Linking Performance and Collective Action: the Case of the Office du Niger Irrigation Scheme in Mali

Increasing irrigation efficiency in irrigation schemes has always been high on the agenda of policy makers. Despite quite some social experiments, whereby large portions of management were carried over to the farmer level, results often remained disappointing. This paper explores why this came about for a case study in the Office du Niger irrigation scheme in Mali. Since Irrigation Management Transfer, farmers are responsible for the tertiary level, but collective action for water management remains below expectations. This paper applies an analytical framework based on the conceptual model developed by van Noordwijk et al. (2002) and proceeding in two steps. Results indicate that only collective action at the inlet of the tertiary canal, currently implemented on less than a third of the tertiary blocks, increases irrigation efficiency (with 14%). Collective action for water allocation is implemented within almost three quarters of tertiary blocks and effectively reduces irrigation problems. However, if they lack the necessary social capital, not all farmers can establish collective action when needed. Based on this analysis, the paper proposes a mix of incentives and measures to resolve the conflict between farmers and the central management to their mutual benefit.