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\begin{document}

\title{Civic Habitus and the Challenges of Depoliticized Participatory
Irrigation Management Reforms: Insights from Pakistan}



\author[1]{Muhammad Arfan}%
\author[2]{Mercedes Ward}%
\author[3]{Muhammad Ali}%
\author[1]{Asmat Ullah}%
\author[1]{Kamran Ansari}%
\affil[1]{Mehran University of Engineering and Technology}%
\affil[2]{The U Water Center (current: Office of the Vice President for Research), University of Utah}%
\affil[3]{Mehran University of Enginnering \& Technology}%


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  \date{May 17, 2024}


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\begin{abstract}
In 1980, the World Bank began to promote Participatory Irrigation
Management (PIM) reforms to overcome disparities in the distribution of
public irrigation water for agricultural uses. Yet, in Pakistan as in
other countries, PIM was unable to achieve its objectives of equitable
resource distribution and financial sustainability. This paper examines
how the neoliberal understanding of citizens'
participation/participatory development as demonstrated in PIM fails
because its underlying theory of change overlooks power asymmetry
issues, institutional politics, and farmers' engagement processes.
Drawing on quantitative and qualitative data collected through
structured and semi-structured interviews, focus group discussions, and
participant observation in Pakistan's agrarian heartlands of Punjab and
Sindh, we argue that traditional irrigation bureaucracy, donor agency
technocrats, and depoliticized participatory development approach
intentionally or unintentionally ignore the muted voices of small and
landless peasants in the reform process. Under such circumstances,
reform cannot generate hydro-solidarity, trust, and collective action
from below. Moreover, the irrigation bureaucracy only mimics the
institutions of participation under an externally assisted push because
the PIM model was never adequately tested and implemented. We argue that
without active farmers' agency---small and landless peasants, these
paper organizations cannot create multi-level accountability in
irrigation management. We elucidate an important but under-theorized
factor contributing to these failures: depoliticized irrigation
management transfer processes that fail to redistribute social power.
Donor articulations of the PIM ``theory of change'' do not make explicit
that a shift in social power -- not just management authority and
responsibility -- is necessary.%
\end{abstract}%



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