From the late 1970s, the Haryana village of Sukhomajri built check dams and a community water-rights institution (HRMS) that cut siltation into Chandigarh's Sukhna Lake by ~95%, saving ~US$200,000/year in dredging. The model has since deteriorated: dams have silted up and the soc
~95 %
Reduction in sediment yield into Sukhna Lake (1980s-1990s)
~200,000 USD/year
Annual dredging cost savings for Chandigarh (1980s-1990s)
~2 USD million
Cumulative dredging cost savings (cumulative)
30 to under 7 %
Annual runoff as share of rainfall (1980s-1990s)
150 to ~1 t/ha/year
Soil loss rate (1980s-1990s)
~50 %
Household income increase (1979-1984)
3 of 4 dams
Check dams silted up (of four) (by 2018)
20 to 6 hectares
Command area of remaining dam (by 2018)
51 to 16 hectares
Cultivated area (1999-2000 to 2018)
42 to 55 metres below ground
Groundwater depth (by 2018)
1.7 lakh to 10,000 INR
HRMS annual revenue (1996 to 2016-17)
Details
Maturity
Discontinued
Promoter
Hill Resource Management Society (HRMS) / Central Soil & Water Conservation Research and Training Institute (CSWCRTI)
Period
1976-present (peak 1980s-1990s; declined since 2000s)
Keywords
watershed PES, siltation control, participatory forestry, avoided-cost, community institution
Context
Sukhomajri is a small village in the Shivalik foothills of Haryana, within the catchment feeding Chandigarh's artificial Sukhna Lake. Deforestation and uncontrolled grazing through the 1970s caused heavy erosion upstream, rapidly silting the lake the city depended on.
Activities
From 1976, India's Central Soil & Water Conservation Research & Training Institute (CSWCRTI) worked with villagers to build small earthen check dams capturing rainwater for irrigation while cutting runoff into the lake. In 1980, villagers formalised the Hill Resource Management Society (HRMS), a community institution allocating irrigation water rights by household, charging water-user fees, selling bhabbar grass and leasing fishing rights, using the income to maintain the dams and fund village development.
Results
Through the 1980s and 1990s, sediment yield into Sukhna Lake fell an estimated 95%, saving Chandigarh roughly US$200,000 per year in dredging (about US$2 million cumulatively). Annual runoff dropped from around 30% to under 7% of rainfall, and soil loss fell from about 150 t/ha/year to roughly 1 t/ha/year. Household incomes in the village rose by around half between 1979 and 1984, and wheat and maize yields multiplied several-fold.
Conclusions
Investigative reporting by Down To Earth in 2018 found the model had substantially deteriorated: three of the four check dams had silted up, the command area of the remaining dam shrank from 20 ha to 6 ha, cultivated area fell from 51 ha to just 16 ha, groundwater dropped from 42 m to 55 m below ground, HRMS's annual revenue crashed from Rs.1.7 lakh (1996) to Rs.10,000 (2016-17), and the society stopped meeting or holding elections for a decade. Sukhomajri stands as both a foundational proof-of-concept for community-based avoided-cost watershed PES and a cautionary example of how such schemes can collapse without sustained institutional reinforcement.
Implementation
Indicative cost
Low (< €50k) — Low-cost earthen check-dam construction from 1976, funded via CSWCRTI support plus HRMS-generated revenue (water fees, bhabbar grass sales, fishing leases); no large capital fund involved.
Time to results
Long (> 3 years) — Check dams built from 1976; HRMS formalised 1980; peak documented benefits through the 1980s-1990s; substantial institutional and physical deterioration documented by a 2018 investigation.
Staffing & skills
Central Soil & Water Conservation Research & Training Institute (CSWCRTI) technical team, Hill Resource Management Society (HRMS) — village-elected institution
Conditions for success
Household-level water-rights allocation creating a direct incentive to participate
Diversified local revenue streams (water fees, bhabbar grass sales, fishing leases) funding dam maintenance
External technical support (CSWCRTI) for check-dam engineering
Common failure modes
Institutional governance lapsed — HRMS stopped meeting or holding elections for a decade
Physical infrastructure degraded without reinvestment — 3 of 4 check dams silted up
External pressures (a proposed bypass road) encroached on remaining structures
Revenue collapse (Rs.1.7 lakh to Rs.10,000/year) undermined maintenance funding
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