Consequences of Role as Service Provider

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3.4. Consequences of Role as Service Provider

An affirmative outcome of role as Service Provider can be attributed to the faith and esteem that organisation achieved in the State. The popularity of organisation stimulated farmers to receive its technical advice on feasible sites for DWs. Moreover, GSDA’s recommendation provided financial support for digging wells that increased irrigated area on GW almost to four fold in shortest time. Striking advent of drilling BWs catered the safe drinking water needs of rural people independently.

Though GSDA’s policy was to recommend BWs for drinking water needs, there was no legal provision for restriction on BWs for irrigation purpose. The affordable investment and day’s time required in drilling irrigation BW encouraged many farmers to drill deep BWs for irrigation purpose. Extensive number of BWs increased area under irrigation in the State, however, it resulted into rapid depletion of GW levels. The mushroom growth of irrigation DWs in this period generated similar scenario.

In the GW assessment of total 1505 watersheds 7of State, 34 watersheds appeared as overexploited and 59 as critical (GW Assessment, 1999). Overexploited and critical status of watersheds indicated excess withdrawal of GW than its natural recharge. There was no proper GW policy to regulate indiscriminate extraction and GSDA was devoid of any powers or mechanism to control this excess withdrawal activity.

Likewise, though sincere efforts were made by the organisation in mitigating drinking water needs of people, 2340 habitations were not supplied with adequate safe water and 18967 habitations were partially supplied. There was concentration in technical assistance to farmers and adopting innovative ways only in ...

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...ork, community was not aware about the importance of GW which is a scarce natural resource”. Farmers continued to withdraw excess GW for their crops without understanding long-term adverse ecological and economical effects on the society. GSDA’s wing in the Zilla Parishad did not make much way for community interaction. The dialogues remained restricted with the non-officials and did not percolate down to the grass root level.

Bainbridge (2000:5) advocates radical transformation of bureaucracies and organisation to become more flexible, innovative and participatory as management of natural resources is complex and not possible to impose through bureaucratic and standardized practices. The buzz of community participation started appearing as the future role of organisation. A typical structure of organisation in the changed scenario is depicted in figure 2.
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