small-scale water resources project development
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This document summarizes a small-scale water resources development project in Nong-Wang Village, Nong Kai Province, Thailand. It finds that 43% of small-medium scale water projects in northeast Thailand are malfunctioning. The Nong-Wang Pipe Bank Project aims to improve the local water system. Key factors for success include stakeholder participation, problem identification, information gathering, communication, realistic expectations, government support, incentives, and technical assistance. Overall community involvement and proactive measures are needed to minimize project failures.
![References
[1] Grigg S., N., “Water Resources Management, Principles, Regulations, and Cases” McGraw-Hill, 1996.
[2] Mr.Prapatsorn Homparsert (Nong Wang’s village shief), personal interview, March, 4th 2011.
[3] Gupta A. D., “Challenges and opportunities for the water resources management in southeast Asia”, volume
46(6), December 2001, pp.923-935.
[4] University of Dayton, “Consumer problem
recognition”, http://campus.udayton.edu/~jrs/tools/notes/consumer%20problem%20recognition.pdf (access July
10th, 2011).
[5] Office of Government Commerce, “Category management toolkit; stakeholder relationship
analysis”, http://www.ogc.gov.uk/documents/Stakeholder_Relationship_Analysis(1).pdf (access July
10th, 2011).
[6] The Standish group, “The Chaos Report”, http://www.projectsmart.co.uk/docs/chaos-report.pdf (last access
July 10th, 2011).
[7] Kim, Brian, “How to develop realistic expectation”, http://briankim.net/blog/2008/05/how-to-develop-
realistic-expectations/ May 19. 2008 (access July 10th, 2011).
10](https://image.slidesharecdn.com/tsaj2011-120214194157-phpapp02/85/small-scale-water-resources-project-development-10-320.jpg)
small-scale water resources project development
- 1. Small-scale Water Resources Development Model Example Case from Thailand Piriya Uraiwong Prof.Tsunemi Watanabe
- 2. Outline • Introduction • Nong-Wang Pipe Bank Project • Influenced Factors • Project Development Model • Conclusion 2
- 3. Current condition of small to medium scale water resources project in the Northeastern region of Thailand 5% 8% 17% 27% 43% Very good condition Good condition Rehabilitation Major maintenance Malfunction 3
- 4. Malfunction Projects 4
- 5. Nong-Wang Case: Pipe Bank Project • Nong-Wang Village • Nong Kai province 5
- 6. Project Development Scheme Existing state Desired state NO YES Problem Readiness identification for change Effect of Operation / Maintenance problem identification Internal-information Information search External-information/ Facilitator’s support Water resources Supports project Honest and open communication among stakeholders 6
- 7. Influenced Factors Influenced factors Stakeholder’s Realistic Government Problem Communication Expectation Support Recognition Actual state and Incentives Honest Ideal state Effect of problem Technical Open recognition 7
- 8. Conclusion The success of small-scale water resources projects ultimately in the hands of the users. Stakeholder participation, along with other proactive measures which minimize project failure, should be taken seriously. 8
- 9. Acknowledgement • Department of water resources, Regional office 3 • Nong – Wang villagers 9
- 10. References [1] Grigg S., N., “Water Resources Management, Principles, Regulations, and Cases” McGraw-Hill, 1996. [2] Mr.Prapatsorn Homparsert (Nong Wang’s village shief), personal interview, March, 4th 2011. [3] Gupta A. D., “Challenges and opportunities for the water resources management in southeast Asia”, volume 46(6), December 2001, pp.923-935. [4] University of Dayton, “Consumer problem recognition”, http://campus.udayton.edu/~jrs/tools/notes/consumer%20problem%20recognition.pdf (access July 10th, 2011). [5] Office of Government Commerce, “Category management toolkit; stakeholder relationship analysis”, http://www.ogc.gov.uk/documents/Stakeholder_Relationship_Analysis(1).pdf (access July 10th, 2011). [6] The Standish group, “The Chaos Report”, http://www.projectsmart.co.uk/docs/chaos-report.pdf (last access July 10th, 2011). [7] Kim, Brian, “How to develop realistic expectation”, http://briankim.net/blog/2008/05/how-to-develop- realistic-expectations/ May 19. 2008 (access July 10th, 2011). 10
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Editor's Notes
- #2: Good afternoon everyone.My name is PiriyaUraiwong, a graduate student from KUT. Today I would like to talk about “a small scale water resources development model by example case from Thailand”
- #3: In this presentation, I will start with current condition of small scale water resource project in North-eastern Thailand.Then I will talk about the Nong Wang case as an example case.Project influenced factors abd the development model will be disscussed as well.
- #4: Let me start with a survey result of current condition of small scale water resource project in the Northeastern region of Thailand.from the department of water resource in 2009.This graph shows that …
- #5: These are examples of rehabilitation and mal-function projects. Many projects have been neglected or abandoned due to the collapse of project operation and maintenance and repair management. Probably, these failure projects occur because of lack of attention to the planning and decision making process.
- #6: In this presentation, I would like to introduce a small scale water resource project scheme.This is a pipe bank project. It’s located in Nong Wang village, Nong Kai Province, Northeastern Thailand.(Click VDO) The project characteristic is showed in this vdo.This project is initiated by the villagers, and the budget was supported from the department of water resources.The project aims to transfer water from local swamps to agriculture fields using pumping system and pipes.Pipes and pump are stored in the village chief office and members can borrow these pipes and pump.After finish their task, pipes and pump must be returned. All members have to pay for maintenance fee.
- #7: Schematically, the project development scheme is presented as shown here.Decision making process begins whether locals recognized that the existing stage is a problem or not.Once the problem is recognized, there are 2 options: first is no action or second search for possible information.These options are based on combination factors called “readiness for change” referred to dissatisfaction, hope, and support.Possible information can be internal and external.Internal means locals has potential to plan and manage project based on their capability and knowledge.When local capability is not sufficient, external information in this case is government could take a supporter role by means of incentives or technical support.This whole process must be supported by honest and open communication among stakeholders or locals.
- #8: The following factors contributed to the success of the Pipe Bank project.Problem recognitionProblem recognition is a process that involves the public in problem solving and results in decisions that have the support and commitment of community. Problem recognition can be a trigger for information searching for possible solutions. In addition, this could enhance interaction between the community and the authorities in the project planning. Realistic expectationThe project expectation is to manage available water by the community rules and their potential. When high project expectations are set, it is possible that risk and uncertainties can cause a project to fail. This can make stakeholders pessimistic and result in negative attitude toward the project. An essential factor is to determine what is realistic to stakeholders because the meaning of realistic varies from stakeholders to stakeholders. Government supportsThe notion of government as a decision-making agency has shifted to that of a project supporter. Incentives and technical expertise from the government will assist in the developing long-term local potential and capacity building; and in pursuing effective efforts in planning, development and management [3]. CommunicationsHonest and open communication among stakeholders is a crucial element of social involvement in a project. It ensures an effective flow of information about the objectives and expected results of the project. Stakeholders engaged more effectively during face-to-face meetings where relevant information and opinions are exchanged.
- #9: So, it comes to the conclusion that:…
- #10: I would like to thank the DWR and nongwangvillagere who support this work and gave valuable information for this work.