GOOD PRACTICES IN

WATER SECURITY
IDEAS FOR PRAXIS

Authored by Jal Bhagirathi Foundation

Photo Credits: UNDP & JBF
Copyright©UNDP 2010
All rights reserved.
Manufactured in India

Copyright Disclaimer:
The views in this publication are those of the author(s) and do not necessarily reflect those of the
United Nations Development Programme (UNDP).
CONTENTS

1. Executive Summary 01

2. Snapshot : Marwar 03

3. Empowering people to help themselves 09

4. Learning from best practices 17

I. Building people’s institutions 20

II. Sustainable Water Management Systems 40
III. Small Water Enterprises and Social Entrepreneurship 56
IV. Harnessing Traditional Wisdom/Knowledge 64
V. Safe Water and Sanitation 74

5. Glossary 80

6. Bibliography 82

7. Annexure 84

8. Profiles of partners 92

a. Jal Bhagirathi Foundation

b. Italian Development Cooperation
c. United Nations Development Programme
EXECUTIVE SUMMARY
Good Practices in Water Security: Ideas for Praxis is a community itself and involving people in construction
compendium of best practices that are an outcome of and conservation of water structures and sources.
a five-year project -- ‘Vulnerability Reduction through Purposive action was taken in order to mobilise,
Community Empowerment and Control of Water in empower and build capacities of people to achieve
Marwar Region’. The project was funded by the Italian water security.
Development Cooperation and implemented by the
Jal Bhagirathi Foundation with techno-managerial Communities in more than 200 villages were
support from the United Nations Development galvanised and organised into water institutions to
Programme. It was implemented in 200 villages restore/build and manage water harvesting systems.
spread across 2,500 kms in Pali, Barmer and Jodhpur About 291 water harvesting structures were restored
districts of the Marwar region. and/or built. Women and the marginalised community
were empowered to participate in water management
Marwar, in the Thar Desert of western Rajasthan, is of their villages. A decentralised system of social
the most densely populated desert in the world. It governance was set up and community-level social
has the lowest water endowment in Rajasthan, which capital was built by forming effective and accountable
itself is in a zone of extreme water scarcity. Marwar village water user associations called Jal Sabhas
is a land of extremes with low annual rainfall, non- to plan, manage and implement micro projects.
perennial rivers, saline groundwater and extreme Through contributory Jal Kosh (water development
temperatures. It has also been identified as one of and management fund) communities were able
the most vulnerable areas of India to be adversely to maintain bank accounts to collect money for
affected by global warming. carrying out sustenance and maintenance activities.
Local leadership was encouraged for sustainable
Due to these adverse conditions, the people of development and water security in the region.
Marwar have for long struggled to access drinking
water. The situation of acute water scarcity has led to The project improved the overall availability and
the drudgery of women and children, especially the access to water for around 300,000 people. The
girl child. Moreover, the people of this water-scarce interventions led to the creation of women’s
land are forced to buy water resulting in enormous Jal Sabhas and Jal Mandals to ensure proactive
financial strain. participation of women in resolving their own water
problems Formation of children Jal Dals provided an
To address these vulnerabilities, the five-year project excellent example of volunteerism and community
which adopts a people-oriented approach was service, enabling children to learn about their
rolled out. This approach evolved around developing environment through hands-on experiences in water
solutions to water problems from within the

01
 management systems. Further, the facilitation of small These cases talk about effective methods of building
water enterprises (SWEs) in villages as community- people’s institutions and how communities have
owned institutions has contributed to increased evolved and imbibed new strategies of water
availability of inexpensive and safe drinking water. It management involving collective action and traditional
has also proved to be a source of income for the water wisdom thus laying the foundation of sustainability.
suppliers, especially for women, thus making people It also showcases the benefits of linking water access
secure about access to water and also providing to better hygiene and dignity by educating people on
financial security. It has also nurtured goal-directed, benefits of constructing their own sanitation facilities
purposive social interaction wherein natural leaders and thus promoting hygiene practices.
organise their people into a meaningful, empowered
social group. It ensures socialization of children as It is important to note that all of these practices
responsible future citizens of their country. are led by local communities themselves, while the
project supported them only with necessary capacity
This document includes several case studies that development inputs and a part of financial burden.
illustrate the implementation of these strategies at Therefore, any attempt to replicate these practices
the grassroots. Each aspect presented here has been with a top down approach may not be fruitful.
chosen on the basis of proven results, effectiveness
and sustainability, viability of costs/systems and scope This volume is expected to serve as a databank of
for replication. These good practices assert ideas of good practices that could be taken up as a model
praxis in water security by underscoring the concept of approach for replication scale up not only in other
community management of water resources. parts of Marwar but also in other water stressed
areas. Sharing of these practices is expected to result
in wider networks and collaborations on the core issue
of community led water management.

02
SNAPSHOT : MARWAR

03
 MARWAR

The Marwar region of the Thar Desert in pastures, grazing lands and sacred
western Rajasthan is the most densely groves which are fast depleting given the
populated desert in the world. On rapid increase in human and livestock
account of its harsh geography and fragile population.
ecology, the region has the lowest water
endowment in Rajasthan - a state that Its human population of more than seven
itself falls in a zone of extreme water million relies on agriculture and animal
scarcity (World Economic Forum, 2009). husbandry for livelihood sustenance
Marwar is a land of extremes with low (Census of India, 2001). However,
annual rainfall ranging from 100-500 mm given the depleting water resources,
(Khan, 1998), non-perennial rivers and frequent droughts and monsoon failures,
extreme temperatures. The topography there is a significant shift in earnings
is dry and arid, marked with sparse with non-agricultural activities fast
vegetation and saline groundwater. superseding agriculture-based income
Its main ecological resources include in the region. Unstable and insecure
04
means of livelihood are forcing that 74 percent of the Indian
the inhabitants of Marwar region villages with multiple water
to either migrate in distress or quality problems fall in Rajasthan
incur debts to survive. Marwar (Government of Rajasthan, 2005).
has also been identified as one of The sex-ratio is skewed with more
the most vulnerable areas of India number of males than females on
to be adversely affected by global account of preference for male
warming (Majra and Gur, 2009) child. Among all seven districts
and is fast becoming an ecological of Marwar region, Jodhpur and
hotspot marked by increasing Barmer with sex ratios of 907 and
desertification (Pimental, et al., 892, respectively, are the worst-off.
2007), depleting groundwater
resources, marginal forest cover Access to labour and employment • The term Marwar is derived
(less than one percent) and marked benefits are minimal (if any) with from the Sanskrit word Maruwat
which means the land of death.
increase in barren and uncultivated over 58 percent of population
land areas. falling under the non-workers/ • Marwar comprises seven
non–formal workers categories and districts spanning a geographical
The socio-economic profile of the about 11 percent being marginal area of 13.5 million hectare and
region also represents a matrix workers (Census of India, 2001). is 39.4 percent of the total
of vulnerabilities. It is estimated geographical area of Rajasthan
(IDS, 2008).

While the United Nations (2003) established a legal basis • It has 84-90 inhabitants/sq.km
for right to water by highlighting everyone’s entitlement to compared to other deserts
sufficient, safe, accessible and affordable water for personal which have three to four
and domestic uses, the global UNDP Human Development inhabitants/ sq. km (Dhir, 2003).
Report of 2006 indicated that the failures to do so in India was
a result of skewed infrastructure access, unequal distribution • The Total Dissolved Salts of
and power relationships, poverty and poor operation and groundwater is in the range of
maintenance. 10,000 parts per million (JBF).

• Most villages in the project area

do not have a single source of
safe drinking water within a
radius of 1.6 kms (NFHS, 2003).

• On an average the region

witnesses six drought years in a
decade (Mohnot, 2003).

05
 Traditional biases and discriminations population while hand pumps once
have led to set patterns of social exclusion installed continued to be non-functional.
especially of women and people belonging Communities who had developed their
to lower castes who are often deprived of own ways of capturing rainwater in village
any decision-making powers on matters ponds and in traditional tankas2 found
related to village governance and especially these efforts insufficient to meet even
on issues concerning water management. their basic requirements. Thus in order to
Moreover, increased dependence on access water, families, especially women
government for relief coupled with lack and children endured daily hardships of
of public awareness has created negative carrying water over long distances.
spin-offs.

Marwar’s struggle to exercise this basic

human right continued with perennial non-
availability of drinking water along with
high ground water salinity. Government
supply of drinking water through Ground
Level Reservoir (GLR)1 served a negligible

1
Ground Level Reservoirs, usually made of RCC with around 10 to 20,000 litres capacity.
2
Underground storage tanks of capacity ranging from 10 to 100,000 litres.
06
The socio-economic ramifications of water insecurity
has influenced all aspects of community life in Marwar -
health, finance, personal and social well-being. Further,
as water scarcity increased, the consumption of unsafe
drinking water also rose resulting in widespread water-
borne diseases and in-turn greater expenditure on health.
In the project area, most of the villages remained isolated
and cut-off from the water supply and were designated
as Not Covered3 in government records. Habitations
having a source of water were affected with quality
problems such as excess salinity, fluoride, chloride,
calcium, magnesium, alkali salts or other toxic elements
or biological contamination. Lack of water had direct
impact on the survival of people and led to difficult living
conditions including lack of livelihood opportunities,
increase in incidences of distress, sale of livestock and
family assets and increased water conflicts.

In such a scenario the Jal Bhagirathi Foundation (JBF),

its partners and the people themselves reiterated
the importance of community participation in water
management issues and demonstrated the success of
community led model of water security.

3
‘Not Covered habitation means that there is not even a single safe
source of drinking water within 1.6 km of the habitation (National
Habitation Survey, 2003).
07
 The micro projects implemented by JBF in a few villages
between 2003-2004 clearly demonstrated that communities
should be at the epicentre of water management and
purposive action is required in order to mobilise, empower and
strengthen them to realise their basic right to drinking water.

It is with this objective that a five year project (2005-2009) --

‘Vulnerability Reduction through Community Empowerment
and Control of Water in the Marwar Region’ -- was launched
in 200 villages of Pali, Barmer and Jodhpur districts of
Marwar. This project was funded by the Italian Development
Cooperation, and implemented by the JBF with techno-
managerial support from the United Nations Development
Programme (UNDP), India.

08
EMPOWERING PEOPLE TO
HELP THEMSELVES

09
 EMPOWERING PEOPLE

The project Vulnerability Reduction through Community

Management and Control of Water in the Marwar Region
was structured and directed by a three-pronged framework
which is as follows:

10
1 Global commitment to achieve the MDG of halving the
proportion of people without sustainable access to safe
drinking water and basic-sanitation4 by 2015.

2 Address the suffering created by severe ecological

degradation due to poor drought-proofing and mitigate the
crisis manifesting itself in acute drinking water scarcity for
humans and livestock5.

3 The institutional vision of the JBF to develop water

security, sustained by people-owned institutions which
are decentralised and responsive to the social and natural
resource realities of the region.

This three-pronged framework led to the planning and preparation of a

decentralised system of water management. Over a five-year project period,
JBF addressed a complex matrix of water vulnerabilities by adopting a people-
oriented approach revolving around developing solutions to water problems from
within the community by involving the people in construction/conservation of
water structures.

4
While the United Nations (2003) established a legal basis for right to water by
highlighting everyone’s entitlement to sufficient, safe, accessible and affordable water
for personal and domestic uses, the global UNDP Human Development Report of
2006 indicated that the failures to do so in India was a result of skewed infrastructure
access, unequal distribution and power relationships, poverty and poor operation and
maintenance.

5
The National Habitation Survey, 2003 found that about 52 percent of the total rural
habitations of Rajasthan were not covered by the government’s water supply system, 16
percent were partially covered whereas only 32 percent habitations were fully covered
with optimum water supply.
11
 The overall development objective of the project was to ensure equitable
water access to the people of Marwar region. To this end, the project executed
several strategies, primarily focussing on creating an atmosphere that promoted
sustainable levels of human interaction with natural resources and revival of
traditional water management practices by:

(a) Enhancing access of women and socially excluded groups over natural resources
as primary stakeholders;

(b) Creating an integrated model for micro-level development by addressing

community issues concerning water and its associated impact on health and
hygiene;

(c) Building local capacities to help communities address their own needs by
strengthening decentralised social governance processes; and

d) Fostering and nurturing local leadership to promote sustainable development

and water security in the region.

12
To actualise this, village communities
were mobilised in more than 200 villages
and organised into water institutions (see
Organogram) to restore/build and manage
water harvesting systems. Community-
level social capital was built by forming
effective and accountable village water user
associations to plan, manage and implement
micro projects. Capacity building initiatives
of the beneficiary communities were
undertaken and a strong cadre of village Significant Achievements
volunteers were trained on management of
traditional water harvesting systems. Finally, • 291 Jal Sabhas, 4 Jal Samitis and 1 Jal
water harvesting systems were built/restored Parishad were formed.
that were responsive to local demand and
enabled communities to realise their basic • 55 Jal Mandals (Self-Help Groups)
right to obtain access to drinking water. were formed. By the end of June 2009,
these groups had saved a total of
Project interventions, in a relatively short approximately USD33,500.
period of five years, have resulted in
• 291 water harvesting structures were
significant improvement in overall availability
constructed/restored by village water
and access of water to around 300,000
user associations or Jal Sabhas.
people or three percent of the population
in the region; reduction in distress months • Communities across 200 villages were
and time spent by women and girls in trained to keep the catchments of the
fetching water; and a 140 percent decline in water harvesting structures clean.
expenditure costs on water per household
(Pastakia, 2008). • Access to water for drinking and other
household needs was brought within
a radius of 100-250 metres for
a household.

• Community contribution to projects in

cash on an average covered 30 percent of
the total project cost at village-level.

• Jal Kosh or a water fund has been

instituted where communities open
bank account and collect money for the
sustenance and maintenance of the work.
13
 • The Water Resource Centre at
Jodhpur became an operational
hub of training and awareness
generation.

• Water distress months reduced

considerably, ranging from three
to six months.

• Expenditure towards purchase of

water reduced considerably.

• Women were saved from the

drudgery of walking for three-
four kms (five-six hours)
everyday due to the creation of
community storage structures in
the vicinity of their homes. It was
a big relief to the girl child also.

• The project resulted in strong

inclusion of people belonging
to Scheduled Tribes and
Scheduled Castes resulting in
these marginalised groups
owning more than 46 percent of
the community tanks.

14
Organogram
JAL SANSAD (Stakeholders Forum)
• Members are drawn from JBF’s project area in the entire Marwar region.
• Forum is held yearly and is responsible for annual progress reviews and
work-plan formulation.
• Discuss new and existing strategies that are reviewed periodically and
incorporated into approach to water security.

JAL PARISHAD (Regional Water Forum)

• This forum is a project sanctioning and monitoring body.
• The forum comprises of dedicated community leaders, technocrats and
bureaucrats from government departments and members of
Jal Samiti and Jal Sabha.
• The members meet once a month to assess the progress and ensure
project alignment on a macro level.

JAL SAMITI (Water Development Group)

• This is a forum of people selected at the block level.
• It comprises of members of the Jal Sabha along with key community
leaders of the area.
• It is a proposal recommending body and a platform to encourage
volunteerism and resolve conflicts.

JAL SABHA (Water Development Group)

• The group devises plans and proposals
for development of water resources at
the village level. JAL MANDAL
• It decides on the strategy of executing (Women’s Self Help Groups)
work and collects all the necessary • Informal women groups
economic, human and physical that are encouraged
resources. to practice small savings
• It collects financial resources from and credit activities.
the community for the maintenance
of the water resources.

15
16
LEARNING FROM GOOD PRACTICE

17
 LEARNING FROM GOOD PRACTICE

During the course of the project, JBF invested in multiple people-owned processes to enhance
access to drinking water and empower communities to manage their own water systems. This
project strategy enabled JBF to work within a highly vulnerable ecosystem and hostile terrain to
not only create additional water capacity but also improve the availability of fresh and clean water
in this parched region. The initiative indicates that community participation, traditional knowledge
and technical guidance were effective in developing sustainable practices at the grassroots.

Good practice emerging from five cross cutting themes:

1. Building People’s Institutions
2. Sustainable Water Management Systems
3. Small Water Enterprises and Social Entrepreneurship
4. Harnessing Traditional Wisdom/Knowledge
5. Access to Safe Water and Sanitation

18
As we proceed, we will come across several examples that will illustrate the implementation of these
strategies at the grassroots. Each indicator presented in this document has been chosen on the basis of
proven results, effectiveness and sustainability, viability of costs/systems and scope for replication. These
best practices establish praxis in water security by underscoring the concept of community management
of water resources.

19
 1. BUILDING PEOPLE’S INSTITUTIONS
Effective community mobilisation, participation
and buy-in by people to plan and manage their
own water security is at the very core of water
governance. For such a governance structure to
be put in place, it is also essential to ensure that
individuals and groups express interests, exercise
rights, share benefits and mediate differences.
Inculcating a spirit of collective action among the
local community groups is a tough task.

20
This approach requires institutional Group called the Jal Samiti which covers a
arrangements, social capital, clarity on much larger area or block. The Jal Samiti
property rights, strong leadership, and a comprises members from the Jal Sabha
culture of transparency in benefit sharing. and other key community leaders. The
next is the Jal Parishad – comprising
To this end, JBF has worked extensively people’s representatives and experts from
with communities to establish a four- reputed institutions. The fourth and final
tiered system of community water tier is the Jal Sansad which represents the
governance in its project area. The first entire Marwar region, meeting annually
tier at the village-level is the Water Users to review the progress. This four-tiered
Association called the Jal Sabha. The system has evolved as a good practice in
next level is the Water Development management and governance of water.

This section will look at effective methods of building people’s institutions

and how communities have evolved and imbibed new strategies of water
management involving collective action thus laying the foundation of
sustainability.

21
 JAL SABHA - PEOPLE MANAGING Sarwari Purohitan Village,
THEIR WATER NEEDS Barmer District, Rajasthan

Practices followed by Sarwari

Village have become a model
to showcase:

• How collective community

action resulted in revival of
traditional water management
system in Sarwari Purohitan
and created a year-long
perennial supply of water;

• How the formation of Jal Sabhas

not only ensured community
participation and ownership but
also enhanced responsibility
and accountability;

• How working on water issues

brought unity among people
and helped them take self
initiatives for macro-level water
management; and

• The impact of Jal Sabhas in

enhancing water availability
not just for humans but also for
livestock which in turn
increased milk production.

22
Earlier, the people of Marwar followed the
traditional methods of managing water
resources on their own through usufruct rights,
setting up of sharing mechanisms for livestock
and implementing systems to preserve local
resources. However, this community framework
of water management has been taken over by a
centralised water control system that overlooked
the traditional wisdom. Acute depletion of
resources has also resulted in a marked increase
in dependence on the government.

Village Sarwari Purohitan in Barmer district

was one such example where the village had
difficulties meeting the water requirements
of its 450 odd households. Sarwari Purohitan
received water only once a month through
government supplies and people were forced to
purchase water from tankers at high costs.
“Work done by the JBF helped us build
confidence within ourselves as well as
taught us to be self-reliant rather being
dependent on others for our own water
needs,” says Chand Singh, Treasurer,
Sarwari Purohitan Jal Sabha

To address this grave situation, the community

decided to form a water association to renovate
and increase the capacity of their main water
resources - the Ghoda Nadi (grassland pond) and
the Gawai Talab (pond) with both bodies having
Gauchar6 and Agor7 as catchments.
6
Gauchar means pasture land.
7
Agor means a catchment of water body with
permanent plantations for fodder and firewood.

23
 THE PRACTICE
As this village faced acute water jointly to restore their water structures.
problems, an immediate and sustainable In 2007, the Jal Sabha began work on the
solution was needed. The villagers had Ghoda Nadi. In the first phase, the depth
participated in a series of community and size of the pond was increased and
discussions facilitated by JBF which later in the second phase, the water channel
led them to form a village Jal Sabha. The was repaired. Thirty percent of the overall
functioning of this Jal Sabha was based on costs were generated by the community
principles of democratic governance and and deposited in a water development
participatory management. fund called Jal Kosh and the rest of the
amount was raised through project funds.
The Jal Sabha also served as a focal point Funds for the Jal Kosh were collected
for all sections of the community to meet, by the Jal Sabha through household
discuss and contribute towards planning campaigns which encouraged the families
their water security. For the first time, to contribute a minimum of INR200
many communities put aside their caste towards making the village water secure.
prejudices and came forward to plan

24
This intervention increased the square area
and capacity of the pond to harvest more
water from its catchment area. Extra funds for
its maintenance and upkeep were received by
way of further community contributions. This
fund was also used to appoint a watchman to
safeguard the pond from animal and human
misuse, thus ensuring a check on the usage
of water and ensuring availability of quality
drinking water. The success of their efforts
at Ghoda Nadi inspired the Jal Sabha to raise
funds for restoration of another village pond
called the Gawai Talab. In subsequent years,
Jal Sabha undertook restoration/construction
of various water structures including the IMPACT
construction of a tank within the village In Sarwari Purohitan the impact of forming
school to demonstrate the technique of Jal Sabhas in the village enhanced community
rooftop rainwater harvesting. Since this participation and ownership of common
project was a part of school premises, property resources resulting in easier and
school children were able to get a glimpse of round-the-year availability and access to
community participation and social action. water. Expansion in capacity of Gawai Talab
from 960 Cubic Metre (CuM) to 5,218 CuM
and that of Ghora talab from 17,280 CuM
to 26,601 CuM resulted in a 50 percent
increase in water availability in both cases.
This resulted in marked reduction in cost of
purchase of water which went down from
INR3,480 before intervention to INR960
after this intervention per annum. (Details in
Annexure, Table 1).

25
 KEY LEARNING
Based on the experience of the Jal Sabha,
key components that create effective
people’s institutions in water management
include:

• Enabling Environment:
Reinforcement of rules and regulations
for management of common assets
and water structures. These rules
include the establishment of
mechanisms for conflict resolution,
regulation of behaviour and adherence
to respecting the norms for sharing
costs and benefits. An agreed
upon enabling environment adds
cohesiveness to the process and
later contributes to the emergence
of community led governance
structures.

• Participation and Organisational

Performance:
The actual design and establishment
of local mechanisms for coordination
and implementation. This often calls
for establishment of user groups,
committees and associations, where
the basic structure of authority and
decision making is negotiated and
established at the community-level
Here the marginalised groups are
also integrated in the process of
decision making.

26
In Sarwari Purohitan, the establishment of a Jal Sabha has not only created social
capital but has also ensured that people manage water systems themselves.
Furthermore, interactions within the three tiers -- Jal Sabhas, Jal Samitis and Jal
Parishad -- have enhanced people’s faith and ability to collaborate on issues related
to water management in the region. JBF’s role as a facilitating agency ensured equal
participation of men, women and the deprived sections of the community in the
decision-making processes.

SCOPE OF REPLICATION
This approach speaks of decentralised For example, in Rewara Jaitmal and
organisation of communities to create Thob villages in Barmer district (with a
cohesive water governance, and is worth population of 500 and 5,000 households,
replicating not only throughout Marwar but respectively) the problem of water sharing
also in other water scarce regions. JBF has and the resulting water conflicts between
mobilised 300 Jal Sabhas in its project area the two villages were amicably resolved
to manage village water resources. These Jal by the constitution of one joint Jal Sabha.
Sabhas have been found to be very effective This Jal Sabha administers water sharing
in addressing conflicts on sharing scarce arrangements between the two villages and
water resources and promoting intra-village runs a common Jal Kosh for maintenance
and inter-village cooperation. and upkeep of the water structures. The
two villages now share water equitably and
are using the Jal Sabha as a mechanism to
address water conflicts.

27
 JAL DALS: CHILDREN’S INSTITUTIONS FOR CONSERVATION

Godawas Khurd in Barmer district like many The whole village was under the influence of
other villages of Marwar region faced chronic acute water crisis. Women and children (mainly
water problems which became severe with girls) were the most affected since a huge
declining rainfall and irregular water supply. amount of their time was spent in meeting the
Further, the only open well in the village daily requirements for water.
contained saline water with a Total Dissolved
Solids (TDS) of 6,500.

28
Children were irregular in attending schools
and their education was put on the backburner
due to the burning issue of water access. The
Government High School of Godawas experienced
extremely poor enrollment and attendance rates.
The onset of summer worsened the situation
further with the school registering zero attendance
due to lack of availability of drinking water.
Children dropped out as they had to devote large
amounts of time and efforts in helping their
mothers fetch water from distant places.

The Gram Panchayat (locally elected self-

government body) constructed a 10,000 litres
Godawas Khurd Village,
water tank in the school to address the water Barmer District, Rajasthan
problem, but water for the tank was completely
dependent on tankers which was enormously The mechanism adopted by
expensive ranging from INR1,200 - 1,800 per Godawas Village is an example to
tanker. The school collected small contributions showcase:
between INR5 to INR10 from students every
month for the refilling of the tank. This practice • Volunteerism and community service
was followed till the year 2007, when the number led by school children;
of students enrolled in the school was 150.
• Awareness about environment and
local traditions of water
management and conservation;

• Enhanced school attendance in the

dry periods of summer;

• Increased school enrollments;

• United efforts of the villagers, school

administration and students to work
together to ensure that every child
gets her/his right to education; and

• Creating leadership skills and

confidence of the Jal Dal members.

29
 THE PRACTICE
In search of a sustainable solution to the
problem of water availability at low cost,
people mobilised themselves and under the
guidance of the school headmaster got in
touch with JBF to create a village Jal Sabha
in Godawas. The community realised that
excessive dependence on the government
was not the solution to their problem.
Once the Jal Sabha was constituted, they
undertook the task of increasing the
capacity of the village pond called the
Godawas Talab. In 2008, the Jal Sabha also
constructed a school tank, following the
rooftop water harvesting technique.

The community was involved in each level

of designing and constructing the rooftop
structure. They decided that the capacity of
the tank was to be 40,000 litres and raised
30 percent of the total construction cost
through community contribution. For the
remaining 70 percent, they received support
from JBF.

Under constant supervision of the Jal Sabha,

the tank was constructed within a period
of three months. This enabled the school
to become independent from supply of
water through tankers and allowed efficient
use of rainwater. This was also a lesson for
school children on management of water
resources. Conservation of rain water thus
became a source of teaching civic sense to
children.

30
Further, to ensure maintenance of the newly constructed
tank, a student body of 10 members called Jal Dal was
constituted. Students from classes VI to VIII became
members of the Jal Dal. The Jal Dal took the responsibility
of cleaning the roof and ensuring clean water in the
tank. They were also accountable for cleansing of the silt
chamber and meticulous functioning of the hand pump.
Additionally, the school teachers also began educating
children on water distress and encouraged them to be
a part of environment conservation plans in and around
their village. The school students were also involved in
environment conservation activities and planted 50 trees
in the school premises. Each plant has been adopted by
two students who nurture it. This practice is passed on to
the younger students so that both the structure as well “This scheme has proved to be
as the plants are maintained. These democratic practices like Sanjivani (life giving herb)
inculcated in these students, a sense of duty to the fragile for the children in this region,”
ecology of their village. says Hanuman Ram Bishnoi,
School Headmaster
Students have recently started a piggy bank in which
students from higher classes contribute one rupee per
month for maintenance of the tank and purchase of water
during times of distress.

31
 IMPACT
This intervention has positively impacted
education in the desert thus yielding
growth in the literacy rate. Children no
longer have to miss schools to accompany
their mothers in search of water.

There has been a noticeable fall in the

school dropout rate and attendance
has become more consistent. Students
have become aware of environment
conservation and its correlation with
rainfall. The Jal Dal has instilled a sense
of leadership and responsibility towards
preservation of the environment.

KEY LEARNING
The Jal Dals provide an excellent
example of volunteerism and community
service, enabling children to learn about
their environment through hands-on
experiences in water management
systems.

This practice also puts forward an instance

of uniting the school administration and
students to work together to ensure that
every child gets her/his right to education
without worrying about the availability of
drinking water. It teaches them to unite for
a socially useful goal. They learn to take
all people along in meeting their personal
need for water and negate all caste and
class differences.

32
SCOPE OF REPLICATION
This practice enables the younger generation to take
responsibility for their fragile and scanty resources. It helps
them understand the importance of conservation and
regeneration. It can be adopted for replication in schools
where water problems are acute.

33
 WOMEN UNITING FOR WATER SECURITY
In Satuni Purohitan, the source of water, Songra Nadi was located at a distance of four kms from
the village. Water was available to the villagers either through tankers or by covering the long dis-
tance afoot to fetch water from Songra Nadi. It was only during the rains (two-three months) when
the women could access water from a smaller pond called Hemajal Nada or a pond which was close
to the village. This pond saved them the drudgery of making the two-way journey of four kilome-
tres to Songra Nadi.

THE PRACTICE
In order to have round-the-year availability of women catalysed the formation of a women’s
of water in close proximity, women of Satuni Jal Sabha. This Jal Sabha comprised of 30
Purohitan village joined hands to enhance the women members who collected money for the
capacity of the Hemajal Nada. Jal Kosh to undertake the capacity enhancement
of Hemajal Nada. Thus, 30 percent of the total
funds were mobilised by the women Jal Sabha
They mobilised themselves and collected
while the rest was contributed by Jal Parishad as
INR10,000 and approached JBF with a request
a grant.
to support them to bring water closer to their
homes. The level of mobilisation and dedication

34
When asked about whether men complained about Satuni Purohitan Village,
formation of women Jal Sabha and contribution to Barmer District, Rajasthan
Jal Kosh, Chota Devi said: “If the men spend INR500
per household and we do not complain so when Satuni Purohitan is an
we spend INR200 to 300 per household to secure example to indicate the
greater water availability and convenience, men creation of an institutional
should not say anything.” space for women’s
participation in water
management. It showcases:

• Establishment of a process that

resulted in institution building
and women’s empowerment;

• Greater awareness among

women about safe drinking
water practices, health
and hygiene which has in-
turn contributed to better
community health; and

• Empowerment of women and

an increase in their leadership
capacities.

35
 This unique women’s Jal Sabha came into Women proudly call the pond the
existence at a time when women had ‘woman’s pond’ and they have forbidden
no active role in the water management access of tankers to their pond. They
issues of the village. Marwar has a regularly carry out maintenance activities
typically patriarchal culture, where like de-silting and cleaning the catchment
women are confined to homes while men area that maintain the quality of water.
are involved in planning and managing With the establishment of this Jal Sabha,
community matters. This was the women have taken a more informed role
situation in Satuni village despite the fact within their households creating greater
that it was mandatory to have 20 percent awareness about safe drinking water
women representation in the Jal Sabhas. practices, health and hygiene as well.

The women of this village have now

set an example for other villages and
showcase how their active involvement
enhanced women’s access to water.

36
IMPACT
The capacities of the two water harvesting
structures was increased at a total cost
of INR177,380 (30 percent community
contribution) at INR70 per person (one
time cost). More specifically, returns to
investment included reduction in women’s
drudgery in terms of distance travelled to
fetch water. Before intervention women had
water closer to home only for two months
and had to walk for the rest of the year.
After intervention they have water available
for seven to 12 months depending on the
water source being accessed. As a result,
their drudgery has reduced remarkably.
(Details in Annexure, Table 2)

The formation of this women’s Jal

Sabha has tremendously influenced the
community mobilisation process. This
was probably the first instance of women
participating actively to resolve their own
water problems. This practice of forming a
women’s Jal Sabha has most importantly
contributed to empowerment of women
and has led to their engagement with
the larger water restoration/construction
projects being implemented in the village
along with other Jal Sabhas in the area.

37
 KEY LEARNING
The women who are now seen as leaders within their community have become role models for
women of other villages. This practice put forward the creation of institutional space, allowing
women to pursue development goals for themselves, their family and the community at large. As
a result of such initiatives, women’s access to and control over natural resources has improved,
thus substantially reducing the time and effort spent in collecting water.

This practice also showcases how women succeeded in their goal despite the typical patriarchal
culture which limited their participation in planning issues related to availability and access of
water. Additionally, uniting women into a Jal Sabha also showcases how external barriers can be
surmounted and life can be made easier and better through collectivization.

38
SCOPE OF REPLICATION
This practice is worth replicating in development projects, however, care should be taken that such
initiatives should not result in further exclusion of women leaders from social issues especially in
places where the society is still in the grip of patriarchal system and adequate social mobilisation has
not taken place.

39
 2. SUSTAINABLE WATER
MANAGEMENT SYSTEMS
Water resource systems that
manage to satisfy demands without
degradation are called sustainable.
Sustainable water resource systems are
therefore those designed and managed
to fully contribute to the objectives
of society, now and in the future,
while maintaining their ecological,
environmental, and hydrological
integrity (ASCE, 1998; UNESCO, 1999).
Ensuring such sustainable water
management systems is a major
challenge to the community at large.

40
Efficient planning, establishment financial regime for usage of
and management of a water water. There has been a shift
resource system are all often from the centralised to the
seriously constrained by the decentralised management
absence of a monitoring system that recognises the
mechanism and information on importance of local institutions,
water demand, usage patterns thus laying the foundation
and socio-economic variables. of good governance. These
Fragmented institutional approaches have complemented
structures, lack of a regulatory one of the basics of sustainability
mechanism, public awareness - wherein institutions focus on
and inability to manage the getting ‘rights right’, and produce
demand can also lead to the right conditions for collective
unsustainable exploitation and action (Schlager and Ostrom,
use of water resources (WEHAB, 1992, quoted in Roth, Boelens, et
2002). al., 2005). An ideal management
system in a water scarce region,
In Marwar, increasing water however, will be the one
scarcity has led the communities which minimises conflicts and
to adopt strategies that are establishes rules and priorities
of sustainable nature. Some among the users (Cravidao &
of these practices involve Mateus, 2002) and ensures
establishing an economic and sustained water access to all.

This section will look at a system of procedures and

techniques pursued for sustainable water management.
This system has evolved within the community and has
contributed to transparent, community-led, equitable and
adaptive management of water resources ensuring better
utilisation of water on a sustainable basis.

41
 COMMUNITY COHESION LEADING TO
ADAPTIVE WATER MANAGEMENT
Scanty rainfall and water scarcity are common features of a
desert region. The situation becomes grim when these problems
are magnified by changing climate and recurring droughts. This
525-household village with a population of 3,785 people receives
erratic rainfall. There is a perpetual water crisis in this village.
Hence, village communities took the onus to improve accessibility
of water, rather than depend on external agencies and the
government for supply of water.

The main source of water for this village was a pond called the
Gawai Talab which has the capacity of 2,869 cubic metres. During
monsoon, rainwater used to overflow from the pond since its
Mandli Village, Barmer District, catchment area was small and could not retain all the rainwater.
Rajasthan Whatever amount of water was harvested in the pond lasted only
for four months in a year. The situation worsened during summers
Mandli village has emerged as a model of when the pond became dry and women had to walk a distance
social cohesion to address water scarcity.
of four–six kms a day in search of water. Add to that, the villagers
It showcases:
either had the option of purchasing water, causing a severe
• Emergence of management systems financial strain, or they had to depend on the limited supply of
lead by the community; saline water supplied by the government. Consuming saline water
meant compromising on the quality of water resulting in health
• Adaptation to the changing climatic hazards. Under such circumstances people of this village were
patterns and recurring droughts; and struggling to survive.

• Emergence of community Community members of the village believed that if all the
participation along with rainwater was harvested properly, the pond would have enough
enhancement of leadership skills and
water to meet their yearly demand. The community collectively
self-confidence.
took one decision to change the water situation of their village.

42
THE PRACTICE
A few villagers of Mandli, inspired by the successes achieved by the interventions of JBF mobilised others
in the village. They came together and formed a Jal Sabha. This Jal Sabha had a representative from
each community in the village along with an assured 20 percent of women participation. The members
undertook a participatory planning exercise and decided to increase the area of the pond which would
allow it to capacitate more water. In order to accomplish this task, funds were generated through
contributions from each household of the village. This money was then pooled in the Jal Kosh in a joint
bank account to ensure a measure of accountability towards the sum collected.

43
 Thirty percent of the project cost came for water distribution within the village
from the Jal Kosh and the remaining funds became evident in the first year itself.
were provided by JBF as a grant. In the first Jal Sabha members realised that free
year, the pond size was increased by 50 availability of water for neighbouring
percent. The community discovered that villages also needed to be checked. After
the pond could now harvest enough water considerable discussions, a consensus was
to last for a period of 10 months. Even reached to introduce a coupon system for
though water was available comparatively distribution of water. This way of water
for a longer duration, people were still management allowed people from other
worried about the fact that changing villages to use water from the pond at a
patterns of rainfall and increasing cost of INR100 per tanker of 4,000 litres.
probability of droughts might cause water The coupon system not only provided a
crisis in the village in the future. Therefore, means of accountability of the money
the Jal Sabha felt the need to enhance the collected against the amount of water
efficiency of water harvesting and enhance consumed by the people belonging
the storage capacity of the pond. to nearby villages but it also ensured
distribution of water according to the
They also realised the need of a regulatory needs of the people.After the successful
mechanism for controlled use of water implementation of the distribution system,
in order to ensure that it lasts for longer the village pond was able to provide water
periods. Difficulties that stemmed from access to 14 other villages.
the absence of a management system
44
The money thus collected was deposited in
the Jal Kosh for enhancing the capacity and
catchment area of the pond. This facilitated
regular maintenance of the catchment
areas. Maintenance was carried out by
the village volunteers twice a month to
retain water quality. To improve efficiency
of water harvesting, they renovated water
channels in the catchment area and planted
trees to improve water inflow. Moreover,
an equitable distribution system was
keenly followed by the villagers by way of
maintaining a register that noted the time
and coordinates of people taking water. This
system kept a check on usage of water thus
ensuring prolonged availability of water.

45
 A guard was appointed to safeguard the has increased accountability. This village
pond. The Jal Sabha took all measures to illustrates how the community has resolved
ascertain that not a drop of water was a chronic problem and built social capital for
overused or wasted. With the accumulated development. In a village meeting, people
funds in the Jal Kosh and support of JBF, the stated: “This year (2009) we could harvest
depth and area of the talab or pond was the entire rainwater of this season (though
further increased in the second phase. The rains were less), only because they increased
whole process has created cohesiveness the depth, maintained water channels, and
among the community members and strengthened the embankments.”

46
IMPACT
Primary impact has been in the availability of sweet drinking water round-the-year despite 2009
being declared as a severe drought year. A community member said: “It is incredible that we have
achieved water security even in a severe drought year that completely wiped off our crops.”

Expansion in the capacity of Gawai Talab from 2,869 CuM to 5,218 CuM and that of Narsingh
Nada from 2,308 CuM to 26,601 CuM has resulted in a 50 percent increase in water availability
in both cases making water available all year long. Further, 13 villages also benefit through this
intervention by sourcing water through tankers. (Details in Annexure, Table 3).

Lastly, the practice of creation of Jal Sabhas has put forward a bottoms-up approach in achieving
development goals. It has enhanced leadership skills and motivated people for a better
and improved life. The Jal Sabha has also achieved a sustainable financial source for regular
maintenance of the talab through coupon system.

47
48
KEY LEARNING
This approach showcases how investment in building
robust and sustainable community systems and
institutions positively impacts round-the-year availability
of water. It also exhibits how an external agency with
the cooperation of the local community can facilitate the
revival of a traditional and sustainable water management
system.

SCOPE OF REPLICATION
Similar best practices are already replicated in the project
villages of the Foundation such as Trisangari Soda and
Rodwa Khurd in the Barmer district of Rajasthan. It is
worth wider replication since it is an organised way to
enhance the capacities of communities to manage water
resources.

49
 REVIVING THE TRADITION OF COMMUNITY CONTRIBUTION
Vishnu Nagar and Dhandiya neighbourhoods
in Pali district have a population of 2,500
people and 400 households. Agriculture
and livestock rearing serve as the main stay.
However, water situation in the area had
been pathetic in terms of availability and ease
of access. The village pond called Kherali Nadi
is at a distance of three kms and had enough
capacity to store rainwater for a period of six
months only, leaving villagers to source water
from other villages for the remaining period
of the year.

THE PRACTICE
During a participatory appraisal in 2005, the through grains where a minimum of 40 kg of
problem of water accessibility and poor capacity Bajra (Pearl Millet) was contributed by each
of the pond emerged. To address the same, household. This system was a success and the
community tanks were constructed in village villagers were able to collect a total 30 quintals
hamlets called dhanis. With the tanks, water of Bajra which was then sold in the market
came closer to people’s homes but the issue at a price of INR850 per quintal resulting in
of limited availability remained the same. collection of adequate funds for the restoration
Therefore, in the year 2007, Jal Sabha initiated of the pond.
capacity enhancement on the Kherali Nadi.
The Jal Sabha now charges a nominal fee of
While JBF contributed 70 percent funds, INR10 per tanker from the village community
remaining needed to be raised through but they do not sell water to neighbouring
community contribution. The cash contributed villages. The income thus generated is duly
was not sufficient to carry the work forward. To collected in the Jal Kosh to be utilised for
overcome this hurdle, members of the Jal Sabha regular maintenance activities for which
revived the traditional practice of contributing villagers volunteer in kind services.

50
 “Earlier, we used to preserve potable water
as we preserve sweets and ghee (purified
butter) in the house, using them with utmost
care and efficiency. Potable water was a rare
commodity and required real hardships to
have access to it.

The pond now is a real boon to us and has

rescued our wives and daughters from the
drudgery of carrying water for miles,” says a
male resident of Dhandiya.

IMPACT
Vishnu Nagar and Dhandiya The villagers were able to successfully enhance the capacity of
Village, Pali District, Rajasthan the three water structures from 6,974 cubic metres to a total
of 21,903 cubic metres. This created a year-long uninterrupted
This practice reflects: supply of water in the village, reducing money spent in buying
water from an average of INR3,150 to INR2,100 per annum.
• How community-level resource (Details in Annexure, Table 4).
mobilisation contributes to round
the year availability of water; KEY LEARNING
• How poor and marginalised Learnings that emerge from the strategy adopted by the
communities participate in villagers indicate that community participation helps provide
mobilising resources to maintain local solutions to overcome impediments that arise in
water resources; and executing a project.

• How collective strength of individual SCOPE OF REPLICATION

contribution leads to sustainable
solution in water management. This practice is unique in the manner by which the people
revived the practice of material contribution when cash flows
were insufficient. The whole practice can be adopted by other
organisations or Self-Help Groups.

51
 WOMEN OPERATIONALISING
SUCCESSFUL WATER ALLIANCE
While women traditionally bear the biggest brunt of
water scarcity by walking long distances8 to fetch water,
their involvement in planning for water security at
village-level remains insignificant in most areas. The
typical patriarchal culture fails to recognise that women
who devote all their lives in managing water at the home
front, would be better managers of water in the larger
context also.

The village of Rampura located 40 kms from Jodhpur

in Pali district, presents this poor state of affairs. This
village is spread into smaller dhanis or hamlets and the
only water source is a village pond that is located at a
distance of three kms from the village. Women fetch
water from this pond daily and their problems intensify
in summers when the pond runs dry and women have to
travel a distance of six kms each day to collect water.

6
According to an internal study, a woman on an average spends
one-fourth of her day fetching water and walks an average of
four kms to fetch 20 litres of water.

52
 THE PRACTICE
A village Jal Sabha with 20 percent women
representation was created to address this extreme
state of distraught. With JBF’s intervention a time
analysis exercise was conducted with the women
to map their life and routine. The outcomes
revealed that women were involved in agriculture
for two-three months in a year and for the
remaining period they were free to be associated
with other livelihood activities. Therefore, they
were motivated to revive and renovate the village
water management structures. Women expressed
keen interest in constructing individual tankas to
reduce their drudgery. They were also motivated
to form SHGs or Jal Mandals to solve their financial
problems.

Women Jal Mandals comprising 10–16 members

began operating joint SHG bank accounts and
Rampura Village, contributed INR100 on a monthly basis towards the
group corpus. SHGs also facilitated inter-loaning
Pali District, Rajasthan
of money. Through the Jal Mandals, women were
It looks at an approach through which able to realise their dream of building individual
water management systems can be tankas. Five out of the total 10 members managed
infused with greater gender equality. It to fulfill their wish of owning individual tanka
demonstrates how: through loans taken from the Jal Mandal and with
technical assistance from JBF. This led to a sense of
• Forming SHGs enhance women’s role empowerment and motivated other women to save
in water governance; money so that they could own their own tankas. At
present, each member of the Jogmaya Jal Mandal
• SHGs give women financial
independence to manage water in has a saving of INR2,500 in the bank to spend on
their villages; and ensuring water security for their families and the
community at large.
• SHGs enhance savings and in turn
contribute to the betterment of the
community at large.

53
 IMPACT
The forming of Jal Mandals greatly impacted the
life of women. In Rampura, while the Jal Sabha
played the role of addressing larger community
water issues, the Jal Mandals in tandem catered
to the individual requirements of women by
construction of individual tankas. Further, this
model introduced women to the practice of saving
money which has proved to be a boon for them.

54
KEY LEARNING
Jal Mandals showcase how teaming up of
women resulted in increase in their participation
and contributed to greater social inclusion in
a predominantly patriarchal society. As it has
been stated by Batliwala (1995), the process of
empowerment has to begin from within a woman’s
individual self and later has to be externalised
through greater autonomy, physical mobility,
remunerated labour, and a strong role in the
household. The beliefs, thoughts, conscience and
attitude that contribute towards water governance
need to be constantly upgraded to ensure equality
and the Jal Mandal has a great role to play in this.

SCOPE OF REPLICATION
This practice of forming a Jal Mandal has already
been replicated in 10 villages each of Barmer and
Pali districts as well as seven hamlets of Pachpadra
in Barmer district amounting to a total of 55 Jal
Mandals. This practice can be implemented as an
important means to increase the involvement of
women in water management and in the revival of
traditional water management systems.

55
 3. SMALL WATER ENTERPRISES AND
SOCIAL ENTREPRENEURSHIP
Establishment of Small Water Enterprises (SWEs) has gained
increasing importance over the last decade as governments,
NGOs and institutions are in search of mechanisms to make
potable water available to the thousands who lack access to it.
The SWEs have been described as “water delivery operations
that predominantly provide water at the community-level. They
operate beyond the reach of piped water systems and directly
sell water to households” (Opryszko, Huang, et al., 2009).

56
Despite the fact that access to safe SWEs are slowly emerging as acceptable
drinking water has been a global health models in the rural and peri-urban areas
priority as indicated in the UN’s MDGs of India. The world over SWEs have
and the role of small-scale water vendors been accepted as private profit-making
has been flagged as critical in improving institutions that are competing to provide
potable water availability (UN/UNESCO, services and they have been criticised
2003), the functionality of SWEs has just for promoting competition by privatising
begun to unfold. Studies have described natural resources. Many social scientists
SWEs as having adaptability to local are of the opinion that such a practice
conditions and norms, making them will eventually lead to exclusion of poor
locally viable. In some cases, SWEs have communities from accessing quality water.
also been successful in accessing even They anticipate a hike in the price of water
the most remote populations regardless made available through these SWEs due
of terrain, governmental boundaries, to the possibility of oligopoly in controlling
regulations, economic conditions and the water resources.
population density (Solo, 1999; Collignon
& Vezina, 2000; McIntosh, 2003; Solo, In the Marwar region, however, JBF is
2003; McGranahan, et al., 2006). Another facilitating a different model of SWEs.
benefit of SWEs is known to be their These SWEs are managed by community
ability to cater to poor households, by members within the village, thus
allowing intermittent purchase of water preventing unfair increase in prices of
in quantities these households can water. In this region, SWEs are emerging
afford. Finally they have also been able to as community-owned institutions
generate rural employment in many areas practising social entrepreneurship, which
(McGahey, 2009). harness the advantages of both market
mechanisms and community management
while keeping a tab on the disadvantages
of private profit-making systems.

This section will look at a good practice in sustainable water delivery which
has augmented people’s access to safe drinking water - at affordable prices.
It also looks at innovative methods of water management that have built
business opportunities for locals.

57
 MAKING PEOPLE WATER SECURE

Pachpadra, Barmer District,

Rajasthan
It is an example of public-private
and community partnerships which
enhance community access and
availability of safe drinking water.
The practice has helped to:

• Make available inexpensive,

easily affordable and safe
drinking water;

• Provide income generation

opportunities to water
suppliers, especially women;

• Act as a demo-model of a
water micro-enterprise in
the region.

58
Pachpadra is a village where people rely on just THE PRACTICE
one pond to meeting their water requirements.
To solve this issue and provide livelihood, the JBF
The dependence of the villagers on surface water
initiated a pilot project under a Public-Private-
is exacerbated by the saline groundwater present
Community Partnership model. This project not only
in this area. During the dry spells, water is bought
ensured the availability of safe drinking water but also
from nearby villages to fill up underground tanks in
improved livelihood opportunities of SHG members
households at a cost of INR500-600 per 4,000 litre
in the village. It set out to design a business model
tanker. Choices of people are further narrowed by
for the provision of safe water to the community,
the fact that water supplied by the Public Health
and facilitated a micro-level water enterprise project.
Engineering Department (PHED) is largely considered
This was a joint collaboration of the PHED, the Jal
unfit for drinking. Sourced from a nearby groundwater
Sabha, the Gram Panchayat, the JBF and the SHGs that
well and then supplied through a Ground Level
examined ways to encourage local entrepreneurship
Reservoir contains TDS ranging up to 4,500 ppm,
through the creation of community driven business
including chlorides, fluorides and nitrates which are
models of supply of drinking water through SHGs,
above permissible levels. Such conditions forced the
who will further sell water and create livelihood
community to compromise on quality issues and
opportunities for themselves. Such a system would
consume the water thus supplied resulting in high
contribute to improved health and hygiene by removal
prevalence of water borne diseases.
of fluorides, nitrates, and other salts from water and
build capacity of the community members through
training for maintenance and operation of the project.

JAL BHAGIRATHI
PUBLIC HEALTH
FOUNDATION
ENGINEERING DEPARTMENT
Assisted in providing the financial
Supply water to the RO plant for
assistance and setting up water
treatment and distribution
governance mechanism

PACHPADRA RO
PLANT
ENVIRONZE GLOBAL LIMITED
MANAGED BY THE JAL SABHA
Installed the plant and ensured
maintenance

SELF HELP GROUP

GRAM PANCHAYAT
Buys water from the jal sabha at 8paise/litre
Provided housing facility
and sells it at 15p/litre and 25paise/litre for
for the plant
home delivery

VILLAGERS

59
 To fulfill these objectives, a technically efficient and effective Reverse Osmosis (RO) Plant was designed as a
social business model to operate a water enterprise which provides safe drinking water to Pachpadra village.
Environze Global Limited, a private manufacturer of water treatment systems installed the plant, whereas the
government provided raw water and the Gram Panchayat provided housing facility to the plant. The Foundation
was primarily responsible for facilitating the project and empowering community institutions to initiate local
entrepreneurship through creation of community-driven business models.

60
While the RO plant was expected to be
technically effective, there were challenges
in developing an appropriate delivery
mechanism for building it as a sustainable
model for safe, reliable drinking water
supply for the village. The plant presented
few challenges during its setting period
which are as follows:

• People were not aware about the

advantages of RO water.

• They were paying for water for the

first time. Till now they only paid for
transportation of water. Global Social Benefit Incubator (GSBI) and
Acumen Fund helped in overcoming these
• They were apprehensive to use the hurdles. They assisted in setting up a distribution
water from the RO plant due to cultural network and also provided for business coaching
beliefs. and contributed towards the development of a
business model and plan.
• There was an absence of
Therefore, to allow for inexpensive means
a distribution system that was
of maximum distribution and reachout, four
affordable and accessible for the outlet stations were set up in different parts
scattered population in the of Pachpadra ensuring that all communities
village. were within walking distance of the RO treated
water. To ensure the affordability of water,
• By examining the demographics of the an affordable selling price of INR0.15/litre of
villagers, it was discovered that access water was set as the plant saved immensely on
to the plant was a limiting factor. It was packaging and distribution costs. Moreover, the
found that maximum walking distance traditional pots were found very convenient for
the rural women to transport water.
of one km was acceptable to the
people for collecting water, while to
reach the RO plant people had to walk
more than a kilometre.

61
 The RO plant and the delivery system is
managed and coordinated by community
members. The outlets are owned and
managed by women from Jal Mandals
(SHG), allowing them to augment family
incomes. The outlets, with a storage
capacity of 2,000 litres, get water from
the RO plant for INR0.08/litre. With a
financial plan that fixed the selling price
at INR0.15/litre and household delivery
of water at INR0.25/litre, the outlets
managed to generate profits ranging
from INR3,500 to INR4,500 per month.
The emergence of this SWE as a business
model is an example of a public-private
partnership with community investment
where people have accepted differential
pricing and are willing to pay for the
service provided by the model.

To make the business model successful

and improve livelihood of women, all
the participating women were regularly
trained in running and maintenance
of the plant. They were also trained
in financial dealings, record keeping,
marketing and distribution. Women were
also made aware of the importance of
safe water and how it leads to a healthy
life. From a humble beginning, the SHG
participants now take part in a wider
awareness campaigns on safe water in
Pachpadra.

62
IMPACT KEY LEARNING
In Pachpadra, the RO-SWE has become an innovative Running the RO enterprise successfully required
option for the delivery of safe water. There is now dedicated inputs in entrepreneurial and technical skill
availability of inexpensive, easily affordable and safe development. Maintaining product quality is essential
drinking water in the area for the first time. People to the sustainability of the intervention. Further,
have adopted clean water practices of washing water outlet infrastructure was not sufficient to guarantee
containers with a chlorine solution before filling. viability and a delivery system was needed to ensure
Subsequently, a decrease in the instances of water- continuous sale of water. Finally, the biggest learning
borne diseases as well as improved health has been has been that social enterprises run by communities
noticed among families purchasing water from the are viable economic propositions provided that the
plant. With regular awareness campaigns, there has right back-end and front-end linkages exist.
been increased usage of safe drinking water. This
has led to income generation for families that source SCOPE OF REPLICATION
water and further sell it in their community.
In an area where saline water is the root cause of
Regular supply of drinking water has contributed people’s problems, this practice can be extremely
to growth of a micro enterprise. Regular training of helpful in making quality water available to the people
women have contributed to their social and economic of Marwar. The main constraint is the initial financial
empowerment. investment and personnel training required to operate
the RO plant. It also depends upon the government
and the private players to recognise the potential of
this process and invest in the same.

63
 4. HARNESSING TRADITIONAL KNOWLEDGE
In the present scenario while the world is looking at scientists
for technological solutions to their problems, the importance of
traditional knowledge driven by local needs and requirements
cannot be undermined. Robert Chambers explains local
knowledge as “a whole system of knowledge which includes
concepts, beliefs and perceptions and the process whereby it is
acquired, augmented, stored and transmitted” (Chambers, 1983).
Indigenous knowledge or rustic wisdom is considered to be
indomitably linked to local economic, social, cultural and political
conditions.

64
Examples from the world over have
demonstrated that blueprint solutions
developed in laboratories do not work well
when applied to grassroots. This is because
ideas often do not work unless they
take into account people’s perceptions,
knowledge systems and beliefs. However,
dealing with local knowledge can be
challenging - mainly because local
knowledge is an unwritten resource and
lacks scientific validation. For JBF, the very
process of learning from the community
is integral in its approach and an indicator
of recognising the community as an equal
partner in the development process.
Project experiences have revealed that this
process of collaboration on knowledge is
cost effective, helpful and workable as it
diversifies options of water management
and empowers local communities during
the process.

This section will look at good practices of

traditional water management systems.
It will talk about how these approaches
were found to be embedded in a holistic
and ecological sound system of water
management.

65
 BELIEF IN TRADITIONAL WATER MANAGEMENT SYSTEMS
AND TRADITIONAL KNOWLEDGE

The village of Araba comprises 350 households Sabha was to construct a new beri (well) close to
and has a total population of 1,000 people. the pond that would provide potable water and
The village has a pond called Kheteshwar Sagar reduce water shortage. The villagers believed
which collects rainwater and provides water to that a beri near the pond would be recharged
the community for a period of four-six months in with rainwater collected in the pond and would
a year. The groundwater is saline in nature and provide for potable water. However, government
there is no other source of water in the village. reports of that site suggested the exact opposite
of the traditional wisdom. According to the
To resolve the problem, JBF mobilised the reports, there was no chance of obtaining sweet
community to become part of the Community water beyond 45 feet. These reports were
led Water Management System. The severity of based on studies of underground water levels
the problem resulted in the quick formation of a conducted by the government on the Araba
Jal Sabha. The first solution provided by the Jal village site.

66
The villagers, however, relied on their traditional wisdom
of water systems. It was locally known that there was
an underground river near the village and sugarcane
farming was practised around the village centuries ago.

This fact was supported by the evidence of a stone

machine called ganha that was used to take out
sugarcane juice in those days. After the discovery of
the ganha, the villagers were convinced that sweet
groundwater was available in the region. Thus, an ideal
location for the beri was selected and the Jal Parishad
was approached to seek permission for digging.
Araba and Sutharon ki
The Jal Parishad agreed to dig up to 40 feet initially with Dhani Villages, Barmer
a condition that if sweet water was not found at that District, Rajasthan
level, then further digging would be carried out at the
expense of the Jal Sabha and the villagers. The villagers
They are successful examples
and the Jal Sabha took this risk and struck sweet water
of people accessing traditional
at 75 feet. Consequently, a beri was constructed and the
knowledge that enhanced
pond recharged the water in the well and kept it sweet
for 12 months. The village Jal Sabha then set up a small
water security in their villages.
motor room with funding from the Panchayat to lift They reflect:
water from the well. Water is now taken out from the
• Use of traditional knowledge to
well through this motor and is filled in separate tanks enhance water security; and
for human consumption and stray animals. The running
cost of the generator and other maintenance works are • How traditional wisdom made
covered by the Jal Kosh, thereby, ensuring sustainability water access easier.
of the enterprise.
• How communities can
find solutions to their own
problems.

67
 SUTHARON KI DHANI
Sutharon ki Dhani is an isolated village in the The villagers of Sutharon ki Dhani relied on
sand dunes and experiences severe water their traditional wisdom and believed that if
shortage. It has a population of 725 people a beri was made near the sand dunes then it
with 92 families spread over different dhanis. would be recharged with sub-soil water thus
The region around the village is covered creating a resource of potable water. The Jal
with sand dunes which makes it impossible Sabha members collected money from the
to dig ponds due to the sandy soil. The only villagers and deposited it in the Jal Kosh. The
water source available to the people is saline Jal Sabha raised 30 percent of the requisite
groundwater which is unfit for consumption. amount while the remaining 70 percent
The villagers had to walk long distances to was provided by the JBF. The beri was thus
collect water for drinking as well as domestic constructed and it collects seepage water
purposes. Being an economically backward and has a depth of 25 feet. It provides water
village that even lacked electricity, families in throughout the year and has been named
this village were heavy financial strained since Puniyo Ka Tala. The traditional source of
they had to pay up to INR2,500 for tankers. knowledge greatly helped the community and
now they have access to water for drinking and
other uses.

68
IMPACT KEY LEARNING
Traditional wisdom of the villagers has been a boon to Amalgamation of modern technology
these villages since it has considerably improved their alongside traditional water harvesting
accessibility to water. The success of this effort also structures both managed by the
established the importance of traditional wisdom. The communities, is an effective strategy
beri at Araba has spelt hope for the community with for water management. This practice
a 100,000 litre per day capacity available all year long. enables communities to contribute
This has remarkably reduced expenditure on water from their knowledge and learn new skills
INR4,250 to INR500 on an average per family. Similar of water management systems.
impact is visible in Sutharon Ki Dhani where 8,000 litres
per day availability of water has resulted in availability
of water 12 months a year. (More details in Annexure,
Table 5a and 5b).

SCOPE OF REPLICATION
SCOPE OF REPLICATION
The simple traditional knowledge
that a well, dug strategically near
a pond, yields sweet water has
been in practice for generations. Its
adaptation and replication, however,
into a project or village micro-plan
requires faith in traditional wisdom
and community participation from the
initial stages of planning the project.

69
 BAGLOP TALAB: REVISITING TRADITIONAL WISDOM FOR
SECURING WATER
Environmental and ecological changes are where communities struggle to adjust to new
increasing the vulnerability of people. Changes challenges. Water-related adaptation is also
in the pattern of seasonal monsoon have increasing as it not only affects the availability of
become more frequent and the number drinking water but also influences other factors
of drought years have increased. This has such as sanitation, health and livestock.
resulted in a continuous trend of adaptation

70
 THE PRACTICE
In order to adapt and find new ways of accessing
water, people explore new and old techniques,
knowledge systems and beliefs. Kalyanpur, a village
with 864 households is located on the Jodhpur-
Barmer highway. The village has a pond called
Baglop Talab where rainwater is harvested. During
good monsoons, the water would last for eight-
nine months only. In months of scarcity, a water
tanker of 4,500 litres had to be purchased costing
uptoINR2,500 per household.

To address this dismal situation of water availability,

people turned to their traditional knowledge.
Kalyanpur Village, Barmer Traditionally, it is believed that if a beri is made near
the pond, it would be recharged with rainwater from
District, Rajasthan the talab giving a perennial source of sweet water.
However, government reports based on studies of
With water scarcity and its availability underground water levels on that site suggested the
being an issue, the communities in exact opposite. The reports rejected the availability
Marwar are constantly in search of ways of sweet water. Yet the villagers relied on their
to secure and save water. This practice traditional knowledge of local water systems that
showcases: revealed the directional flow of underground water in
their village. The community jointly agreed that water
• Growing community belief in flowed from west to east in the region and digging
traditional systems; a beri in the northwest direction of the pond would
give them sweet water.
• How gradual adaptation to a water
Villagers found sweet water in the beri and they
harvesting structure has increased
were able to obtain about 22,500 litres (equivalent
water availability; and
of four-five tankers of 4,500 litre capacity) of water in
a day. But due to lack of regulatory mechanism, this
• How communities come up with precious resource sadly became a victim of irrational
innovative systems of management use following the ‘first-come-first-serve’ approach.
of their resources and become self-
reliant for their basic water needs.

71
 The community realised that this system was not based
on an equitable and resource-efficient approach and
thus would soon lead to the problem of water scarcity
once again. Therefore, to resolve this problem, the Jal
Sabha decided to introduce a ‘tanka checking system’
through which an inspector would check every household,
evaluate their water requirements and then distribute
water accordingly. This whole practice of evaluation and
distribution helped the village to manage their newly
found water resource responsibly.

The success of this initiative enabled the community to

refer back to their traditional wisdom and once again
observed the pattern of groundwater flow. Based on
their observations, they expanded the beri to add five
additional side bores to significantly enhance water
availability. There were chances of obtaining unusable
saline water but planning and reliance on century-
old knowledge helped them obtain a water quantity
equivalent to another 20-21 tankers of 4,500 litres every
day. With the existing water distribution system, the Jal
Sabha has also introduced a token system which charges a
village household INR60 for a water tanker and INR100 for
people from the neighbouring villages.

The villagers have, further introduced checks and balances

to ensure there is no wastage of water. They have
researched and realised that a family needs 5,000 litres
of water in a month. Therefore, they give one tanker to
a household at a cost of INR60 through token system.
People are encouraged to use water efficiently and are
made aware of the fact that a tanker from outside costs
INR500 which is far more expensive than buying water
from the Jal Sabha at INR60 only. With this norm of one
tanker per household per month, the possibility of using
water by all and for longer periods has become a reality.

72
IMPACT KEY LEARNING
This village showcases the amalgamation of The sustenance of the practice has helped
modern management with traditional water to identify, that the stake of the people in
harvesting management system, both under projects for their own development helped in
the supervision of communities, is an effective better monitoring and upkeep of the resource
strategy for water conservation. This practice and made it sustainable for a much longer
has contributed to enhance the capacities of period. Hence, for use of such practices and
the rural community for development and for them to be successful, it is important that
proper management of ecological resources. the people are integrated and community
The entire process of accomplishing the tasks leadership is involved at each level. Finally,
and defining the norms for maintenance of
the practice signifies that building synergy
water harvesting structures has strengthened
among people along with accountability
the community and ensured sustainability.
and transparency is critical for sustainability.
(Details available in Annexure, Table 6).
This approach also advocates how to build
effective usage mechanisms leading to
behavioural change within the society.

SCOPE OF REPLICATION
This practice has helped strengthen the belief in traditional practices. It has brought about a
need-based cohesive management system which is innovative and monitors wastage of water.
It has also facilitated emergence of strong and organised water management and distribution
systems which can be replicated in other villages in the Marwar region which face acute water
shortage.

73
 5. SAFE WATER AND SANITATION
Access to water and sanitation are considered basic human
rights. Easier access to water and sanitation facilities is known
to improve human and social capital and it lies at the very
heart of human well-being. It is rightly labelled as a “moral and
ethical imperative” by Lenton and Wright (2004).

74
While water and sanitation have at a low of 22 percent (Census,
been a significant part of the 2001) is a major deficit combined
national agenda since the first with poor water supply, cumulates
five-year plan of 1951, there have into serious public health hazards,
been serious concerns about the especially for women and children.
effectiveness of services delivered The Planning Commission (2002)
to address concerns over these identified the primary reason of
issues. Incidences of diarrhoea failure to be lack of beneficiary
continue unabated with nine participation in planning and
percent of all children below five management and this placed
(National Family Health Survey, operational responsibility solely on
2005) falling victim to this disease, to the government.
while high infant mortality (62
deaths/1,000 live births) continues Sanitation in particular is
to be attributed to poor-sanitation considered to be one of the most
(TSC, 2004). Sustainability of difficult goals to achieve among the
government-run arrangements is MDGs, with about 2.4 billion people
also questioned wherein despite 86 worldwide lacking access (UN
percent population having access to Secretary General Ban Ki-moon,
safe water (UNDP’s global Human 2008). Key challenges include
Development Report, 2006), many tackling cultural and social issues
habitations quickly regress from full of the behaviour change required
coverage9 to partial/no coverage to ensure that toilets are not just
situations. Sanitation coverage built, but they are also used and
maintained.

9
Government of India norms of 40 litres per capita per day define
full coverage.

75
 There is an emerging need to go beyond top-down
notions of toilet construction and toilet coverage
(Movik and Mehta, 2009). In Marwar region, poor
hygiene practices, open defecation and minimal
environmental sanitation take a major toll on public
health. Such customary practices, entrenched over
time, have led to deep-seated behaviours, which
are hard to change. With increased populations,
these practices have become a major cause of
health hazards. Rajasthan has only 34 percent
sanitation coverage and is ranked 24th among the
28 Indian states (CCDU Department, 2005). Studies
conducted by the JBF reveal that over 70 percent of
health problems of school going children are due to
inadequate water and poor sanitation facilities and
only three percent of the rural population in Marwar
has access to toilet facilities (national average being
36.4 percent).

In order to find ways to secure people’s access to

water resources for consumptive and productive use
as well as adequate sanitation, it is necessary to draw
on innovative ideas both in terms of technological
solutions and institutional frameworks.

This section addresses the provision

of safe water and sanitation. It
highlights the creation of supportive
arrangements for households to
make decisions, promote demand
for sanitation, initiate behavioural
change and stimulate systems for
local supply and management which
provide for better facilities for waste
disposal at the household-level.

76
LINKING WATER ACCESS TO BETTER
HYGIENE AND DIGNITY
Inspired by the WASH campaign10, the JBF with the support of
Wells for India, a UK-based organisation, adopted a multi-pronged
strategy: creating supportive arrangements for households
to make decisions around sanitation; promoting demand for
sanitation; initiating behaviour change and stimulating systems
of local supply; and management to provide better facilities for
waste disposal at household-level.

This approach comprised three inter-related activities: a) Revival Janadesar village, Jodhpur
and construction of traditional rainwater harvesting systems district, Rajasthan
to ensure availability of water; b) Construction of sanitation
facilities; and c) Promoting hygienic practices. It showcases a pilot campaign started by
JBF to promote sanitation practices. The
To initiate this, a baseline household survey was conducted in good practice resulted in:
Janadesar village to assess the health of the people and the
kind of health problems faced by them. The Jal Sabha initiated a • Enabling a large portion of the
campaign to boost awareness on sanitation, health and hygiene community to construct sanitary
through various community initiatives such as wall paintings, facilities (wherein each toilet was
street plays, slogans and foot-walks. In conjunction with these, made through 50 percent community
in-house production films were made by the Foundation and contribution);
the Community Video Unit. This video unit was led by people
identified from the community itself who were trained on video • Improvement in personal hygiene
documenting social programmes and problems. Screening and waste disposal in the area;
of films around better sanitation encouraged local people to
• Capacity development of 425 people
take action and individuals approached the Jal Sabha with
in the village who are now trained in
written applications for construction of toilets. The toilets were
water, sanitation and hygiene
constructed with community interventions. This initiative in practices and have benefited from
Janadesar spread around to other nearby villages and people the practice; and
came to witness the newly built sanitation facilities in Janadesar
village. They were motivated to seek Panchayat support for • Households are conducting solid
replicating the same in their villages. and liquid waste management in an
environmentally responsible manner.

10
WASH Campaign is a people-centred approach which focuses
particularly on underserved poor, women, children and young
people for safe water, adequate sanitation and hygiene.

77
 IMPACT
The biggest impact of the sanitation programme
has been that it has motivated a large portion of the
community to ponder over the benefits of having
individual sanitation facilities. Individual sanitation
facilities have led to improved personal hygiene
and waste disposal in the area thus reducing health
hazards. Through the awareness campaign, many
others have learnt about the issues related to poor
sanitation and hygiene as well as ways to address
them. For women and older girls, in particular, having
a toilet at home meant privacy and saved them from
the dangers of going out before dawn or after dark
for defecation. Fear of anti-social elements lurking in
the shadows was a source of constant anxiety for the
women.

KEY LEARNING
Individual contributions in construction of these
facilities served to inculcate a sense of ownership and
value, ensuring its maintenance. Moreover, combining
behavioural and attitudinal change through awareness
generation along with co-financing sanitation
infrastructure, as an incentive, motivated people to
become a part of this change and own and sustain it.

SCOPE OF REPLICATION
This practice is followed in only one village as of now
but is worth replicating in other villages as well since
poor sanitation is a grave problem. The model is worthy
of replication investment for the same comes from
both people and village local self-governance bodies.
This strategy puts forward an example of a holistic
approach to enable access to sanitation facilities,
promote hygiene practices and enhance water security.
This combined approach requires scaling up by
government and civil-society protagonists.

78
79
 GLOSSARY
Agor : Fallow land which servers as catchment area of a pond.

Beri : A well near a pond which is a perennial source of water.

The water in this well is sweet and it gets recharged on its own.

Gauchar : Livestock grazing land which is also used as the

catchment area for ponds.

GLR : Ground Level Reservoir.

Jal Dals : Children’s institutions for conservation.

Jal Kosh : It is a development fund collected from the villagers

and deposited in a bank account of a Jal Sabha.

Jal Mandal : Women’s Self-Help Group and/or informal groups

that are encouraged to keep small savings.

Jal Sabha : It is a water user’s association and is a forum of

minimum 30 members who are elected by the villagers. The
members then elect five office bearers, at least one of them
must be a woman. This is the group that devises plans and
proposals for development of the village’s water resources.
They also decide how the work will be executed and collect
all the necessary economic, human and physical resources to
complete the work for water security in the village.

Jal Samiti : It is a water development group and is a forum

of people selected at the block-level. It comprises of members
of the Jal Sabha along with area’s key community leaders. It is
a proposal recommending body and a platform to encourage
volunteerism and resolve conflicts.

80
Jal Parishad : It is a regional water forum which is a project
sanctioning and monitoring body. The forum comprises of
dedicated community leaders, technocrats and bureaucrats
from government departments and members of Jal Samitis and
Jal Sabhas. The members meet once a month to ensure project
alignment on a macro-level.

Jal Sansad : It is a stakeholders’ forum which has members

drawn from all the project areas in the Marwar region. This
forum is held yearly and is responsible for annual progress
reviews and work-plan formulation. They also discuss new and
existing strategies that are incorporated into approach to water
security.

Mahatma Gandhi NREGA : Mahatma Gandhi National Rural

Employment Guarantee Act (NREGA) is the world’s largest job-
guarantee scheme that provides 100 days of wage labour to any
rural household demanding it.

PPM : Parts Per Million.

Tanker : One tanker’s capacity is 4,000 litres.

Tankas : Traditional underground storage tanks of capacity

ranging from 10 to 100,000 litres.

Total Dissolved Solids (TDS) : It is a measure of the

combined content of all inorganic and organic substances
contained in water in molecular, ionized or micro-granular
suspended form.

81
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(Jodhpur: Central Arid Zone Research Institute).
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Last First, London: Longman.
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Dhir, Ram Paul, 2003: Ecological Fluxes in the Thar Mitlin, D. (2006) How Small Water Enterprises can
Desert: Narain, Pratap; Kathju, Suresh; Kar, Amal; Contribute to the Millennium Development Goals:
Singh, Mahendra Pal; Kumar, Praveen (Eds.), 2003: Evidence from Dar es Salaam, Nairobi, Khartoum and
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Mohnot, Surendar Mal, (2003) The Maru Gauchar Pimentel, D., Cooperstein, S., Randell, H., Filiberto,
Yojana 2003 – Government of India (Jodhpur: The D., Sorrentino, S., Kaye, B., Nicklin, C., Yagi, J., Brian,
School of Desert Sciences). J., O’Hern, J., Habas, A., and Weinstein, C. (2007):
Ecology of Increasing Diseases: Population Growth and
Movik, S., and Mehta, L., (2009) Going with the Flow? Environmental Degradation.
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Centre. Contested Water Rights and Legal Complexity, New
Brunswick, New Jersey, and London: Rutgers University
Opryszko,M., Huang, H., Soderlund, K. & Schwab, J.K. Press.
(2009) Data gaps in evidence-based research on small
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83
 ANNEXURE
TABLE 1: Sarwari Purohitan Village, Barmer District, Rajasthan

Name of the Village SARWARI PUROHITAN

Direct Beneficiaries Households 450 Population 2,940 Livestock 3,000
Before Intervention After Intervention

Water Harvesting Capacity (CuM) Availability Capacity (CuM) Availability

Structure
Gawai Talab 960 2-3 months* 5,218 6-7 months
Ghora Nadi 17,280 6 months* 26,601 12 months

Cost of the Project

Name of the Structure Total Cost Community Contribution
Gawai Talab INR 127,747/- INR 38,324/-
Ghoda Nadi INR 294,486/- INR 88,346/-

Direct Impact of the Project

Variable Before Intervention After Intervention
Money Spent in Buying Water* INR 3,480/- per annum per INR 960/- per annum per household
household
Time Saved by Women to fetch Water - 2 hours per day
(in hours)
Indirect Impact of the Project
Variable Before Intervention After Intervention
Number of villages Villages No. of No. of Villages No. of No. of
collecting water from Tankers per months Tankers months
the village month per
month
- - - Badu ka 100 6 months
Bada
- - - Jaton ki 100 6 months
Dhani
*In months of non-availability of water people either consume saline water or incur huge financial cost to purchase water.

84
TABLE 2: Satuni Purohitan Village, Barmer District, Rajasthan

Name of the Village SATUNI PUROHITAN

Direct Beneficiaries Households 205 Population 2,500 Livestock 2,500
Before Intervention After Intervention

Water Harvesting Capacity (CuM) Availability Capacity (CuM) Availability

Structure
Hemajal Nada 353 2 months* 5,218 6-7 months
Songra Nadi 1,200 2-3 months* 26,601 12 months

Cost of the Project

Name of the Structure Total Cost Community Contribution
Hemajal Nada INR 58,820/- INR 17,646/-
Songra Nadi INR 118,560/- INR 35,568/-

Direct Impact of the Project

Variable Before Intervention After Intervention
Money Spent in Buying Water* INR 4,200/- per annum per INR 1,800/- per annum per household
household
Time Saved by Women to fetch Water - 3-4 hours per day
(in hours)

85
 TABLE 3: Mandli Village, Barmer District, Rajasthan
Name of the Village MANDLI
Direct Beneficiaries Households 525 Population 3,785 Livestock 2,700
Before Intervention After Intervention

Water Harvesting Capacity (CuM) Availability Capacity (CuM) Availability

Structure
Gawai Talab 2,869 5 months* 5,218 12 months
Narsingh Nada 2,308 4-5 months* 26,601 7-8 months

Cost of the Project

Name of the Structure Total Cost Community Contribution
Gawai Talab INR 501,850/- INR 150,555/-
Narsingh Nada INR 66,732/- INR 20,020/-

Direct Impact of the Project

Variable Before Intervention After Intervention
Money Spent in Buying Water* INR 3,550/- per annum per INR 500/- per annum per household
household
Time Saved by Women to fetch Water - 2-3 hours per day
(in hours)

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 Indirect Impact of the Project
Variable Before Intervention After Intervention
Number of villages Villages No. of No. of Villages No. of No. of
collecting water from Tankers per months Tankers months
the village month per
month
- - - Nagana 30 6-7
- - - Deria 40 6-7
- - - Bakiyanwas 15 6-7
- - - Kalyanpur 20 4
- - - Araba 25 4
- - - Bagawas 40 6-7
- - - Meghawas 30 6-7
- - - Bhilon ki 15 6-7
Dhani
- - - Satuni 15 4
Purohitan
- - - Kelankot 15 4
- - - Simrakhia 20 4
- - - Charlai 15 4
- - - Thoriyon ki 10 4
Dhani
*In months of non-availability of water people either consume saline water or incur huge financial cost to purchase water.

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 TABLE 4: Vishnu Nagar and Dhandiya Village, Pali District, Rajasthan
Name of the Village VISHNUNAGAR
Direct Beneficiaries Households 150 Population 900 Livestock 700
Name of the Village DHANDIYA
Direct Beneficiaries Households 250 Population 1,650 Livestock 1,000
Before Intervention After Intervention

Water Harvesting Capacity (CuM) Availability Capacity (CuM) Availability

Structure
Kherali Nadi 4,480 5-6 months 10,872 12 months
Mama Nada 1,438 2-3 months 5,798 5 months
Piplai Nadi 1,056 2 months 5,233 6-7 months

Cost of the Project

Name of the Structure Total Cost Community Contribution
Kherali Nadi INR 199,200/- INR 5,9760/-
Mama Nada INR 100,000/- INR 30,000/-
Piplai Nadi INR 96,879/- INR 29,064/-

Direct Impact of the Project

Variable Before Intervention After Intervention
Money Spent in Buying Water* INR 3,150/- per annum per INR 2,100/- per annum per household
household
Time Saved by Women to fetch Water - 2-3 hours per day
(in hours)
Indirect Impact of the Project
Variable Before Intervention After Intervention
Number of villages Villages No. of No. of Villages No. of No of
collecting water from Tankers per months Tankers months
the village month per
month
Rendri 35 1 Rendri 35 4-5 months
Bisawas 5 1 Bisawas 5 4-5 months

*In months of non-availability of water people either consume saline water or incur huge financial cost to purchase water.

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TABLE 5A: Araba, Barmer District, Rajasthan
Name of the Village ARABA DHUDAWATAN
Direct Beneficiaries Households 274 Population 2,042 Livestock 14,000
Before Intervention After Intervention

Water Harvesting Capacity (CuM) Availability Capacity (CuM) Availability

Structure
Kheteshwar Sagar Beri** - - 100,000 litres per day 12 months*

Cost of the Project

Name of the Structure Total Cost Community Contribution
Kheteshwar Sagar Beri INR 377,449/- INR 148,762/-

Direct Impact of the Project

Variable Before Intervention After Intervention
Money Spent in Buying Water* INR 4,250/- per annum per INR 500/- per annum per household
household
Indirect Impact of the Project
Variable Before Intervention After Intervention
Number of villages Villages No. of No. of Villages No. of No. of
collecting water from Tankers per months Tankers months
the village month per
month
- - - Araba 200 12
Chauhan
- - - Araba 150 12
Purohitan
*In months of non-availability of water people either consume saline water or incur huge financial cost to purchase water.
** This is a new recharge well and before this intervention, water harvesting structures of the village-Khema Nadi, Mapudi Nadi, Mordi
Nadi, Varnalia Nadi retained water for only five months. After the intervention, the people are supporting other villages as well.

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 TABLE 5B: Sutharon ki Dhani, Barmer District, Rajasthan
Name of the Village SUTHARON KI DHANI
Direct Beneficiaries Households 92 Population 725 Livestock 600
Before Intervention After Intervention

Water Harvesting Capacity (CuM) Availability Capacity (CuM) Availability

Structure
Puniyo Ka Tala - - 8,000 litres per day 12 months*

Cost of the Project

Name of the Structure Total Cost Community Contribution
Puniyo Ka Tala INR 62,373 INR 18,712/-

Direct Impact of Project

Variable Before Intervention After Intervention
Money Spent in Buying Water* INR 10,000/- per annum per INR 3,000/- per annum per household
household
Time Saved by Women to fetch Water - 5-6 hours per day
(in hours)
*In months of non-availability of water people either consume saline water or incur huge financial cost to purchase water.

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TABLE 6: Kalyanpur Village, Barmer District, Rajasthan

Name of the Village KALYANPUR

Direct Beneficiaries Households 864 Population 6,294 Livestock 11,000
Before Intervention After Intervention

Water Harvesting Capacity (CuM) Availability Capacity (CuM) Availability

Structure
Baglop Talab 2,034 6 months* 7,645 9 months
Baglop Talab Beri** 40,000 litres/ day 8 months* - 12 months

Cost of the Project

Name of the Structure Total Cost Community Contribution
Baglop Talab INR 168,330/- INR 50,499/-

Direct Impact of the Project

Variable Before Intervention After Intervention
Money Spent in Buying Water* INR3,380/- per annum per INR2,220/- per annum per household
household
Time Saved by Women to fetch Water - 2-3 hours per day
(in hours)
*In months of non-availability of water people either consume saline water or incur huge financial cost to purchase water.
** This is a recharge well and before the intervention, potable water was available only for eight months. With the work on the talab, the
water available in the well is for the whole year.

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 PROFILES OF PARTNERS
JAL BHAGIRATHI FOUNDATION ITALIAN DEVELOPMENT COOPERATION

The Jal Bhagirathi Foundation (JBF) was established as The work of the Italian Development Cooperation
a trust on 15 January 2002 in Rajasthan, India. Since (IDC) in India is implemented under the framework of
then, JBF has been focusing on addressing the issue of the Indo-Italian Cooperation Agreement signed by the
water distress in Marwar region, located in the Thar two governments in February 1981. Since then, the
Desert. With region-specific strategies, the Foundation Directorate General for Cooperation to Development,
is driven by a vision of water security, sustained by a division of the Ministry of External Affairs, has
responsive governance and inclusive growth leading financed several projects in India. In 1999, the Italian
to sustainable development. It is involved in creating parliament reiterated India’s status as a Priority
an enabling environment for the revival of traditional Country for Italian Cooperation in the Asia-Pacific
water harvesting systems through community region.
institutions.
The programmes are executed through bilateral,
The focus is on developing adaptive strategies to multilateral and multi-bilateral channels (e.g. financial
climate change through capacity building of rural support to UN agencies like UNDP, UNIDO, WHO,
communities for the development and better UNODC, UNICEF, ILO). Besides these, funds of the
management of ecological resources, especially water. Government of Italy are channeled directly to Italian
By positioning its work and learning at a wider level non-government organisations (NGOs) working
for further replication, the JBF contributes towards with local Indian counterparts. Furthermore, Italian
strengthening pro-poor policies. Since inception, its Regions, Municipalities and Provinces have been
work has directly benefited 300,000 people in nearly sponsoring numerous development projects in India
220 villages. The Foundation has also started focusing through a Decentralized Cooperation Mechanism.
on sanitation and hygiene as it plays a major role in The most active ones in India are: the Region of
the availability of safe water. Lombardy, the Municipality and the Province of Milan,
the Autonomous Province of Trento and Bolzano, the
JBF’s organisational structure is a unique amalgam of Region of Sicily, Sardinia, Liguria and Tuscany.
village-level volunteers and a professional resource The Italian Development Cooperation’s concern for
base. It has also adopted international management the water situation in the world and its commitment
standards of operations and has been awarded towards more effective water management in the
ISO 9001-2000 for its management systems and drought-struck regions of the globe is evident through
procedures. the support to institutions such as the JBF for upscale
of grassroots experiences into models of replication in
http://www.jalbhagirathi.org/ developing countries.

http://www.cooperazioneallosviluppo.esteri.it/pdgcs/
inglese/intro.html
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UNITED NATIONS DEVELOPMENT PROGRAMME

The United Nations Development Programme (UNDP) is the

UN’s global development network to help people meet their
development needs and build a better life. It is on the ground in
166 countries, working as a trusted partner with governments,
civil-society and the people to help them build their own
solutions to global and national development challenges.

The UNDP in partnership with the JBF has initiated the project
‘Vulnerability Reduction through Community Management
and Control of Water in Marwar Region’ that supports social
mobilisation efforts and strengthens people’s organisations for
sustainable natural resource management. It also attempts to
ensure women’s empowerment and advocates community’s
rights over common property resources.

www.undp.org.in

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