1.2 Контактные данные специалистов и организаций, участвующих в описании и оценке Подхода

Название организации (-ий), содействовавших документированию/оценке Подхода (если применимо)

International Development Enterprises - India (iDE-India) - Соединенные Штаты Америки

Название организации (-ий), содействовавших документированию/оценке Подхода (если применимо)

International Water Management Institute (International Water Management Institute) - Индия

1.3 Условия, регламентирующие использование собранных ВОКАТ данных

Составитель и ответственный/-ые специалист(-ы) согласны с условиями, регламентирующими использование собранных ВОКАТ данных:

Да

2.1 Краткое описание Подхода

Market development and support through use of a brand name - Krishak Bandhu ('the farmer's friend') - to help ensure quality amongst manufacturers and suppliers of drip irrigation equipment.

2.2 Подробное описание Подхода

Подробное описание Подхода:

Aims / objectives: Poor smallholder farmers are generally slow in adopting new technologies, especially when such decisions require relatively large initial investments which only yield returns over a long period of time. Even when subsidies are made available, the high transaction costs act as a hindrance. After more than three decades of promotion by government, and despite subsidies as high as 90%, conventional drip irrigation technology remains exclusively popular amongst 'gentlemen' (better-off) farmers in India. Since it was first introduced in the 1970s, the total area under drip irrigation expanded sluggishly from 1,500 ha in 1985 to 225,000 ha in 1998, which is tiny compared to an estimated national potential of 10.5 million hectares.

Methods: IDE, India (IDEI) is an NGO dedicated to troubleshooting such problems through a unique market development approach. IDEI promotes simple, affordable, appropriate and environmentally sound technologies for poor smallholder farmers through private marketing channels, under the brand name Krishak Bandhu. Donor resources are accessed by IDEI to stimulate markets by creating demand for such technologies and by ensuring an efficient supply chain for the equipment. The key to the IDEI approach lies in its adoption and application of commercial business principles as well as in its path of socio-economic development as a tool to sustainability of programmes. IDEI seeks to create a strong and continuing demand by motivating and nurturing an effective supply chain (including manufacturers, dealers and assemblers of micro irrigation equipment). In West Nimar, Madhya Pradesh (as in the whole of India) IDEI supports the marketing of cheap, good quality equipment for so-called 'Affordable Micro-Irrigation Technologies' (AMIT) such as pepsee (see associated technology). The promoted technology in this case is based on a farmer's innovation, which then was promoted and spread by IDEI.

Stages of implementation: IDEI has intervened in four major ways: (1) technically it has further developed the local innovation, pepsee, and come up with an improvement, aptly named 'Easy Drip'; (2) it has promoted small manufacturers of drip irrigation equipment and associated them with a brand name; (3) it has trained and supported private sector 'service providers' to assist farmers to install and adopt the systems; (4) on an ad hoc basis, IDEI commissions and supports studies on uptake and impact. Technologies promoted by IDEI provide returns on investment of at least 100% in one year which is crucial in explaining the success of pepsee. Within five years the projects supported by IDEI should become self-sustaining.

2.5 Страна/ регион/ место, где применялся Подход

2.7 Тип Подхода

• в рамках проекта/ программы

2.8 Каковы цели/ задачи Подхода

To bring affordable and appropriate water saving technologies to the rural poor through creating effective supply chains and developing markets, under a brand name associated with reliability.

The SLM Approach addressed the following problems: An underlying problem of increasing growing groundwater scarcity combined with the high investment costs of conventional drip irrigation equipment. On top of this is the reluctance of smallholder farmers to take government subsidies because of the high transaction costs (not easy to access; long delays and the reluctance to adopt new technologies). Local and cheap technological options are available, but quality and marketing channels are not assured.

2.9 Условия содействующие применению Технологии/ Технологий в рамках Подхода или затрудняющие его

3.1 Заинтересованные стороны, участвующие в реализации Подхода и их роли

3.2 Участие местных землепользователей/ местных сообществ на разных стадиях реализации Подхода

	Участие местных землепользователей/ местных сообществ	Перечислите участников и опишите их вовлеченность
инициирование/ мотивация	интерактивное
планирование	пассивное	IDEI carrying out awareness creation etc
выполнение	пассивное
мониторинг/ оценка	пассивное	market surveys, studies, assessments initiated and carried out by IDEI
Research	пассивное	planned and carried out by IDEI

3.3 Схема реализации (если имеется)

3.4 Принятие решений по выбору Технологии/ Технологий УЗП

Укажите, кто принимал решение по выбору применяемой Технологии/ Технологий:

• исключительно землепользователи (по собственной инициативе)

Поясните:

on the basis of their specific requirements.

Decisions on the method of implementing the SLM Technology were made by mainly by land users supported by SLM specialists. Mainly by land users supported by specialists/'service providers' (IDEI, the supporting NGO)

4.1 Повышение компетенций/ обучение

Проводилось ли обучение землепользователей/ других заинтересованных лиц?

Да

Рассматриваемые темы:

Training and extension are combined: while there are no dedicated training courses, through the network of service providers (who have been trained by IDEI), know-how on drip irrigation is spread among adopter and potential adopter farmers. Brochures and pamphlets (several in the local language) are circulated and there is an informative website.

4.3 Институциональная (организационная) поддержка

В ходе реализации Подхода были ли организованы новые институциональные структуры или поддержаны уже существующие?

• да, существенно

Укажите уровень, на котором структуры были укреплены или вновь созданы:

• местные

• see Annex A3

4.4 Мониторинг и оценка

Являются ли мониторинг и оценка частью Подхода?

Да

Комментарии:

bio-physical aspects were regular monitored through measurements; indicators: improvement in water-use efficiency

technical aspects were regular monitored through measurements; indicators: appropriateness of the technology to different crops and locations; also trying out technologies with new crops

socio-cultural aspects were regular monitored through observations; indicators: impact on women and on the poor

economic / production aspects were regular monitored through measurements; indicators: returns vis-à-vis investments

area treated aspects were regular monitored through measurements; indicators: total scale of adoption; IDEI's estimates suggest that their technologies have so far reached 30'000 families

There were None changes in the Approach as a result of monitoring and evaluation: IDEI carries out a number of studies to investigate the impact of their technologies and the scale and dynamics of adoption. The results of these studies feed into their strategic and operational plans. For example, IDEI was the first to introduce drips in mulberry cultivation in Kolar. That became a huge success story.

4.5 Научные исследования

Были ли научные исследования частью Подхода?

Да

Напишите подробнее и назовите тех, кто выполнял исследования:

Apart from research carried out by scientists (published in journals etc) IDEI has its own series of research reports which present the results of various studies on promotion and impact of low cost water saving technologies conducted (see references).

5.1 Годовой бюджет мероприятий по УЗП в рамках Подхода

Комментарий (например, основные источники финансирования/ ключевые доноры):

Approach costs were met by the following donors: international non-government (Donor agencies): 100.0%

5.2 Финансирование и внешняя материальная поддержка, предоставляемая землепользователям

Предоставлялась ли землепользователям финансовая/ материальная поддержка для применения Технологии /Технологий?

Нет

5.3 Субсидии на отдельные затраты (включая оплату труда)

• нет

Если труд землепользователя был существенным вкладом, укажите, был ли этот вклад:

• добровольный

Комментарии:

No incentives to support labour are given to land users. IDEI supports the whole chain from manufacturers and dealers to assemblers

5.4 Кредитование

Предоставлялись ли в рамках Подхода кредиты на мероприятия УЗП?

Нет

6.1 Влияние Подхода

6.3 Долгосрочная устойчивость мероприятий в рамках Подхода

Могут ли землепользователи самостоятельно (без внешней поддержки) продолжать применение того, что было реализовано в рамках Подхода?

• нет уверенности

Если нет или нет уверенности, объясните почему:

Entire approach relies on creation of markets which are initially promoted and supported by IDEI. Too early to say whether the market would be sustained after IDEI withdraws but because of the fact that pepsee was a grassroots innovation and emerged spontaneously, there is a good chance. IDEI keeps a five year horizon for its intervention, and targets that market becoms self-sustaining afterwards.

6.4 Сильные стороны/ преимущества Подхода

Сильные стороны/ преимущества/ возможности по мнению составителя или других ключевых специалистов
IDEI believes in the essential dignity of people and their capacity to overcome social and economic pressures, problems and exploitations. It therefore treats poor farmers as customers and not recipients of charity. It applies business models to achieve development by tapping and developing small enterprises in the rural economy and creating markets.
It applies business models to achieve development by tapping and developing small enterprises in the rural economy and creating markets (How to sustain/ enhance this strength: Further promote market creation and then let the market forces take off on their own.)
The IDEI market creation approach to development ensures that there is awareness and availability of low-cost products that will have a high poverty alleviation impact (How to sustain/ enhance this strength: Ditto)
Growth in this approach will take place if the supply chain is performing and profitable. The early adopters may not be the poorest but if the product meets the needs of the farmers, the rural poor will follow suit and considerable market growth could result, creating a sustainable supply channel (How to sustain/ enhance this strength: Ditto)

6.5 Слабые стороны/ недостатки Подхода и пути их преодоления

Слабые стороны/ недостатки/ риски по мнению землепользователей	Возможные пути их преодоления/снижения?
IDEI needs to work more closely with the government agencies. While market creation seems to be a very useful model, it needs to tap the government resources which are pumped every year in the business of promotion of drip irrigation.

Слабые стороны/ недостатки/ риски по мнению составителя или ответственных специалистов	Возможные пути их преодоления/снижения?
IDEI's reach is dependent on its ability to access donor funds. This might become a limitation at some stage.

7.1 Методы сбора/источники информации

7.2 Ссылки на опубликованные материалы

Название, автор, год публикации, ISBN:

IDEI Affordable Micro Irrigation Technologies: Marketing Manual. International Development Enterprises, USA.Phansalkar, S.J. (2003). Appropriate Drip Irrigation Technologies Promoted by IDEI: A Socio-Economic Assessment. International Development Enterprises, India (IDEI),Verma, S., Tsephal, S. and Jose, T. (2004). Pepsee Systems: Grassroots Innovation under Groundwater Stress. Water Policy,

Название, автор, год публикации, ISBN:

Phansalkar, S.J. (2003). Appropriate Drip Irrigation Technologies Promoted by IDEI: A Socio-Economic Assessment. International Development Enterprises, India (IDEI),

Название, автор, год публикации, ISBN:

Verma, S., Tsephal, S. and Jose, T. (2004). Pepsee Systems: Grassroots Innovation under Groundwater Stress. Water Policy,