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MINISTRY OF AGRICULTURE AND RURAL DEVELOPMENT
NATIONAL STRATEGY FOR IRRIGATION,

AND DRAINAGE 2019 – 2031 AND
ACTION PLAN
Final version
1
May 2019
Table of Contents Page
Table of Contents.............................................................................................................................2
Glossary...........................................................................................................................................5
Abbreviations...................................................................................................................................7
Executive Summary.........................................................................................................................8
Introduction....................................................................................................................................11
1. Current Situation and Challenges for Agriculture, Irrigation, Dams and Reservoirs, Drainage
and Flooding............................................................................................................................12
1.1 Agriculture.........................................................................................................................12
1.2 Irrigation............................................................................................................................12
1.3 Drainage.............................................................................................................................15
1.4 Dam Safety and Operations...............................................................................................17
1.5 Flood Protection.................................................................................................................18
1.6 Current Legal Framework for Irrigation, Drainage and Flood Protection.........................19
1.7 Current Institutional Arrangements for Irrigation, Drainage and Flood Protection..........20
2. Summary of Strengths, Weaknesses, Opportunities and Threats............................................21
2.1 Irrigation............................................................................................................................21
2.2 Drainage.............................................................................................................................22
2.3 Dam Safety and Operations...............................................................................................23
2.4 Flood Protection.................................................................................................................24
3. Vision, Principles and Mission................................................................................................25
3.1Vision for the sector............................................................................................................25
3.2 Guiding Principles for Irrigation, Drainage, Dams and Flood Protection.........................26
3.3 Mission...............................................................................................................................27
4. Key Policy Goals and Objectives............................................................................................27
4.1 Strategic Component 1: Irrigation.....................................................................................27
4.2 Strategic Component 2: Drainage......................................................................................27
4.3 Strategic Component 3: Dam Safety and Operations........................................................28
4.4 Strategic Component 4: Flood Protection..........................................................................28
5. Policy Objectives and Strategy Measures................................................................................29
5.1 Strategic Component 1: Objectives and Measures for Irrigation.......................................29
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5.1.1 Policy on irrigation and agriculture.............................................................................29
5.1.2 Policy on infrastructure development..........................................................................30
5.1.3 Policy on sector regulation...........................................................................................33
5.1.4 Policy on institutions and system governance.............................................................33
5.1.5 Policy on irrigation system management.....................................................................39
5.1.6 Policy on financing irrigation......................................................................................41
5.1.7 Capacity building.........................................................................................................44
5.2 Strategic Component 2: Drainage Objectives and Measures.............................................47
5.2.1 Policy for development of drainage systems...............................................................47
5.2.2 Policy on management of drainage systems................................................................47
5.2.3 Policy on financing the cost of drainage systems........................................................49
5.2.4 Policy on capacity building for drainage.....................................................................50
5.3 Strategic Component 3: Objectives and Measures for Dam Safety and Operations.........50
5.3.1 Policy on regulation of dam safety and operations......................................................50
5.3.2 Policy on institutional arrangements and financing.....................................................52
5.3.3 Policy on functions and powers of the regulating entity..............................................52
5.3.4 Policy on rehabilitation and modernization of dams and reservoirs.......................... 54
5.3.5 Policy on capacity building for management and safety of dams and reservoirs........54
5.4 Strategic Component 4: Flood Protection Objectives and Measures.................................55
5.4.1 Policy on integrated river basin management..............................................................55
5.4.2 Policy on development of flood protection structures.................................................55
5.4.3 Policy on financing flood protection infrastructure.....................................................58
6. Action Plan for Implementing this Strategy............................................................................58
6.3 Strategic Component 3: Dam Safety..................................................................................64
7. Accountability Analysis and Monitoring and Evaluation........................................................67
7.1 Overview............................................................................................................................67
7.1.1 Responsibility matrices................................................................................................67
7.1.2 Performance indicators for monitoring and evaluation...............................................67
7.2.2 Performance indicators to monitor and evaluate strategic interventions for irrigation
.........................................................................................................................................72
7.3.1 Responsibility matrix...................................................................................................73
7.3.2 Performance indicators to monitor and evaluate strategic interventions for
drainage...........................................................................................................................75
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7.4 Strategic Component 3: Dam Safety and Operations........................................................75
7.4.2 Potential performance indicators to monitor and evaluate strategic interventions for
dam safety and operations...............................................................................................77
7.5.2 Performance indicators for monitoring and evaluation of strategic interventions for
flood protection...............................................................................................................79
8. Sustainable Financing of Irrigation, Drainage, Dam Safety and Operations, and
Flood Protection.......................................................................................................................80
8.1 Principles of effective and sustainable financing...............................................................80
8.2 Financing irrigation rehabilitation, modernization and management................................81
8.3 Financing rehabilitation and modernization of drainage systems......................................83
8.4 Financing rehabilitation and modernization of dams and reservoirs.................................84
8.5 Financing flood protection and response...........................................................................85
9. Mobilizing Resources to Support this Strategy.......................................................................87
10. Annex 1: Action Plan...............................................................................................................87
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Glossary
Capital reserve fund A fund raised gradually by a WUO or an Irrigation and

Drainage Unit in a municipal government that is used for
periodic minor rehabilitation and improvements of irrigation
and drainage systems
Drainage Evacuation of water from crops and agricultural or rural lands
Fixed costs Costs that occur each year regardless of dynamic conditions
Variable costs Costs needed to provide the request service
Flood management Flood waters control and their direction to minimize damages
caused by flooding
Flood protection Population protection and property by harmful effects of

flooding, including prevention of flooding and mitigation of
risks
Hydrovoir Drainage pumping station
Irrigation Provision of water to crops to prevent crop water stress and to

enable their proper growth
Irrigation Performance Coverage level of water for efficient irrigation based on time,
quantity and equality
Irrigation Management Acquisition, conveyance, distribution, delivery, application and

drainage of irrigation water
Irrigation Management An inspection / periodic assessment of functional state of the

Audit irrigation system / drainage and quality of governance,
provision of irrigation services and financial management
practices of an irrigation and drainage system. The main
purpose of this Audit is to identify needs for improvements by
the WUO and Irrigation and Drainage Unit and to recommend
support that should be provided
Irrigation management The devolution of responsibility and authority for irrigation

transfer system governance, management and financing from the
national government to a local government and water users
organization
Irrigation service fee The fee that users need to pay for water irrigation within a
given irrigation season for the cost of providing water to their
fields for irrigation
5
Irrigation service plan Plan for all activities related to irrigation operations,
maintenance and management, which includes mobilization of
staff required, schedule of irrigation and maintenance
activities, meetings, performance monitoring and any other
requirements in support of satisfactory performance of the
irrigation and drainage system
Large-scale irrigation system Coverage of an area > 5,000 ha
Maintenance fee Fee to all landowners within a potential irrigation service area
to cover the fixed costs of irrigation, including for regular staff,
office, and maintenance of the irrigation and drainage system
Management Improvement A simple plan prepared by an Irrigation and Drainage Unit or a

Plan WUO for how they will improve their policies, procedures and
management performance
Medium-sized irrigation Coverage of an area from 1000 to 5,000 ha

system
Needs-based budget Budget based on efficient means to achieve the agreed standard
service
Participatory Irrigation Involvement of farmers in government irrigation projects,

Management consultations with farmers over irrigation issues, investments
by farmers in irrigation maintenance, provision of irrigation
services under farmer supervision or implementation
Small-scale irrigation system Coverage of an area < 1000 ha
Statute of WUO Founding document of the WUO that provides standard

information about the WUO and enables the WUO to obtain its
legal status
Regulations of WUO Organizations, procedures, internal regulations and sanctions

of WUO
6
Abbreviations
CM Council of Ministers
MARD Ministry of Agriculture and Rural Development
MF Ministry of Finance
MD Ministry of Defense
RSID / MARD Responsible Structure for Irrigation and Drainage in Ministry of
Agriculture and Rural Development
IDD Irrigation and Drainage Directorate
RDB Regional Drainage Boards
RSIDD / MARD Responsible Structure for Irrigation and Drainage Depending by Ministry
of Agriculture and Rural Development
MIDU Municipality Irrigation and Drainage Unit
EU European Union
GDP Gross Domestic Product
I&D Irrigation and Drainage
IBRD International Bank of Reconstruction and Development (The World Bank)
IMT Irrigation Management Transfer
IOT Irrigation Organizing Team
MIP Management Improvement Plan
O&M Operations and maintenance
OMM Operations, maintenance and management
PIM Participatory Irrigation Management
WB The World Bank
WRIP Water Resources and Irrigation Project
WUG Water Users Group
WUO Water Users Organization
ISP Irrigation Service Plan
CMD Council of Ministers Decision
Executive Summary
The Strategy for Irrigation, Drainage in Albania has been prepared by Ministry of Agriculture
and Rural Development (MARD) in consultation with stakeholders and technical assistance of
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Water Resources and Irrigation Project (WRIP) financed by The World Bank, under IBRD Loan
No.82110-AL.
This Strategy includes a description of the current situation and key challenges for irrigation,
drainage, dams and reservoirs, and flood protection. Irrigation and drainage systems throughout
Albania are deteriorated after years as lack of maintenance and necessary repairs. Emerging
changes needed in cropping patterns and water application methods, as well as climate change,
require modernization of structures to permit better water use efficiency and more intensive and
reliable management and financing procedures. Dams have only an average of 55% of their
designed storage capacity due to siltation. An increase in the frequency and locations of flooding
require changes in flood protection infrastructure, warning systems and response.
This Strategy identifies the main strengths, weaknesses, opportunities and threats to irrigation,
drainage, dams and reservoirs, and flood protection. The Strategy suggests a mission statement
for the irrigation and drainage sub-sector within the MARD, which states that for irrigation and
drainage is to optimize all investments in irrigation, drainage and flood protection in order to
expand and make sustainable all irrigation systems, to meet the needs for drainage, and to protect
the Albanian people and their property from flooding. This includes ensuring productive and
sustainable management of irrigation and drainage systems, improving water use efficiency and
equitable distribution, while reducing the risks of flooding and dam failure. A suggested vision
of these four sub-sectors is given for what they should be like in 10 to 20 years into the future.
A list of guiding principles is given that should guide the sector at policy, legal, institutional and
operational levels. These are:
1. Build the productivity, profitability and sustainability of irrigated agriculture;
2. Build the middle class through a strategy that helps small farmers and rural employment;
3. Neither agriculture nor irrigation can develop significantly unless they progress together;
4. Irrigation services, drainage and flood protection are public functions;
5. Participatory irrigation development and management;
6. Harmonization with the principles of National Strategy for Development and Integration
(NSDI), Strategy of Integrated Water Resources Management (SIWRM) and Sub –
Sectors Strategy for Rural Development and Agricultural (SSRDA);
7. Demand driven co-financing of investments with conditional “smart subsidies” that
motivate local investment in irrigation and drainage systems;
8. Incentives and accountability mechanisms to support achievement of acceptable
standards of service provision;
9. Pro-active adaptation to expected changes in climate;
10. Needs-based budgeting for irrigation and drainage services;
11. Setting and using irrigation service fees at the system level;
12. Prevention or avoidance of harm and damages caused by flood;
13. Equal rights and opportunities for roles and decision making authority for governance,
management and financing should be available to women and men.
These are the principles that are behind most of the policy objectives and strategic measures
given subsequently.
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Key goals for the irrigation sub-sector are to restore irrigation to its potential service area, have it
be used in many areas for production of high value vegetable and fruit crops, to have adequate
financing for fixed and variable costs of management, and to have irrigation systems to be
managed so that deterioration of canals and structures is slowed to a minimum.
Key goals of the drainage sub-sector are to obtain sufficient new equipment, staff and budgets
for the drainage program, to mobilize sufficient budgets to enable the required volume of works
in compatibility with priorities, and the amount and pace of removal of silt and other extraneous
materials become equal to the rate of siltation.
Key goals for dam safety and operations is to ensure the requested quantity of irrigation water,
restoring them at projected capacity (removal of silt from reservoirs) or further increasing
reservoir’s accumulative capacities and building new reservoirs that will be needed to meet the
demands of irrigation and adaptation to climate change, to improve and follow the safety
standards of dams, and to abandon dams that are at risk of failure and are no longer functional
and are not economic to rehabilitate.
Key goals of the flood protection sub-sector, for which MARD is responsible, are to protect
homes, buildings and other properties from the harm and damages of flooding, to repair,
rehabilitate and modernize all flood protection structures that are in need of such investment, to
develop additional flood protection structures where needed, and to train staff of responsible
structures depending by MARD for irrigation and drainage monitoring the functional condition
of flood protection infrastructure.
The following sections contain series of detailed statements about policy objectives and strategic
measures for irrigation, drainage, dams and reservoirs, and flood protection. All are in line with
the sector’s mission statement, guiding principles and goals.
The Action Plan for what should be done in each of the sub-sectors is then given, with
designations of when they should be implemented (i.e., in the short, medium or long terms),
estimation of the costs of each action item in the implementation schedules, and the expected
results.
Section 9 explains how key responsibilities for implementation of this Strategy will be assigned
and how the responsible parties will be held accountable to perform their responsibilities in
accordance with the essential principles of the Strategy. The key structures or organizations
included in the responsibility matrices are: Council of Ministers (CM), Ministry of Agriculture
and Rural Development (MARD), Ministry of Defense (MD) and Municipalities.
Transparency about the performance of those who implement the Strategy is essential for
ensuring accountability of stakeholders to Government policy and strategy. Measuring the
performance of stakeholders relative to the Strategy is essential in order to ensure accountability.
This includes performance in mobilizing resources, implementing the Strategy, realizing
intended outcomes and achieving desired impacts.
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Performance indicators are proposed for assessing four aspects of the Strategy. These are in four
categories:
1. Inputs – The extent to which necessary funds and other inputs have been mobilized;
2. Implementation – The extent to which implementation targets have been reached;
3. Immediate outcomes – The extent to which expected immediate or direct outcomes have
been achieved;
4. Ultimate impacts – The extent to which expected ultimate impacts have been achieved.
Regarding financing, it has been estimated by MARD for a 10 – 13 years period that the total
cost of needed rehabilitation and modernization of irrigation infrastructure, drainage
infrastructure, dams and irrigation reservoirs and flood protected objects comes to about $717
million USD, as following:
- $253.6 million USD cost of rehabilitation and modernization of irrigation infrastructure
to make it possible to irrigate a potentially irrigable area of 360,000 ha;
- $56.5 million USD to restore on optimal conditions the drainage infrastructure at a
potentially area of 280,000 ha
- $130.2 million USD to rehabilitate 410 dams (or approximately 65 % of total number of
dams) to increase their security and to guarantee water resources for existing schemes;
- $276.8 million USD to increase the river and sea flood protection through rehabilitation /
reconstruction of existing embankments and construction of new structures.
With MARD’s contribution and 61 municipalities, within 2018 the irrigable area (with partially /
fully rehabilitated infrastructure) achieved approximately 230,000 ha (with free flow).
As per the new conditions of decentralized competences and responsibilities at irrigation and
drainage sector, municipalities will take necessary precautions to collect the irrigation fee from
all landowners within the area of possible irrigation service. This fee will cover fixed irrigation
costs, including maintenance costs, staff and offices. The irrigation service fee will cover the
costs variable water supply for secured irrigation actually for those farmers, who get into service
agreement with Irrigation and Drainage Unit of the municipality.
However, none of the above mentioned investments will be effective if not proper maintenance
and operations are ensured by institutions and effective management practices. This outlines the
priorities that need to be addressed and put in place institutional reforms and capacity building.
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Introduction
The Strategy for Irrigation, Drainage in Albania has been prepared by Ministry of Agriculture
and Rural Development (MARD) in consultation with stakeholders and technical assistance of
Water Resources and Irrigation Project (WRIP) financed by The World Bank, under IBRD Loan
No.82110-AL.
This strategic document is based and it is consistent with the National Strategy for Development
and Integration (NSDI), approved with the Council of Ministers Decision (CMD) no. 348, date
11.05.2016, Strategy for integrated management of water resources, approved by CMD no. 73
date 07.02.2018, as well the Sub – Sector Strategy for Rural Development and Agricultural 2014
– 2020, approved with CMD no. 749, date 29.10.2014.
This Strategy also includes a background description of the current situation and key challenges
for irrigation (including dams and reservoirs), drainage and flood protection; a summary of key
strengths, weaknesses, opportunities and threats; a vision for the future; guiding principles; a
series of policy and strategy statements; and lists of action items with designations of when they
should be implemented. Cost estimations have been included in Chapter 8.
Albania is located in the southeast of Europe on the western side of the Balkans peninsula.
Albania’s land is mainly mountainous. 77% of its territory is hills or mountains. Most of the
lowlands are in the Western plains along the coastline of the Adriatic and Ionian seas.
The climate is Mediterranean, with hot and dry summers and cold and wet winters. The average
annual rainfall is 1,485 mm per year. The average annual rainfall in mountainous zones is 3,000
mm/year, while the average annual rainfall in the Western lowlands is 1,000 mm/year. 70% of
rainfall falls between October and March, especially during November. July and August have the
least rainfall.
Albania has six river basins, being the Drin-Bune, Mat, Ishem-Erzen, Shkumbin, Seman and
Vjose. 66% of the areas of these basins is located within Albania. One third of them is located in
Montenegro, Macedonia, Kosovo and Greece. The total annual flow rate is 39.22 billion m 3/year,
of which 95% is discharged into the Adriatic Sea and 5% goes into the Ionian Sea. 86% of the
flow rate occurs between October and May so it is essential that reservoirs store adequate
amounts of water to provide it for irrigation during the summer growing season. However, the
capacity of storage in reservoirs has declined to 45% of design capacity due to silt deposits.
Underground aquifers contribute 23% of the annual total flow of water. Groundwater provides
80% of potable water used by the population.
The energy sector uses 14 billion m3 of water per year in hydro-power stations. Irrigation uses
approximately only 1 billion m 3 of water per year. Since only about 20% of annual average
rainfall occurs during the summer months, irrigation is indispensable. Drainage and flood
protection become indispensable during the winter months.
Policy statements below explain what the Government’s priorities are and the strategy statements
and Action Plan explain how these priorities will be implemented and over what time period.
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1. Current Situation and Challenges for Agriculture, Irrigation, Dams and
reservoirs, Drainage and Flooding
1.1 Agriculture
In Albania, agriculture provides 50% of employment and 19% of GDP. Of the total agricultural
area of 695,000 ha (24% of the area of the country), 80% is under private ownership and 20% is
under state ownership. The average farm size is 1.26 ha but is divided into 4.7 parcels, which
means that the average family farm size is only 0.27 ha. The main crops are vegetables, fruit
trees and vineyards, grains and olive groves.
Some of the concerns of the Government for agriculture include the need for land consolidation
of farm operations or ownership in order to improve the:
1. Access to capital and productivity,
2. Opportunity to improve crop choices,
3. Varieties and cultivation standards commensurate with ISO standards used by
European countries, and
4. Ability to meet the needs of domestic markets and increasing exports.
The main goals for agriculture are to increase production per unit of land and, gradually, per unit
of water diverted for irrigation, as well as to increase rural employment and farm income.
Irrigation and drainage are key factors to enable achievement of these goals.
Agriculture is an important source of employment, especially for women. In 2012, the

employment of women in agriculture was higher than men, but there are only 21,527 female
farm owners compared with 329,389 male farm owners. In Albania, the woman plays an
important role on the family farm, which is considered to be equal with men.They are involved
in all agricultural tasks and in decision making about crops and schedules.
1.2 Irrigation
Current situation
In Albania, approximately 360,000 ha have been equipped for irrigation. In 2014 only about
120,000 ha was actually irrigated. This was only 30 % of the equipped area. Systems are
generally designed with a hydro module 0.8 – 1.2 liter/second/ha, with irrigation norm 2,000 -
7,000 m3/ha. Although gravity systems are designed with efficiency of 70 % (30 % loss), the
current efficiency between 30 and 60%. The total length of irrigation canals is 25,000 km, of
which there are 2,000 km of main canals, 6,200 km of secondary canals, and 16,800 km of
tertiary channels.
The need for rehabilitation and modernization is widespread. Part of irrigation canals and water
control structures are deteriorated due to non – periodical maintenance and have become non-
functional. From 360,000 ha equipped irrigation area, 140,000 ha of irrigated area needs to have
its irrigation infrastructure rehabilitated, where the irrigation does not occur (including irrigation
with mechanical lifting with pumping stations that covers 60 %), while at the other area about
225,000 ha, to ensure a sustainable irrigation, there is needed partially rehabilitation and annual
12
maintenance. It has been estimated that it is necessary to remove 8 - 10 million m 3 of silt from
irrigation canals, to line 50 % of main canals and secondary canals (approximately 5,000 km),
and reconstruction of water control structures.
Almost all 640 pumping stations have been used for irrigation of 110,000 ha, but these actually
are almost out of order, due to high electricity costs, poor maintenance, damage and theft. It has
been assessed that 300 pumping stations (with average elevation 50 m) for 75,000 ha are still
worth restoring to functionality and need rehabilitation. However, it is requested large funding
not only for the rehabilitation of infrastructure, but even for the coverage of electric energy
expenditures, that in total are estimated to be 7 – 8 million USD/ irrigation season.
The operation of pumping stations is only possible with the subsidizing of energy costs by the
state budget, at least on the early stages. This will bring equality between all farmers that need
water for irrigation regardless the irrigation scheme with gravity or pumping station.
Numerous problems currently face irrigation system management. These include:

1. Difficulty of farmers working together,
2. Poor quality of irrigation service provision,
3. Deferred maintenance,
4. Irrigation infrastructure dysfunctional,
5. Poor levels of payment of irrigation service fees (less than .5 percent of the gross value of
output, according to a World Bank estimate),
6. Poor or non-transparent financial management,
7. Inactivity of WUO, poor monitoring of management performance,
8. Low amount of consultations or capacity building for WUO, and
9. Inadequate level of O&M done by WUOs and their federations.
In addition, frequent changes in the economy, urbanization, and aging of the farm population
have all caused the management performance of irrigation and drainage systems to become poor
and the area irrigated to shrink.
MARD and ex - Drainage Boards have not had the ability to supervise and build the capacity of
WUOs and it has become increasingly recognized that an intermediate organization between the
national government and WUOs is needed to take responsibility for managing the secondary
canals of large systems and the intake and main and secondary canals of medium-scale irrigation
systems. In order to make irrigation systems become productive and sustainable the responsible
structures in MARD and new municipal governments will now begin to work in partnership with
the WUOs and build their capacity. The Government has given these functions and training for
them to the newly-created 61 municipalities, in accordance with Law No. 139/2015 “On local
self-government” and CDM No. 1108, dated 12.30.2015 “On the transfer from the Ministry of
Agriculture, Rural Development and Water Management to municipalities, irrigation and
drainage infrastructure, personal assets, movable and immovable properties to regional drainage
boards;”. In support to decentralization process of irrigation responsibilities between government
and municipalities /WUOs, the Law no. 24/2017 “For administration of Irrigation and Drainage”
is approved.
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However, under the right circumstances, achievement of viable levels of financing for operating
costs of irrigation service provision is possible and that WUO, if trained and supported, can
become functional. Referred to performance assessment in 2003 of over 200 Water Users
Associations (WUA), wherein it was found that 49% of them were rated as having satisfactory to
good performance for institutional, management and financial matters. Although farmers often
have a low sense of trust between themselves, it is apparent that the WUA did not fail only by
them. WUA failed largely because the Government did not work with them in partnership for the
long term, nor did they continue to build local capacity and provide support services to them.1
Key challenges
Lack of trust between farmers, and between farmers and government is widespread. This is
related to a weak sense of cooperative integrity within communities. To overcome this will
require consistent participatory management and joint planning and decision making as well as
assistance from government based on conditional actions by farmers. The lack of involvement of
local government in the governance, management and financing of irrigation systems has
constituted a lack of intermediary guidance, support and checks and balances between the
Government and WUO. There has also been a lack of capacity building for WUOs. It is clear
that the WUO need to have an on-going partnership with a government entity, to help develop
their capacities. This will include municipalities and responsible structures for irrigation and
drainage in MARD, in preparing irrigation service plans, budgets and fees and in monitoring
performance. WUOs are to take on their growing responsibilities gradually, as they become
trained and willing.
For the period 2019 - 2021, the Government has foreseen about $90 million USD for irrigation
and drainage (I&D) infrastructure and flood protection, of which only approximately 25% is on
operations and maintenance costs. The Government expects to increase its funding for I&D in
the near future through unconditional and specific transfers for municipalities plus mobilize
resources for additional projects for rehabilitation, modernization and institutional
strengthening.2
Improvements in the performance of irrigation systems and irrigated agriculture to improve the
Gross Domestic Product (GDP) and rural employment and income, and to reduce poverty. Over
time, once the management and financing of irrigation systems becomes effective, it can be
expected to decrease the expenditures for irrigation and drainage from state budget.
Recent legal and institutional changes have transferred management responsibility for most
irrigation and drainage canals to municipalities. However, the main canals of 22 large systems
and 7 large reservoirs have been kept under MARD’s responsibility.
Moreover, even the maintenance and rehabilitation for collectors and drainage large canals,
hydrovoires. The budget for MARD is based on MARD’s proposed needs for rehabilitation,
maintenance and operation of infrastructure in administration.
1
World Bank, 2004. Project Appraisal Document for Water Resource Management Project in Albania. Washington,
DC. Also, Arben Molla, 2005. Water Users Association Performance Assessment. Done by the Project Management
Unit under the Second Irrigation and Drainage Rehabilitation Project of The World Bank. Tirana, Albania.
2
As per the current mid – term budget, 2018 – 2020.
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MARD will build the capacity for the I&D Units of municipalities and WUAs as well as for
trainers of trainers.
There is an urgent need to build staffing of all structures at the national and regional levels with
people who have had adequate training in irrigation engineering or technical studies. Of special
importance are future Irrigation and Drainage Units and staff of municipalities who become
involved in irrigation system management. Leadership, joint and timely problem identification
and response, strategic communication and outreach, conflict resolution, management, and more
balanced roles of women and men in governance and management of irrigation systems needs to
develop with consistent government support. Lack of institutional responsibilities and incentives
to compel regional agencies and farmers towards good management require urgent attention.
1.3 Drainage
Current situation
In Albania, the area with drainage infrastructure is 280,000 ha, where 205,000 ha are drained by
gravity flow. 75,000 ha are drained by 29 hydrovoirs. The total length of drainage canals is
15,700 km, of which 2,000 km are main drains, 2,700 km are secondary and 11,000 km are
tertiary drains.
As per the project conditions and for the functionality of drains, it is required about 18 million
m3 of silt to be removed, created as lack of routine annual maintenance. In order to obtain a
sustainable maintenance, it is required about 5 – 6 million m 3 of silt to be removed annually from
the system.
Lack of investments and natural phenomena, made it necessary full reconstruction of drainage
infrastructure in about 8,000 ha of trophic area in Torrovica’s field in Lezha and Maliq.
Of the 138 drainage pumping stations (hydrovoirs), 102 have been in use for 30 to 45 years.
These stations had an installed capacity of 28,000 kW with a capacity to remove water at an
average rate of only 390 m 3/s. However, the average capacity of the hydrovoirs has declined by
30% of their design capacity. The high cost of electrical energy is also a problem for hydrovoirs
rehabilitation. Most stations are in serious need of both rehabilitation and modernization, to
improve their pumping capacity and efficiency of electro pumps.
Key challenges
Key functions to be performed for drainage are: 1) Preparation of a work plan for removal of silt
from drainage canals, 2) Operation and Maintenance excavators with an annual norm about 5 – 6
million m3/year to remove silt, 3) Operations of drainage pumping stations (hydrovoirs) with
maximum capacity, maintenance and their repair.
Cleaning out drains and rehabilitation of drainage systems are urgently needed because without
functional drainage systems irrigation systems often cannot function properly. Since most of the
existing excavators have passed their normal functional life and are dilapidated, have low fuel
efficiency and have high costs for continual repairs, the Council of Ministers allocated funds in
in Decision 90, 4.02.2016 to purchase 61 much needed new excavators, medium and small ones,
15
where 45 municipalities have been supplied. Further, a grant from Chinese Government has
supplied the Irrigation and Drainage Boards with 10 long wings excavators.
It is a high priority to rehabilitate 14 of the 29 hydrovoirs that serve 70,000 ha in the western
lowlands areas of Lezha, Durres, Lushnje, Fier, Vlora and Saranda. This would require
installation of 43 new pumps, which are 30% of total pumps. However, virtually all 29
hydrovoirs will need some rehabilitation and perhaps modernization.3
Tasks and costs required are not only capital investments. Additional staff and operating
expenses will be required cleaning of drainage canals from silt each year. Drainage is most
needed between November and March of each year, while irrigation is mostly needed between
June and September.
MARD considers that the most urgent priorities for irrigation, drainage and flood protection are:
1) feasibility studies / project designs for irrigation infrastructure, drainage and flood protection,
2) cleaning of main and secondary drainage canals,
3) rehabilitation of 14 drainage pumping stations (hydrovoirs) in the western region.
Priorities for rehabilitation of drainage pumping stations should be determined primarily from
degree of risk of flooding and the size of the area to be drained.
There is a need for feasibility studies and a detailed inventory of the functionality of drainage
canals and structures to enable prioritization of works to be done, to prepare an asset
management plan, and to mobilize resources for capital investments. This will also require
improvements in efficiency and effectiveness of procurement and contract management
procedures. Also, operation and maintenance of pumping stations needs to be improved through
rehabilitation of stations and training of staff.
It is apparent that Albania needs to achieve an annual rate of removal of silt from drains of 5 to 6
million m3 per year. It is estimated that this will remove one national cycle of silt in drains every
5 to 6 years, which would constitute a near tripling of the annual rate of silt removal from drains
(2 to 2.5 million m3/year) before 2016.
With the empowerment of the heavy machinery for responsible structures of irrigation and
drainage depending on MARD and municipalities, the pace of removal of silts for about 5 - 6
millions m3 / year is completely possible and within a period 3 – 4 years whole system to be
cleansed by deposits over the years to continue at the normal pace.
This would also require the allocation of necessary operating expenditures for covering the
expenditures for removal of silts.
With Decision No. 1107, dated 12.30.2015, "On the establishment of regional drainage boards
Lezha, Durres, Fier and Korce," there was established four regional drainage boards over the 13
existing drainage boards. This reorganization of the drainage boards into four regions, is based
on the functions and main tasks, which are related to the use and maintenance of main drainage
canals, pumping stations, main irrigation channels of 20 main canals for large irrigation schemes,
3
Assessment by MARD, 2013
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and 7 large reservoirs that serve more than one municipality and flood protection works for a
flood prone river basin and runoff interceptions. While, all the remained I & D infrastructure was
transferred as municipalities’ properties altogether with its responsibilities and administration.
The new Regional Drainage Board of Lezha includes the areas of Lezhë, Shkodër and Kukës.
The new Regional Drainage Board of Durrës includes the areas of Durrës, Tiranë, and Dibër.
The new Regional Drainage Board of Fier includes the areas of Fier, Vlorë and Gjirokastër.
The new Regional Drainage Board of Korçë includes the areas of Korçë, Elbasan, and Berat.
Total staff for the four regional drainage boards is 350 employees. 267 staff members have been
transferred to municipalities.
1.4 Dam safety and operations

Current situation
Of the 626 dams in the country 410 (65 % of total number) have significant technical damage
that need urgent attention both to ensure dam safety and availability of water for irrigation. 27 %
of the dams have damage to the main body of the dam, 29% have non-functional off takes, 30 %
have damages off takes, 14 % have damaged bodies and off takes or siphons. In total, the
constructed design capacity is reduced about 45 %. This is because the functional life cycle of
the dams and reservoirs is nearing their end and reservoirs have been filling up with silt. The
design storage capacity of the reservoirs of these 626 reservoirs was 560 million m 3, while the
actual current capacity is about 300 million m3 for the irrigation season.
Key Challenges
It has been estimated that 1 billion m 3 of water is needed per irrigation season for the potentially
irrigable area of 360,000 ha (provided by rivers and reservoirs). The current water availability
has been estimated to be between 0.6 and 0.7 billion m 3 per irrigation season. It has also been
estimated that, due to the anticipated effects of climate change, there will be a need for 1.5
billion m3 of water storage per irrigation season. This will require a combination restoration of
some of the capacity of existing reservoirs, construction of new reservoirs, finding of the new
water resources and the efficient usage of water through implementation of modern irrigation
technologies (pressurized irrigation). It would probably take 10 to 15 years to achieve this higher
level of available water from reservoirs.
One kind of modernization of dams that will be needed is to increase the safety standards. It is
estimated that 70 reservoirs should be abandoned because they have reached the end of their
functional life and restoration of functional capacity through removal of silt is not possible or
economically feasible.
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1.5 Flood protection
Current situation
Average annual rainfall in Albania is 1,485 mm/year. Average rainfall varies from approximately
1,000 mm per year in the western lowlands and 3,000 mm per year in mountainous areas. About
70% of this rain falls between October and March. November is the month with the highest
rainfall. Approximately 130,000 ha have been served with flood protection facilities from both
rivers and sea intrusion. Flooding in winter months and droughts in summer has become more
frequent and severe in Albania, especially over the last two decades.
Substantial flooding has occurred from the Drin River in Shkodra because of deforestation,
overgrazing, and erosion. The most flood prone area in the country is the western region because
of the several rivers that flow into the Adriatic Sea. This area has 200,000 ha of agricultural land.
Substantial flooding has occurred in the south during the winter of 2015, 2017 and 2018.
Water evacuation is made worse because of drainage canals full of silt or damaged and drainage
pumping stations that are only semi-functional. It is expected that this situation will worsen with
the effects of climate change, which is already bringing more extreme weather conditions. The
Government has already started to take some actions to ensure dam safety and reduce flooding. It
has started to reduce the amount of water stored in reservoirs prior to the flood-prone months
between November and March.
It is estimated that there are 3,285 unpermitted cases of construction on or changes to irrigation,
drainage and flood protection infrastructure. Such intrusions or damages interfere with the
designed functions of flood protection infrastructure. Urbanization, other human interferences,
and natural deterioration of flood protection structures have left much of flood protection
structures non- or semi-functional in an environment where floods are increasing in frequency,
severity, and location. Consequently, it cannot be avoid increasing its investments and seeking
assistance for them at a substantial scale or things will get worse.
Key Challenges
Regarding flood protection structures, of the 850 km of existing or needed protective
embankments (including river training), about 300 km is in need of repair, rehabilitation,
redesign, or reconstruction due to the changed occurred last decades. Due to the increasingly
frequent and widespread occurrences of flooding, this is needed urgently.
Flood protection and drainage are inter-related. Priorities for rehabilitation of drainage pumping
stations should include degree of risk of flooding and the size of the area to be drained.
Rehabilitation of embankments for flood protection should be comprehensive along rivers and
shores and be based on high standards to ensure longevity of use.
An assessment should be made of what additional flood protection structures are needed in
medium to high risk areas for flooding, what are the functional and safety conditions of existing
structures, and what are the standards and costs for maintenance that should be reached.
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Since MARD is responsible for flood protection structures, the Ministry of Defense and local
structures are responsible for other aspects of flood protection and response, the scope of this
Strategy is limited to flood protection structures.
1.6 Current legal framework for irrigation, drainage and flood protection
In 1994, the Irrigation Code and Regulation for Water Users Associations were the first legal
issuances in Albania to govern irrigation and drainage systems and the formation of Water Users
Associations (WUA). In 1996 the Parliamentary Amendment (No. 8111, 28-3-1996) to the
Irrigation Code determined that WUAs would be based on the principle of single, integrated
hydro-management units. WUAs were established on this basis starting from year 1996.
Law number 8518 of 30/07/1999 “On irrigation and drainage” designates the Ministry of
Agriculture as the main authority for irrigation, drainage and flood protection while designating
responsibilities for irrigation system management to the Drainage Boards and water users
associations (now referred to as Water Users Organizations, or WUO). This Law established the
Department of Supervision within the Ministry of Agriculture, Rural Development and Water
Administration to regulate the irrigation and drainage sector. It also provided statutes for WUA,
direction for irrigation management transfer to them, and a framework for developing
federations.
From 1999 to 2008 based on this law, there existed the Department of Supervision, operating
under the Irrigation Project, financed by WB. Its duty relay on responsibilities’ regulation
between Drainage Boards and WUAs. However, by 2008 the Department of Supervision was
eliminated after its regulatory function had grown weak as a result of lack of staff and budgets.
With amendments made in 2008, WUAs were replaced with Water Users Organizations
(WUOs). WUOs is an organization non – profit, self – financed and established based on law.
They serve to their member’s interest and public interest. From the effectiveness of I & D law in
1999, and after three consecutive projects financed by WB, WUAs raised on an irrigation area
about 218,000 ha, or 60 % of equipped irrigated area in the country.
Even nowadays, there are few regulations or instructions for the sector, therefore in this strategy
are proposed some new initiatives, as irrigation service plans and agreements, audits on irrigation
administration, methodology on conflict resolution etc.
Law number 111/2012 of 15/12/2012 “On Integrated Water Resources Management” is the basic
water law for the country.
Regarding the gender issue in irrigated agriculture, the Law on Gender Equality in the Society (N
9970/24.07.2008) established the legal and institutional framework for protection against all
kinds of gender discrimination and promotion of equal opportunities. As per national strategy
and action plan for achieving gender equality in Albania, which means that women who
experience any discrimination against women regarding participation in the leadership of a WUO
or in other roles in irrigated agriculture have recourse to petition the Government to redress such
issues. However, local social pressures will discourage women from making such petitions.
Therefore, it is important to have regional rules and by-laws that require a minimum level of
members who represents women in the steering structures of these organizations.
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Law No. 139/2015 "On local self-government" in Article 27 on "functions of municipalities in
the area of agriculture, rural development, forestry and public pastures, nature and biodiversity",
states that, "municipalities are responsible for carrying out such functions: Management,
operation and maintenance of irrigation and drainage infrastructure, transferred in their
ownership, in the manner prescribed by law."
The new Law no. 24/2017, “On the administration of irrigation and drainage”, reflects changes
in decentralization and governance reforms, specifically municipal functions for irrigation and
drainage and are in the study process from the MARD that it presents criteria and rules made for
the administration of irrigation and drainage infrastructures and floods protection.
1.7 Current institutional arrangements for irrigation, drainage and flood

protection
For the last several years there has been a growing institutional gap for what organization is
responsible for managing of irrigation systems. Drainage Boards have been responsible for
managing the intake and primary canal of irrigation systems that contain drainage systems.
Water Users Organizations established were responsible for secondary and tertiary canals but
most have fallen into inactivity due to lack of partnership and capacity building by the
Government over the last decade.
As of latter 2016, most irrigation and drainage systems have already been transferred to
municipalities; where established relevant irrigation and drainage units. Now, municipalities are
responsible for building capacities in their irrigation and drainage units, as well as for WUOs.
WUOs will gradually have responsibility, when they are trained and have interest / desire for
such commitment.
The new law for irrigation and drainage management define WUOs as optional structures in the
delivery of irrigation service, if the municipalities themselves decide that their help is needed.
The principle is that if the WUOs demonstrate that they function satisfactorily, both by technical
and financial point of view, then municipalities can transfer management responsibilities to
them.
Drainage has been defined as a public function because it benefits many people who cannot
easily be identified. Although some beneficiaries, such as local farmers and house and business
owners can be identified and linked to specific drainage systems, many other direct and indirect
beneficiaries cannot be so linked and assessed. Therefore, in most countries drainage that is not
directly related to irrigation systems is a public function and its cost is born by state budgets.
Regulation of drainage systems is under the responsibility of the MARD. Implementation of

drainage functions are linked with operation and maintenance of collectors and main drainage
canals, hydrovoires, water control structures and flood protection. While, the responsibility of
managing and the ownership of all the remained drainage infrastructure is transferred to relevant
municipalities according to CDM no. 1108, date 12.30.2015, “On the transfer from Ministry of
Agriculture and Rural Development to municipalities of the irrigation and drainage
infrastructure, staff and movable and not movable assets of regional drainage boards”.
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The drainage activities by responsible structures for irrigation and drainage depending by MARD
are financed by state budget.
They have the following key responsibilities:

 Clean and maintain drainage canals;
 Operate and maintain hydrovoires;
 Control the quality of water that enters drains and re-enters productive land, urban areas,
and environmentally important wetlands;
 Inspect, supervise of drainage structures for protection against flooding;
 Prepare rapid response plans to threats of flooding;
 Maintain protective structures against flooding of river and sea;
 Manage rivers and streams, where necessary, to prevent excessive soil erosion.
MARD will be responsible for maintenance, rehabilitation and reconstruction of structures for
flood protection, including responsibility for interception of runoff and river embankments.
The Ministry of Defense is responsible for flood warning, emergency response and relief. Flood
protection is a public responsibility and so its financing comes from the state budget for both
prevention and emergency response. Flood protection actions must be designed and implemented
in accordance with the National Strategy for Management of Integrated Water Resources,
prepared by MARD, the law “On civil emergencies” and National Plan of Civil Emergencies.
For 2016 – 2018, the budget for operation, maintenance and rehabilitation of irrigation and
drainage structures and flood protection in total have been 14.78 billion ALL, where 4.92 for 61
municipalities and 9.86 billion ALL for MARD. About 60 % of budget is addressed for
rehabilitation of irrigation infrastructure.
2. Summary of Strengths, Weaknesses, Opportunities and Threats

This section summarizes the strengths, weaknesses, opportunities and threats for irrigation,
drainage, flood protection and dam safety in Albania.
2.1 Irrigation
Strengths
 Government commitment to invest in system rehabilitation and modernization
 Government commitment to strengthen system O&M
 Deteriorated irrigation systems can be returned to their original capacity through
investments in repairs, rehabilitation and maintenance.
Weaknesses
 Small and fragmented farms make irrigation systems difficult to manage.
 Experience with participatory irrigation management in Albania has been relatively
unsuccessful and not sustained.
 There has been a lack of commitment, support, accountability and social cohesion among
water users.
 Government has not provided much training and support for WUOs.
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 WUOs were unable to collect sufficient fees for O&M services.
 Insufficient investment in routine maintenance and rehabilitation of irrigation systems
 Extensive damage and theft of pumps, electrical panels, and mechanical parts of pump
stations for irrigation systems
Opportunities
 Farmers and the government support development of irrigated agriculture.
 There are still sufficient water sources to restore the irrigated area to approximately
360,000 ha.
 Assessments of cost benefits of rehabilitation and feasibility are positive.
 Municipalities can provide essential support for irrigation service provision for secondary
canals and financial management.
 This Strategy provides sufficient leadership, policy/legal support and training for
irrigation management in the future Directorate General of Policy for Irrigation and
Drainage.
 The Directorate for Water Administration will provide management and support services
to the Regional Drainage Boards, which will perform management and operational
functions for irrigation systems.
Threats
 The possibility in the future of inadequate maintenance of irrigation systems and rapid
deterioration could make rehabilitation not yield the sustainable productivity needed.
 Frequent rehabilitation will be unaffordable to the Government and could make Albania
become too indebted to international financial institutions.
 45% of reservoir designed storage capacity is now filled up with silt.
 Illegal construction on irrigation system property
2.2 Drainage
Strengths
 There are extensive drainage systems in the country.
 There is a sufficient number of people with knowledge in how to manage them.
 Recently renewed fleet of excavators with 71 new excavators;
 The Government has expressed commitment enforce the law to stop illegal construction
on and damage to drainage systems.
Weaknesses
 Inadequate state budget allocations for drainage systems and pumping stations
 Lack of maintenance will require large investments to return drains to their original
functional condition.
 Hydrovoires have structures and equipment amortized;
 Insufficient funds to replace electric – mechanical equipments
 There is an urgent need for construction of new drainage pump stations (hydrovoirs) in
marshy areas of Maliqi (Korçë) and Torovicë (Lezhë).
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 Staff of drainage pump stations (hydrovoirs) requires more budgets and training for
servicing and maintenance of pump stations.
 Lack of duplicate supply lines without power cuts;
 High cost for repair and utilization of old excavators;
Opportunities
 Drainage can be financed, at least in part, from the state budget.
 It should be possible to obtain significant revenue for cleaning on-farm, lateral and
collector drains from beneficiaries.
 Municipal governments can assist with collection of drainage service fees from
beneficiaries.
 The large number of excavators and dredges from bi-lateral donors or international
financial institutions, to obtain the annual norm of removal of silt from drainage system
(5 – 6 millions m3 / year).
Threats
 Inadequate funds from the state budget for cleaning of drains
 Increasing soil erosion from mountains accelerates filling of drains
 Lack of cleaning of runoff interception in drains constitutes a threat to urban areas
 Urbanization increases the need and standards for flood protection
2.3 Dam safety and operations

Strengths
 Albania has dam safety standards and a Dam Safety Commission.
 Albania has 626 dams just for agriculture
 90% of dams are fully functional
Weaknesses
 There is an inadequate number of qualified staff capable to inspect 626 dams and make
recommendations.
 Operators of many dams may not be adequately trained and knowledgeable.
 Climate change may require modernization of dam design standards
 Almost all dams need some rehabilitation (spillways, tilting/shifting, eroded dam banks)
 At the bottom of the dams are developed new urban areas / illegal construction, not
predicted during the design phase and construction of dams;
 Climate change may require modernization of design standards of dams.
Opportunities
 Having municipalities take over responsibility for dams and reservoirs might improve
management and safety of dams and reservoirs.
 International experience has produced new designs and standards that may help improve
flood protection and the sustainability of flood protection infrastructure in Albania.
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 Use less water from reservoirs with modern irrigation technology, such as drip and
sprinkler irrigation
Threats
 Climate change is increasing the threat of more frequent and severe flooding in the
winter, more prolonged drought in the summer, and less predictability of weather events.
 Risk of damage or loss of metal structures.
2.4 Flood protection

Strengths
 Government has increased its awareness and sense of responsibility for flood prevention,
protection and early response.
 Government is committed to repairing and building more flood protection structures in
flood prone areas.
Weaknesses
 Repair of flood protection infrastructure requires very large investments that are beyond
the Government’s capacity to make by itself. 300 km of damaged embankments require
repairs, which would be a huge cost.
 Inadequate state budget allocations for flood protection.
 Investments in flood protection infrastructure do not guarantee full protection.
 Complete studies of rivers flows are lacking under new conditions of use without criteria
and intense gravel in their beds, construction of new HPPs, damages to ecosystems etc.
Opportunities
 State agencies appear to be willing to cooperate for flood prevention, protection, early
warning, and flood response.
Threats
 Inappropriate use of rivers, such as removal of gravel and sand from river beds.
 Sea intrusion endangers coastal lowlands and river mouths.
 Inadequate maintenance of flood protection structures.
 300 km of flood protection embankments out of 850 km are damaged.
 Climate change is increasing the frequency, severity and locations of flooding.
 Climate change will require not just rehabilitation to previous standards but higher
standards of flood protection works.
 Risk of loss of future metal structures.
 Urbanization increases the need and standards for flood protection.
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3. Vision, Principles and Mission
3.1 Vision for the Sector

MARD envisions that in the future the governance, management and financing of irrigation and
drainage systems will be decentralized. Municipalities and gradually the WUOs, assisted by
responsible structures depending by MARD, will be responsible for irrigation and drainage
systems. In the future it will be given adequate attention to all aspects of irrigation and drainage
system development, rehabilitation, and management. This include the use, provision of water,
maintenance of systems, rehabilitation and modernization where needed, and the protection of
I&D systems.
In implementation of the Law “On Local Self-Government” and the new law “On administration
of irrigation and drainage”, the municipalities will establish and consolidate the I & D units.
Staff of these units will be trained and will take over management of all canals transferred at the
ownership of relevant municipalities, while, initially, WUO will be established at the tertiary
level in irrigation systems. Training will be provided in all essential aspects of irrigation system
governance, management and financing for all involved stakeholders: responsible structures for
irrigation and drainage depending by MARD, I & D municipalities units and WUOs.
Each year the Irrigation and Drainage Units and WUOs, for large systems and responsible
structures depending by MARD, will each prepare their parts of an overall Irrigation Service
Plan for the system. Each part will be integrated into a single Plan that specifies the objectives,
irrigation schedule, maintenance works, actions to be taken by whom, budget for the Plan, and
cost for the basic Irrigation Fee to be paid by all landowners in the service area to cover fixed
costs and the Irrigation Service Fee to be paid by those who use the irrigation service, to cover
the cost of providing the irrigation service.
By the mid-term period management consultations will be underway and before the end of the
mid-term Management Improvement Plans will be in preparation for all medium and large-scale
irrigation systems in the country and these will be started in small-scale systems. Also, by this
time rehabilitation and modernization will be underway and completed in most systems of the
country as will be seen within the mid-term budget. Irrigation Management Audits will be
conducted at least once every two years for all medium and large-scale irrigation systems,
wherein recommendations will be made for needed capacity building and support services.
Irrigation infrastructure ownership already transferred to the municipalities including as

appropriate dams, water intake works, main, secondary and tertiary canals etc. Use rights can be
transferred to WUOs, if and then when they are ready. This will relate to that the WUOs or
municipality is capable and willing to manage these subsystems in compliance with regulations
and guidelines for their administration and according to irrigation service plans agreed between
the WUOs and the Irrigation and Drainage Unit within the municipal government.
We can estimate that implementation of all these improvements in irrigation and irrigated
agriculture, with their secondary effects on intensified cultivation of higher-valued crops, will
lead to increases in employment and income of 20% or more and the effects on GDP will be to
increase it by at least 10%. Furthermore, after irrigation systems are rehabilitated and routine
25
maintenance and financing becomes adequate, the cost of the irrigation sub-sector to the
government will decline by at least one-third.
It can be envisioned that by the medium term (within 5 to 7 years) existing drainage systems and
pumping stations will have been reconstructed or modernized. All excavators and dredgers that
are at least 15 - 20 years old will have been replaced. This will be done with a combination of
priority allocations from the Government, grants or loans from bi-lateral donors, and assistance
from international financial institutions such as The World Bank. The routine operational
program for maintenance of drainage systems will be in the order of the removal of 5 to 6 million
m3 of silt per year from drains. These changes will result in full functionality of drainage
infrastructure and elimination of excessive soil moisture and water-logging in agricultural lands.
It is envisioned that by the medium term (5 to 7 years) all flood protection facilities that have
been built to protect the existing 130,000 ha, including approximately the 300 km of the total 850
km of river/sea embankments that are deteriorated or damaged, will have been rehabilitated,
reconstructed or modernized as needed. It will be the goal of the Government that all additional
areas in need of new or additional flood protection facilities will have them within 7 to 10 years.
It is also envisioned that by the beginning of the long term, all agricultural dams will have
qualified operators who will have in their possession and follow dam safety and O&M manuals.
All these dams will have been repaired, rehabilitated or modernized as needed. Reservoirs will
have their storage capacities returned to their original design capacities and increased beyond
this if needed in order to achieve higher levels of storage capacity due to climate changes. Dam
operators will have sufficient financing to enable proper operations and maintenance of the dam,
reservoir and appurtenant structures. Responsible structures depending by MARD will inspect
dams periodically, provide recommendations on dam safety and regulate dam conditions and
operations.
3.2 Guiding Principles for Irrigation, Drainage, Dams and Flood Protection
The following are the guiding principles upon which this Policy and Strategy are based. We
recommend that these following principles be followed in the implementation of this Strategy:
1. Increment of the productivity, profitability and sustainability of irrigated agriculture;
2. Build a large middle class through a strategy that helps small farmers and rural
employment;
3. Neither agriculture nor irrigation can develop significantly unless they progress together;
4. Irrigation services, drainage and flood protection are public functions;
5. Participatory irrigation development and management;
6. Harmonization with the principles and strategy of Integrated Water Resources
Management;
7. Demand-driven co-financing of investments with conditional “smart subsidies” that
motivate local investment in irrigation and drainage systems;
8. Incentives and accountability mechanisms to support achievement of acceptable
standards of service;
9. Pro-active adaptation to expected changes in climate;
10. Needs-based budgeting for irrigation and drainage services;
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11. System-level irrigation service fees;
12. Prevention or avoidance of harm and damage from water due to well-placed protection
structures;
13. Equal rights and opportunities for roles and decision making authority for governance,
management and financing should be available to women as with men.
Item 13 should include decision making on the Irrigation Service Plan, management practices
and needs-based budgets and fees.
3.3 Mission
The Mission of the Ministry of Agriculture and Rural Development (MARD) for irrigation and
drainage is to optimize all investments in irrigation, drainage and flood protection in order to
expand and make sustainable all irrigation systems, to meet the needs for drainage, and to protect
the Albanian people and their property from flooding. This includes ensuring productive and
sustainable management of irrigation and drainage systems and flood protection, improving
water use efficiency and equitable distribution, while reducing the risks of flooding and dam
failure.
4. Key Policy Goals and Objectives
4.1 Strategic Component 1: Irrigation

The key goals for the irrigation sub-sector are to restore irrigation to its potential service area,
have it be used in many areas for production of high value vegetable and fruit crops, to have
adequate financing for fixed and variable costs of management, and to have irrigation systems be
managed so that deterioration of canals and structures is slowed to a minimum.
The main objectives for the irrigation sub-sector are to achieve the following by the early part by
8 years:
1. To rehabilitate and, where needed, to modernize irrigation systems so as to restore the
irrigated area to approximately 360,000 ha.
2. To have the majority of irrigated area be producing high value commercial crops for
small farmers;
3. To achieve at least 90% cost recovery for routine operations and maintenance;
4. To have most WUOs and Irrigation and Drainage Units of municipal governments started
in raising a capital reserve fund;
5. To achieve a standard of routine maintenance in most irrigation systems that reduces the
pace of deterioration to negligible levels.
4.2 Strategic Component 2: Drainage

The key goals of the drainage sub-sector are to obtain sufficient equipment, staff and budgets for
the drainage program, to mobilize sufficient budgets to enable the required volume of work to be
done each year, to have implementation of cleaning of drains be consistent with the order of
priorities for what should be done, and to have the amount and pace of removal of silt and other
extraneous materials become equal to the rate of siltation.
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The main objectives for the drainage sub-sector are to achieve the following by the by 8 years:
1. To replace all old and inefficient heavy equipment used for cleaning of collector and
main drains;
2. For the responsible irrigation and drainage structures depending by MARD to obtain
sufficient staff and budgets from the state budget to implement their required volume of
work each year;
3. For the Irrigation and Drainage Units in municipal governments and WUOs that have
drainage systems be able to mobilize sufficient resources to cover the cost of cleaning on-
farm, lateral and collector drains each year;
4. The general rule in drainage is establishing the balance between the silt removal that
deposited and those leaving.
4.3 Strategic Component 3: Dam safety and operations

The key goals for dam safety and operations in Albania are to have water supplies from
reservoirs equal the expected future demand for irrigation water, to have an additional amount of
water stored in reservoirs to allow for adaptation to expected climate changes, to restore the
capacity of existing reservoirs that have silted up, to build new dams and reservoirs that will be
needed to meet the demands of irrigation and adaptation to climate change, to improve and
follow the safety standards of dams, and to demolish and abandon dams that are at risk of failure
and are no longer functional and are not economic to rehabilitate.
The main objectives for dams and reservoirs to achieve the following within 10 to 15 years:
1. To remove silt and restore the capacity of reservoirs from their current average of 55% of
design capacity to at least 90% of their original design capacity through a massive
campaign to remove silt;
2. To build new reservoirs where these can be built and utilized safely;
3. To achieve a total water storage capacity of reservoirs expected future irrigation plus
cope with climate changes;
4. To improve the dam safety standards consistent with standards of the EU for existing
dams and any to be developed;
5. To demolish the approximately 70 dams those are at risk of failure and are no longer
economic to rehabilitate and use.
4.4 Strategic Component 4: Flood protection

The key goals of MARD in its role of installing and maintaining flood protection structures and
drainage systems needed to mitigate flood risk are to repair, rehabilitate and modernize all flood
protection structures that are in need of such investment; to construct additional flood protection
structures where these are needed and to train staff of responsible structure for irrigation and
drainage depending by MARD in monitoring the functional condition of flood protection
infrastructure.
The main objectives for flood protection to achieve the following by 10 years from the present:
1. To reduce the average amount of harm and damages from flooding to less than 50% of
what it has been in the recent years;
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2. To rehabilitate and modernize all flood protection infrastructure that is deteriorated to the
point of risk of failure;
3. To construct additional flood protection infrastructure where it is needed;
4. To train all staff of responsible structure for irrigation and drainage depending by MARD
in the proper monitoring, design, construction and repair of flood protection
infrastructure.
Flood protection actions must be designed and implemented in accordance with the National
Strategy for Management of Integrated Water Resources prepared by MARD and the Law on
Civil Emergencies and National Plan of Civil Emergencies.
5. Policy Objectives and Strategy Measures
5.1 Strategic Component 1: Objectives and Measures for Irrigation
5.1.1 Policy on irrigation and agriculture

It is the policy objective that irrigation projects will be arranged with parallel agricultural
projects through grants and the instrument for Pre-accession to the EU (IPA). The Government
will place equal importance on investing in both irrigation and agriculture so as to achieve the
optimal and sustainable results of irrigation development and management. Irrigation and
agriculture projects will focus mostly on small farm productivity and agri-business. The goals of
the Government for development of irrigated agriculture will be on increasing farm income for
small farmers and employment for rural people with low income.
The Government will facilitate consolidation of farm operations to enable cooperative agri-
business and marketing. The Government will support consolidation of land ownership for
fragmented farms or consolidation of farm operations among voluntary neighboring farmers to
enable economically viable farming. The emphasis will be directed toward building a middle
class in rural areas. Research and development priorities are for high-value agriculture, crop
processing, marketing and compatibility with EU standards. The goal is not to make small farms
be consolidated into very large farms, so that small farmers become unemployed, but to make
them large enough to become a viable source of livelihood for people in rural areas.
Measures for Policy on Irrigation and Agriculture

Parallel investment will be done as a criterion for a Government grant and IPA projects in the
area where irrigation rehabilitation is done. This includes extension services, assistance in
locating favorable markets, development of agri-business from value-added crop processing, and
long-term periodic capacity building for on-farm water management.
IPA programs and Government support in recent years has been focused on large farm size and
entrepreneurial activities. In the short and medium-term future, irrigation rehabilitation and
development of agriculture and agri-business will be focused on small farm productivity and
grass roots level activities to alleviate poverty and provide food security. The agricultural
activities will include developing higher value crop choices, improved seeds, inputs and
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cultivation practices, access to better markets in Albania and Europe, and value-added crop
processing and agri-businesses.
MARD will work closely with other ministries and local governments to promote land
consolidation away from non-economically fragmented farms. The Law on Cooperatives and
grants from the Government will support formation of farmer groups. The Government will
assist farmer groups to invest in assembling points and/or rural markets.
MARD will sponsor research to determine how small farms can become economically viable
with high-value vegetables and fruit crops, processing and marketing. This will involve
economic, agronomic and institutional analysis about requirements for capital, access to credit
and other inputs, optimal cultivation practices and marketing. It will also involve testing of on-
farm production methods. All cultivation methods will be compatible with EU standards.
5.1.2 Policy on Infrastructure Development

A guide for rehabilitation, modernization and development of new irrigation systems, will be
followed as a basic policy. Rehabilitation and modernization will have important implications for
management. In order to achieve the maximum benefits of these large investments it is essential
that farmers and municipalities agree on the priority items to be rehabilitated and modernized.
Farmers and municipalities should be invited to provide their own views about priorities for
rehabilitation and modernization. In fact, improvements will be made only after farmer
representatives and municipalities agree on what will be done, agree to pay for or contribute
labor for a small share of the investment (5 %), and agree to take full responsibility to pay for the
cost of irrigation services afterwards.
To approximate the irrigated area with the equipped irrigation area is considered a priority. An
Investment Plan for Rehabilitation and Modernization of irrigation systems will be prepared.
Funding will be mobilized for the Investment Plan both from the state budget and from
assistance by international financial institutions. Financial assistance from the Government for
irrigation repairs, upgrading, improvements, rehabilitation, extension of canals, or modernization
should be based on the principle of utilizing government funds to stimulate corresponding local
investment and not to generate dependence on the government. This is to be done in the interest
of building local self-reliance for irrigation and improving the productivity and sustainability in
the irrigation sector.
An arrangement will be designed for farmer cost sharing of investments and involve WUO in
joint investment in rehabilitation. The farmers should contribute to an agreed extent in
investments made to rehabilitate, modernize, upgrade or extend their irrigation system.
Rehabilitation of irrigation systems will include dams, reservoirs, intakes, and primary,
secondary and, in some cases, even tertiary canals. It is expected that in most cases tertiary
networks will be upgraded primarily by farmers while upstream improvements are made.
Rehabilitation and modernization of irrigation systems is considered a high and urgent priority.
For the short term with state budget for irrigation systems rehabilitation, was provided irrigation
to about 230 000 ha. Of the 120,000 ha irrigable with the existing systems in 2014, it has been
reached to 230,000 ha at the end of 2018, with an addition of irrigated area in this period with
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approximately to about 110 000 ha. Also, the support for agriculture and agribusiness is needed
throughout irrigated area.
An assessment should be made of to what extent irrigation systems need to be modernized due to
changes that have occurred over recent decades and the anticipated additional changes to be
brought about by climate changes. The assessment will include of what technical and
management aspects of dams, reservoirs and irrigation systems should be modernized because of
the new conditions in the country. Once the assessment of the needs for modernization of
irrigation systems has completed, will be assessed funding options, mobilize resources, and
implement modernization.
While the cost of rehabilitating and modernizing irrigation pumping stations will be high, there
are some irrigation systems where the amount of water lifting is moderate and the rehabilitation
or modernization are economically justified.
Measures for Policy on Infrastructure Development

It will be prepared a guide for participatory rehabilitation and modernization of irrigation and
drainage systems. It will include procedures to be followed in all projects, including those with
financing by state funds and those from international financing institutions. These will include
procedures for identifying, prioritizing and agreeing on rehabilitation and modernization
investments, contributions to be made by members of WUOs, agreements that will be achieved,
the municipalities’ role and WUOs in taking the responsibilities for managing of irrigation
canals, after the completing of improvements (including financial management). Both genders
should participate in this process.
Also, the help for rehabilitation will be given only when the WUOs will take over management
of the irrigation system at an acceptable and measurable standard at tertiary level, and only after
they will perform the maintenance before the irrigation season in this standard, at least at one
season. Therefore, the development of infrastructure will be made in that manner to encourage
the organizational development and management.
Municipalities and WUOs must agree for the level of administration of O & M after investment
with measurable and acceptable standards. These agreements will be made over the basis of full
commitment of WUOs to pay irrigation services that come afterwards. This guide for
participatory rehabilitation and modernization of irrigation systems will be prepared in the short
term.
The preparation of an Irrigation Investment Plan will have the relevant costs. In its efforts to
secure sufficient funds to enable a substantial program of rehabilitation and modernization that
would enable to restore the amount of area actually irrigated from its current level of only about
230,000 ha to the potential area irrigated of approximately 360,000 ha, for the period 2019 –
2031.
A careful consideration and work for further planning remains to be done. For medium and long
term, sufficient funds will commit to enable the rehabilitation of all schemes in need. In
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meantime, agriculture, loans, grants and marketing will be developed through the MARD
programs for all areas benefiting from rehabilitation.
Funds from various sources will mobilize to enable the implementation of Investment Plan for
irrigation. Within short term, will be planned and developed investment strategies for
improvement, rehabilitation, expansion, modernization and development, of which require local
corresponding measures investments.
By the long term all such investments will include requirements for corresponding investments
by farmers and municipalities. Refusal of farmers or municipalities to agree to make such
investments may result in cancellation of the Government subsidy altogether.
Farm co-investment may be in the form of labor contributed by farmers, contribution of

materials, such as cement or sand, or in repayment of an agreed share of the cost of rehabilitation
or modernization. Priority will first be given to rehabilitation and modernization of dams,
reservoirs and intakes. In order to encourage that water users also contribute to making
investments in rehabilitation and modernization, WUO will be established and while the
Government is implementing rehabilitation and modernization of dams, reservoirs and irrigation
system intakes, WUO will rehabilitate tertiary networks. After this is done the Government will
then rehabilitate primary and secondary canals. This parallel system of Government and water
user investment will encourage the WUO to do its share of the investment and gain a sense of
responsibility for their system.
Key criteria for feasibility and design of irrigation infrastructure will include cost-effectiveness
of improvements, implications of the design for simplicity and control over acquisition,
distribution and delivery of water to users, and security, ease and cost-effectiveness of
maintenance of canals or pipelines and water control structures.
More frequent occurrences of water scarcity is predicted in the future, competition for water,
water logging, and flooding. In the context of unpredictable fluctuations in rainfall and the
likelihood of increasingly frequent extremes in drought and flooding, there is a need to identify
what alterations in irrigation system canals and water control and measurement structures and
what better system management practices should be introduced to examine the needs for
modernization. These may include more intensive management of water with carefully timed,
adequate and reliable deliveries of water for high-value vegetable and fruit crops etc.
In the short term, MARD will conduct an analysis of the potential needs for modernization of
irrigation systems. This study will provide specific recommendations on what kinds of
financially appropriate incremental structural modernization is needed. It will also include an
assessment of related management improvements required. By the medium term the
modernization program will begin and further investments in rehabilitation and modernization
will be sought and implemented in accordance with this program.
Only some of the types of changes can be suggested at present but a field assessment of current
irrigation design parameters should be done in comparison with projected future requirements for
water acquisition / expropriations, delivery as well as water supply conditions. It is likely that
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concerns about more frequent flooding, extended droughts, less predictable weather patterns, and
insecurity of metal objects in the system will lead to needs for greater water storage, more
intensive water management practices to improve the timing, reliability and adequacy of water
deliveries, less waste of water, and more regular water measurement. Efforts will be made to
minimize use of metal. Duck-bill and long-crested weirs and staff gauges can be used for
measurement devices. Modernization will be a part of rehabilitation, upgrading and extension as
well as the design of new irrigation systems.
An assessment will be done to identify which irrigation pumping stations should be rehabilitated
and modernized because the cost is moderate. Other systems where the amount of lifting is too
much and the cost of electricity would be too high for farmers to bear will be closed down and
abandoned.
5.1.3 Policy on Sector Regulation

Execution of guidelines and regulations and improving the capacity of municipalities will require
periodic implementation of Irrigation Management Audits for municipal government Irrigation
and Drainage Units. Irrigation Management Audits will be implemented periodically and will
produce recommendations for what should be done to improve irrigation system management
immediately or in the near future.
Measures for Policy on Sector Regulation

The Supervision Sector, part of the responsible structure for irrigation and drainage in MARD
will supervise the implementation of contracts for construction for irrigation rehabilitation,
modernization, and development works. The Sector will identify key indicators of
implementation, including disbursement of funds, mobilization of workers, quality of work,
completion of contracts. It will then plan and implement a program of monitoring irrigation
investment works. Irrigation Management Audits will be implemented by a 3-member team that
will include a staff of the MARD, depending structures and a member of the municipality who is
not a member of the Irrigation and Drainage Unit.
A Guide for Irrigation Management Audits that help / guides towards identifying strengths and
weaknesses in irrigation system governance, service provision and financing and identifies what
training and support services may be needed. The responsible structures for irrigation and
drainage depending by MARD will plan and coordinate periodic implementation of Irrigation
Management Audits. It is expected that these will be done at least once every three years and will
produce recommendations for what should be done to improve irrigation system management
consistent with Government policy, law and regulations. The emphasis of these Audits will be to
identify what improvements are needed and to provide recommendations for capacity building
and support services.
5.1.4 Policy on Institutions and System Governance

Organizational changes within MARD are necessary at national and regional levels. A
significantly greater amount of guidance, capacity building, regulation and monitoring are
needed to ensure productive and sustainable management of irrigation and drainage systems as
well as timely and appropriate support services for municipal Irrigation and Drainage Units and
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WUOs. This will require new organizations and the national level with requirements for staff and
budgets.
Currently ownership and responsibility of administration of small and secondary irrigation

systems has been transferred to municipalities. Only the main channels and water intake for large
irrigation systems and some big reservoirs are managed by MARD. For the administration of this
infrastructure, a set of guides, regulations and technical manuals will be prepared.
Further, WUO Statutes & By-laws Guides will be prepared for the establishment of Water Users
Organizations (WUO) and Water Users Groups (WUG).
The Ministry will form and train a small team or teams to establish WUO and WUG in each
irrigation system. The Irrigation and Drainage Unit will be trained and will be the authority to
manage main and secondary canals in collaboration with the WUO and WUG. This Unit will be
responsible for O&M as well for financial management, including the collection of irrigation
fees, depositing funds into a bank account and withdrawing funds with the WUO as a co-signer.
The Water Users Organization will be established when at least 51% of landowners within the
potential service area of the irrigation system vote to establish it. After this happen, all
landowners within the potential service area of the system will automatically become members
of the WUO.
Before any rehabilitation or modernization is done with assistance by the Government and before
the WUO and WUG are established, the Irrigation and Drainage Unit of municipality will ensure
that a form of communication and coordination with farmers at the tertiary block level is created.
Rehabilitation and modernization will have important implications for management of irrigation
system. In order for the Government, municipalities and farmers to achieve the optimum benefits
of these large investments it is essential that farmers and municipalities agree on the priority
items to be rehabilitated and modernized. Farmers and municipalities should be invited to
provide their own views about rehabilitation and modernization. In fact, improvements will be
made only after farmers and municipalities agree on what will be done, agree to pay for or
contribute labor, agree to take full responsibility to manage the systems, and agree to pay for the
cost of irrigation services afterwards.
When the Irrigation and Drainage Unit will be functional the irrigation system must be
coordinated irrigation activities at the tertiary level with village heads, the Irrigation Organizing
Team will begin the process of establishing Water Users Organizations and Water Users Groups.
The municipality will take responsibility to define that main, secondary and tertiary are properly
managed. The responsible structures for irrigation and drainage depending by MARD and
municipalities have the objective to provide WUOs / WUGs to manage the tertiary canals and
where possible those secondary’s. However, actually the municipalities does not have the
adequate staff and enough experience for the management of irrigation system, therefore it is
priority their training for irrigation and drainage.
Initially the municipalities will have the main responsibility for management for irrigation of
first and secondary level while the village heads, or if possible the WUGs, will manage the
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tertiary level. But, in any case, the Irrigation and Drainage Unit will retain the role of financial
management for irrigation of first, secondary and tertiary level. Within five years the Irrigation
and Drainage Unit, village governments and farmers may decide that a WUO can be established
and be prepared to take over responsibility to manage the secondary canals. Ownership of the
canals will be transferred to the municipality in the first instance, but they can start to transfer the
user right for defined levels (tertiary, secondary or main levels), especially for small-scale
systems and possibly medium-sized systems, when WUOs will be established and they willing to
take over management of all irrigation system.
Use rights for secondary / tertiary canals may be transferred to WUO after 5 years if ready, in the
form of a use right transfer agreement. The Government will support establishment of strong
Water Users Organizations (WUO) at the secondary canal level, with constituent Water Users
Groups at the tertiary canal level. Initially the municipalities will have the main responsibility for
management of secondary canals while WUGs those tertiary. But, in any case, the Irrigation and
Drainage Unit will retain the role of financial management for irrigation of secondary and
tertiary canals.
Within five years the WUO will be prepared to take over responsibility to manage the secondary
canals. For small-scale systems and possibly medium-sized systems, the WUO may take over
management of the entire system when they are determined by the municipality and responsible
structures for irrigation and drainage depending by MARD, to be ready to do so and they are
willing. Long-term use rights with a minimum period of 10 years and repeatable, will be
transferred to the WUO after they are capable and willing to take over the rights, responsibility
and authority to govern, manage and finance irrigation services and to protect the system under
their jurisdiction.
At any time after the transfer, if the MARD determines that the municipality fails to manage
main / secondary canals owned by agreed management standard, their ownership may be
revoked unilateral. In such a case, the responsible structures for irrigation and drainage
depending on MARD will take responsibility until when the municipality or WUOs become
capable and willing to take on this responsibility.
Measures for Policy on Institutions and System Governance

The responsible structures for irrigation and drainage depending on MARD is intended to be
strengthened by including in its composition units for capacity building, strategy and programs.
This structure will prepare policies, legislation and regulations, strategies, institutional reform
and development activities and technical methods for I&D design, management methods and
monitoring. Also, it will prepare training modules, plan training programs and train trainers.
The responsible structures for irrigation and drainage depending on MARD will become
responsible for irrigation system management at the intake and main canal levels for 20 irrigation
large schemes. They will supervise preparation of annual Irrigation Service Plans and monitoring
irrigation management performance. The process of institutional development will be based on a
joint process of planning, investment and management.
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Guides for establishment of WUOs that have been used in the past will be updated consistent
with current needs and capacities. The Statute for the WUOs will become a short standard
document to enable legal registration of the WUOs. The By-laws will be the internal rules,
procedures and sanctions for the WUOs.
The initial role of the WUO will be to collaborate with the Irrigation and Drainage Unit to
prepare Irrigation Service Plans, needs-based budgets and to set the Irrigation Service Fee for the
system. It will also work with Water Users Groups at the tertiary level to ensure maintenance is
done prior to their receiving the first irrigation of the season. And they will coordinate
preparation of the irrigation schedule and assist with dispute resolution and enforcement of rules
to be specified in the WUO by-laws. After a 5-year period it will be assessed their capacity and
willingness to manage irrigation. When they are ready, then they will receive management
responsibility as well for the secondary network.
The Irrigation and Drainage Unit of municipality will receive training and authority to manage
main, secondary canals and tertiary canal networks with delivery of irrigation water to farms if
needed where the WUG is not yet established and willing or able to do this. Until a viable WUG
is established the Irrigation and Drainage Unit may work with the elected village head in order to
mobilize funds or farmer labor to do canal maintenance and repairs at the tertiary level. The
Irrigation and Drainage Unit will take responsibility for management of the secondary canal until
the WUOs becomes prepared to do this.
Public Private Participation (PPP) may be introduced at this level, where a private company may
provide operational and/or maintenance services on contract. Such services might include routine
maintenance, repairs and minor rehabilitation. A contractual PPP arrangement may be introduced
at the secondary and tertiary levels in the short to medium terms and might be done up to the
main canal and intake levels in the long term.
Although management services may be transferred to the WUOs or done by a third party on a
contract basis, financial management will continue to be done by the Irrigation and Drainage
Unit into the long-term future.
The Irrigation Organization team in the region will consists of one person from the ministry, one
from responsible structures for irrigation and drainage depending by MARD and one of the
relevant municipalities. They should be trained and deployed within the short term. Women
should be encouraged to attend meetings and to give their views. An institutional development
specialist and a gender specialist should be members of the Irrigation Organizing Team at the
national level. They should prepare training material to be used at the regional and WUOs levels.
After the boundaries and owners of land within the service area have been identified, the
organizing team will obtain the signatures of at least 51% of owners of land within the service
area either in a meeting or by visiting the homes of landowners. After this the Irrigation and
Drainage Unit and village governments involved will prepare a plan to establish the Water Users
Organization.
In the beginning this may be simply through coordination with the elected village head that, in
turn, will coordinate actions needed by water users, such as maintenance of tertiary canals before
36
the irrigation season. The Irrigation and Drainage Unit will establish communications with the
village heads in order to plan and coordinate crop and irrigation plans, maintenance activities,
and irrigation deliveries.
Municipalities will be expected to agree to take over management of the irrigation system at an
acceptable and measureable standard of operations and maintenance (O&M) after the
improvements. An irrigation management transfer agreement will include commitment by the
WUO to pay for the cost of irrigation services thereafter. A guide for irrigation management
transfer will be prepared in the short term. After 5 years of experience, the WUO may qualify to
take over management of the secondary canal. However, responsibility for financial management
and ownerships of the irrigation sub-systems will remain with the municipality.
Where sufficient trust among water users is developed and most of the water users support
establishment of the WUO and WUG, the municipal Irrigation and Drainage Unit and village
government may proceed to establish a WUO and WUGs. This process will include preparation
and adoption of a statute and by-laws, election of officers, training, legal registration and
preparation and implementation of an Irrigation Service Plan, a needs-based budget and setting
and collection of an Irrigation Service Fee. Thereafter, decisions taken by the Water Users
Organization shall be done with the voting approval of all members in a General Assembly, or if
membership is too large to accommodate such a gathering, representatives from each tertiary unit
will be selected by their members and a Representative Assembly will be held annually.
Municipalities have the responsibility to manage and to finance irrigation systems.

Municipalities will need to recruit staff (depending on the irrigation service area within the
municipality) for their Irrigation and Drainage Unit who have a background in agriculture and, if
possible, who have experience in previous agriculture or irrigation projects. Significant training
of these people in irrigation development, management, and financing will be required. WUO
officers and staff must also be trained extensively.
Irrigation systems transferred to municipalities need to be rehabilitated or upgraded with state

budget funds only if with municipalities is achieved an agreement on their proper maintenance
and operation. Over an initial 5-year period irrigation and drainage units will be secondary
irrigation canals network’s administrators (or as the case may be) and will coordinate work with
elders and farmers at the tertiary level to maintain canals and structures and possibly distribute
water to individual farmers.
For the construction of new irrigation systems, water users must sign first an agreement on the
establishment of WUGs to manage third channels, and WUOs for second canals and users should
guarantee the coverage of operating and maintenance costs of the system after investment.
The ministry and municipalities will support the creation of third-level canals of WUOs. The
WUGs will perform as a user group within tertiary blocks, not as legal separate units, but as an
integral part of WUOs.
37
By the long-term (within 8 to 15 years) efforts will be made to determine whether the WUOs
could federate to take over management of secondary canals, medium and small scale irrigation
systems.
In the first five years after establishment or re-establishment of the WUOs at the secondary canal
level, it is expected that the WUOs will only perform management functions together with the
municipality, which means preparation and approval of the Irrigation Service Plan, needs-based
budget and Irrigation Service Fee. Management of the secondary canal will be the primary
responsibility of the municipality for the first five years after this responsibility is transferred to
the WUOs, where they be willing and able to have the management responsibility transferred to
them.
After another demonstration period of 2 or 3 years, if the WUOs are ready and willing, use rights
of the secondary and tertiary canals will be transferred to the WUOs. This will give water users
confidence that any investments they make in the tertiary and secondary canals and structures
will give them long-term benefits without the Government taking control away, with only the
exception that the WUO fails to manage and protect the system.
Clear roles and responsibilities of organizations in planning, rehabilitation and modernization,

joint management at tertiary to main system levels, and procedures for dispute resolution will be
specified further in the process of institutional development.
WUO officers and staff will be trained extensively and will co-manage the secondary canal
system with the Irrigation and Drainage Unit until some management responsibilities and
authority might be transferred to the WUO. Financial management responsibilities for collection,
deposit into a secondary canal area bank account and withdrawals will remain with the municipal
government into the long term.
In the case of transfer, the following elements are specified:

1. Section of irrigation system for which ownership is to be transferred, with a list of canals
and structures;
2. Approval of municipality that administers state property ownership for the irrigation
system;
3. Organization that currently has use rights of ownership;
4. Organization to which the use rights will be transferred;
5. Rights, authority and responsibilities transferred to the receiving organization along with
infrastructure;
6. Conditions and procedure for Government to revoke the use rights.
Revoking of the long-term transfer agreement may occur at any time if and when it is considered
by MARD that the municipality or eventually the WUOs has failed in its responsibilities or has
misused its authority for management of the secondary canal under its responsibility.
Ownership of the intake and main canal of large-scale systems will not be transferred. However,
in the future, management of the intake and main canal might be transferred on a conditional and
time-bound basis to WUO or to a private company under a Public Private Participation
arrangement.
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Such performance incentives and accountability measures will be identified relative to the
planning, decision-making and management functions of these organizations. Annual work plans
at the organizational and individual level can provide the basis for evaluating annual work
performance at the end of each year. In accordance with the current legislation, achievement
awards can be given to high performing offices. These may include budget increases, computers,
vehicles, and additional training. A performance system must be transparent, clear and the
organizations involved, including water users, should decide on what the performance objectives
and standards will be and how these will be monitored.
5.1.5 Policy on Irrigation System Management

Improvements in the quality of management of irrigation systems will strongly support. There is
a challenging set of criteria for irrigation system performance that the Government,
municipalities and Water Users Organizations will seek to achieve. Each system will be managed
as a single, integrated hydro-management unit.
Responsible structures for irrigation and drainage depending by MARD will help municipal
Irrigation and Drainage Units and WUO prepare Irrigation Service Plans and needs-based
budgets and will provide overall leadership and coordination for the entire irrigation system for
entire large-scale systems.
Responsible structures for irrigation and drainage depending by MARD will coordinate
preparation of an annual Irrigation Service Plan for each of the irrigation systems under their
jurisdiction and eventually Water Users Organization and municipalities will work together each
year to prepare an integrated Irrigation Service Plan for the entire system for each irrigation
season. This Plan will be based on water supply quantity and irrigation schedules.
The Plan prepared by the WUOs will be an integral part of the overall system-level Irrigation
Service Plan. Responsible structures for irrigation and drainage depending by MARD will also
meet periodically with municipalities and WUO of small-scale systems to provide any technical
assistance needed.
Irrigation systems in Albania will follow a “modified demand-driven” system for planning and
implementing irrigation services. This means that requests for irrigation will be received prior to
each irrigation season. These will be accumulated into an estimation of irrigation demands for
the system, which will be compared with anticipated water supply and adjustments will be made
as may be needed due to supply constraints or system design constraints for water distribution.
MARD will seek funding and collaboration for research on irrigation technology and
management innovation. The Government supports application of modern technology and
management methods that will enable more efficient, equitable and timely provision of irrigation
services.
In order to charge water users a volumetric fee or mixed volumetric/area-based Irrigation Service
Fee, it is necessary to measure water volumes delivered at least down to the off take gate into the
tertiary block. Water deliveries to individual farms will then be approximated as a share of the
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volume delivered to that tertiary block divided by the number of farmers being supplied by this
tertiary canal.
Irrigation-related dispute mediation training will be given to responsible structures for irrigation
and drainage depending by MARD, Irrigation and Drainage Units and WUOs. Irrigation-related
disputes and violations of rules should be settled as fast and fairly as possible. Disputes between
water users should be settled with mediation between the disputing parties.
Measures for Policy on Irrigation System Management

Key performance criteria will include equality of irrigation delivery, reliability of irrigation
services, timeliness of water delivery consistent with the irrigation schedule, irrigation
efficiency, equity of water delivery between the head and tail ends of irrigation systems, quality
of maintenance and functionality of structures, fee collection rates, agricultural productivity per
unit of water delivered, and sustainability of the irrigation system.
Each of responsible structures for irrigation and drainage depending by MARD will meet
monthly with municipal Irrigation and Drainage Units and WUOs to help with preparation of the
Irrigation Service Plan and needs-based budgets, to monitor implementation of the Plan
seasonally, to advise on technical, financial and institutional issues as needed, to help settle
irrigation-related disputes, and to participate in bi-annual Irrigation Management Audits.
This Plan should be prepared each year by at least one month before the start of the irrigation
season. This Plan will normally have seven components. These are:
1. Measurable definitions of the standards for services that will be provided, like water
distribution and delivery, system maintenance, etc.;
2. Operations (i.e., water conveyance, distribution, and drainage);
3. Maintenance and incidental repairs and improvements;
4. Budget, Irrigation Service Fee and financial management procedures;
5. Institutional and managerial activities;
6. Monitoring management performance and environmental aspects; and
7. Preparing minutes of meetings and reports.
Two months prior to the expected beginning of the irrigation season, each Water Users
Organization should submit to their municipality their pre-season request for irrigation services,
the crop plan and contracts with users who request irrigations. These will include names of
farms, desired dates for crop planting and requested expected dates for first irrigations.
MARD will work with donators, centers of excellence, and consultants as needed to identify and
adopt modern irrigation and information technology to improve irrigation efficiencies, cost
efficiencies, and other performance criteria that are particularly important for the country. Efforts
will also be made to obtain funding to support diagnostic and action research by universities and
institutes about technical, financial and managerial aspects of irrigation system performance.
Charging for the cost of the amount of water provided to users requires that water deliveries be
measured insofar as it is practical to do so. As a minimum, it will be necessary to install water
40
measurement devices at intakes, along main canals, at secondary canals and along tertiary canal
off takes.
Within tertiary blocks, which are covered by tertiary canals, it will not be practical to measure
deliveries to each farm so some approximations will be needed. This may mean that the farmer
pays in accordance with the amount of water delivered to the third block divided by the
approximate percentage of this amount that is delivered to his or her farm relative to others
within the third block.
Violations of rules should be responded to quickly and fairly by applying sanctions specified in
the by-laws of the WUO or municipality. Initial infractions should be answered with mild
warnings; repeating violations should be met with more severe penalties.
Disputes or conflicts are another matter. The WUO and municipality Irrigation and Drainage
Unit should have members who have been trained to mediate disputes. Mediation happens when
two or more disputants to an irrigation system issue meet together to find an acceptable solution
to their dispute.
The trained mediator will guide the disputing parties towards a solution that both parties can
accept. Only after mediation has failed should arbitration be used with a third party to finally
settle the dispute. Dispute resolution will be included in one of the training modules to be
prepared and presented to staff of the responsible structures for irrigation and drainage
depending by MARD, municipal Irrigation and Drainage Units and WUO officers.
5.1.6 Policy on financing irrigation

The intent to overcome the last decade’s tendency for irrigation systems to be poorly maintained
and to deteriorate rapidly and to achieve an optimal standard of maintenance of irrigation and
drainage systems. This will be achieved with the assistance, training, capacity building the
responsible structures for irrigation and drainage depending by MARD, municipal Irrigation and
Drainage Units and WUO work together
MARD will develop a Guide for Needs-based Budgeting and Irrigation Service Fees. The
Irrigation Service Fee shall be set by each irrigation system and shall be based on the actual
efficient cost of providing agreed irrigation services to farmers in that system, as was determined
in the needs-based budget. The responsible structures for irrigation and drainage depending by
MARD and municipalities, in cooperation with WUO, should prepare annual needs-based
budgets for each irrigation system that are based on implementing the Irrigation Service Plan at a
standard of performance that maintains the system at a level that protects the functional condition
of the system. Each irrigation system will be managed financially as a single and separate
financial unit. Each irrigation system has a unique cost, based on its specifications.
The expectation is that for all irrigation systems should be prepared and implemented “needs-
based” or “performance-based” budgets. These are budgets that are based solely on achieving the
desired performance standards for irrigation operations and maintenance through the most
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efficient and pragmatic means. However, in the future they may also contain contributions
toward building a capital reserve fund.
The responsible structures for irrigation and drainage depending by MARD will help Irrigation
and Drainage Units and WUO prepare budgets and set Irrigation Service Fees.
The municipalities will be responsible to collect fixed cost for irrigation from all landowners in
potential service area through their tax offices. Revenue collection must provide for the
performance-based budget and, when it is agreed to by WUO members a capital reserve fund to
be used in the future for emergency and incidental repairs, minor rehabilitation, canal extensions
and improvements. Revenue collection will consist of fixed and variable cost components. The
fixed cost will consist of all costs that arise each year regardless of rainfall and irrigation
demands. This includes fixed costs of offices, utilities, routine staff, mobile phones of field staff,
and maintenance. The variable cost change and it is used for the costs of delivering water in
accordance with requests for irrigation services.
It is essential that, in order for collection of the Irrigation Service Fee to work, trust must be built
among farmers about how the funds collected from farmers are used and accounted for.
Measures to ensure that funds collected are used locally and only for the purpose of
implementing the Irrigation Service Plan will be important. Modern information technology can
be useful in this regard. The system will be designed to prevent inefficiencies and corruption.
The principle of “pay only for services actually received” will be established for irrigation
services throughout the nation. The irrigation sub-sector will adopt the principle of “pay for
service”. This also means “Farmers will not pay for services not delivered”. This means that the
individual farmer water users pays in full only if the agreed water supplied meets the amount of
water and schedule for delivery that was agreed upon. First, farmers pay for the service and
subsequently they request its provision. If there is a shortfall delivered, the payment requirement
is reduced proportionately.
Measures for Policy on Financing Irrigation

In order for irrigation and drainage systems to become productive and sustainable they must be
financially viable primarily through payments made by water users, owners and renters of land
within potential service areas, municipalities, and with some support from the Government for
selected dams, reservoirs, intakes and primary canal management by MARD or municipalities.
Payment of the fixed costs for irrigation (i.e., annual costs of staff, office, and maintenance) will
be collected by the municipal tax office at the beginning of each year as part of tax collection by
the municipality. The variable cost of irrigation is the provision of irrigation service to farmers
who request it. It will be paid to the municipality before and during the irrigation season via
direct payment to the municipality finance office or via a transfer by the bank.
The following steps may be involved in preparing a needs-based budget:

1. Define and agree on desired services;
2. Identify and agree on acceptable standards of service delivery;
3. Identify type of work, tasks, and volume of work requirements;
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4. Agree on financial standards, such as acceptable unit rates;
5. Prepare an Irrigation Service Plan;
6. Prepare a needs-based budget;
7. Set an Irrigation Service Fee that provides funds for the budget.
The responsible structures for irrigation and drainage depending by MARD, municipal Irrigation
and Drainage Units and WUO together with the municipal government and WUO will meet
together early each year to prepare an Irrigation Service Plan, needs-based budget and Irrigation
Service Fee. Then they will meet with the municipal council to obtain approval of the budget and
Fee.
Once the irrigation system becomes financially viable municipalities and WUO will be
encouraged to establish a capital reserve fund that will be added to each year as a surcharge to
the revenue collected for the fixed cost of irrigation system management.
Fixed costs of irrigation (office, staff, maintenance) will be collected by the municipal
government from all landowners with land located inside the potential service area of the
irrigation system, whether they choose to irrigate or not. The variable cost of actual irrigation
service provision is to be borne only by the persons who requested the irrigation service and this
should be related as closely as possible to the actual volume of water requested and provided.
Farmers received their farm land originally as part of the land reform program, with the
understanding that the land would be used for agricultural purposes. Irrigation development was
part of the Government’s investment in agricultural development. Farmers were expected to
maintain the irrigation systems and not allow it to deteriorate.
Charging all landowners or renters the fixed cost is justified because provision of the potential
irrigation service raises the value of land for sale and for renting. If all landowners pay for the
fixed costs, the charges per person become very low and easy to bear. The variable cost will also
be far lower for the water user compared to the current national water tariff because it will no
longer include the basic fixed costs.
The municipality will take on assessment and collection of the fixed cost, which is the “irrigation
basic fee”, will treat it as ear marked, and transfer the funds collected to the proper bank account
held by the municipality and WUO for use only in that irrigation system for implementation of
the Irrigation Service Plan.
This role for collection and deposit of funds for fixed costs will continue with the municipal
government even after management responsibilities and authority for secondary canal
management have been transferred to the WUOs. The municipalities will have two bank
accounts, one for annual expenditures for O&M and one for a capital reserve fund that might be
used for rehabilitation and investments at some time in the future.
MARD will introduce a new procedures for payments and deposits for both the fixed cost, which
is the Annual Irrigation Fee or Maintenance Fee and the variable cost, which is the Irrigation
Service Fee. Payment of the Annual Irrigation Fee, which will cover the basic fixed cost of
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irrigation, will be done as part of the payment of taxes and fees. This will be charged against all
who own land within the potential irrigation service area. The landowners should make these
payments either directly to the tax office of the municipal government or through the bank
transfer.
The use of funds will be done by Irrigation and Drainage Unit of the municipality as a first
authorized signature and WUO as second signature. Payment of the Irrigation Service Fee could
be done 50% before the irrigation season begins and 50% in the middle of the season. This
system minimizes or excludes transfers of cash between people and is all done through the
collection of taxes by the municipality or by bank transfers. This is done to be transparent and to
minimize misuse of funds.
Additional measures will be taken to prevent misuse of funds at the municipal level, such as use
of internal audits and accountability measures and audit committees.
The tax office of the municipal government will collect payments for the Irrigation Service Fee
from individual farmers before the first irrigation delivery. First, the municipality will need to set
up the fixed cost/variable cost accounting system. Secondly, they must adopt the pay for service
principle. This means that if full payment for water to be delivered is required by the WUA
before water is delivered, then a reimbursement will be made or the amount paid that was not
delivered will be applied as a discount to the cost of subsequent irrigation services. Third, they
agree on the standard of service to be provided and give it an operational and measurable
definition. Fourth, during the irrigation season they monitor delivery and non-delivery of
services at the level of each farmer who requested an irrigation service. Fifth, a record is made of
water requests of each water users and water user. Sixth, if not all of the requested water service
was delivered to a farmer, then his or her payment required will be reduced accordingly.
5.1.7 Capacity Building

At least 12 training modules will be prepared on irrigation technology, governance, management
and financing. It is a high priority on capacity building for governance, management and
financing of irrigation systems by municipalities. This will include management of secondary
canals and tertiary levels. Training will be given to the responsible structures for irrigation and
drainage depending by MARD, municipal Irrigation and Drainage Units and WUO on irrigation
technology, governance, management & financing. It will also build the capacity of Water Users
Groups at the tertiary level and Water Users Organizations at the secondary canal level. WUOs
will be trained in the above 12 topics of irrigation governance, management and financing at the
secondary and tertiary levels, requesting and delivery of management services, basic technical
knowledge about hydro-melioration, and financial management functions.
Additional training modules will be prepared and given to the responsible structures for
irrigation and drainage depending by MARD on regulation, management consultations, Irrigation
Improvement Plans and support services. It will also build the capacity to manage intakes and
main canals, to prepare an Irrigation Service Plan at the system level, to regulate the irrigation
sector within their territory, and to build the capacities of municipalities and Water Users
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Organizations. Management consultations will be a form of coaching and problem solving by an
experienced irrigation management specialist.
Management consultations will be conducted by the responsible structures for irrigation and
drainage depending by MARD and municipal Irrigation and Drainage Unit staff when they
obtain sufficient training and experience to assist municipalities and WUO to prepare
Management Improvement Plans. Theoretical, classroom training should not be the only method
for building the capacity of staff of municipalities and WUO. Practical people like staff of
municipal Irrigation and Drainage Units and WUO officers will also need management
consultations on location in their irrigation systems.
A guide for potential application of Public Private Partnerships (PPP) will be prepared by
MARD, while the responsible structures for irrigation and drainage depending by MARD will
identify potential opportunities to work in collaboration with private sector organizations. In the
future will be cooperated more frequently with the private sector to identify and arrange for
provision of support services for municipalities and Water Users Organizations to increase their
capacity to govern their irrigation systems, to provide irrigation services, and to finance
irrigation services.
A Capacity Building Unit will be established in the responsible structures for irrigation and
drainage in MARD. The capacity building for irrigation development and management is
considered to be a long-term, repeating need due to the constant changes in staffing and officers
of agencies, municipalities and WUO. This Unit will conduct training in irrigation system topics,
such as establishment of WUOs, meetings and leadership, preparing and implementing an
Irrigation Service Plan, preparation of a performance-based budget, setting and collecting
Irrigation Service Fees, financial management, dispute resolution, Irrigation Management
Audits, preparing a short-term action plan, etc.
Measures for Policy on Capacity Building

The Irrigation and Drainage Units will need considerable training in technical aspects of
irrigation systems, governance, management and financing. There is a need for them to receive
training in the following topics:
1. Preparing and implementing an Irrigation Service Plan, based on agreed performance
standards;
2. Financial management, needs-based budgeting, service fees and accounting;
transparency;
3. Conducting an inventory of functionality of structures and asset management and
planning capital investments;
4. Procurement and contract management;
5. Working with public-private participatory arrangements;
6. Operation and maintenance of dams and reservoirs;
7. Operation and maintenance of pumping stations;
8. Laws and regulations related to I&D;
9. Water management, performance monitoring and record keeping;
10. Establishing a Water Users Organization and participatory irrigation management;
11. Dispute resolution methods;
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12. Irrigation Management Audits.
Training modules will be prepared for each of these topics during the short term and training will
begin as soon as funding is mobilized and a training organization can start to initiate training.
Training of responsible structures for irrigation and drainage depending by MARD and
municipal Irrigation and Drainage Units will be the first priority, followed by establishment and
training of WUOs. This training will continue annually into the long term.
All irrigation staff of the responsible structures for irrigation and drainage depending by MARD,
municipal Irrigation and Drainage Units, elected officers of the WUOs, and the representative
from each tertiary WUGs will be requested to receive this series of training courses. Training
will be schedule flexibly to enable participants to attend. Some staff of the WUO who are hired
for operations, maintenance and fee collection will also receive training.
Staff of the responsible structures for irrigation and drainage depending by MARD should also
receive training in the above 12 subjects as well as in:
1. How to regulate municipal Irrigation and Drainage Units and WUOs
2. How to conduct management consultations to help municipal Irrigation and Drainage
Units and WUO prepare Management Improvement Plans,
3. How to identify support services needed by the Units and WUOs, and
4. Communication and decision making methods.
Training modules on these topics will be prepared during the short term and training will also
begin in the short term.
It is intended that the capacity building of the irrigation and drainage units of municipalities and
staff of WUOs, should be through periodic management consultations where the auditors will
examine problems and challenges within an irrigation system, inspect problematic locations, and
help municipalities and WUOs prepare Management Improvement Plans.
Local contractors or even small private companies could be identified and given information by
the responsible structures for irrigation and drainage depending by MARD on potential public-
private partnership (PPP) contract opportunities to provide irrigation or drainage services under
contracts with them or municipal government. Such services could include maintenance and
repair contracts, contracts for rehabilitation and modernization projects, provision of irrigation
services, operation of pumping stations, bookkeeping and accounting, legal matters, banking and
obtaining loans.
In the short to medium terms, the Capacity Building Unit will be established to conduct training
only during certain parts of the year, such as prior to the irrigation season. It will have staff who
will collect information from Irrigation and Drainage Units and the responsible structures for
irrigation and drainage depending by MARD about results of Irrigation Management Audits to
enable it to plan in accordance with known training needs. MARD will allocate and seek funding
to start and run the Unit as soon as possible.
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5.2 Strategic Component 2: Drainage Objectives and Measures
5.2.1 Policy for Development of Drainage Systems
The rehabilitation / modernization and annual maintenance of drainage canals and 29 drainage
pumping stations (hydrovoirs) located in the Western plains area, it is a priority. For this reason
it will be prepared a specific plan intervening in the respective budgets. The poor drainage and
water logging caused by dysfunctional drainage pumping stations renders it impossible to irrigate
in this area, so it is a must to rehabilitate and modernize these stations. It is of equal importance
that a compelling method for budgeting and maintenance of these stations be identified before
rehabilitation and modernization begins.
Also, it should determine to what extent existing drainage systems need to have their drainage
capacity increased. Drainage is important not only because it protects the value of land for
productive purposes, but it can also prevent harm to people and damage to property. In many
areas proper drainage is a prerequisite for proper irrigation. It is a high priority to have the area
ill-effected by poor drainage be reduced to zero in the medium-term future by increasing the rate
at which it cleans drains to equal the rate of siltation.
Measures for Policy on Development of Drainage Systems

Staff of MARD first will plan, finance and implement a program to rehabilitate and modernize
14 drainage pumping stations (hydrovoirs) located in the Western plains area. It will first be
determined to what extent the state budget can finance this and then other sources of financing
will be sought.
A study will be commissioned to identify where and to what extent drainage capacity should be
increased. The study will identify where existing drainage systems should have their drainage
capacity be enlarged at the on-farm, lateral, collector and main drain levels. It will also identify
areas where there is no drainage system yet but where a drainage system is needed in order to
increase the amount of water that will be drained as well as to decrease the risk of flooding.
The apparent inefficient and under-utilized rate of use of excavators and dredgers has slowed the
rate at which drains can be cleaned. It is intended to accelerate silt removal to equal the rate of
siltation. During the short term this means efforts need to be made to improve the productivity of
excavators and dredgers by improving their use and maintenance. Some excavators and dredgers
are approaching the end of their functional lives. During the medium term several of them will
need to be replaced.
5.2.2 Policy on Management of Drainage Systems
MARD will conduct an assessment of the quality of drainage, will make recommendations and
will prepare a guide for proper drainage. The responsible structures for irrigation and drainage
depending by MARD are the primary organizations responsible to ensure the functionality of
collectors and main drains through removal of silt from drains primarily with excavators and
dredgers. While the Irrigation and Drainage Unit and municipalities are responsible to clean
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drains under their administration. At those drainage canals accompanied with irrigation canals,
the WUGs will manage the tertiary canals, while WUOs will take responsibility to clean
secondary’s.
For drainage systems that do not exist as part of an irrigation system, a Drainage Association it is
intended to be established that will consist of members who are all those land, building and other
property owners whose land, building or other property exists within the area being drained.
They will be responsible to clean on-farm and lateral drains while municipalities and responsible
structures for irrigation and drainage depending by MARD will clean collector and main drains.
MARD and the responsible structures for irrigation and drainage depending by MARD will
ensure that workers handling excavators and dredgers use the equipment in a proper way and do
not modify the design. Also, new efforts will be made to ensure that the excavators are engaged
on site each work day as scheduled and are functioning efficiently and effectively.
MARD will conduct an assessment of staff, equipment and budget needed to clean all drains at
standard rate, while the responsible structures for irrigation and drainage depending by MARD
needs to assess its capacity to clean collector and main drains in terms of meters or kilometers
per month and compare this with the rate of siltation in order to determine by how much and in
what ways their capacity needs to be improved.
The final management objective for drainage, after the drains have been restored to their design
capacity, will be to remove silt in drains before their conveyance capacity becomes reduced. This
means that responsible structures for irrigation and drainage depending by MARD must increase
the rate of silt removal from drains to avoid silt accumulation.
Develop and implement plans for parallel drain cleaning program should be done between
responsible structures for irrigation and drainage depending by MARD, municipalities and
WUOs to encourage them to clean on secondary and tertiary drainage canals in parallel with
cleaning of collectors and main canals.
Measures for Policy to Manage Drainage Systems

MARD will prepare recommendations and guidelines for the drainage works at all levels. A
study of recent drainage work will be done to determine whether drainage has been done
properly and whether the design parameters of drains have been modified because of improper
cleaning of drains. Also, GPS monitors will be attached to all heavy machineries (excavators,
dredgers, high tonnage motor vehicles etc.) the responsible structures for irrigation and drainage
depending by MARD, and irrigation and drainage units of municipalities to monitor their work.
Building on an inventory of collector and main drains, the responsible structures for irrigation
and drainage depending by MARD will make an assessment of the staff, equipment and budget
needs required to maintain collector and main drains clean at the design rate. The Ministry will
then mobilize financial resources.
The responsible structures for irrigation and drainage depending by MARD will prioritize which
collector and main drains are in most urgent need of cleaning and will also identify where drains
48
need to be rehabilitated or extended. By the early part of the medium term, they will hold
meetings with municipal Irrigation and Drainage Units and WUOs to discuss preparation of
plans to integrate cleaning of drains, where and when it should interfere. This is because the
cleaning of a single drainage does not provide the expected results, therefore it should clean the
drainage network on all three of its levels. For that maybe incentives and accountability
mechanisms will also be needed, as the demand for cleaning of the tertiary and secondary canals
every year before cleaning the main canals.
5.2.3 Policy on financing the cost of drainage systems

An economic analysis of energy costs for hydrovoirs and cleaning main and collector drains will
be done. The cost of electricity has been rising significantly in recent years. Where necessary, the
Government will pay the cost of electricity used for these purposes.
Drainage is a public function but this does not mean that all cleaning, repair, extension, and
development of drains must be funded through the state budget. Costs of drainage service will be
covered by all the beneficiaries paying a part of cost for drainage service. The cleaning cost of
tertiary canals eventually should be covered form WUOs, if those will function.
In drainage schemes, which are associated with irrigation schemes, cleaning of the main canals
and collectors will be the responsibility of the MARD / municipalities and funded by the state
budget. Secondary and main canals cleaning costs owned by municipalities will be covered from
the municipalities. The municipalities will include one more payment, which will be annual, to
be paid by WUOs and drainage organizations covering part of the cleaning cost for secondary
and main channels for excavators works.
MARD will commission a study to identify owners of land and buildings in drainage service
areas and among other beneficiaries. It is necessary for MARD and responsible structures for
irrigation and drainage depending by MARD, to identify all owners of land, buildings and other
property that are located inside of drainage system service areas who are beneficiaries, as well as
agencies or companies for roads, railways, telephone lines, etc. that pass through drainage
service areas.
That share of the benefits of drainage services for which beneficiaries cannot be identified will
have this portion of the costs for drainage services be borne by public funds from the state
budget.
Measures for policy on financing the cost of drainage systems

It will commission an economic analysis of the cost of electricity for operation of hydrovoirs, the
ability of landowners to pay, and the extent to which a subsidy should be utilized to make up the
difference between what landowners can pay versus what these costs are.
In the short term the cleaning of all collector drains and main drains will be financed annually
from the state budget through the responsible structures for irrigation and drainage depending by
MARD and municipalities. Cleaning of third channels will be borne by WUOs and WUGs. In
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the case of WUGs, the cleaning of small third channels can be done by members' contributions
or can either be hired paid workers.
Depending on the progress of the rural economy, it is the intention of the Government that in the
medium term (in 4 to 7 years) the beneficiaries of drainage systems will also start paying for the
cost of cleaning collector drains. Over time into the long term, the share of cost borne by
landowners may increase, subject to analysis and negotiation.
These costs will be assessed in each drainage system and an analysis will be made of their costs
in comparison with their value relative to landowners. Ability of landowners to pay these costs
and the extent to which a subsidy on electricity and fuel costs for excavators will be done and
recommendations will be made.
In order to enable the increment of income for responsible structures for irrigation and drainage
depending on the MARD, a feasibility study on some drainage schemes will be undertaken to
identify all beneficiaries directly from the drainage system and to define modalities for drainage
fees aggregation by them.
MARD will develop a method for estimating what percentage of the beneficiaries of drainage
services are direct beneficiaries versus indirect beneficiaries who cannot be identified.
5.2.4 Policy on capacity building for drainage
A drainage training module will be prepared and training will be provided to staff of responsible
structures for irrigation and drainage depending on the MARD, Irrigation and Drainage Units
and staff of WUOs, that will help to prioritize where cleaning of drainage canals is most urgently
needed and to ensure that they know how to clean drains without modifying the designed width
and depth of drains.
Measure for policy on capacity building for drainage

A training module will be prepared and training will be provided to staff of responsible
structures for irrigation and drainage depending on the MARD, Irrigation and Drainage Units
and staff of WUOs which are responsible for drainage management according to canal’s levels
on their responsibility.
5.3 Strategic Component 3: Objectives and Measures for Dam Safety and
Operations
5.3.1 Policy on Regulation of Dam Safety and Operations
Application of dam safety regulations apply to all dams and the dam owner has primary
responsibility to ensure dam safety. General regulations for dam safety apply to all dams in the
country of whatever size unless specific regulations state that they apply only to large or
medium-sized dams.
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Technical issues should be resolved by technical experts, while non-technical policy or
management issues should be decided by policy or management authorities. Some issues
required both. It is important to have regulations, instructions and guidelines that make these
distinctions clearly.
Dam safety regulations will make clear what positions are authorized and what qualifications are
required for each type of dam safety decision and what are the criteria and threshold levels for
taking certain actions. The Dam Safety Regulating Authority will keep an inventory of all dams
in the country that are significant enough in size and potential risk to be included. Dam safety
regulations must include the dam, reservoir, all related structures, and their relations with people,
property and environments downstream from the dam. Dam safety refers to both the safety of the
dam and all related structures, including the reservoir. It also refers to the safety of people living
near or below the dam and reservoir and property that could be affected by a failure of the dam.
Reporting evidence of risk of dam failure will be prepared and made known to the municipalities
concerned as well as the flood warning and response units within the Ministry of Defense. The
owner or authorized entity responsible to manage and protect the dam, reservoir and related
structures will be responsible to notify local government immediately in case any evidence of
dam failure happens.
Measures on Policy on Regulation of Dam Safety and Operations

Examples of technical issues are such things as operation of dams, which methods and
instruments should be used to measure the performance of dams, dam and reservoir maintenance
standards, and adequacy of the dam structure and spillway. Non-technical issues are those that
are based on the authority and judgment of the decision-maker about what levels of risk are
acceptable, what trade-offs between safety and costs are legitimate, and how to meet
environmental and social needs.
All regulations, instructions and guidelines about dam safety should be understood to apply to all
dams regardless of size unless otherwise specified. The failure of even small dams can have
dangerous consequences, particularly if the lead to a cascade of effects. A regulation is needed to
clarify that the dam owner / operators have the primary responsibility to ensure that the dam is
operated and maintained safely.
Specifications about who makes what decisions at what levels will be an essential part of all
regulations and instructions. This will include required education, training and certifications for
each type of position related to dam operations, maintenance and safety regulation.
This inventory will be made public and will enable the Authority, other Government offices and
the public to be aware of the safety condition of dams. The inventory will include information on
the size of the dam, storage capacity of the reservoir relative to design capacity, irrigated area
served by it, other beneficiaries of the dam, who owns the dam, who manages the dam, and
availability of current licenses or permits.
It follows that a dam safety regulation or instructions should be formulated at the scope to
include the safety of the dam, reservoir, and all related structures, people near or downstream
from the dam and property downstream from the dam.
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The dam operator or owner will report immediately to emergency response personnel of the
municipal governments where the dam is located and where there is land, people and property
that could be effected by a dam failure or overtopping. Also, they will be required to report
immediately to the national Flood Risk Warning and Response Unit immediately when the
possibility of a dam failure or related emergency appears to be happening.
5.3.2 Policy on institutional arrangements and financing
The Dam Safety Unit, within the responsible structures for irrigation and drainage depending on
the MARD, will monitor, regulate, approve licenses/permits, and recommend dam safety
improvements needed. The Dam Safety Commission will continue its role as the highest body
representing the dam safety in Albania.
The Dam Safety Commission and Dam Safety Unit will be independent from the responsible
structures for irrigation and drainage depending on the MARD and other authorities involved in
decision-making about whether to build new dams, to rehabilitate dams, those who represent the
ownership authority and those who operate dams, reservoirs and appurtenant structures.
At the time when a dam and reservoir are under consideration to be transferred, there will be
several criteria for eligibility to transfer the responsibility for management of the dam and
reservoir.
Measures for policy on institutional arrangements and financing

The Dam Safety Unit will be given the responsibility for monitoring and evaluating dam safety
plans and practices throughout the country, for inspections, for approving applications for
licenses and permits, and for issuing recommendations to improve compliance with safety
standards.
There will be conducted a legal analysis and make any recommendations needed to ensure that
the functions of dam safety regulation versus dam development, operations, and maintenance are
kept legally and institutionally separate.
Criteria for eligibility to have responsibility for management of a dam and reservoir be
transferred to a municipality / WUOs will include: 1) the complexity and size of the dam and
reservoir, 2) the level of management activities and budgets required, 3) functional condition and
safety of the dam, 4) size of potential risks of the dam and reservoir, and 5) preparedness of the
WUOs to take on the responsibilities of managing the dam and reservoir. Where the safety or
functional condition of the dam and reservoir are below the Government’s standards,
rehabilitation or modernization of the dam and reservoir should be done prior to management
transfer.
5.3.3 Policy on functions and powers of the regulating entity
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The Dam Safety Unit updates norms and standards for dam safety with indicators for monitoring
compliance with laws and regulations. The primary responsibilities of the dam safety regulating
authority are to protect public safety by establishing dam safety standards relative to the
condition of the dam, reservoir and appurtenant structures and relative to how these facilities are
operated and maintained. The regulating authority also must ensure compliance with these
standards through periodic monitoring and issuing recommendations that have sanctions for non-
compliance by the owner / operator of the structure.
The Dam Safety Unit will make an inventory of all dams and reservoirs in the country that serve
to provide irrigation water. It will have the responsibility to conduct regular dam safety
inspections and to issue legally binding instructions to dam owners to make repairs or to change
management practices. It will make recommendations to the responsible structures for irrigation
and drainage depending on the MARD in accordance with construction, water use and
operational licenses or permits for agriculture dams.
Given their strategic importance as the primary water sources for irrigation and hydro-power and
the risk to populations and property that they have, the Government will take responsibility to
provide sufficient human resources with the right qualifications for the proper regulation of dams
as well as find ways and means to mobilize sufficient budgets for their work.
The dam safety regulating authority will review all plans and practices of dam owners and
operators to ensure that they comply with all applicable dam safety requirements. Each dam
should all have its own dam emergency plan prepared by the owner and operator.
Measures on policy on functions and powers of the regulating entity

The Dam Safety Unit has the responsibility and authority to develop norms and standards that
provide operational definitions and indicators for monitoring compliance with dam safety
standards adopted in legislation. This authority will prepare instructions and guidelines and
provide training on compliance.
This inventory will include a list of information about all dam structures and sizes, functional
condition of dam structures, damage or risks, conveyance canal size and length, reservoir design
and functional storage capacity.
While the Dam Safety Committee should not be the only Government office to approve or
disapprove of granting licenses and permits, it should hold a veto power on such decisions for
applicants whose dam safety plans or practices fail to comply with official standards.
The Dam Safety Unit will conduct or commission dam safety inspections at least once every two
years. This will include an inspection of dam operations, maintenance of the dam and reservoir,
key safety indicators, emergency plans, persons responsible, and the budget for O&M. The
Authority will also prepare recommendations that will have legal authority to require actions to
improve safety.
MARD will further clarify regulations about education, training, and certifications required for
respective positions in the management and regulation of dams.
53
As part of its inspections at each dam site, the Dam Safety Unit will examine and evaluate the
adequacy and appropriateness of dam operations, maintenance, safety and emergency plans and
practices as well as the adequacy of the annual budget to conduct operations and maintenance
consistent with dam safety standards. The inspection and protocols will result in a report with
recommendations and summary of actions to be taken within a given time schedule.
5.3.4 Policy on rehabilitation and modernization of dams and reservoirs
It will be prepared a guide for appraising whether rehabilitation of a dam, reservoir, conveyance
canal and appurtenant structures are needed. The guide will be for appraising whether
modernization of the dam, reservoir, conveyance canal or appurtenant structures is needed,
including what technical and management aspects of dams and reservoirs should be modernized
because of new and emerging conditions in the country.
Measures on policy on rehabilitation and modernization of dams and reservoirs

The appraisal guide will provide instructions for prioritizing what kinds of dam structures,
aspects of reservoirs, conveyance canals and other appurtenant structures might need
rehabilitation. There are many factors and conditions that may call for the need to modernize
dams and reservoirs. These conditions include more frequent occurrences of water scarcity,
competition for water etc. In the context of unpredictable fluctuations in rainfall and the
likelihood of increasingly frequent extremes in drought and flooding, there is an unavoidable
need to examine the changing storage capacities of the nation’s reservoirs and to reexamine the
requirements of dam safety, and what better dam management practices should be introduced to
examine the needs for modernization.
In the short term, the MARD will conduct an analysis of the potential needs for modernization of
dams, reservoirs, and weirs. This study will provide specific recommendations on what kinds of
financially appropriate incremental structural modernization is needed. It will also include an
assessment of related management improvements required. By the medium term the
modernization program will begin and further investments in rehabilitation and modernization
will be sought and implemented in accordance with this program.
5.3.5 Policy on capacity building for management and safety of dams and
reservoirs
The primary responsibilities of the owner of a dam, reservoir and appurtenant structures are to
ensure the safety of the dam structure, reservoir and appurtenant structures and to ensure that
these facilities are operated and maintained in a safe condition. The owner also has the
responsibility to monitor dam safety conditions in accordance with a list of aspects of the dam,
reservoir and appurtenant structures.
It will commission experts to prepare training manuals and modules regarding dam operations,
maintenance and safety and trainers will be appointed to provide training. It will be collected
from each dam owner representative and operator a signed agreement to take the requisite
54
training, read the manual and follow all its guidelines. Training will be needed for staff of the
Dam Safety Unit, the responsible structures for irrigation and drainage depending on the MARD,
municipalities etc.
Measures for policy on capacity building for management and safety of dams and
reservoirs
All these responsibilities and how to implement them in compliance with dam safety
requirements and local conditions will be explained clearly in the manuals on dam operations,
maintenance and safety. This will be incorporated into the training program explained below.
The Ministry will appoint experts to prepare training manuals on the operations and maintenance
of dams, reservoirs and appurtenant structures and dam safety. These training manuals and
modules should include what are the key indicators of dam safety, how to monitor dam safety
each year, at what point does repair, modification or modernization of dam and reservoir
facilities become necessary. Training also includes how an inspection is conducted, what kinds
of recommendations may be made, and sources of funding for dam repairs and improvements.
These will be in compliance with European standards of dam safety and regulation. The
participants in this training program will include all representatives of the government for dam
ownership and all dam operators. The training will include homework for participants to prepare
dam operations, maintenance, safety and emergency plans based on training materials.
These will be in compliance with European standards of dam safety and regulation. In the first
instance, trainers will be international and nation dam safety experts. Training participants will
include members of the Dam Safety Unit, selected staff from the responsible structures for
irrigation and drainage depending on the MARD and I&D Unite in municipalities.
Training will be given first to staff of the Dam Safety Unit in MARDWA and will then be given
to all dam owners and operators in the country. It is expected that this will take approximately 2
to 3 years to complete.
5.4 Strategic Component 4: Flood Protection Objectives and Measures
5.4.1 Policy on integrated river basin management
The principle of solidarity is hereby adopted as a policy for flood protection. This principle of
solidarity will be adopted within river basins. This deals with the need for integrated responses to
threats.
Measure for policy on integrated river basin management

The principle of solidarity is that planning and implementation of flood protection follows three
steps: 1) retaining water from rainfall on location as much as possible, 2) storing excess water
locally, and 3) draining excess water downstream in the river basin only after it cannot be
retained or stored upstream.
5.4.2 Policy on development of flood protection structures
55
Except to protect highly populated areas, it will be intended to identify locations and boundaries
of important flood retention and flood plain or evacuation areas and to restrict the construction of
flood protection infrastructure such as embankments etc., that actually may interfere with the
natural evacuation of water. Also, it will be a guiding principle to avoid misguided attempts at
flood protection that simply transfer flood risks from one section of the river basin to another.
It will be conducted an inventory of all flood protection structures and will rate them as having
high, medium or low risk. Given the increasing frequency of flooding, the policy is that, as a
matter of importance and urgency, flood protection structures must be rehabilitated and possibly
modernized in some places so as to protect the value of land for productive purposes and to
prevent harm to people and damage to property.
Through another study will identify locations of high and medium need for construction of flood
protection structures. MARD will identify all remaining areas in the country that are in need of
flood protection that do not yet have flood protection facilities and will recommend what kinds
of facilities are needed.
MARD will mobilize funding and will implement feasibility studies and prepare designs for
flood protection structures. It will seek modalities to enable commissioning of research that will
characterize the climatological, hydrological, ecological, and socio-economic nature of flood risk
in the six major river basins in Albania.
The intention is to design and construct high and medium priority flood protection works as soon
as funding for this can be mobilized. High priority is given to the repair of high risk flood
protection structures. High and urgent priority is given to protect all populated areas that may be
at risk for flooding.
It is the intention that construction of all needed flood protection river embankments and dikes
will be completed within 10 years.
It is also a priority to mobilize and deploy mobile flood barrier supplies and equipment in high
flood risk, densely populated areas.
MARD will prepare a plan, mobilize financing and implement a program to develop needed
coastal intrusion flood protection infrastructure.
Measures for policy on development of flood protection structures

Preparation of flood management plans will include risk assessments of different types of
investments and developments that will service to interfere with flood retention capacity, storage
or drainage of water within a basin. Misguided actions for flood protection that may protect one
section of the river basin while endangering other sections will be avoided by taking an
integrated assessment of the effects of any action on the entire basin.
In the short term the responsible structures for irrigation and drainage depending on the MARD
will conduct an assessment of all existing flood protection structures and rate them as: 1) high
56
risk/repair or rehabilitation needed as soon as possible, 2) medium risk/repair or rehabilitation
needed within two years, or 3) low risk but needs to be inspected again in three years.
By the end of the short term the responsible structures for irrigation and drainage depending on
the MARD will do inspections of all potential areas that do not have any flood protection
structures but where flood protection infrastructure may be needed. It will identify high and
medium priority locations that are ranked in terms of level of risk to people and property. The
MARD will seek to obtain sufficient funding to proceed with feasibility studies and designs for
all high priority locations during the short-term. Construction will proceed as soon as possible.
Feasibility studies and designs for construction of medium priority locations will be prepared
during the medium term and implemented in the medium and long term.
MARD will mobilize funding and will commission implementation of feasibility studies and
preparation of designs for flood protection structures. Inter-disciplinary data, modeling and
forecasting will be needed to enable the kind of research required to be able to characterize flood
risk in river basins. Scholarships will be given to enable high quality students to obtain higher
degrees related to flood prevention and protection.
Also, professional scientists, engineers, economists, ecologists, etc. who are or can become
involved in flood risk analysis and protection, will be supported to obtain mid-career training in
flood risk analysis and protection through participation in the EU’s Continuing Professional
Development program. This includes courses, seminars and conferences available at the
international level. Staff of municipalities with high flood risk, land use planners and emergency
services will also be included in flood risk and response training.
Albanian scientists will be encouraged and enabled to participate in key meetings and topical
forums of the International Association of Hydrological Sciences (IAHS) and/or the European
Geophysical Society (EGS) that are about flood protection.
High priority flood protection structures will be designed and constructed during the medium
term and medium priority works will be designed and completed in the long term. This will be
financed with a combination of funding from the state budget and the donators.
The flood protection will treat as one of the nation’s highest priorities and will ensure that repair
of high risk existing flood protection structures and construction of new protection structures will
all be implemented by the end of the medium term.
Such equipment may include flood protection walls, mobile closures, and sandbags. These
devices can provide flexibility and allow mobility for deployment under changing conditions
where the period of warning is sufficient and the capacity is available to store, transport and
install such equipment.
This plan will identify locations where coastal intrusion protection is needed, the basic type of
infrastructure that is needed, and what is the approximate cost of infrastructure that is needed at
each location. The plan will recommend sources of funding that may be needed outside of the
state budget.
57
5.4.3 Policy on financing flood protection infrastructure
Flood protection is a public function and the maintenance and minor repairs and improvements
will be financed from the state budget. While some rehabilitation and development of new
infrastructure may be financed from the state budget, the Government will seek to finance of
high priority rehabilitation and development of flood protection infrastructure from international
financial institutions and bi-lateral donors.
MARD will commission a study on optimal combination of investments in drainage and flood
protection, repair and modernization of structures. An assessment of the relationship between
drainage and flood protection to ensure that an optimal combination of investments will be made,
in terms of both a high standard for results and cost effectiveness.
Measures for policy on financing flood protection infrastructure

MARD will prepare projects for rehabilitation of existing structures for flood protection and
development of new structures funded from grants, loans, international financial institutions or
bi-lateral donors. Study on combined drainage investments and flood protection can be done with
donor funding and should include expertise on infrastructure investment and their economic
impact.
6. Action Plan for Implementing this Strategy
Sections 6.1 through 6.4 below are tables that indicate each action item to be implemented within
this Strategy. Each table indicates for each action item the estimated period for starting is given
(short, mid or long term), the estimated duration to implement the action item, and the result
expected from it.
6.1 Irrigation
Table 6.1 Irrigation Strategy Action Statements, Timing and Results
Action Starts Duration Result Expected

Irrigation and Agriculture
I-1. Irrigation projects will be Short term 10 years Parallel irrigation and
arranged with parallel agricultural agriculture projects with
projects through grants synergy
I-2. Irrigation and agriculture Short term 10 years Improved farm income,
projects will focus mostly on small employment, crop processing
farm productivity and agri-business and agri-business
I-3. Facilitate consolidation of farm Short term 10 years Improvement in operational
operations to enable cooperative farm consolidation among
agri-business and marketing small farmers
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I-4. Research and development of Mid term 10 years Small farmers have access to
high-value agriculture, crop capital and profitable
processing and marketing and agriculture and business with
compatibility with EU standards access to EU markets
Development
I-5. Prepare guide for participatory Short term 3 – 6 months Guide how to implement
rehabilitation and modernization participatory rehabilitation and
modernization
I-6. Prepare Investment Plan for Short term 1 year Investment Plan for
rehabilitation and modernization of rehabilitation, upgrading and
irrigation systems modernization
I-7. Mobilize funding for Investment Short term 4 years Obtain sufficient funding and
Plan project assistance for
Investment Plan
I-8. Design arrangement for farmer Short term 3 – 6 months Agreement on methods for
cost sharing of investments farmer investment in
rehabilitation and
modernization
I-9. WUO to engage in joint Short term 8 years Irrigation systems are
investment in rehabilitation at rehabilitated and WUO gain
tertiary level management responsibility
I-10. Rehabilitation of irrigation Short term 1 – 2 years Increment of 100,000 ha
serving 100,000 ha irrigation service area
I-11. Rehabilitation of irrigation Mid term 10 years Increment of 140,000 ha
serving 140,000 ha along with irrigation service area
agricultural and agri-business
support
I-12. Analysis and recommendations Short term 1 year Report with recommendations
for modernization of irrigation for modernization strategy
systems
I-13. Develop modernization Short term 6 months Master Plan for modernization
program with intensive management with water measurement and
practices and water measurement intensive management
I-14. Mobilize funding and Mid term 12 years Modernized systems and
implement modernization intensive management
I-15. Identify which irrigation Mid term 1 year Report with recommendations
pumping stations should be on which irrigation pumping
rehabilitated and modernized stations should be rehabilitated
and modernized
Regulation
I-16. Approvals for irrigation Short term Approximately Approvals and adoption of
investment decisions 6 years investment plans
I-17. Supervision of irrigation Short term Continuous Compliance with irrigation
rehabilitation, modernization, policies, laws, regulations and
development and management standards
I-18. Monitor irrigation investment Short term Continuous Identify needs for capacity
works building and support services
I-19. Guide for Irrigation Short term 1 month Guide on how to conduct
Management Audits prepared Irrigation Management Audits
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I-20. Irrigation Drainage Unite / Mid term Periodic for Irrigation performance
MARD guide for Irrigation long term monitored, capacity building
Management Audits and support services
recommended
I-21. Irrigation Management Audits Short term Continuous Ensure compliance with
implemented policy, law and programs.
Build management capacity
I-25. Recruit and train Irrigation Short term 6 months Staff with capacity to organize
Organizing Team municipality Irrigation and
Drainage Units and WUO
I-26. Obtain signatures of at least Short term 5 years WUO and WUG established in
51% of land owners within irrigation all public/municipal irrigation
service area to establish WUO systems
I-27. Role of village head before Short term 5 years Coordination of O&M at
WUG/WUO are established tertiary level before the
establishment of WUG
I-28. Prepare guide for Management Short term 6 months Guide for terms of irrigation
Transfer Agreement management transfer
I-29. Establishment of WUO and Short term 5 years WUO and WUG in all public
WUG or municipal irrigation systems
I-30. Prepare and adopt statute for Short term 5 years All WUO obtain statute
WUO
I-31. Prepare and adopt internal by- Short term 5 years All WUO obtain by-laws
laws for WUO
I-32. Municipalities will apply the Continues Administration and
collection of irrigation fee Short term management and irrigation
sustainable funds by
municipalities
I-33. Municipalities recruit staff for Short term 1 – 3 years Irrigation and Drainage Units
Irrigation and Drainage Unit and set up and trained in
receive training municipalities
I-34. Transfer of management of Short term 10 years All WUO learn operation and
irrigation canals management
I-35. WUO officers and staff receive Short term Periodic long WUO and WUG officers &
training in irrigation management term staff well trained in irrigation
and financing management
I-36. Ownership of All WUO that are capable and
secondary/tertiary canals transferred Mid term 10 years agree receive ownership of
to WUO if ready, with conditional secondary and tertiary canals
ownership agreement
I-37. Ownership of main systems of Clarity about ownership,
irrigation remains with Government. Mid term 10 years responsibilities. Ownership
Ownership of small and mid scale transfer increases incentives
systems transferred to WUOs for local people to pay fees
and maintain system
I-38. Revocation of administration Mid term Continuous Revocation of administration
responsibility of sub-system by possibility responsibility where needed
WUO if it fails to manage or self - due to failed WUO
finance
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I-39. Responsible structures / Short to 10 years Capable staff of municipal
MARD will build capacity of mid term Irrigation and Drainage Units
municipal Irrigation and Drainage and WUO
Units/WUO
I-40 Introduction of incentive and Mid term 5 years Higher job performance of
accountability measures into the staff
sector
Management
I-41. Key irrigation performance Mid term 1 year O&M manual prepared and
criteria specified and included in used in training
preparation of O&M manual
I-42. Responsible structures / Short term Continuous Capable staff of municipal
MARD will help municipal through long Irrigation and Drainage Units
Irrigation and Drainage Units and term and WUO
WUO prepare Irrigation Service
Plans and needs-based budgets and
give other help
I-43. Irrigation Service Plan guide Short term 6 months Irrigation Service Plan Guide
prepared and incorporated into prepared for use in training
training module
I-44. Farmers request irrigation and Short term Annually Water requests submitted and
WUO and municipality Irrigation Irrigation Service Plan
and Drainage Units prepare prepared
Irrigation Service Plans
I-45. MARD will seek funding and Mid term Periodic Development of research
collaboration for research on through long program on innovations for
irrigation technology and term irrigation and implemented
management innovation management
I-46. Installation and use of water Mid term 5 years Water flow measurement
measurement devices along main enabled along main and
and secondary canals secondary canals
I-47. Irrigation-related dispute Mid term 5 years Selected staff of responsible
mediation training given to structures / MARD, Irrigation
Responsible structures / MARD, and Drainage Unit and WUO
Irrigation and Drainage Unit and able to mediate irrigation-
WUO related disputes
Financing
I-48. Establish principle of payment Short term 2 years Establish a clear basis for
of fixed and variable costs of payment of irrigation fixed and
irrigation variable costs
I-49. Develop a Guide for Needs- Guide for Needs-based
based Budgeting and Irrigation Short term 6 months Budgeting and Irrigation
Service Fees. Service Fees prepared and
used for training
I-50. Responsible structures / Short term 5 years Municipal Irrigation and
MARD help Irrigation and Drainage Drainage Units and WUO
Units and WUOs to prepare budgets become able to prepare needs-
and set Irrigation Service Fees based budgets and Irrigation
Service Fees
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I-51. Municipal governments agree Mid term Continual Municipal tax departments
to collect fixed cost for irrigation collect fixed cost for irrigation
from all landowners in potential from landowners in potential
service area through their Tax service area
Departments
I-52. New procedures for payment Short term Continual Transparent and accountable
and deposits financial management
I-53. Principle of “pay only for Mid term 6 months to Regulation or amendment to
services actually received” is prepare and adopt principle of pay for
established in a regulation. adopt services received
Capacity building
I-54. At least 12 training modules 12 training modules and
will be prepared on irrigation Short term 2 years manuals to be prepared on
technology, governance, irrigation technology,
management and financing governance, management and
finance
I-55. Training will be given to Responsible structures /
Responsible structures / MARD, Short term 5 years MARD, Irrigation and
municipal Irrigation and Drainage Drainage Units and WUO with
Units and WUO on irrigation 12 training modules
technology, governance,
management and financing
I-56. Additional training modules Training given to the staff of
will be prepared and given Short term 2 years Responsible structures /
Responsible structures / MARD on MARD on regulation,
regulation, management management consultations,
consultations, Irrigation Irrigation Improvement Plans,
Improvement Plans and support support services
services
I-57. Management consultations for Management Improvement
municipalities and WUO to prepare Mid term 10 years Plans for every municipality
Management Improvement Plans and WUO
I-58. Irrigation Management Audits Irrigation Management Audits
conducted in all state and municipal Mid term Continuous become regular and identify
irrigation systems at least once every needs for capacity building
two years and support services
I-59. Guide for potential application Guide for PPP for Irrigation
of Public Private Partnerships (PPP). Mid term 2 years prepared, responsible
Responsible structures / MARD structures / MARD identify
identify potential opportunities opportunities
I-60. Capacity Building Unit Short term 2 years Capacity Building established
established in new Directorate in DG for Policy in MARD
General for Policy, staff trained
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Table 6.2 Drainage Strategy Action Statements, Timing and Results

Development
D-1. Prepare plan, financing and Mid term 3 – 5 years Preparation of plan, financing
program to rehabilitate and modernize and program to rehabilitate
14 drainage pumping stations and modernize 14 drainage
(hydrovoirs) pumping stations
D-2. Assessment of to what extent Short term 6 months Report with
drainage capacity needs to be increased recommendations for where
and how drainage capacity
should be increased
D-3. Equalize rate of silt removal with Short term 2 – 3 years Silt removal equals rate of
rate of siltation siltation
Management
D-4. Assessment of quality of Short term 1 year Report on drainage,
drainage, recommendations and guide recommendations, guide for
for proper drainage best practices
D-5. Assessment of staff, equipment Short term 1 year Report on resources available
and budget needed to clean all drains at and needed for drainage sub-
standard rate sector
D-6. Government to mobilize Mid term 5 years Sufficient budgets for
sufficient resources for drainage drainage
D-7. Develop and implement plans for Drainage occurring at all
parallel drain cleaning program Short term Continuing levels
between Responsible structures /
MARD and municipalities/WUOs
Financing
D-8. Economic analysis of energy Short term Till mid term Know extent subsidies are
costs and need for subsidies for needed for electricity for
hydrovoirs and cleaning main and hydrovoirs and cleaning main
collector drains and collector drains
D-9. Cost of cleaning on-farm and Short term Continuing On-farm and lateral drains
lateral drains borne by WUO or cleaned
Drainage Organizations
D-10. Part of costs of cleaning Trend towards local financing
collector and main drains, excavator Mid term Continuing of drainage continues to
fuel and electricity for hydrovoirs increase
covered by WUO and Drainage
Organizations
D-11. Study to identify owners of land Mid term 3 years Identification of drainage
and buildings in drainage service areas service beneficiaries in each
and other beneficiaries drainage system
D-12. Drainage services that will be Short term 1 year Determine what drainage
paid by state budget and what from services should be paid by
municipalities state budget
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Capacity building
D-13. Drainage training module Staff of Responsible
prepared & training provided to staff of Mid term 6 months structures / MARD, Irrigation
Responsible structures / MARD, and Drainage Units & WUO
Irrigation and Drainage Units and know correct drainage
officers and staff of WUOs practices
6.3Strategic Component 3: Dam Safety
Table 6.3 Dam Safety Strategy Action Statements, Timing and Results

Regulation
DR-1. Resolution of technical and Clear legal/regulatory
non-technical issues Short term 6 months framework for dam safety,
regulation, O&M, financing
DR-2. Application of dam safety Regulation issued that makes
regulations apply to all dams and dam Short term 3 months clear the responsibility of
owner has primary responsibility to dam owners / operator
ensure dam safety
DR-3. Dam safety regulations must Dam safety regulations will
clarify all authority and Short term 6 months have an appropriate and
responsibilities comprehensive scope
DR-4. Inventory of all dams in the Short term 1 year Record of functional
country condition and ownership of
all dams
DR-5. Dam safety regulations must Guide for all aspects of dam
include the dam, reservoir, all related Short term 6 months safety and how to assess their
structures, people and property and safety
environments downstream from the
dam
DR-6. Improved procedure to report Improved procedure for early
evidence of risk of dam failure will be Short term 3 months warning of dam failure risk
prepared and made known to all
parties concerned, including
municipalities and Flood Risk
Warning and Response Unit
Institutional arrangements and financing
DR-7. Dam Safety Unit within 1 year Dam Safety Unit is
Responsible structures / MARD will Mid term strengthen and dam safety
monitor, regulate, approve improvements are made
licenses/permits and recommend dam
safety improvements needed
DR-8. Independence of Dam Safety Short term 1 year Part of regulation on dam
Unit will be established in a regulation safety
DR-9. Criteria to transfer management Part of regulation on dam
of a dam and reservoirs Short term 1 year safety
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Functions and powers of the regulating entity
DR-10. Dam Safety Unit updates Mid term 1 year Report on standards, norms
norms and standards for dam safety and indicators for monitoring
with indicators for monitoring compliance
compliance with laws and regulations
DR-11. Unit will make an inventory Continual with Updated inventory of
of dam characteristics and conditions Mid term updates information on dam
for all agricultural dams characteristics, uses,
condition, management,
safety
DR-12. Dam Safety Unit given Regulation for Dam Safety
authority to approve or veto dam Mid term 6 months Unit to approve/veto
construction, water use and construction, water use and
operational licenses or permits for operational licenses or
agriculture dams permits for agriculture dams
DR-13. Inspections of each dam site
by Unit at least once in 2 years, Mid term Continual Inspections and reports with
includes O&M, safety, emergency recommendations for all
plans, budget for O&M and give agricultural dams
recommendations that must be
followed
DR-14. Decision made whether to Decision whether to use third
have third parties assist with Mid term 6 months party to assist with dam
inspections, but Unit must approve all safety inspections
findings and recommendations
DR-15. Mobilize sufficient and Mid term 3 years Sufficient staff for Dam
appropriate staff needed Safety Unit and dam
operators
DR-16.Unit must approve plans for Mid term 6 months Unit has guide and
dam improvements knowledge of how to
evaluate plans for dam
improvements
Rehabilitation and modernization
DR-17. Guide for appraising whether Guide for appraising
rehabilitation of a dam, reservoir, Short term 6 months rehabilitation of a dam,
conveyance canal and appurtenant reservoir, conveyance canal
structures is needed and appurtenant structures
DR-18. Guide for appraising whether Guide for appraising
modernization of the dam, reservoir, Short term 3 months modernization of a dam,
conveyance canal or appurtenant reservoir, conveyance canal
structures & appurtenant structures
Capacity building
DR-19. Responsibilities of owners Short term 6 months Part of dam safety regulation
and operators of dams made clear in
regulation on dam safety
DR-20: Preparation of training Short term 1 year Training manuals and
manuals and modules modules on dam safety
DR-21: Preparation of manual and Training manual and
modules on dam safety regulation Short term 6 months modules on dam safety
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regulation
DR-22: Implement training for dam Medium 3 years Awareness and compliance
owners and operators term of all dam owners and
operators of dam safety
requirements
6.4 Strategic Component 4: Flood protection
Table 6.4 Flood Protection Strategy Action Statements, Timing and Results
Action Starts Duration Result

Integrated river basin management approach
FP-1. Principle of solidarity with 3 Short term 6 months Principle of solidarity for
aspects adopted as policy for flood flood protection adopted as
protection policy
Structural development
FP-2. Inventory of flood protection Short term 1 year Report on condition and
structures with rating as high, medium urgency of need for
and low risk repairs/rehabilitation of
flood protection structures
FP-3. Re-assessment of flood protection Report on assessment of
infrastructure that may restrict flood Mid term 1.5 years flood protection
water evacuation infrastructure with
recommendations
FP-4. Identify locations of high and Mid term 1 year Locations identified for
medium need for construction of flood high and medium priority
protection structures for new structures
FP-5. Mobilization of funding and Mid term 2 years Funding obtained,
implementation of feasibility studies feasibility studies done,
and preparation of designs designs prepared
FP-6. Prepare regulation about Mid-term 1 year Regulation on construction
construction standards, including standards for flood-prone
locations, spacing, and avoidance of areas
construction in certain watercourses of
flood-prone areas.
FP-7. Construction of high and medium Mid term Through long Construction of additional
priority flood protection structures term flood protection structures
completed
FP-8. Repair high risk flood protection Short term 6 months Policy statement that repair
structures adopted as high priority of high risk flood
policy protection structures is high
priority
FP-9. Policy that construction of Issuance of policy
necessary river embankments and dikes Short term 1 year statement about time frame
will be completed within 10 years for construction of needed
embankments and dikes
FP-10. Mobilize and deploy mobile Availability of mobile
flood barrier supplies and equipment in Short term 5 years flood barrier supplies and
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high flood risk, densely populated areas equipment where needed
Financing
FP-11. Preparation of plan for how Plan for how to finance
flood protection infrastructure Short term 1 year flood protection
maintenance, repairs, rehabilitation and infrastructure maintenance,
development will be financed rehabilitation and
development
FP-12. Study on the optimal Study on optimal
combination of investments in drainage Mid term 1 year combination of investments
versus flood protection for drainage and flood
protection
FP-13. Prepare Flood Protection Short term 4 years Flood Protection
Investment Plans at river basin and Investment Plans prepared
national levels to guide investment
FP-14. Plan and finance coastal Mid term 5 years Protection plan for coastal
intrusion protection intrusion flooding
7. Accountability Analysis and Monitoring and Evaluation
7.1 Overview
The purpose of this chapter is to explain how key responsibilities for implementation of this
Strategy will be assigned and how the responsible parties will be held accountable to perform
their responsibilities in accordance with the essential principles of the Strategy.
7.1.1 Responsibility Matrices
Responsibility matrices will be used to indicate which organizations will be responsible for
which of the four aspects of implementing each of the action items. These four aspects are:
1. Planning – designated in the responsibility matrix table with ‘P’;
2. Financing – designated with ‘F’;
3. Implementing – designated with ‘I’;
4. Monitoring and Evaluation – designated with ‘M&E’.
The key offices or organizations included in the responsibility matrices are: Council of Ministers,
Ministry of Agriculture and Rural Development, Ministry of Defense, Responsible structures /
MARD, Irrigation and Drainage Unit in the municipal government, and the Water Users
Organization.
7.1.2 Performance Indicators for Monitoring and Evaluation
Transparency about the performance of stakeholders who will implement the Strategy is essential
for ensuring their accountability to Government policy and strategy. Measuring the performance
of stakeholders relative to the Strategy is essential in order to ensure accountability. This
includes performance in mobilizing resources, implementing the Strategy, realizing outcomes
and achieving impacts.
67
Performance indicators will be used to assess four aspects of the Strategy. These are in four
categories:
1. Inputs – The extent to which necessary funds and other inputs have been mobilized;
2. Implementation – The extent to which implementation targets have been reached;
3. Immediate outcomes – The extent to which expected immediate or direct outcomes have
been achieved;
4. Ultimate impacts – The extent to which expected ultimate impacts have been achieved.
In this chapter have been included indicators for these aspects of performance in irrigation,
drainage, dam safety, and flood protection.
7.2 Strategic Component 1: Irrigation
Table 7.2.1 below lists the action items in the Strategy for the irrigation sub-sector. Related to
each item are the organizations responsible for planning, financing, implementing, monitoring
and evaluating and approving. These are indicated as follows:
 P = Planning
 I = Implementing
 F = Financing
 M&E = Monitoring and evaluating
 A = Approval.
In some cases two or three organizations may share responsibility for one of these functions.
These four functions and their symbols are shown in the following responsibility matrices for
irrigation, drainage, dams and reservoirs, and flood protection.
Table 7.2.1 Responsibility Matrix for Irrigation

Action Items COM MA RS/ Con- RS I&D WUO MoF Donor
RD MARD sul- dependi Unit
tants ng by
MARD
Irrigation Development and Rehabilitation
I-5. Guide for A P,I I F
participatory
rehabilitation and
modernization
I-6. Guide for A P,I I F
participatory
development of new
systems
I-7. Prepare Investment A P,I I I F
Plan
I-8. Mobilize funding A,I P,I F
for Investment Plan
68
tants ng by
MARD
I-9. Design farmer A P,I I I F
investment cost sharing
I-10. WUO invests in A, A,P,I,
tertiary rehabilitation M&E F
I-11. Rehabilitation of A P,A I, A F
systems for 100,000 ha M&E
I-12. Rehabilitation of A P,A I, A A F
systems for 140,000 ha M&E
I-13. Study on A P I F
modernization of
irrigation systems
I-14. Develop A A P I I A A F F
modernization program
I-15. Mobilize funding P,A P I, I I,A F F
and implement M&E
modernization
I-16. Identify and A P I, I I F F
rehabilitate irrigation M&E
pumping stations
Sector Regulation
I-17. Approvals for A A A
irrigation investments
I-18. Supervision of I I I I
investments
I-19. Monitor I I I I
investment works
I-20. Guide for A P I F
Irrigation Management
Audits
I-21. Guide for A P I F
irrigation Management
for responsible
structures depending by
MARD
I-22. Irrigation A P I F
management Audits
implemented
Institutions and System Governance
I-23. Organizational A A,I P,I I I F
changes within MARD
at local and regional
level
I-24. Prepare modules A P I F
for WUO statutes and
regulations
I-25. Plan to establish A P,I I I I F
69
tants ng by
MARD
WUOs
I-26. Recruit and train A P I I F
Irrigation Organizing
Teams
I-27. Obtain signatures A P,I I I F
to establish WUO
I-28. Role of villages A P I I F
administrators before
WUO establish.
I-29. Prepare Guide for A P,I I F
IMT
I-30. Establish WUO A P I I I F
and WUG
I-31. Prepare and adopt A A,P I I I F
statute for WUO
I-32. Prepare and adopt A A,P I I I F
by-laws for WUO for
internal functionality
I-33. Municipalities A P I F
manage secondary
irrigation canals
I-34. Municipalities A A,P I I,A F
recruit staff for Mun
Irrigation and Drainage
Unit
I-35. Transfer A P I F
management of
irrigation systems to
municipalities
I-36. Staff of WUOs A P P,I I I F
trained in irrigation
governance,
management and
financing
I-37. Secondary and A A A,P,I I
tertiary canals
transferred to
municipalities
I-38. Smaller system A A A,P,I I
ownership transferred
to WUO
I-39. Conditional A A,I I
revocation of
ownership
I-40. RS/MARD build A,P I I F F
capacity of I & D Units
70
tants ng by
MARD
of Municipalities
I-41. Incentives and A P,I I I, M&E I I F
accountability
measures introduced
Irrigation System Management
I-42. Performance A A,P I F
criteria included in
O&M manual
I-43. ISP and budgets I I I F
prepared
I-44. ISP Guide A,P I F
prepared
I-45. ISP based on I I I
irrigation requests
I-46. MARD to seek A,P P,I I F
funding for research on
I&D
I-47. Installation of A A,P I I F
water measurement
devices
I-48. Dispute mediation A,P P,I I I F
training
Financing
I-49. Policy for fixed A,I I I
and variable cost
payments
I-50. Prepare Guide for A A I F
needs-based budgets
and ISF
I-51. Budgets and ISF I I I
prepared
I-52. Municipalities A,P,I A,P,I
collect irrigation fees
I-53. New procedures P P,I I I
for fee payments and
deposits
I-54. Policy of pay for A P,I I I I
service adopted
Capacity Building
I-55. 12 training A P,A I F
modules prepared
I-56. Training given to A A,P I I I I F
RS/MARD, Irrigation
Units & WUO
I-57. Additional A A,P I I F
training prepared and
71
tants ng by
MARD
given to RS/MARD
I-58. Management P P,I I I F F
Consultations for
Irrigation Improvement
Plans
I-59. Irrigation P,I I I I F F
Management Audits
conducted
I-60. Guide for PPP A A,P I F
prepared and
opportunities identified
I-61. Capacity Building A A A,P,I I F F
Unit established
* P=Planning, F=Financing, I=Implementation, M&E=Monitoring & Evaluation, A=Approval
7.2.2 Performance indicators to monitor and evaluate strategic interventions

for irrigation
The following are potential indicators that may be used to monitor and evaluate irrigation
activities implemented under this Strategy, but their selection will be based depending on
realistic opportunities.
Potential input indicators

1. Budgets obtained and expended for establishment and development of municipal
Irrigation and Drainage Units
2. Budgets obtained and expended for development of WUOs
3. Items for which budgets were expended (training, organizing, participatory repairs and
improvements, etc.)
Potential implementation indicators

1. Number of municipal I&D Units where qualified staff have been recruited
2. Training completed for number of municipal I&D Units
3. Training completed for number of WUOs per municipality
4. Cost of IMT program per ha
5. Number of WUO’s created and legally registered
6. % of WUO members and officers who are women
7. % of WUO members and officers who are small farmers
8. Role of village administrator in irrigation and drainage
9. Preparation of Irrigation Service Plan
72
Potential outcome indicators
1. Area equipped with irrigation infrastructure
2. Area functional with irrigation infrastructure
3. Area actually irrigated
4. Area improved from equipped to functional (the difference of area equipped with area
functional)
5. Number of ha irrigated X times / water quantity per ha (m3/ha irrigation season)
6. Number of ha irrigated Y times / water quantity per ha (m3/ha irrigation season)
7. Number of ha irrigated Z times / water quantity per ha (m3/ha irrigation season)
8. Area newly irrigated (first time in at least 5 years)
9. % of tertiary block cleaned and maintained
10. % of secondary canal cleaned and maintained
11. Volume of silt removed from tertiary block and from secondary canal
12. Area in each crop type (as recorded on water request forms)
13. Cost O&M / ha
14. Water fee collection (%) = Actual / Planned
15. Preparation and implementation of Management Improvement Plan
16. Changes in irrigation service area
17. Changes in total crop production in municipalities / WUO
18. Changes in crop productivity per hectare
19. Changes in crop productivity per unit of water
20. Changes in cropping intensity
Potential impact indicators

1. Shifts towards high value crop cultivation
2. Production (Ymax - Ymin) (Y = yield)
3. Land productivity (kg / m3)
4. Water productivity ($ / m3)
5. Changes in farmer incomes
6. Changes in wages of agricultural laborers
7. Amount of agricultural employment (labor days / ha)
7.3.1 Responsibility matrix
Table 7.3.1 Responsibility Matrix for Drainage
Action Items COM MARD RS/MARD Con- RS I&D WUO MoF Donor
sul- depending Unit
tants by MARD
Development and Rehabilitation
D-1. Plan to A A P,I P,I P A,F F
rehabilitate 14
drainage pump
73
sul- depending Unit
tants by MARD
stations
(hydrovoires)
D-2. Assess need to A P,I P,I P
increase drainage
capacity
D-3. Equalize rate P P,I I I F
of silt removal with
siltation
Management
D-4. Assess quality A,P,I I F
of drainage and
make guide
D-5. Assess staff P I I F
and equipment
needed for drainage
D-6. Mobilize funds A A,P,I I F F
for drainage
D-7. Drains cleaned A M&E A,I A,I I F
by RS / MARD and
municipalities/WU
O
Financing
D-8. Analyze need A,P A,P I F
for subsidies
D-9. On-farm and A I F
lateral drains
cleaned by WUO/
D-10. WUO pay F
part to clean
collector, main
drains and
excavator’s oil
D-11. Identify P I I I F
beneficiaries of
drainage
D-12. Identify A A P I I I I F
drainage services to
be covered by state
funds
Capacity Building
D-13. Drainage P,I I I I I F
training prepared
and given
74
7.3.2 Performance indicators to monitor and evaluate strategic interventions
for drainage
The following are potential indicators that may be selected to monitor and evaluate
implementation of drainage improvements.
Input indicators
1. Meters of main and collector drainage canals per excavator
2. Meters of main drainage canal per dredger
3. Adequacy of budget for drainage (allocated budget / need)
4. Drain density (m.l / ha)
Implementation indicators
1. Average meters drainage canal length cleaned per day
2. Average cost of cleaning main and collector drains per 100 meters
3. Tertiary and secondary cleaned each year
Outcome indicators
1. Volume of silt removed per 100 meters of primary canal
2. Volume of silt removed per 100 meters of secondary canals
3. Volume of silt removed per 100 meters of tertiary canals
Impact potential indicators

1. Change of area with drainage problems
2. Area reclaimed from waterlogging or other drainage problem
7.4 Strategic Component 3: Dam Safety and Operations
Table 7.4.1 Responsibility Matrix for Dam Safety and Operations

RD MARD sul- depen Unit
tants ding
by
MARD
Regulation for Dam Safety
DR-1. Resolution of A,I A,I A,I
technical/non-technical
issues
DR-2. Policy on dam A A A,P,I I I
safety regulations
DR-3. Dam safety A I I F
regulations give
75
tants ding
by
MARD
authority/responsibility
DR-4. Inventory of all A,P I I F F
dams and reservoirs
DR-5. Scope of dam A,P,I I I
safety regulations
defined
DR-6. Dam risk A A,P,I I I I F
reporting system
adopted
Institutional Arrangements and Financing
DR-7. Dam Safety Unit A A A,P,I I F
strengthen
DR-8. Regulation on A A A,P,I I F
Dam Safety Unit
DR-9. Eligibility criteria A A A,P,I I
for management transfer
of dams
Functions and Powers of Regulating Entity
DR-10. New norms, A A,P,I I I I F F
standards, indicators for
dam safety
DR-11. DSU given A A A
authority to approve
dams
DR-12. Periodic A P,I F
inspection of dams by
DSU
DR-13. Third parties to I
assist with inspections
DR-14. Mobilize staff A P,I F
needed
DR-15. DSU has A A A
authority to approve
dam improvement
Rehabilitation and Modernization
DR-16. Guide to A P,I I
appraise need for dam
rehabilitation
DR-17. Guide to A P,I I
appraise need for dam
modernization
Capacity Building
76
tants ding
by
MARD
DR-18. Regulation on A P,I I
maintenance &
operation
DR-19. Preparation of A A,P I F
training manual and
modules
DR-20. Manual / A A,P I F
modules on dam safety
regulation
DR-21. Training for A P I F
DSU staff and dam
owners
7.4.2 Potential performance indicators to monitor and evaluate strategic

interventions for dam safety and operations
Input indicators
1. Trends in state budgets for dam repair and maintenance
2. Municipal government budgets for dam repair and maintenance
3. Issuance of new policies on dam safety and use
Implementation potential indicators

1. Volume of maintenance and cost of repairs done for dams
2. Average funds expended per year for dam repair and maintenance
3. Frequency of repair or maintenance per type
4. Extent to which silt is removed from reservoirs
Outcome potential indicators

1. Functional condition of key parts of dams and reservoirs
2. Extent of siltation in reservoirs
3. Availability of water at beginning of season
4. Availability of water relative to demand
Impact indicators
1. Water adequacy in active storage area relative to potential demand
2. Frequency of observations of lapses in dam safety in inspections
77
7.5 Strategic Component 4: Flood Protection
Table 7.5.1 Responsibility Matrix for Flood Protection
sul- depending Unit
tants by MARD
FP-1. Policy of A,P,I I I
solidarity for
flood protection
FP-2. Inventory A,P,I I I F F
of flood
protection
structures
FP-3. Assess A A,P,I I I F
flood protection
structures
FP-4. Identify A A,P,I I I F F
where flood
protection
structures are
needed
FP-5. Mobilize A A,P,I I I F F
funding, do
feasibility
studies and
design
FP-6. Prepare A A,P,I I I F
regulation about
construction
standards
FP-7. Construct A A,P,I I I F
priority flood
protection
structures
FP-8. Repair A A,P,I I I F
structures at high
risk
FP-9. Policy to A A,P,I
construct
embankments
and dikes
FP-10. Mobilize A A,P,I I F
flood barrier
supplies
78
sul- depending Unit
tants by MARD
Financing
FP-11. Financial A P,I I I F
plan for flood
protection
investments
FP-12. Study A P I I F
investments in
drainage and
flood protection
FP-13. Prepare A P,I I I F
Flood Protection
Investment Plans
FP-14. Plan & A,P,I A I I F
finance coastal
intrusion
protection
7.5.2 Performance indicators for monitoring and evaluation of strategic

interventions for flood protection
Input indicators
1. Budget trends for flood protection works
2. Construction of flood protection works
Implementation indicators
1. Adoption of improved flood protection structures
2. Trends in volume of work to construct flood protection structures
Outcome indicators
1. Extent of achievement of plans to construct flood protection works.
Impact indicators
1. Extent to which people are killed and injured from floods
2. Extent to which property is damaged by floods
3. Percentage of flood volume of water contained in flood evacuation areas
4. Flood risk (area flooded over unit of time)
79
8. Sustainable Financing of Irrigation, Drainage, Dam Safety and Operations,
and Flood Protection
8.1 Principles of effective and sustainable financing
We emphasize the following seven key principles of effective and sustainable financing for
irrigation, drainage, dam safety and operations, and flood protection.
1. Priority-based investments in rehabilitation and modernization

Investments in infrastructure for irrigation and drainage systems, dams and reservoirs, and flood
protection should be based on objective criteria such as number of beneficiaries, size of benefits,
equity considerations, cost effectiveness, etc. Investments should not be effected by special or
exclusive interests.
2. Needs-based budgeting and system-level fees

Budgets for the annual O&M of irrigation and drainage systems should be prepared based on the
actual and efficient cost of managing an irrigation system based on agreed service standards.
Irrigation fees will be based on meeting these actual costs.
3. Municipal governments take responsibility for collection and disbursement of funds for
irrigation at secondary and tertiary levels
Municipal governments have or will have the ability to collect, manage and disburse funds for
irrigation at the secondary and tertiary levels. They can develop transparent and verifiable
accounting practices. While WUOs may take on increasing roles for governance and
management of irrigation and drainage systems at tertiary and secondary levels, municipal
governments should be responsible for financial management indefinitely into the future.
4. Separation of fixed and variable costs of irrigation and drainage systems

The fixed costs of irrigation include office costs, payments for staff, and routine and incidental
maintenance. The development and availability of irrigation and drainage systems increase
economic opportunity in the area and raise the value of land. All owners of land inside the
potential irrigated and drained area will be charged an Annual Irrigation Fee to cover these costs.
Since there is a large number of owners who will pay this Fee the cost per person will be low.
And since the fixed costs are to be already covered by this Fee the variable cost of actually
providing irrigation service to those who irrigate will be much lower than at present. This will
encourage more farmers to irrigate.
5. Cost recovery for part of the costs of drainage

Where direct beneficiaries of drainage can be identified they will be expected to pay a fee for
drainage services. Secondary beneficiaries of drainage who cannot be identified, such as passers-
by in trucks and other vehicles, will not be charged a fee. Their share of drainage costs will be
borne by the state budget.
80
6. Achieving full maintenance for sustainability and productivity
There is no objective more important than achieving full maintenance of irrigation, drainage,
dams and reservoirs and flood protection infrastructure. It will ensure the sustainability and cost
effectiveness of investments in infrastructure, the productivity of irrigated agriculture and other
rural enterprises, and protection of persons and property.
7. Invest adequately in flood protection

The Government should prepare a plan to enable optimal investments in flood protection
infrastructure and operations in order to protect the country from the increasing frequency,
severity, and diversity of locations of flooding. Pending further research and planning, it may
make sense to have flood insurance for some types of persons and businesses.
8.2 Financing irrigation rehabilitation, modernization and management
Irrigation rehabilitation and modernization

It has been estimated by MARD that the total cost of rehabilitation of irrigation infrastructure
comes to about $253.6 million USD.
Irrigation management
As was noted in section 7 above, the routine cost for irrigation services at the tertiary and
secondary levels will be paid through a combination of two fees. A basic Irrigation Fee that will
cover fixed costs each year regardless of rainfall conditions (office, human resources,
maintenance of canals and structures). There is a need to ensure recruitment of proper, qualified
staff, to develop effective incentives and perhaps bonuses for high quality job performance, and
optimal combinations of assistance from the government and investments by water users.
The municipality will make arrangements to collect the basic Irrigation Fee from all owners of
land within the potential irrigation service area. This will cover the fixed cost of irrigation,
including office, staff and maintenance costs. An Irrigation Service Fee will cover the variable
cost of actually providing irrigation water to those farmers who enter into a service contract with
the municipal government’s Irrigation and Drainage Unit. Those who actually irrigate will be
required to remit payments for the Irrigation Service Fee as agreed before services are provided.
The cost of cleaning main and collector drains will be paid for from the state budget. The cost of
cleaning in farm and side - drains will be covered by beneficiaries of drainage system.
At the farm level, the approximate cost for annual irrigation O&M is between $20 and $50 USD
per hectare.
Table 8.2 shows the estimated costs needed to implement the action items for irrigation that are
included in this Strategy. As well, in this table are included actions items without a cost
programmed at irrigation, drainage, dam safety, and flood protection sub-sectors.
81
Table 8.2 Estimated costs for irrigation action items
Action Items Estimated Cost in

USDollars
Irrigation and Agriculture
I-1. Irrigation & agriculture projects in parallel
I-2. Focus on small farm productivity & agri-business
I-3. Consolidation of farm operations
I-4. Research and Development on high-value agriculture, processing,
marketing
Development
I-5. Guide for participatory rehabilitation & modernization 8,000
I-6. Guide for participatory development of new systems
I-7. Prepare Investment Plan 10,000
I-8. Mobilize funding for Investment Plan
I-9. Design farmer investment cost sharing 1 million
I-10. WUO invests in tertiary rehabilitation
I-11. Rehabilitation of systems for 100,000 ha (continuing) 24 million
I-12. Rehabilitation of systems for 140,000 ha 164 million
I-13. Study on modernization of irrigation systems 24,000
I-14. Develop modernization plan &program 16,000
I-15. Mobilize funding & implement modernization 9,600
I-16. Identify and rehabilitate irrigation pumping stations, for 60 million
irrigation with mechanical lifting 75,000 ha
Regulation / Supervision
I-17. Approvals for irrigation investments
I-18. Supervision of investments
I-19. Monitor investment works
I-20. Guide for Irrigation Management Audits 6,500
I-21. RS/MARD guide Irrigation Management Audits 4,000
I-22. IM Audits implemented bi-annually 500,000
Institutions and system governance
I-23. National and Regional changes within MARD 8,000
I-24. Prepare guides for WUO statutes & by-laws 8,000
I-25. Plan to establish WUOs 6,000
I-26. Recruit and train Irrigation Organizing Team 400,000
I-27. Obtain signatures to establish WUO
I-28. Role of village heads before WUO established
I-29. Prepare Guide for IMT 8,000
I-30. Establish WUO and WUG 640,000
I-31. Prepare and adopt statute for each WUO
I-32. Prepare and adopt by-laws for each WUO
I-33. Municipalities agree to manage secondary canals and mid – small
systems
I-34. Municipalities recruit staff for Irrigation and Drainage Unit 8,000
I-35. Transfer of management of canals to municipalities
I-36. WUO trained in irrigation governance, management and 80,000
financing
I-37. Secondary / tertiary canal ownership transferred to WUO
82
I-38. Smaller system ownership transferred to WUO
I-39. Conditional revocation of ownership policy 8,000
I-40. RS/MARD build capacity of Irrigation and Drainage Units 2 million
I-41. Incentives/accountability measures introduced
Management
I-42. Performance criteria included in O&M manual 8,000
I-43. Irrigation Service Plans and budgets prepared
I-44. Irrigation Service Plan Guide prepared 8,000
I-45. Irrigation Service Plan based on irrigation requests
I-46. MARD to seek funding for research on I&D
I-47. Installation of water measurement devices 80,000
I-48. Dispute mediation training 4,000
Financing
I-49. Policy for fixed & variable cost payments
I-50. Prepare Guide for needs-based budgets and ISF 4,000
I-51. Budgets and ISF prepared
I-52. Municipalities collect irrigation fixed costs
I-53. New procedures for fee payments and deposits
I-54. Policy of pay for service adopted
Capacity building
I-55. 12 training modules prepared
I-56. Training given to RS / MARD, Irrigation Units and WUO
I-57. Additional training prepared and given to RS / MARD
I-58. Management Consultations for Irrigation Improvement Plans 600,000
I-59. Irrigation Management Audits conducted 200,000
I-60. Guide for PPP prepared and opportunities identified 4,000
I-61. Establish Capacity Building Unit
TOTAL $ 253.6 million USD
8.3 Financing rehabilitation and modernization of drainage systems
Rehabilitation and modernization of drainage systems

The estimated cost to restore drainage infrastructure to full functionality (excluding annual
periodic maintenance and hydrovoires functionality) is estimated to be $56.3 million USD. This
is detailed in Table 8.3.
Table 8.3 Cost for restoring drainage systems in Albania to full functionality
Removal of 18 million m3 silt from main drains $ 25.7 million USD

Removal of 2 million m3 silt from high water channels $ 2.8 million USD
Rehabilitation of 14 pumping stations in western lowlands $ 15.8 million USD
Drainage system rehabilitation and construction of new $ 12 million USD
hydrovoires in Maliq and Torrovice
83
Table 8.3 shows the estimated costs of the government and international financial institutions to
implement the action items for drainage that are included in this Strategy.
Table 8.3 Estimated costs for drainage action items
Action Items Approximate Cost

USD
Development
D-1. Plan to rehabilitate14 drainage pump stations $27.8 million
D-2. Assess need to increase drainage capacity 80,000
D-3. Equalize rate of silt removal with siltation
Management
D-4. Assess quality of drainage & make guide 100,000
D-5. Assess staff, equipment needed for drainage 4,000
D-6. Mobilize funds for drainage
D-7. Drains cleaned by Regional Direct, municipalities, WUO 28.5 million
Financing
D-8. Analyze need for subsidies 8,000
D-9. On-farm & lateral drains cleaned by WUO/DO
D-10. WUO/DO pay part to clean collector & main drains
D-11. Identify beneficiaries of drainage 8,000
D-12. Identify drainage services to be paid by state 8,000
Capacity building
D-13. Drainage training prepared & given 24,000
8.4 Financing rehabilitation and modernization of dams and reservoirs
It has been estimated that the total cost for dam safety is approximate to $130.2 million USD,
while the rehabilitation of 410 dams would cost approximately $120 million USD, consisting of:
- $104.4 million USD for rehabilitation and modernization of 300 dams, to guarantee
water resource and their increment safety
- $7.2 million USD to ensure safety of 40 dams
- $8.4 million USD for rehabilitation, modernization or preparation for abandonment of 70
dams
implement the action items for dam safety that are included in this Strategy.
Table 8.4 Estimated costs for dam safety action items

(USD)
Regulation
DR-1. Resolution of technical/non-technical issues
DR-2. Policy on dam safety regulations
DR-3. Dam safety regulations give authority/responsibility
84
DR-4. Inventory of all dams and reservoirs 10 million
DR-5. Scope of dam safety regulations defined 8,000
DR-6. Dam risk reporting system adopted 5,000
Institutional arrangements and financing
DR-7. Strengthen dam safety procedures 50,000
DR-8. Regulation on dam safety 5,000
DR-9. Eligibility criteria for management transfer of dams 8,000
Functions and powers of regulating entity
DR-10. New norms, standards, indicators for dam safety 10,000
DR-11. DSS given authority to approve dams 8,000
DR-12. Periodic inspection of dams by DSS 100,000
DR-13. Third parties to assist with inspections 1,000
DR-14. Mobilize staff needed
DR-15. DSS receives authority to approve dam improvements 5,000
Rehabilitation and modernization
DR-16. Guide to appraise need for dam rehabilitation 12,000
DR-17. Guide to appraise need for dam modernization 12,000
Capacity building
DR-18. Regulation on dam owners & operators 8,000
DR-19. Preparation of training manual & modules 12,000
DR-20. Manual/modules on dam safety regulation 12,000
DR-21. Training for DSS staff & dam owners 20,000
TOTAL (including rehabilitation of 410 dams) $ 130.2 million USD
8.5 Financing flood protection and response
It has been estimated that the total cost of rehabilitating and constructing needed flood protection
structures would cost approximately $276.8 million USD. Table 8.5 provides a detailed costs for
priority investments which are approximately $166 million USD.
Table 8.5 Cost of key flood protection priorities
1. Feasibility studies and project development on rehabilitation of $ 6.9 million USD

flood protection infrastructure for Erzeni – Ishem, Shkumbin, Seman
and Vjosa rivers
2. Prepare of final project idea and implementation project for flood $ 5.5 million USD
protection facilities in Lower Shkodra considering also sailing in
Buna river
3. Rehabilitate/reconstruction of flood protection embankments in Mat $ 10.6 million USD
river from Zogu Bridge to discharge
4. Construction / reconstruction of flood protection infrastructure along $ 81 million USD
Drin, Buna rivers and Lower Shkodra area to protect from flooding
of approximately 12,000 ha agriculture land and urban area, also
systematization of river bed of Buna to enable sailing in this river
5. Construction / reconstruction of protection embankments along main $ 62 million USD
rivers at western lowlands to minimize flooding risk in about
100,000 ha
TOTAL $ 166 million USD
85
Rehabilitation and modernization will be a costly endeavor that will take some time and
assistance from international financial institutions in order to accomplish it. Needs assessments
and feasibility studies are needed for rehabilitation or reconstruction of flood protection
structures. Investments in flood warning and strategies for timely response will require
recruitment and training of expertise and skills.
implement the action items about flood protection and response that are included in this Strategy.
Table 8.6 Estimated costs for flood protection action items

(USD)
FP-1. Policy of solidarity for flood protection
FP-2. Inventory of flood protection structures 40,000
FP-3. Assess flood protection structures 300,000
FP-4. Identify where flood protect structures are needed 14,000
FP-5. Regulation about construction standards 4,000
FP-6. Mobilize funding, do feasibility studies & design 14,000
FP-7. Construct priority flood protection structures 98.5 million
FP-8. Repair structures at high risk 67.5 million
FP-9. Policy to construct embankments & dikes
FP-10. Mobilize flood barrier supplies 10 million
FP-11. Plan & financing for coastal intrusion protection 100 million
Financing
FP-12. Financial plan for flood protection investments 8,000
FP-13. Study investments in drainage & flood protection 70,000
FP-14. Prepare Flood Protection Investment Plans 400,000
TOTAL $ 276,850 million USD
In summary, the estimated total cost of rehabilitation and modernization of irrigation, drainage
and flood protection infrastructure and dam safety is $717 million USD.
The highest priorities are desilting of main and secondary irrigation and drainage canals,
rehabilitation of 14 drainage pumping stations (hydrovoirs) and flood protection structures, also
to conduct feasibility studies / project implementation. However, none of this investment will be
cost-effective unless adequate maintenance and proper operations are ensured by effective
institutions and management practices. This underscores the priority that needs to be placed on
institutional reforms and capacity building.
86
9. Mobilizing Resources to Support this Strategy
In order to implement this Strategy it is necessary to provide sufficient funding not only from its
own resource but it will need to seek grants or loans from international financial institutions or
bi-lateral donors. These funds are needed for rehabilitation investments, modernization and
irrigation infrastructure development, drainage and flood protection structures.
For the period 2013 – 2015, total investments in irrigation, drainage and flood protection
infrastructure was about ALL 2.5 billion. While for 2016 – 2018, total investments were about
ALL 11.5 billion, of which 3.7 billion for municipalities for irrigation and drainage functions, or
about 5 times more compared to 2013–2015.
For the period 2019 – 2021, referring to the budget ceilings there have been predicted total
investments 8.1 billion ALL, of which 3 billion ALL for facilities administered by
municipalities. For 10 - following years (2022–2031), needs for investments are estimated at
about ALL 70.8 billion, separated for each year, considering the most priority the requests of
municipalities.
10. Annex 1: Action Plan
This strategy is accompanied by Annex 1: Action Plan, where are presented the activities to be
undertaken at strategy implementation, implementation responsibilities of these activities, the
period (time) of their implementation, expected results, performance of realization of strategic
objectives as well as costs assessment of the achievement of strategic objectives.
87

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MINISTRY OF AGRICULTURE AND RURAL DEVELOPMENT

NATIONAL STRATEGY FOR IRRIGATION,

Capital reserve fund A fund raised gradually by a WUO or an Irrigation and

Drainage Evacuation of water from crops and agricultural or rural lands

Variable costs Costs needed to provide the request service

Flood protection Population protection and property by harmful effects of

Hydrovoir Drainage pumping station

Irrigation Provision of water to crops to prevent crop water stress and to

Irrigation Management Acquisition, conveyance, distribution, delivery, application and

Irrigation Management An inspection / periodic assessment of functional state of the

Irrigation management The devolution of responsibility and authority for irrigation

Large-scale irrigation system Coverage of an area > 5,000 ha

Management Improvement A simple plan prepared by an Irrigation and Drainage Unit or a

Medium-sized irrigation Coverage of an area from 1000 to 5,000 ha

Participatory Irrigation Involvement of farmers in government irrigation projects,

Small-scale irrigation system Coverage of an area < 1000 ha

Statute of WUO Founding document of the WUO that provides standard

Regulations of WUO Organizations, procedures, internal regulations and sanctions

Agriculture is an important source of employment, especially for women. In 2012, the

Numerous problems currently face irrigation system management. These include:

1.4 Dam safety and operations

1.7 Current institutional arrangements for irrigation, drainage and flood

Regulation of drainage systems is under the responsibility of the MARD. Implementation of

They have the following key responsibilities:

2. Summary of Strengths, Weaknesses, Opportunities and Threats

2.3 Dam safety and operations

2.4 Flood protection

3.1 Vision for the Sector

Irrigation infrastructure ownership already transferred to the municipalities including as

4. Key Policy Goals and Objectives

4.1 Strategic Component 1: Irrigation

4.2 Strategic Component 2: Drainage

4.3 Strategic Component 3: Dam safety and operations

4.4 Strategic Component 4: Flood protection

5. Policy Objectives and Strategy Measures

5.1 Strategic Component 1: Objectives and Measures for Irrigation

5.1.1 Policy on irrigation and agriculture

Measures for Policy on Irrigation and Agriculture

5.1.2 Policy on Infrastructure Development

Measures for Policy on Infrastructure Development

Farm co-investment may be in the form of labor contributed by farmers, contribution of

5.1.3 Policy on Sector Regulation

Measures for Policy on Sector Regulation

5.1.4 Policy on Institutions and System Governance

Currently ownership and responsibility of administration of small and secondary irrigation

Measures for Policy on Institutions and System Governance

Municipalities have the responsibility to manage and to finance irrigation systems.

Irrigation systems transferred to municipalities need to be rehabilitated or upgraded with state

Clear roles and responsibilities of organizations in planning, rehabilitation and modernization,

In the case of transfer, the following elements are specified:

5.1.5 Policy on Irrigation System Management

Measures for Policy on Irrigation System Management

5.1.6 Policy on financing irrigation

Measures for Policy on Financing Irrigation

The following steps may be involved in preparing a needs-based budget:

5.1.7 Capacity Building

Measures for Policy on Capacity Building

5.2.1 Policy for Development of Drainage Systems

Measures for Policy on Development of Drainage Systems