@article{52dc8bbc3fd54b2981eaa6994f632a6c,
title = "The management of secondary consequences in dam projects: The case of drawdown agriculture in Indonesia",
abstract = "The creation of drawdown areas in dam projects illustrates the secondary consequences of development projects. These secondary consequences can have major potential benefits for local and regional development. Management plans for drawdown areas, however, are usually absent from dam project planning. Even in cases where management of the drawdown area is planned, implementation of the plan may be impeded by: project managers' decisions; the perspectives of planners and consultants which overlook the economic importance of drawdown cultivation; and failure of officials to recognize the sound ecological knowledge and practices of the local people in utilizing the drawdown habitat.",
author = "Winarto, {Yunita T.}",
note = "Funding Information: *This paper originates from my MA thesis in Ecological Anthropology, University of Indonesia, Jakarta, and MSc Thesis in Environmental Technology, Imperial College of Science, Technology and Medicine, University of London. For comments and suggestions on this paper, I am grateful to Gordon R. Conway, Otto Soemarwoto, Andrew P. Vayda, Sydney R. Grant, and Iwan Tjitradjaja. I am also grateftd to Kuswata Kartawinata and Michael R. Dove. My research in Indonesia is supported by the Ministry of Education and Culture and in collaboration with the Solo River Project. Funding Information: Since the projects main task was civil engineering construction, coordination with other agencies was believed to be the right strategy to carry out the lake-shore management program. A brief regional plan was formulated, focusing on how to develop while conserving the catchment and reservoir areas (PPWSBS, 1980). Carrying out studies during the pre-and postinundation pro- cess was considered important as a basis for lake and lake-shore management (BIOTROP, 1982). In this process, the project manager took an active role as the initiator and coordinator. In other situations where the drawdown potential was considered, the responses varied among responsible officials. The project manager and the donor agency officials at the Saguling-Cirata dam projects assumed a prominent role in the implementation process. The project manager took over the UNPAD proposal as an integral part of his own objectives. As a consequence of his activities, the proposed resettlement program, including the agro-aquaculture option, was officially confirmed by the governor of West Java. The World Bank provided financial support for the training program. In other dam projects (e.g., Jipang and Kedungombo in Central Java), the project manager either took no further action or was less active than the Saguling-Cirata project manager (Otto Soemar-woto, personal communication, 198.5).9T hus, when an EIA study was conducted, there was no guarantee that the proposals would be implemented. In Wonogiri, to date there has been no further implementation of the development program. The problem of implementation relates primarily to the structures and procedures of government bureaucracy. Since secondary consequences such as drawdown entail aspects beyond the responsibility of a single ministry, the question is: Who is responsible for the plan{\textquoteright}s implementation and management? In the Wono-giri development program, three government agencies have been given responsibility for drawdown management. Until 1982, however, there was no coordination of activities, and the proposal to establish an organizing body for the whole Wonogiri lake area was not implemented. In Wonogiri the new project manager who was appointed in 1982 decided to involve the governor of Central Java in soiving “illegal cultivation activities along the Wonogiri and Co10 lake shore areas.“” He proposed a lake-shore management scheme that would avoid drastic prohibition, yet allow people to cultivate the lakeshore areas with some restrictions. This plan, however, focused primarily on the dam project{\textquoteright}s viability rather than regional development and conservation. Having realized the constraints to coordination with other government agencies, the new project manager used the power of the governor to ensure the implementation of the management scheme. This example illustrates how a change in project manager can lead to abandonment of planning previously agreed upon. Funding Information: 5. The agencies involved in Wonogiri dam project{\textquoteright}s planning are the donor experts from Japan (JICA) and the responsible agencies (The Solo River Project) supported by the recipient-country experts from the University of Gadjah Mada.",
year = "1992",
month = mar,
doi = "10.1016/0305-750X(92)90035-T",
language = "English",
volume = "20",
pages = "457--465",
journal = "World Development",
issn = "0305-750X",
publisher = "Elsevier BV",
number = "3",
}