reluctance of farmers’ associations to own, operate and maintain the
schemes.
In the early years, as the number of schemes commissioned was few, APSIDC could
maintain the schemes and pay the electricity charges. Over the years, increased
commitment of APSIDC to constructing new schemes made it difficult to manage the old
schemes with the available resources.
When the schemes were maintained by APSIDC, the farmers were accustomed to approach
APSIDC for any maintenance need. The processes followed in the execution and running of
schemes did hardly allow farmers/farmers’ association to realize the importance of their own
involvement. Activities such as agreement from farmers committee, written document of
handing over the scheme, as well as handing over ceremonies did achieve some amount of
delegation of responsibilities. But a majority of farmers in any LI scheme ayacut think that
the scheme was a one time investment for them which they contributed during the
construction phase and that they are then entitled to get water at no additional cost. Thus
they start blaming leaders of Farmers’ Associations and the APSIDC when they do not
receive water as required. Providing water to localized ayacut was one of the areas that was
neglected with the result that the farmers lost interest in the scheme. Farmers never
prepared nor implemented crop plans based on water availability, leading to problems such
as no water reaching tailend farmers. Due to lack of trained personnel within the village, no
proper systems such as book keeping, accounting, water distribution, head works
maintenance developed either. These factors have led to the complete neglect and
deterioration of many LI schemes.
Till 31 March 2008, APSIDC has constructed 1491 schemes and has taken over 164
schemes, creating irrigation potential of about 8.7 lakh acres. However, with the depletion
of staff and increasing workload with APSIDC, sustainability of LI schemes requires capacity
building of Farmers’ Associations to operate and maintain the schemes. Hence social
engineering has become vital for commissioned as well as for new schemes so that Farmers
Associations will own, operate and maintain the schemes.
As APSIDC lacked sufficient social engineering expertise within the organization, local
NGOs and other professional agencies were involved. Thus the process of smooth handing

over of schemes for operation and maintenance has started. For sustainability of farmer
management of LI schemes the attitudes, awareness, and capacities of the farmers are to
be built up in a systematic manner.
While designing the process and strategies involved in the process, emphasis is given to full
involvement of the primary stakeholders, viz., the farmers, ensuring the process of learning,
building capacities, adding value, generating resources, and demonstration. Two different
strategies and processes are involved: (i) for already commissioned schemes, and (ii) for
under construction and new schemes.
The minimum time required for completing the entire process of social engineering and
livelihoods promotion for any committed Support Organization is two years; where as it will
be about three years for new schemes.
2.3. 3 Farmers’ Associations manage LI schemes and pay for O&M
One of the main issues confronting irrigation system transfer is to decide on who would pay
the cost of operation and maintenance of the system. APSIDC is handing over the LI
schemes to Farmers’ Associations to operate, maintain and manage.
The Farmers’ Association members, who take over a scheme, will sign an agreement
among themselves to share water as well as the cost of operation and maintenance
equitably. The basis of each family’s contribution will be worked out by the members and
included in the annex to the MOA between the FA and APSIDC. The SO will facilitate this
process and may sign as a witness.
2.3. 4 Role of secondary stakeholders in community organisation
Secondary stakeholders in the social engineering and livelihoods promotion plan – Support
Organisations and the APSIDC – will assist the Farmers’ Associations in building their
capacity to manage the LI schemes on their own and by monitoring efficient project
implementation. The specific activities to be undertaken in this aspect are discussed in detail
in the following chapters of this manual.

2. 4 Livelihoods Promotion in LI Schemes
2.4.1 Sustainable livelihoods framework
The sustainability of lift irrigation schemes can be measured by how well they have
promoted the livelihoods of the primary stakeholders (direct and indirect). The Livelihoods
framework popularized in the last decade through DFID projects is a useful tool to
understand the implications of project interventions. Lift irrigation schemes essentially
impact upon three of the five livelihoods assets/capitals, viz., natural, human and social
capital, with long term impact on all of them including economic and physical capitals.
2.4.2 Livelihoods promotion in LI Schemes
APSIDC therefore proposes not only to undertake social engineering essentially for human
capital building, but also undertake focused enterprise promotion to enhance the full
potential of natural, economic and other assets. APSIDC’s foray into social engineering and
livelihoods promotion also opens up the scope for enhancing its emerging role as a water
resources management agency in the minor irrigation sector.

2.4.3 Sustainable agriculture
Efficient use of water is very important from an environmental and agricultural sustainability
perspective. Traditionally farmers prefer to cultivate rice, as it provides less risk, reasonable
income, and fodder for cattle. However, most of the lift irrigation schemes are designed for
irrigated dry crops; farmers must be discouraged from undertaking rice cultivation, and if
they do, for compelling reasons, should be encouraged to take up SRI method of paddy
cultivation.
Micro irrigation methods such as drip and sprinkler irrigation are suitable for horticulture,
floriculture, vegetable cultivation and commercial crops. Affordable drip, micro- and
overhead-sprinkler systems can be promoted. Some micro-irrigation systems promoters
themselves may be willing establish free demonstration units which the farmers can
eventually purchase. Convergence with AP Micro-Irrigation Project can be made possible for
large scale adoption.
2.4.4 Crop planning and water budgeting
An important activity to be undertaken just before commencement of the kharif and the rabi
crop seasons, is crop planning by Farmers’ Association members under the guidance of
Agriculture Specialists. As neither APSIDC nor the Support Organizations employ
agriculture graduates, this skill has to be outsourced or obtained from resource agencies.
During the pre-seasonal crop planning meetings and other agricultural training sessions, the
following recommendations should be discussed with the farmers:
§ Rotate crops and cultivate improved crop varieties
§ Avoid cultivation of high water requiring crops such as rice, sugarcane, turmeric and
banana
§ Practice SRI cultivation if paddy is cultivated
§ Adopt micro irrigation methods if banana is cultivated
§ Practice summer ploughing to take advantage of the first rains
§ Follow integrated nutrient management (INM) including application of farmyard
manure, sheep penning, and judicious use of chemical fertilizers based on soil and
water quality tests

§ Adopt natural and ecofarming methods such as use of farmyard manure, vermiwash,
vermicompost and other bio-fertilizers, and bio-pesticides
The Farmers’ Association members also must discuss the quantum of water available,
power availability, and sowing/transplanting time, water requirement of various crops,
number of irrigations required, time and duration of irrigations and crop and variety to be
cultivated. Then finally they decide and agree on crops and the total extent of land to be
cultivated under each crop. This process will facilitate a more equitable sharing and assured
crop production for all Farmers’ Association members.
2.4.5 Ecofarming
The lessons on ecofarming from the APWELL Project, implemented by the APSIDC (1995-
2003), are also usable in the capacity building of LI schemes. APWELL had provided
training to all its farmers in environmentally sustainable agricultural practices such as IPM,
INM, bio-fertilisers such as vermi-composting and bio-pesticides such as neem. Production
and application of vermi-compost became increasingly popular with APWELL farmers who
understood the environmental damage and risks of using chemical fertilisers and pesticides,
combined with higher costs.2
Horticulture with drip irrigation is another option that can be promoted and adopted by the
farmers. Horticulture crops, especially mango and sweet oranges suitable for most parts of
the state, provide scope for a sustainable agricultural income even when irrigation water is
scarce. Tissue culture plants such as teak can also be promoted with a view to long-term
income generation and sustainability.
2.4.6 Increasing productivity and value addition
The APSIDC will provide training and incentives to farmers to take up non-traditional crops
that provide scope for value addition to agricultural produce. This can be done in
collaboration with institutions such as the research stations of the ANGR Agricultural
University and the Indian Institute of Horticultural Research to introduce new crops such as
castor, floriculture, maize and chicory. Seed production can be another activity that can be
successfully promoted among farmers to increase the value of their produce. Horticulture
2
See, Singh, T. V. K., and Ratnakar, R., 2000. Farmer Management: Integrated Pest Management,
ARCADIS Euroconsult, BKH and IRDAS. APWELL Project. Hyderabad, India.

provides the option of earning substantial income from high yielding vegetable inter-crops in
the early years. Floriculture, with proper marketing linkages, can be a very good income
earner for small and marginal farmers from their limited holdings. The practice to be
promoted is to go for a mix of flower crops so that flower shops could be supplied with a
variety of flowers needed for bouquets, garlands etc. rather than cultivating single flower
crops. Training can be organized in dry flower arrangements, which could become a
supplementary livelihood activity for women groups that live near forest areas.
Orchard cultivation
Orchard cultivation, which is also promoted by watershed development projects, is a
sustainable practice for farmers with seasonal irrigation facilities than the cultivation of
seasonal or annual crops. This can be promoted by conducting training programmes and
exposure visits, and by establishing linkages between farmers and the concerned
Government agencies. As orchard crops start giving financial returns only after 4-5 years,
the farmers can cultivate intercrops like groundnut, vegetables, and flowers in these fields in
the early years.
Micro irrigation techniques
Application of drip irrigation technology can save 40-50% of irrigation water and enhance
crop yields by about 30%. Some other well-known advantages of drip irrigation are: (a) there
is no need for land leveling, and (b) even saline water can be utilized for irrigation. Practicing
farmers can also grow seasonal crops between rows of fruit trees. Drip and sprinkler
systems are also viable for irrigating groundnut, soya, mulberry and vegetable crops.
The State Government had been promoting drip irrigation technology by offering substantial
subsidies (up to 90 % of the cost) for the installation of conventional drip irrigation
equipment. The Department of Horticulture channels the subsidies through various private
suppliers of equipment. Support organisations and Farmers’ Associations can promote
micro-irrigation for improving water use efficiency and productivity.
Dairy management
Dairying is a good income generation activity that can be undertaken especially by SHG
members. Training in dairying can be arranged at Resource Centres such as the Jersey
Cattle Breeding Centre, Banawasi, Kurnool district. With the help of loans from SHG funds

and micro-finance or banks, farmers can take up dairying successfully. New varieties of
fodder can also be promoted along with modern cattle management techniques. The
Support Organisations can play a catalytic role in this. Artificial insemination technology can
be introduced for improved breed of cattle.
Floriculture
For small and marginal farmers with assured irrigation facilities, floriculture is an excellent
income source. The necessary training for select farmers can be organized at the Indian
Institute of Horticultural Research (IIHR), Bangalore in floriculture. The principle of providing
a bouquet of flowers suggests training in the cultivation of several varieties that have good
demand in nearby markets such as (China aster, chrysanthemum, crossandra, gladiolus,
jasmine, marigold, rose, and tuberose). Some demonstration plots can be established in
select places growing several varieties of flowers. Interested farmers from the district can be
taken for exposure visits to these demo plots.3
Maize cultivation
High yielding, short duration crops such as maize can be promoted as an alternative to high
water consuming crops such as paddy, banana and turmeric. Maize production and maize
seed production can become viable with greater demand and provision of minimum support
price. Staff members and selected farmers can be given training in maize cultivation at the
Maize Research Station at Amberpet, Hyderabad.
SRI paddy
Most lift irrigation schemes are designed for irrigated dry crops, which require that paddy
cultivation has to be discouraged. However, most farmers cultivate paddy at least on a small
portion of their land mainly during kharif using seepage, rainfall and irrigation water. One of
the solutions to improve productivity is the practice SRI paddy. WALAMTARI and Krishi
Vigyan Kendras are conducting training in SRI paddy. There are a few promising examples
of farmers taking up SRI paddy in LI schemes and these farmers can become resource
persons.
3
See, Janakiram, T. & Ratnakar, R. 2001. Farmer Management: Commercial Cultivation of Flower
Crops, APWELL Project. Hyderabad. India.

2. 5 Capacity building for sustainable farmer managed LI schemes
2.5.1 Training and extension
Training and extension are an integral part of the capacity building in the Social Engineering
programme. Various training programmes are designed for capacity building and attitudinal
change among the farmers, the APSIDC, and the NGO personnel for sustainable lift
irrigation schemes. These CB programmes will cover all aspects of farmer managed lift
irrigation schemes, such as community mobilization, gender integration, communication and
leadership skills, operation and maintenance, ayacut development, and crop water
budgeting and sustainable agricultural practices.
The Social Engineering programme will implement its capacity building and training
programmes for Farmers’ Associations, and farmer representatives through its District
Social Engineering Cells in collaboration with the partner NGOs and Resource Agencies
supervised by the Social Engineering Coordinator. Training of Trainers programmes will be
conducted first for the District Teams by select Resource Agencies coordinated by the
Social Engineering Cell on all aspects of Farmers’ Association training. Some well-trained
and articulate Farmers’ Association representatives who would also be progressive farmers
will in turn become resource persons for training at Farmers’ Association level. This process
of using key farmers or “trail blazers” as resource persons or para-workers is being adopted
in irrigation and water management projects.
Exposure visits to Agricultural Research Stations, fields of progressive farmers, and well-
managed Lift Irrigation Schemes will provide Farmers’ Association s with opportunities to
gain first hand knowledge of successful examples. Demonstration effects of exposure visits
such as increased practice of natural agriculture, integrated pest and nutrient management,
seed production, improved sericulture practices, adoption of horticulture and micro irrigation
methods will be very useful.
Each District Social Engineering Cell will prepare a training plan every month for training at
the Farmers’ Association levels. Farmer trainings will be conducted in interactive sessions
using plenty of audio-visual aids and local resources at locations closest to the communities.

Special efforts should be made to encourage women to participate in all the training
sessions causing the least inconvenience to meeting their daily responsibilities.
APSIDC will produce a variety of Training materials (Manuals, CDs, cassettes) to be used
extensively and shared. Some training materials have been compiled covering technical
aspects of Lift Irrigation Schemes. Training materials already available will be used with
suitable modifications.
2.5.2 Capacity building in social and institution development
Participatory Rural Appraisal (PRA) is a method to help farmers mobilize their human and
natural resources allowing them to articulate their own problems. It helps to consider
previous successes, to evaluate local institutional capacities and to prioritize opportunities,
and finally to prepare a site-specific plan of action. The plans are derived from and managed
by those who benefit most after their implementation. This capacity building process leading
to the establishment of strong community based institutions will be the key to the
sustainability of Lift Irrigation schemes once they are taken over by Farmers’ Association or
Farmers’ Associations.
Box 2.5.1 – Farmer Training in Community Mobilisation and Institution Development
Topic Objective Contents
Participatory
Rural Appraisal
To understand and
appreciate PRA tools and
to learn how to use these
tools for organizing
sustainable farmer
managed lift irrigation
schemes
o Need and principles of PRA
o Social and resource mapping
o Transect walk, matrix ranking
o Timeline
o Seasonality and Venn diagram
o Participatory planning
Farmers’
Association
Formation
To orient trainees
towards community
organization and
Farmers’ Association
formation
o Principles of community organization
o Role of community organizer
o Different Acts and options to the promoters
o Draft bye-laws based on model byelaws
o Registration of the Society
o Opening bank account in the name of Society
o Formation of Corpus and pooling of financial

resources
o Regular meetings with 90% voluntary attendance
o Enrolment of non-member ayacutdars
o Governing Body and its role and responsibilities
Strengthening
Water User
Associations/
Farmers’
Association
Transformation
To develop knowledge
and skills in management
of Farmers’ Associations
o Communication in groups
o Group dynamics, leadership, team building and
team work,
o Principles of group sustainability, Conflict
resolution
o Business rules and best practices in meetings
o Formation of working committees on water
distribution
o Update on book keeping, Operation of bank
account
o Service charge collection, expenditure and
maintenance and technology
Institution
development
To institutionalize and
stabilize the Farmers’
Association/ Farmers’
Association
o Institutionalization:
o 3 Prerequisites - Mission, Vision and Core Values
o Personal and Interpersonal Effectiveness -
Interrelationship
o Leadership – Team development
o Planning – Importance, Elements and Approach
o Problems – Identification, Analysis and Solutions
o Decision making – Criteria, Styles and
implementation
o Conflict management – Predominant styles and
different approaches
o Team learning – Dialogue, discussion and
avoiding defensive routines
o Systemic thinking
Farmers’
Association
Stabilization
To stabilize norms and
standard practices for
sustainable LI schemes
o Technology transfer in agronomic practices and
biofarming
o Water distribution norms standardized
o Capacity building of pump operators and lascars

o Audits – Community, social, internal and statutory
o Micro and business plans
o Cross visits with the districts and outside the
districts
o Preventive maintenance, AMC, and insurance
o Critical rating index, grading and community
based monitoring
o Market orientation
2.5. 3 Capacity building on operation and maintenance of LI schemes
The sustainability of the lift irrigation systems is also dependent on how skillfully the electro-
mechanical devices and the distribution systems are operated and maintained. For this
purpose the APSIDC trains operators and lascars in the basic principles of operation and
maintenance for day today functioning. Each Farmers’ Association will enter into an Annual
Maintenance Contract (AMC) with a qualified and competent agency for maintaining the
electrical and pumping systems.
Training sessions will be conducted for selected technicians by experienced trainers by the
APSIDC.
Box 2.5.2 – Technical training on lift irrigation schemes
Lift irrigation
system
planning
To orient members of District
SE Wing and Farmers’
Associations towards
participatory system planning.
Lift irrigation system components, planning of
water distribution system, land topography and
flow of water, crop planning, water sharing and
maintenance of log books.
Operation and
maintenance of
lift irrigation
system
To transfer knowledge and
skills of O&M of farmer
managed lift irrigation
schemes.
Electro-mechanical components of lift irrigation
systems (starter, MCB, single phase preventor,
indicator lamps, ammeter, volt-meter, fuses,
conductor, earthing), their operational
procedures and maintenance tasks.
Repairs and To impart skills in repairs and Probable troubles in the pump and motor and

Box 2.5.2 – Technical training on lift irrigation schemes
maintenance of
pumps
maintenance of panel board,
motor, pump and the total
irrigation system and develop
local human resources.
their rectification, procedures for selection of
pumpset, dismantling of motor and pump &
identification of parts and motor and pump
assembly.
2.5. 4 Agricultural training programmes
Need based agricultural training programmes can be organized by the Support
Organizations and Farmers’ Associations. These can be conducted in the villages, using
resource persons especially from the related government departments, as well as
agricultural scientists from the ANGR Agricultural University. Farmers’ Associations should
be encouraged to arrange for regular interaction between farmers and agricultural scientists
and extension staff for sustaining good practices.
Box 2.5.3 Training programmes in sustainable agriculture
Soil and water
quality testing
To orient the farmers on the
importance of soil and water
quality analysis.
Soil and crop nutrition, soil testing, soil sample
collection, key indicators of water quality,
interpretation of test results and soil and crop
management based on water quality.
Horticulture
and drip
irrigation
To motivate the farmers to adopt
drip irrigation, cultivation of fruit
crops, vegetables & flowers and
improved agronomic practices.
Cultivation of mango, citrus, sapota, guava
orchards and vegetables and drip irrigation
system.
Integrated
Pest
Management
To make the farmer realise the
toxic effects of pesticides on the
environment, human beings, and
flora and fauna. To reduce the
input cost on plant protection
IPM in cotton, groundnut, sunflower, red gram,
vegetables and horticulture crops and
production technology.
Castor seed
production
To meet the high demand for
castor seed and assure more
income
Package of practices in castor seed production
and quality control.
Improved To improve the package of Improved mulberry cultivation practices and

Box 2.5.3 Training programmes in sustainable agriculture
sericulture
practices
practices of sericulture farmers for
higher quality and yields
new varieties of silkworm and demonstration of
its rearing practices.
Crop planning
and irrigation
practices
To facilitate the farmers in efficient
use irrigation water, proper
sharing of water, right combination
and sequence of crops, and to
practice IPM and INM.
Suitable crops, varieties, cultivation practices
and marketing.
Natural
farming
To introduce farmers to eco-
friendly and natural farming
practices for sustainable
agriculture
Natural farming, Organic farming;
Vermiculture and vermicompost; biofertilisers;
biopesticides; tissue culture
Commercial
floriculture
To orient farmers to a “bouquet” of
flowers for commercial floriculture
Commercial aspects of floriculture; Cultivation
practices of: China aster, chrysanthemum,
crossandra, gladiolus, jasmine, marigold,
rose, and tuberose
Dairy
management
To introduce farmers to modern
dairy management practices
Problems in dairy management
Improved dairy management practices
Different breed of cows and buffaloes
Selection of milch animals
Cultivation of fodder crops
Common diseases of cattle, first aid and
treatment
Artificial insemination
Clean milk production
Urea-Paddy treatment
Calf rearing and rearing of milch animals
2. 6 Participatory Performance Monitoring System (PPMS)
2.6. 1 What is PPMS?
PPMS of LI Schemes is essential to know the success level of APSIDC’s core area of
activity. PPM encompasses all aspects in understanding the performance and impact of LI
Schemes in implementation. In 2005, APSIDC had planned to undertake performance
assessment of all schemes by categorizing them into four grades: A, B, C and D. Criteria for

assigning weightage for select performance parameters were also specified. For systematic
monitoring of social engineering and livelihoods promotion in all select LI schemes, a
comprehensive PPMS is proposed. APSIDC needs to assess the performance of the
commissioned schemes regularly to ascertain the efficiency of the schemes. Standardized
formats will be used so that the data collected is uniform for all the schemes across the
State.
The types of monitoring proposed include: Self Monitoring by Farmers’ Association,
Benchmarking, Performance monitoring, Internal process monitoring, External evaluation,
Issue and theme based studies, Longitudinal studies, GIS/GPS/RS applications, Case
studies, and Audio-visual Recording.
2.6. 2 Methodology
Performance indicators are used to monitor progress as well as in resolving the various
problems affecting the performance of the sector. The selection of the indicators to be
employed therefore depends on the types of problems being addressed. The performance
indicators are based on the following aspects:
1. Goal and Objects of APSIDC
2. Existing performance monitoring and other systems in place
3. Secondary data analysis
4. Experiences of the people at various levels involved in the LIS
5. Learning’s from the studies conducted earlier.
6. Sample study of existing LIS

2.6. 3 Developing Performance Indicators
The frequency of collection of data on performance indicators will vary depending on the
types of indicators. Implementation of a performance indicator system involves the following
basic steps:
(a) definition of the types of indicators;
(b) tailoring of the indicators to different management levels;
(c) decision on the frequency of production of required data;
(d) designation of the department(s) responsible for collecting and collating the data;
(e) decision on the mechanisms for producing the indicators including automation
(hardware and software) of the process; and
(f) production and updating of the indicators.
APSIDC needs to regularly assess the performance of the commissioned schemes to
ascertain that the efficiency of the schemes. Standardized formats are to be used for this
purpose so that the data collected is uniform for all the schemes and across the State. The
framework for PPMS of LIS is given in Table 4.6.1.

Table 2.6.1 Type of monitoring, periodicity, methodology and coverage

# Type of
Monitoring
Periodicity Methodology Who will do
it?
Coverage
1 Self Monitoring
by Farmers
Society
Monthly Using Visuals /
Formats
CBOs Initially
facilitated by
SEC
100 %
2 Benchmarking Once in
three years
Formats (SEC+NGO) Internal 100%
3 Performance
Monitoring
Seasonal
(May-June /
December-
January)
Formats
(SEC+AEE+NGO)
Internal 100%
4 Internal Process
Monitoring
Six monthly Collect process
information
Farmers’
Association
100%
5 External
Evaluation
Annually Use of traditional and
participatory methods
External
Agency/s
Statistically
significant
sample size
6 Issue / Theme
Based Studies
Occasional Qualitative and
Quantitative data,
participatory methods
Jointly with
outside
experts
Sample basis
7 Longitudinal
Study
Six Monthly In-depth qualitative
information as well as
quantitative data,
regarding the
Structural and
Institutional analysis
from community level
to MD APSIDC
Independent
Agency
Small sample
8 GIS / GPS/ RS
applications
Annual In-depth spatial
temporal analysis for
decision support
Internal +
External
Sample
9 Case studies Occasional Descriptive studies
with factual data
External Sample
10 Video clippings,
Photos, Audio
records
Occasional Covering important
aspects
Internal /
External
All

Figure 2.6.1 Components considered under the PPMS
ADEQUATE COST
RECOVERY
ACCOUNTABLE AND
TRANPARENT FEE
COLLECTION
FINANCES OPERATION
SCHEDULING
WATER SUPPLY AT
CORRECT TIME
WATER SUPPLY IN
ADEQUATE QUANTITY
FUNCTIONING
SYSTEM
ASSET MANAGEMENT
MAINTENANCE
CONTROL SYSTEMS
INFRASTRUCTURE + MANAGEMENT
CROP PRODUCTION MARKETING
/ MARKET PRICE
CROP INPUTSCROP
ECONOMY
IRRIGATION WATER SUPPLY
FEE PAYMENT
INCOME
PERFORMANCE
INPUT OUTPUT OUTCOME
PROCESS SOCIAL
ECONOMIC
TECHNICAL

2.6. 4 Role of PPMS in Sustainability of LI Schemes
Participatory Performance Monitoring System looks at the day-to-day functioning of irrigation
systems, and shows how performance assessment can be integrated into the management
processes of irrigation systems.
A key focus is on performance-oriented management, the basic components of which are:
o The specification of the services and the level of service provision by the Farmers’
Association / Farmers Society to the water users.
o Farmers’ Organization / Farmers Society meeting the rights of the water users,
particularly in relation to the payments received for the services to be provided.
o Procedures for monitoring the services provided and responsibilities fulfilled.
o Procedures for evaluating the services provided and the responsibilities fulfilled.
2.6.5 Benchmark Studies
Benchmarking is a method used to compare current practices and performance of an
organization over time, or to compare organizations with other high performing organizations
under similar conditions in the same sector. It has been adapted for irrigation management
despite the significant differences that exist between irrigation systems. Benchmarking can
be defined as, “A systematic process for securing continual improvement through
comparison with relevant and achievable internal or external norms and standards.” (Malano
& Burton 2001) Hence, it is a management tool to improve performance, and perhaps
promote reform, by identifying best practices in favorable systems that could be transferred
to other systems. The objective is to identify what management practices or conditions used
by high performance systems should be applied in other systems in order to improve their
performance. Hence, benchmark systems should be a similar type of system in a similar
context in order to have comparative validity for other systems.
Benchmarking is a continual process involving: a) identification of levels of performance of
high performing irrigation system A, b) performance assessment of other irrigation system B,
c) identify best practices and determine relationship between best practices and
performance, d) adapt and adopt best practices in other irrigation systems, e) measure and
compare performance of system B. So in addition to measuring such performance indicators
as those listed above, benchmarking includes identification of management practices that

appear to be most responsible for the high levels of performance obtained in the benchmark
system.
Benchmark studies and periodic data collection
For regular performance monitoring and impact assessment, basic data on all schemes
need to be collected and analyzed. Most of the data collected and available with APSIDC on
commissioned and ongoing schemes is in hard copies. A data bank retrievable electronically
needs to be created. For this, it would be advisable to standardize the data collection
formats. This will prove to be very useful for project managers for monitoring progress,
assessing performance and evaluating impact.
Benchmark Survey of Lift Irrigation Schemes
There is evidence to suggest that the lives of the farmers and their family members have
improved considerably wherever LI schemes are performing well. Hence, it is important to
sustain and improve the performance of LI schemes. If properly used LI schemes can
change livelihood conditions in the given area. In view of the above, the state is gearing-up
for long-term strategy on proper utilization of LI schemes, an important resource developed
for enhancing livelihoods.
Tracking performance
The important constraint is lack of information on the ground realities of LI schemes. In this
regard, it is necessary to undertake benchmark survey of LI schemes. The benchmark
information can be used for analyzing needs and planning interventions. In addition, it can
be used as benchmark for tracking the performance of LI schemes and their impact on
targeted communities.
It involves a detailed assessment of LI schemes with regard to social economic and
technical parameters. And, furthermore, it is proposed to collect benchmark information of
command farmers in order to track the impacts of LI schemes. In other words, benchmark
survey involves collection of information both on LI schemes and as well as situation of
communities benefiting directly and indirectly from the schemes.

Objectives of benchmark survey
The important objectives of the benchmark study are as follows:
i. Assessment of the management performance of LI Schemes in terms of delivery
system, equity, adequate and timelines of the water distribution);
ii. Efficiency of the Farmers Cooperatives / Associations in Operation and
Maintenance of the project
iii. Efficiency in the use of water for including use of micro irrigation system and
appropriate cropping system; and
iv. Participation of the stake holders in the overall management of the scheme.
Methodology
As discussed above, the methodology involves collection of benchmark on the performance
of LI scheme and socio-economic status of command farmers/others indirect users. It is
useful to collect information on all the schemes including the ones that are not in suitable
condition for revival and schemes with less than 100 acres of command area. Otherwise,
benchmark survey can be focused on only schemes that are functioning and also those can
be revived. The questionnaire has already been designed for collection of information on
different dimensions of scheme performance of the scheme in consultation with project
functionaries, NGOs, command farmers and Farmers’ Association.
For each of the schemes, it is necessary to collect information for 15 per cent of farmers or
30 farmers which ever is higher. While selecting farmers, there is a need to ensure
representation to small and marginal farmers, medium and big farmers. In addition, it is also
necessary to include women farmers as well as tail-end farmers. Within each category, one
must ensure representation to different social categories such as ST, SC, BC and OC. The
questionnaire may be developed based on impact indicators evolved by the project.
Further, Focus Group Discussions (FGD) may be carried out with different livelihood groups
in order to understand the situation/impact of LI on different livelihood groups

2.6.6 Rating scale for performance assessment of LI schemes
A rating scale proposed for carrying out performance assessment is presented in Table 3.
Three main aspects, viz., (i) Water distribution, (ii) O&M and tax collection, and (iii) Farmer
management are considered for performance assessment.
Grading in performance assessment
The LI Scheme being assessed shall be awarded Grades based on marks as indicated
below:
(i) 80 to 100 Marks : Grade A
(ii) 60-79 Marks : Grade B
(iii) 40-59 Marks : Grade C
(iv) Less than 40 Marks : Grade D
2.6.7 Case Studies
The methodology followed for case studies has four stages:
1. Design the case study
2. Conduct the case study
3. Analyze the case study evidence
4. Develop the conclusions, recommendations and implications
Four applications for a case study model are:
1. To explain complex causal links in real-life interventions
2. To describe the real-life context in which the intervention has occurred
3. To describe the intervention itself
4. To explore those situations in which the intervention being evaluated has no clear set
of outcomes.
No single source has a complete advantage over the others; rather, they might be
complementary and could be used in tandem. Thus a case study should use as many
sources as are relevant to the study.

2.6.8 Thematic Studies
Thematic studies are seen as an important element of APSIDC in evaluating and improving
the existing practices and adopting certain practices to achieve the overall results through
implementation of LIS, in-depth exploration of livelihoods, landuse, carrying capacity, and;
as a follow-up to monitoring and evaluation studies within the PPMS framework.
At least few thematic studies per year should be conducted. For a typical Thematic Study
this would take the form of an initial desk study using secondary data, which would then be
expanded to a second stage, more extensive study following an assessment by project
management of the performance and merit of the first stage.
The criteria for selecting the studies would include: immediately relevant to APSIDC; subject
matter relates to broad categories above; have clear links to three year action plan
objectives; is feasible; contains both desk study and field elements. Based on the
discussions held it was agreed that the main themes could be evolved from:
- Information generated through benchmark study (both quantitative and process
study)
- Themes emerging from experience of field implementation
- Studies on issues needing policy attention
It was decided that specific guideline /criteria were needed to be worked out to select the
studies and that the PPMS desk in APSIDC would organize an internal workshop to facilitate
this.
Results from thematic studies will be used to inform management on the topics and issues
being researched in order to learn lessons to improve the approach and results being
obtained at operational, governance and policy levels.
Table 2.6.2 lists some examples of potential thematic studies, which will be undertaken.

Table 2.6.2 Thematic studies proposed for APSIDC
# Study Theme Method Output Specifics
1. Understanding post-
project sustainability of
LIS after handing over to
the community.
A systematic study
covering more than 5
year old LIS.
Report Analysis of the physical and
social structures in the
handed over schemes.
2. Understanding irrigation
practices and
adaptability.
Sample study covering
different irrigation
practices.
Report Farmers who have adopted
different irrigation practices
and the reasons.
3. How the poor / landless
are accessing the
benefits of the LIS in
implementation?
Sample study of the
people -
Report local and in migrants
(seasonal and permanent)
4. An assessment of the
processes and outcomes
of capacity building
Sample study of the
farmers attended
Capacity building
programmes
Report Quality of the trainings,
awareness, etc., and its
impact.
5. Crop productivity and
crop diversification study
Sample farmers study Report Choice of crop, technology,
practices, decision support
system, enabling factors,
etc.
6. Outcome of LIS study for
more than 10 year old
successful LIS.
Audio-visual
documentation and
application of BBN
software in
understanding the
influencing factors.
Report /
BBN DSS
software
(Basic
model)
Results in implementation
the LIS on the
stakeholders.
7. Landuse under one LIS
for three years covering
Kharif and Rabi seasons.
One LIS study - using
GIS / GPS tools and
Google earth images.
Maps /
Report
Understanding the gap
between projected and
actual irrigated areas,
reasons for landuse
changes by the farmers.
8. Study of agriculture and
meteorology relationships
Using the regional
meteorological data, in
Report Impacts of climate
variability factors on LIS

# Study Theme Method Output Specifics
in LIS. association with agri-
advisory center facility
at ANGRAU.
and Agriculture.
9. Changes in soil
characteristics study
under the lift irrigation
schemes
Different types of soils
would be analyzed for
understanding the
changes that happened
in soils due to irrigation.
Report Understanding the reasons
for soil degradation and
recommending solutions /
technologies for sustainable
use of the soil for
production.
10. Electro-mechanical
performance and
efficiency study
A technical study Report To understand the electro-
mechanical problems and
to find solutions for
sustainability.
11. Electricity consumption
pattern study
Using the meter
readings and the
electricity charge
payment bills
Report To conserve electricity and
efficient use of power
during the supply hours
12. Study of Socio-economic
impact of LI schemes
Sample basis, formats
and FGD
Report To understand the multiplier
impacts covering socio-
economic development
2.6.9 Self-Monitoring by Farmers’ Association
The executive committee members of Farmers’ Associations and the staff of LIS do
participatory monitoring at community level at regular intervals. They would use the pre-
prepared formats / charts for this purpose. The qualitative aspects of the schemes would be
monitored using Quantified participatory assessment (using a system of 4 grades) for
quantification of qualitative data. In this process the SE team members would assist them.
At every meeting the data would be analyzed and reviewed and appropriate measures
would be adopted. The information would also be analyzed during the Joint monitoring
reviews (Community + SO + APSIDC), which could be organized every quarter. Other ad
hoc self-monitoring based on the records and Vouchers system etc., would be reviewed
jointly at higher levels (e.g. Division Level) as well as at APSIDC level.

2.6.10 GIS / GPS / RS Applications for Spatial and Temporal Data
To bring out finer ground realities leading to the success of a LIS. This study would adopt
cost effective tools and technologies for study so that the replication of similar studies is
feasible for covering more areas. The themes covered under this study would be: soils,
landuse, hydrogeomorphology, canals and distributary network, drainage, slopes and
groundwater.
2.6.11 Longitudinal Study
This study would be carried out by external independent team on sample basis for
understanding the existing processes and systems of planning, monitoring, feedback
systems existing from ground level to higher levels. This would help in strengthening the
relationships across various stakeholders existing in the system.
2.6.12 Audio – Visual Documentation
In this process latest technologies would be adopted for continuous documentation of the
processes and results at various stages in the ground. The products resulting from this
system would help in sharing the learning’s and dissemination. And also they form as
evidence to the processes and outputs achieved through LIS implementation.
2.6.13 Internal Process Monitoring
The sustainability of the activities and systems in place is achievable only through
processes followed. This also reflects on the existing system in place and its role,
responsibility and functionality at various stages of the programme. Process information
should be collected through participatory PRA exercises to understand processes and
effects, Semi-structured interviews with representatives at higher levels and policy makers.
The information collected should be disseminated and discussed at all levels for learning
and programme design. It is important to note that this participatory process monitoring as
defined here would comprise a bi-annual exercise involving specialist outside teams
interacting with the communities and staff primarily at field level, but also at the Division and
Programme level.
2.6.14 Impact Assessment and Evaluation
The Benchmark studies, the periodic performance monitoring exercise and the special
studies done for impact assessment and evaluation would help in understanding to bring out

the direct and indirect results in implementation of the LIS. This study encompasses all
aspects in LIS benchmark, input or activities, output, outcome and impact.
As this is a continuous programme, this particular study is for LIS under different periods in
operation. This study would use both traditional and participatory methods with a significant
sample size of LIS in implementation.

3 Institutional arrangements for SELP implementation
3. 1 Project management
The SELP plan will be managed by the VC&MD through the existing staff of APSIDC.
Resource agencies and consultants will be utilized for specific tasks.
3.1.1 Social engineering cell
The social engineering staff in APSIDC will manage the project. The existing Social
Engineering Cell will be strengthened by providing funds for procuring additional
professional skills on a need basis. The structure of the Social Engineering Cell at the
Registered Office and the Divisions is shown in Figure 4.1.
3.1.2 Resource persons and agencies
Certain professional skills will be brought in through assignment based consultancies from
resource agencies and individuals. A panel of consultants will be prepared and maintained
for specific assignments.
3.1.3 Support Organisations
Community mobilization and capacity building activities at the LI scheme level will be carried
out through support organisations (SOs). These will be mostly local NGOs with experience
in community mobilization in the irrigation sector. Criteria for selecting these SOs have been
developed. One SO may be given about 20-25 LI schemes and 5-10 new schemes for
social mobilization and capacity building.

Structure of Social Engineering Cell
at the APSIDC Registered Office
VC & MD
SE
SENIOR GEOPHYSICIST,
Head, Social Engineering Cell
SEC 1 SEC 2 SEC 3 SEC 4
Jr Asst/Comp Operator
Office Assistant Office Assistant
Resource persons/agencies
Structure of Social Engineering Cell at APSIDC Division Level
EE
SE Co-coordinator
CO 1 CO 2 CO 3 CO 4
WU As
NGO Coordinator
Resource persons/agencies
Figure 4.1 Social Engineering Cell at the Registered Office and the Divisions

3. 2 Roles and responsibilities of primary and secondary stakeholders
Water users and the Governing body of the Farmers’ Association are the primary
stakeholders of the Social Engineering and Livelihoods Promotion project. The secondary
stakeholders provide capacity building inputs (Support Organizations) and policy framework
and physical and financial infrastructure (Government/APSIDC).
Table 3.1 Roles and responsibilities of primary and secondary stakeholders
#
PRIMARY STAKEHOLDERS SECONDARY STAKEHOLDERS
Water users Governing Body
of Farmers’
Association
Support organizations Government and
APSIDC
1 Adhere to the code of
conduct and
responsibilities
governing water use,
payments and other
norms
Manage finances
with due diligence
and transparency
Build capacity of
different stake holders
Provide policy frame
work guiding the
establishment of
sustainable LI schemes
2 Regularly attend the
General Body meetings
and exercise voting
rights in the elections
Collect water tariff
regularly
Provide hand holding
support to water users
Give power supply and
clearances for water
harvest structures
3 Strictly adhere to the
water conservation
norms
Distribute water
equitably
Give guidance in
technology, efficient
water use, equity and
conflict resolution
Transfer infrastructure
to Farmers’
Associations
4 Strictly adhere to the
crop synchronization
norms
Comply with
statutory
requirements
Bring in innovations
and technology transfer
Provide financial
support for hardware
and soft ware
development
5 Take up innovative
agricultural practices
Establish market
and financial
linkages
Establish market and
financial linkages
Develop long term
strategies for scaling up
operations

Social Engineering and Livelihoods Promotion Plan for Sustainable Management of Lift Irrigation Schemes

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